List of Multiple Choice Questions:4 Principles of total quality management2 concepts “process” and “procedure”2 Safety risks in a process, and measures to control those risks.2 Basic elements and principles of ISO9001 OSHAS 18001 ISO140002 The Area’s of concern in process management implementation2 Authority and Responsibility and their consequences.2 Corresponding developments in quality and safety management.

List of Open Ended Questions:1 Basic Elements and Principles of ISO9001 OSHAS 18001 ISO140001 Basic Quality tools for process improvement.

Lecture 1:Quality: The definitions of quality; each one is used in specific contexts.

1. Freedom from deficiencies and defects: Used by those making a product or delivering a service. Fewer errors means better quality so a zero error product is superior quality. The criteria is usually that of the manufacturer so the product doesn’t necessarily satisfy the customer. Higher quality earns more money while deficiencies cost money.

2. Conformity to requirements: Used by those designing a product or a service or assessing conformity. This implies that there has to be a specification against which to measure. And everything that does not conform to it is thrown out. Even though it could satisfy the customer. The definition does not recognise potential requirements or future needs or wants it’s rooted in the present.

3. Fitness for Use: Used by those accepting a product or a service. The extend to which a product or service success-fully serves the purpose of the user during usage. Also rooted in the present.

4. Degree to which a set of inherent characteristics fulfils requirements:The meaning used by those assessing the achievement of quality. In this context environmental problems or health problems and all other such issues are considered a problem of quality.

5. Sustained satisfaction: Used by upper management:

6. Satisfying Customer’s need’s and expectations: Takes the meaning of quality beyond the present and attempts to secure the future. Basically in-venting new products the customer needs but does not know he needs.

Assumptions:

1. The costs of poor quality in external failure is greater than the developing processes that produce quality:1.1 Explanation: Take the example of British Petroleum and the accident that took place in the gulf of Mexico; which cost the company a hefty 30 billion. For 30 Billion many quality interventions could be imple-mented. So the cost of the accident is higher than what it would have cost to prevent it through preparation. Problem with this is that if the company has 30 years of no accidents it’s hard to justify several million of development costs for quality assurance.

2. Employees care about quality and will improve if provided with the tools and training.2.1 Explanation:

Employees do care about quality; but they have to be provided with sufficient training and tools for improving quality at which point the employees will take the initiative and improve quality.

3 Organisations are systems of highly interdependent parts.3.1 Explanation: Quality systems are very interdependent it is difficult for individual personnel to get an idea what the consequences of their actions are. The company must make explicit what actions from one de-partment means to another.If the interdependency is not mapped workers will be working against one another.

4. Quality is the responsibility of top management.4.1 Explanation: Famous quality guru published few articles a year about the reluctance of management. Top man-agement doesn't realise that in order to get employees to take quality seriously the management it self must also take quality seriously by giving a proper example. Management must give employ-ees the proper example when it comes to quality. By actively working on improving it and by partic-ipating in the improvement process.

Change Principles

1: Focus on work processes, train and coach employees to improve work processes.1.1 Train and coach employees to improve the quality. The processes must be managed by em-ployees which are trained and know how to improve quality at a process level.

2: Analysis of variability, as variability is the primary cause of quality problems.2.1. Things are not stable there is a constant dynamic change in organisations. There are little small changes in organisations overtime; those changes are called “Variability”. So these changes must be monitored and acted upon because those little changes cause most of the quality prob-lems. The small changes could change something so much that the quality safety precautions no longer work.

3. Managing by fact and the problem-solving cycle:3.1 People look at the facts and effects and try to produce a systematic problem solving technique which is based on investigating and solving the problem. The cycle is systematic as in it happens regularly according to specific rules.

4. Learning and continuous improvement. 4.1 Quality and Safety management are about continuous improvement. This improvement comes from learning from mistakes made by the company or in the field. Quality is never static it is ever changing and employees must adapt to those changes.

Total Quality Management Interventions:First five are based on the founding authorities of Total quality management.1. ID and measure customer requirements (Cross Functional Cooperation): Identify and mea-

sure what customers need.2. Create Supplier Partnerships: Find suppliers that deliver their goods with quality standards.

Because even though they are just suppliers; the company is still viable for the mistakes made by it’s suppliers. (British petroleum used a contractor)

3. Use (Cross Functional teams) to id and solve quality problems. Use teams from all over the organisation to id vital few problems. People from different departments can pin-point prob-lems that span across the entire organisation and cause issues to all departments.

4. Monitor Performance (Scientific Method) and ID improvement points. Using scientific methods such as: control chart or pareto analysis or even cost of quality analysis.

5. Use process management methods to improve team effectiveness. Flowcharts/Brain-stormwind/Fishbone

The following two interventions are enrichments unlike the first 5.6. Measure quality compared with other businesses (Benchmarking): Finding information

about best practices from other organisation. And then implementing/adapting the practices to the company.

7. Employee Involvement: Social approval and public recognition leads to human motivation. Quality days and such.

Total Quality Management Interventions: Taken from Lecture Videos (which explains the poor English) Explanation of the 7 principles made in class.

1. We are busy at looking at what the customer that is using the product and services. What he thinks about it it is a very important method behind quality management is to focus on the cus-tomer.2. Making sure that if someone else delivers the products you are using; you have good relation-ship with him. They deliver sufficient quality. British petroleum was using a subcontractor however they were still responsible.3. It Is important because organisations are systems of interdependent activities; it is important that the different views of what the quality in the organisation is are put together.4. It's a kind of building scientific methods for the workforce.5. You give the workers the tools with which their decision making in teams is improved. 6. Benchmarking: Comparing against other companies or previous incidents. Comparing the qual-ity interventions and things like that.7. The workforce are the real experts involved. So understanding that they are experts and keeping them motivated is crucial for quality management.

Motivation:People are motivated not only by money but by mastery/autonomy/purpose

Basically if it's a mechanical easy task money is great motivator.But if it is a complex task people want to be autonomous free to do as they see fit.Mastery is being better at something like playing guitar the satisfaction of getting better.Purpose is having a larger purpose like making the world a better place.So for highly skilled workers mastery/autonomy and purpose are far more important than money.

Quality Assurance: (Preventing errors and mistakes in products)Inspection: Check if the output(finished product) of a process; complies with norms and rules. Em-ployees can feel less responsible if a third-party carries out the check. Since it is not their job they won’t care as much.Statistical process control: Controlling that the process is carried out correctly. integrated management systems: The way people are trained/Selected for the job must also be controlled. Inspection is inspecting the finished product. Statistical Process Control is making checks and norms into the process so that the outcome is assured. And Integrated Management System goes even further to when the people making the process are selected. So selecting the right people.

Quality Assurance: According to the Lectures1. Start of 20th century there were quality inspectors; quality is only assured when the final product is checked alone. Making sure the output is good Is the only concern. Inspection approach means there are lots of failure costs due to products that do not pass the inspection.2. In the 1930's people realised that when you want to reduce failure costs you have to look at the way it Is being produced. Basically making sure of the quality of the process that will produce a quality result. Statistical because conditions are not always constant but variable and that must be dealt with.3. 1980 Integrated management systems because that you must also make sure that the way peo-ple are trained and selected for their work and work processes must be of quality.

Development stages of quality:First stage was Craftsmanship with Supervision and Inspection. So the work was carried out; and then the supervisor/inspector was a skilled craftsman who would then inspect the final product. The first stage was basically intervention at the level of the output; after the product has been made.

Second stage: Quality Control Systems: The second stage is making sure that the process leading to the outcome(product) is controlled so that the outcome is of assured quality.

Third Stage: Total Quality: Which is basically taking into account the production, the finance, the employees all factors of the organisation together make up the total quality.

Development stages of quality from the lecturesHistorical view. You see that these things are still necessary for ssms. If you want quality you have to have a certain level of craftsmanship. It's important the supervision of the craftmen and that there is an inspection to check if the quality is produced. Inspection is part of production control. The next step we realised it was not only the work processes but it was also the human resource factors the financial systems all important to quality together. So that's how we came to total qual-ity. All of the companies systems together from the start of hiring the workers through crafting through inspection and quality processes through finances till the end all of those combined make total quality.

Lecture 2:Types of wasteTim Woods as types of waste:T: Transportation: Unnecessary movement of products and materials.I: Inventory: Having materials in storage that are not being processed; EG extra stuff.M: Motion: Unnecessary movement of people.W: Waiting: Waiting for the next step(should never wait should always be able to move)O: Overproduction: Producing more than what is needed. And before it’s needed.O: Overprocessing: More work or higher quality than required by the customer.D: Defects: Scrap, re-work of goods that do not meet the requirements of the customer.S: Skills: Unused talent, skill and knowledge of the workers.

TIMWOODS !

Lesson learned from the simulation: In most organisations people have difficulty with thinking in processes, because they are used to thinking in functions (different departments). When organis-ing processes, people should think about the purpose of the process. The process should not be organised by departments; but in a way which reduces waste.

Functional Approach History: Henry Ford Assembly line, the idea was dividing workers to spe-cialised tasks; the result was far more productive and efficient. However the workers were all doing the same task over and over which reduces motivation, autonomy and sense of responsibility.

Process Approach: Is trying to break the Functional Approach thinking. Applying a system of processes. Acknowledging that there are processes within an organisation; processes that go through many departments achieving one goal.Identifying processes, their interaction and their management.With the goal of producing the desired outcome, expected by their stakeholders.Design quality in the process; not sorting good and bad outcomes at the end.Define variables which are critical to the quality.

Functional Approach Vs Process Approach: Functional Approach: Specialists performing specialised tasks, each providing a unique contribu-tion to the end product. The up-side of the Functional Approach is that it develops core competen-

cies in a discipline. Develop the competencies that are needed to perform the specific task. The down-side is that there is a possibility of gaps and sub-optimisation.

Functional Approach: Has a top down organisation. Everything is sorted by function and depart-ments rather than; by the process that is being carried out to produce something.Functional approach is aimed at managing the results of functions and departments.

Process Approach: Is organised horizontally as in there is a line which represents the process and around it are the departments and functions needed to carry the process out. Process ap-proach is aimed at managing results of processes.

Processes vs ProceduresProcess definition: A systematic series of actions directed at the achievement of a goal.A process is “something going on” it is not static it changes and is constantly in motion. Constantly moving the process is understanding needs and trying to fulfil them. Checking results. it’s (dy-namic)Procedure definition: Doing a task, conforming to rules, doing what we are told (static). Procedure is a particular way of accomplishing something, series of steps in a regular defined or-der.

Perception of the Process: How a process is seen by the workers. For example if you have a worker that is cutting stone. If that worker doesn’t know his place in the chain of the process, he will say that he is just cutting stone. If he has an idea of what he is making he would say that he is making a window. And if he knows the entire process chain he will say he is making a cathedral.

Lecture 3:

Continuous Improvement of the quality management system + PDCA.

1. Board of Directors (Plan) Question: Vision or policy available? What is the purpose of the process?

2. Management of means (Plan)Are the employees well equipped for the task?

3. Creating the Product (Do)Do employees know the purpose and their role? Are they acting accordingly?

4. Measurement (Check) Analysis and improvement (Act)Do we measure?And back to (Plan) Or Board of Directors.Apply Corrective Action

The 8 ISO: 9001 Quality Management Principles 1. Customer Focus: The customer is king the organisation is focused on what the customer re-

quires and what his wishes and expectations.2. Leadership: Leadership means making sure that the organisation is doing the right things.

Management means making sure that those things are being done right. 3. Involvement of people: People at all levels are the essence of an organisation; and their full

involvement enables their abilities to be used optimally to the benefit of the organisation.4. Process Approach: A desired result is achieved more efficiently when related resources and

activities are managed as a process. (Managed as a process means that everything that is needed to carry out a process(making a product for example); is put together in a line. Start to finish going through the organisation.

5. System approach to management: Identifying, understanding and managing interrelated pro-cesses as a system contributes to the organisation effectiveness and efficiency in achieving its objectives.

6. Continual improvement: Continual improvement of the organisation’s overall performance should be a permanent objective of the organisation.

7. Factual approach to decision making: Effective decisions are based on the analysis of data and information.

8. Mutually beneficial supplier relationship: An organisation and its suppliers are interdepen-dent and a mutually beneficial relationship enhances the ability of both to create value.

Implementing ISO 9000:Define needs and expectations of customers/stakeholders: What the customers expect and need.Policy Statement: The needs and expectations of customers and stakeholders are established in the policy statement. This is done by the Top Management usually.Define process and responsibilities: This is done at the level of creating the product.Define and provide resources: Resource management takes care of this particular function.Define measurement methods: The way that it will be checked if the outcome of the process or the process it self is good. And whether the quality is sufficient.Define measures to eliminate non conformance: To comply with something there has to be a measurement a specification of what must be achieved. Define and implement processes aimed at continuous improvement: This is to design the pro-cesses in such a way that the organisation will continue to improve it self. Often from the mistakes/errors being made.

Risk in ProcessesFailiure mode and effect analysis FMEA. This is the FMEA chart.1. Choose process, determine steps to be investigated.

Decide which process will be investigated each organisation has many.2. Possible failures and possible effects of those failures, for each step

A process is a combination of steps for example in a prison; the prisoners must come through and get inspected, then registered, checked medically, open financial accounts and finally locked up. What are possible failures in each of these steps?

3. Determining the occurrence rateHow often is this likely to happen; based on history as well as counter-measures much like risk management.

4. Determine the detection rate.What is the chance that if an incident is to happen that incident will be detected?

5. Calculate RPN Risk Priority Number1 to 10 with 10 being the highest. Then you multiply the numbers by each other.

6. Sort Put everything in the table.

11 Failure types: GTO’s General Failiure types.6 Specific:1. Hardware:

This relates to the quality and availability of tools and equipment. It’s principal components would include policies and responsibilities for purchase, quality of stock system, quality of sup-ply, theft and loss of equipment, short-term renting, compliance to specifications, age of equip-ment, non standard use of equipment and so on.

2. Design: Design becomes a GFT when it leads directly to the commission of errors and viola-tions. there are three main classes of problem: The knowledge gulf: Failiure on the part of the designer to provide external guidance. The execution gulf: Designed objects are often opaque with regard to their inner workings, or to the range of safe actions. The evaluation gulf: Failure of the designed items to provide feedback to the user.

3. Maintenance managementThis GFT is concerned with management rather than the execution of maintenance activities.

Was the work planned safely? Did maintenance work or an associated stoppage cause a haz-ard. Was maintenance carried out in a timely fashion?

4. Error-enforcing conditionsThese are conditions relating either to the workplace or to the individual that can lead to unsafe acts. They break down into two broad categories: Error-producing conditions and violation-pro-motion conditions.

5. Housekeeping: This creates a GFT when problems have been present for a long time and when various levels of the organisation have been aware of them but nothing has been done to correct them.

6. Defenses: Failure in detection, warning, personnel protection, recovery, containment, escape and rescue.

General7. Communications: Communication problems fall into three categories: System failures: in which the required channel of communication does not exist, or is not functioning or is not regularly used.Message failures: In which the channel does exist, but the necessary information is not transmit-ted.Reception failure: in which the channel exists, the right message is sent, but it is either misinter-preted by the recipient or arrives too late.8. Organisation: This concerns organisational deficiencies that blur safety responsibilities and al-low warning signs to be overlooked. The three main components are: Organisational structure, or-ganisational responsibilities and the management of contractor safety.9. Procedures: This relates to the quality, accuracy, relevance, availability and workability of pro-cedures.10. Incompatible goals: Goal conflicts may occur at any of three levels:Individual: goal conflicts caused by preoccupation or domestic concernsGroup goal conflicts: When the informal norms of a work group are incompatible with the safety goals of the organisationConflicts at the organisational level: In which there is incompatibility between safety and productiv-ity goals.11. Training

ALARA: As low as reasonably achievable ALARP: As low as reasonably practicable: This is the one that is more often used; it was also used during the guest lecture. So perhaps something to remember.

ALARP Principle: Three regions1. Unacceptable region: Risk cannot be justified.2. Tolerable region: Risk taken when benefits are high. Tolerable if cost of reduction would ex-

ceed the improvement gained.3. Acceptable region: No need for detailed workings.

Lecture 4:

Management Systems:ISO 9001 (Quality) CustomersOHSAS 18001 (Safety and health) EmployeesISO 14001 (Environment) General PublicISO 27001 (Information Security) Information Security Management

Integration of Documentation: PyramidHazardous substances: Environment elements and Health and Safety elements meet at Haz-ardous substances.Waste: Environment elements and Quality Elements meet at waste.Employee satisfaction: Health and Safety elements and Quality Elements meet at Employee satis-faction.

And in the middle of all three are common managerial elements.

Integration of documentation: Pyramid same as the first just explained a’bit differently.

Health and Safety Elements Share employee satisfaction with Quality ElementsHealth and Safety elements Share hazardous substances with environment elements.

Environment elements share waste with quality elementsEnvironment elements share hazardous substances with health and safety elements

Quality elements share waste with environment elementsQuality elements share employee satisfaction with health and safety elements.

System Integration Part 2:Risk Management System: Integration of documentation and tools, tools with which to manage risks.

Management: Group people that belong to the same discipline together; in order to improve per-formance by team work on the same objectives.

Systems: A set of interactive processes which are managed and arranged in a way to achieve the organization's goals.

Management Responsibility: This is what the management must do in an organization.1. What is the long term strategy of the organization.2. Communicate the strategy with the employees and stakeholders.3. Is the policy of the organization clear and does it have measurable goals.4. Is the management it self taking action to implement the new policy. (Is the management show-

ing their commitment to the new policy. If the management says that there must be more coop-eration between employees; but then the management is not available for unofficial meetings this doesn't show commitment.

5. How is responsibility and authority distributed?

Documenting Policy: 1. How are protocols and procedures documented?2. How to make sure that the right documents are at the right place at the right time.3. How is it assured that the documents are up to date?

Resource Management: Manages the resources that are needed in the production.1. What education and experience is necessary and how is it provided. 2. Right kind of equipment and facilities.3. Ensuring the right kind of conditions for the workers during work.

Product Realization: Making the Product1. How are the activities required to make the product connected with each other.2. How are customer needs taken into account, and how are the needs communicated across.3. How is the work planned well in advance. And how do different employees work together in or-

der to systematically execute the plan.4. How is the production process monitored.

Measurement analysis and improvement:How is the final product and the customer satisfaction measured, analysed and evaluated. (tools)How is employee satisfaction measured. (tools, surveys, feedback)How is the measured information used to improve future plans. (Is it being used?)How are errors and complaints handled. (how are they received; what channel is used)

Audit Questions: The goal of the questions must be to obtain hard factual data for decision mak-ing.

1. Who2. What3. Where4. Where to5. When6. Why

Generic Audit Construction:The audit must always begin with the Management(Where to, why, who). After interviewing the management the next step would be to interview the employees:(What,Where,When,Whereby). And after the employees have been interviewed return to the management with follow up questions based on the responses so far.

Maturity Levels: An organization can have 5 maturity levels. Level 1 (merely) Performed, Level 2 Managed Level 3 (clearly) Established Level 4 Predictable Level 5 optimizing.

Level 1: Organizational processes are unpredictable, poorly managed and reactive(react to an event that takes place)Level 2: Processes have been reactively identified for specific projects.Level 3: Processes have been defined proactively on an organisation-wide scale. Projects tailor their processes to the organizations standards.Level 4: Processes are measured and controlled.Level 5: Organizational focus is on continuous improvement of processes.

Lecture 5:

Breaking the Functional Mindset:Part1: Moving from the traditional Functional thinking into the new process approach. Focusing on the customer is a way of confronting workers. When the customer is the focus it is easier to add value and turn the organization into a process organization. If the customer is not the focus it is easier to lose sight of what the mission and goal of the organization is; people can fall in routines and only be concerned by their own work.

Part2:Breaking the employees are only busy with their specific task and getting people to start thinking and focusing on the customer. It is no coincidence that the first principle of ISO is customer focus; same holds true for internal customer(another employee getting a product from the first the nest person down the line in a production line). By communication, cooperation and central focus the employees will stop wasting time on preparing products; for other workers without consulting them if the good is useful. It's not always possible to create process only departments. Sometimes the organization should stay as a functional organization but improve cooperation.

Cultivating collective responsibility. The entire goal of the process approach is to add value; however to do this employees must coordinate, cooperate and communicate with one another. This is a list of the things that can be done to make that happen.Make responsibilities overlap, the line between whose responsibility it is is blurred people will talk and work with each other. And it is more likely that an employee will fix another employee's mistake and not just leave it be.

Changing performance to unit instead of individual. So the whole team gets an award if they are performing well less competition. This way people will work collectively towards achieving the reward.

U shape: Change the work organization into a u form. (What we did during project; however imagine it on a large scale with employees in departments working closer together: One ex-ample is a computer assembly warehouse with all tables facing each other)

Procedures: Basically the procedures that are in-place to handle feedback for example, the notion of blaming should be gone and the mindset should change to improvement only example: What you see in production organizations, when a bike was bought there was a sign who made it and if there is an issue with the bike the feedback is given to the workers that made the mistake. Job titles: giving people more functions making it harder to think in terms of specific jobs. It's ev-eryone's responsibility. Give people the chance to take another role in a team:gives them a different view on quality Feedback from staff about performance indicators what the results from the work are. It's easier to adapt your work to what is being asked. Also since a process is standardized(not always), it is eas-ier to get employees to take on each other's roles. This way errors can be spotted by everyone since everyone knows how to do the job.Management formal discussions trying to align what is important for the organization man-agers take a crucial role in advocating what the organization is about.

Customize the design 50% fail of organizations fail to implement process management. Taking only one of the ap-proaches listed above; such as Job Titles is enough to make the organization better. Research shows that organization that adopted at least one approach were on average 5 to 7 times better than those that did not. Also the approach must be tailored to the organization; you can't always expect a U shape to fix everything. Sometimes a combination is needed. No one size fits all.

Look at organizations as flexible groupings; explicitly referring to systems approach of ISO 9000. That cut horizontally is explicitly process approach.

Process OwnersThe functional structure still existed but a new function was created called process owner. What re-sponsibilities does the process owner have? Process owners are about horizontal structure what they do is they create process owners with authority over budget they have a responsibility In making sure that the process is described and designed as a whole having its own process indica-tors. What's the production what is the financial result of the process.

Process owners are paramount in getting an organization to shift to process organization. They co-ordinate the entire process approach. They can set their own budget and change their process however they see fit. They must coordinate with Functional Management (which in a process orga-nization has the task of training and selecting employees). The key is coordination and communi-cation.

Senior management as process owners Responsible for training front line people. There is a conflict between the hierarchal boss and the process owner which have different views of the employee priorities. Training front line people is still the job of functional management.

New management style:• Process management can't order people around telling them what to do because the worker may

have other tasks from his functional manager.• Command and control is replaced by negotiation and collaboration. • Process owners emphasis standardization in organizations. Standardization has the risk of going

too far such as Henry ford.

Requirements of process approach:Managers must do more than reorganise; make employees take collective responsibility. Every-body must focus on the customer, process complete departments: The whole process is completed in the department instead of moving from one department to another.

How Process Enterprises really work:

Organizations are a group of connected work and information. The information and work flows through the organization in a horizontal way. Because of the horizontal process approach there must be appointed process owners that have authority over the work and budget of the processes. And finally the measurement has to move from unit to a process goal.

Process Owners: Senior management with responsibility of a process from beginning to end. The process owners design the process; measure it’s performance and train the front line employees that carry out the process. Responsibility cannot be delegated, authority can be delegated and split. Authority of a process can be divided among different functional managers; and employees report to their own functional manager.

Process Owners: Standardisation Standardisation of Process Owners means making process owners that could take owner-ship of different processes because they are standardised. This will reduce the costs of training, making document and information systems since each process owner knows what the others are doing. It makes the process owner be able to communicate with the cus-tomers and the suppliers so one face only. And increases the organisational flexibility it’s easy to reassign people they know what they are doing. This has the risk that all process owners will be the same. And it’s not about decentralisation it’s about process standardisa-tion vs process diversity.

Transition: to process approachFocus on achieving concrete benefits quickly.Let one unit take the lead of the transition don’t transition all at once but start with one unit. Re-sistance usually does not come from employees which have broader and more interesting jobs; but rather the resistance comes from management because they lose autonomy and power and 25 to 50% of them leave.

Human factor plays a significant role in accidents but does not mean people are stupid/negligent or reckless.

People commit errors because they are tempted by the environment where they operate. There-fore it is important to remove all distractions and focus.

Root causes of process disturbances.75% environment25% individual1% externalDeming:94% responsibility management

Human Error:Slip: When a person does something, but not what he meant to do. Attention failureLapse: When the person forgets to do something. ForgettingMistake: When the person does what they meant to, but should have done something else. Wrong decision

Violation: When the person decides to act without complying with a known rule or procedures.

Last page is out of mind it’s forgotten the main goal has been achieved often people forget the last page.

Redesign Work Environment:Slip/Lapse/Mistake/ViolationMake oblivious behaviour conscious: SlipVariation in work: slip(lapse)Job satisfaction and relaxation: lapse(mistake)Education and instruction: mistake(violation)Rewards and punishment: Violation

() have limited influence

Lecture 7:

Responsibility: To be accountable to someone higher up in the hierarchy. Which is colleague with a operational or functional relationship.

Responsibility is not delectable authority is. Authority is the right to do something execute an activity.

RACI Responsible Accountable Consultable Informable• Decision authority is only accountable: RACI Responsible Accountable Consult able Inform• Decision authority is only accountable not responsible or consul-able. • Advise authority is Responsible, Consult-able and informble.

Two meaning of decision authority: Decide to act independently and grant permission or autho-rize.

Advise Authority: Has to consult before making decisions. Has the authority to execute the ac-tions but must consult in advance. Advise authority has “watch dog” role.

Responsibility area:Two types of responsibility areas: Decision type responsibility area is an area where a policy is available. And implementation type is one where policy is implemented.

The employee carries out the task and the authority is in the director. And normally the de-partment head has the authority and the director has the responsibility.

Pareto analysis: Basic quality tools | 5 times why | Fishbone/ Ishikawa or cause & effect diagram | Six thinking hats(FMEA Failiure mode effect analysis also quality tool)

Pareto analysis: identifying the vital few from the trivial many aka the most important sources of quality problems that’s the pareto principle.

1. Record the data2. Order the data3. Label he horizontal and vertical axis4. plot the bars

Pareto diagram: The fewer errors there are the more calmative percentage there is.

5 Times why keep asking why until you get to the root. Same thing as with information and organization.

Cause and Effect Diagram,there are different variation but the one showed has 4 categories: Methods/Manpower/Material/Machines. And it all leads to lack of responsiveness to customers.

Six thinking hats:White: Facts white is about data you divides these hats to people and sit in a circle;. The one who has the white has to tell just facts no emotions just facts.Yellow: Yellow is the optimistic thinker that gives positive suggestions what is good what are op-portunities.Black: Pessimist negative stuff pointing out everything that could go wrongRed anger: emotions fears what could happen. all emotional issuesGreen: Thinking outside the box; new perspectives possible solutions etc.Blue: Manages this thinking process and keeps the people to their tasks.

WYBRGB: A way to remember the thinking hats; however i do not think this to be very effi-cient.