Insights from Mixed Model

Management (on How to Manage Projects and not Tasks)

Presented by Bill Bellows

Associate Fellow

InThinking Network

Aerojet Rocketdyne

Email: william.bellows@rocket.com, Cell: 818-519-8209

President

In2:InThinking Network, www.in2in.org

Email: bill@in2in.org, Cell: 562-204-6246

SCQAA Chapter Meeting

October 16, 2013

Tank Engines and Rocket

Engines

Audiences

Product / Program / Project

As Conceived

Replacing the screwdriver

Pilot holes

Hole saw

Drywall installation

Concrete

The top 5 uses:

1. Replacing the screwdriver

2. Pilot holes

3. Hole saw

4. Drywall installation

5. Concrete

Product / Program / Project

As Managed As Conceived

What if every professional firefighter in the world followed their

country’s firefighting orders? Would there ever be another

firefighting injury? Or, in a manufacturing plant, what if standard

planning and processes were followed by every operator, to the

letter; would defect-free parts be produced time and again? The

planning model of interchangeable parts, with major contribution

often given to Honore Blanc, who resided in France in the late

1700's, offers such a vision, with an outcome of products,

processes, and services that "work" (as planned), including zero

fire fighting fatalities. The American System of Manufacturing

followed shortly thereafter when Thomas Jefferson's

implementation vision was shared with Eli Whitney, leading to

the first-ever contract with the US Congress for a product made

with interchangeable parts…..

Abstract

….Make that perfectly interchangeable parts, including those

who fabricate them and those who fight fires.

The simple design model of interchangeable parts, defined as a

Macro System Model, is founded upon a set of assumptions that

will be highlighted in this presentation. As a fitting complement,

a second model, the Micro System Model, will be shared in a

presentation that reveals explanations for all too frequent

consternation and problems, let alone the failed solutions.

Such are the realities when products and services are created

by processes without an understanding of the significant

difference a Macro and a Micro System Model. Mixed Model

Management offers the ability to use both models to their full

advantage and, thereby, reduce problems and increase profits.

Abstract

Agenda •Models

•Quiz

•Modes of Thinking

•Purposeful Resource Management

•Purposeful Resource Leadership

•Opportunities to Act

•Opportunities to Think

Models Several years ago, Linda LoRe, CEO of

Frederick's of Hollywood, shared a story of

speaking with MBA students about

Frederick's and their strategy to compete with

Victoria's Secret and their supermodels,

including Gisele Bündchen. As the business

school engagement was ending, Linda fielded

a seemingly personal question; "I have to

ask...in your role as the CEO, do you get to

work with the models?"

Mental Models A mental model is an explanation of

someone's thought process about how

something works in the real world. It is a

representation of the surrounding world, the

relationships between its various parts and a

person's intuitive perception about his or her

own acts and their consequences. Mental

models can help shape behavior and set an

approach to solving problems (akin to a

personal algorithm) and doing tasks.

Source: http://en.wikipedia.org/wiki/Mental_model

Mental Models

Essentially, all models are wrong,

but some are useful.

Professor George Box

Ownership

A

c

t

i

v

i

t

y

Proactive

Reactive

“Mine” “Ours”

Resource Management Model

Resource Management

Reactive – applying effort after “bad,”

“not OK,” “sick,” or “incorrect” happens

Proactive – applying effort while “good,”

“OK,” “well,” or “correct” is happening

“Every dollar we invest in high-quality

early education can save more than $7

later on”

“An ounce of prevention is worth a

pound of cure”

“A stitch in time saves nine”

Resource Management

“What we see depends on what we

thought before we looked.”

Myron Tribus

Perception & Thinking

Quiz

Horse Trading

“The secret to selling a horse is…

Mark Twain

How much time is spent discussing

parts, tasks, activities, program

milestones, etc. which are good and

completed on time?

Time Management

How much time is spent studying for

the final exam, questions from weekly

quizzes and the mid-term which were

correct?

Time Management

How important is customer satisfaction?

Satisfaction

Value

Disappointment

Expectation

Expectation Management

Buying Watermelons and

Briquettes

Grades

What letter grade is required for all

purchased parts and services, as well

as tasks completed internally?

Handoff Requirements?

D E F

P

G I H

Task Flow

Task Grades

Task Management

Sub-

Assembly 1

Task A Step 1

Step 2

Step N

Task B

Task O

Task P

Sub-

Assembly 2

Product

Assembly

Assembly Final Assembly

FIT

FIT

FIT

GOOD

GOOD

GOOD

GOOD

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Macro System Model Task Completion

Sub-

Assembly 1

Task A Step 1

Step 2

Step N

Task B

Task O

Task P

Sub-

Assembly 2

Product

Assembly

Assembly Final Assembly

FIT

FIT

FIT

GOOD

WORKS

GOOD

GOOD

GOOD

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Macro System Model Task Completion

0 10 20 30 40 50 60 70 80 90 100

Task Grades

Cutting Wood

Given a piece of wood that will be cut into

2 pieces, how many lines will be drawn

across the top face before the cut is

made?

(target)

1 line

Cutting Wood

target

2 lines

Cutting Wood

MAX MIN

HOLE DIAMETER

MAX MIN

25 20

PAGE COUNT

OUTER DIAMETER

Examples of Task

Management

100 FT 0 FT

DISTANCE FROM THE DOOR

MAX MIN

HOLE DIAMETER

MAX MIN

25 20

PAGE COUNT

OUTER DIAMETER

Macro System

Task Management

100 FT 0 FT

DISTANCE FROM THE DOOR

= =

= =

MAX MIN

HOLE DIAMETER

MAX MIN

25 20

PAGE COUNT

OUTER DIAMETER

Micro System

Task Management

100 FT 0 FT

DISTANCE FROM THE DOOR

= =

= =

Resource Management

Contrast

MAX MIN

HOLE DIAMETER

MAX MIN

OUTER DIAMETER

MAX MIN

HOLE DIAMETER

MAX MIN

OUTER DIAMETER

Resource Management

Contrast

MAX MIN

HOLE DIAMETER

MAX MIN

OUTER DIAMETER

MAX MIN

HOLE DIAMETER

MAX MIN

OUTER DIAMETER

MIND THE TASK MIND THE GAP

Upper

Specification

Limit

Lower

Specification

Limit

TARGET

(desired

value of

parameter)

“Loss to

Society”

Taguchi’s Quality Loss

Function

Sub-

Assembly 1

Task A Step 1

Step 2

Step N

Task B

Task O

Task P

Sub-

Assembly 2

Product

Assembly

Assembly Final Assembly

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Step 1

Step 2

Step N

Degrees of

GOOD

Degrees of WORKS

Degrees of FIT

Degrees of FIT

Degrees of FIT

Micro System Model Task Completion

Modes of Thinking

Categories

Absolutes

Discrete / Digital

How many students

at CSUN? How

many faculty?

Continuum

Relative

Wholeness / Analog

Better/Faster/Cheaper/

Smarter/etc.

Students are different,

faculty are different

Modes of Thinking

Categories

Absolutes

Discrete / Digital

How many students

at CSUN? How

many faculty?

Continuum

Relative

Wholeness / Analog

Better/Faster/Cheaper/

Smarter/etc.

Students are different,

faculty are different

Modes of Thinking

Purposeful

Resource

Management

Ownership

A

c

t

i

v

i

t

y

Proactive

Reactive

“Mine” “Ours”

P

U

R

P

O

S

E

F

U

L

REFLEXIVE

Resource Management

Purposeful

Resource

Leadership

Assumptions

A better way to operate an organization is

to invest resources with the ability to

manage customer delight, satisfaction,

and disappointment

Better investment results from discovering

opportunities to invest

The discovery of opportunities for

investment is limited by how thinking is

conditioned

What is needed ?

Thinking that promotes better

discovery

Opportunities to Act

Opportunities to Act (differences that make a difference)

Category Thinking vs. Continuum Thinking

Macro Systems vs. Micro Systems

Attention to “Good” elements

Customer Satisfaction vs. Customer

Delight

Perception & Thinking

“How the world we perceive

works depends on how we think.

The world we perceive is a world

we bring forth through our thinking.”

H. Thomas Johnson

Source: (article) A Different Perspective on Quality, Johnson, 1997

Opportunities to

Think

An InThinking Roadmap AKA The Hotel California

InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”)

Six Thinking

Hats (8 hrs)

Kepner - Tregoe

(24 hrs) (Problem Solving and

Decision Making)

Workshop”)

Managing

Variation as a

System

(9 hrs)

The New

Economics

Study Session

(14 hrs)

Understanding Taguchi Methods – Part 2

(40 hrs)

Understanding

Taguchi Methods – Part 1

(40 hrs)

DATT (16 hrs)

-

(Problem Solving and

DATT (16 hrs) DATT (16 hrs)

Design of Experiments &

Taguchi Methods – An

Overview (16 hrs)

Leading Systems

(12 hrs)

(AKA the “Organization

Resource Leadership

(8 hrs)

OD

(4th week, Th/Fri, 12-2pm PT)

Prerequisites

BTA…webinar

(2nd week, Th/11:30-1pm PT)

Lateral Thinking

(16 hrs)

TARGET AUDIENCES: Members of management,

individual contributors, suppliers, and customers who

are providing leadership in "enterprise thinking"

activities. Family members, "members of the

community" and students are welcome to attend.

"Members of the community" are citizens who are

involved full or part time, or in a volunteer capacity, in

community related work. Examples include hospital

employees, teachers, religious leaders, scouting

leaders, and youth sports volunteers.

An InThinking Roadmap

An InThinking Roadmap AKA The Hotel California

InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”)

Six Thinking

Hats (8 hrs)

Kepner - Tregoe

(24 hrs) (Problem Solving and

Decision Making)

Workshop”)

Managing

Variation as a

System

(9 hrs)

The New

Economics

Study Session

(14 hrs)

Understanding Taguchi Methods – Part 2

(40 hrs)

Understanding

Taguchi Methods – Part 1

(40 hrs)

DATT (16 hrs)

-

(Problem Solving and

DATT (16 hrs) DATT (16 hrs)

Design of Experiments &

Taguchi Methods – An

Overview (16 hrs)

Leading Systems

(12 hrs)

(AKA the “Organization

Resource Leadership

(8 hrs)

OD

(4th week, Th/Fri, 12-2pm PT)

Prerequisites

Distance Learning

Opportunities

BTA…webinar

(2nd week, Th/11:30-1pm PT)

Lateral Thinking

(16 hrs)

Monthly Announcement

In2:InThinking Network 2014 Forum

Succeed with Inquiry: Insights, Knowledge, Action June 18 - 22, 2014 in Los Angeles, California

The In2:InThinking Network was formed in

2001 by a group of students of the work of

W. Edwards Deming and related theorists,

including Russell Ackoff, Edward de Bono,

Tom Johnson, Peter Senge, and Genichi

Taguchi. The aim of our network is to make

thinking about sub-systems, variation,

knowledge, and psychology, and their

interaction – which comprises Deming's

System of Profound Knowledge - more

conscious. We believe that such thinking

about thinking, which we call “InThinking," will

allow people to better perceive relationships

and interdependencies in human endeavors, and consequently act to make those

endeavors more valuable, more satisfying, and more joyful. The aim of our 5-day In2:IN

2014 Forum is to continue to elevate the consciousness of individual and collective

thinking. Join us in learning, connecting, and improving how we can work, learn, and

think together. Registration fee: $400, with a $50 discount for registering on or before

May 7th.

Learn more about our 2014 Forum at our website at www.in2in.org

“Little progress can be made by

merely attempting to repress

what is evil; our great hope lies

in developing what is good.”

Calvin Coolidge

“All that we have comes from

people who are responsible only

to themselves.”

W. Edwards Deming

Insights from Mixed Model

Management (on How to Manage Projects and not Tasks)

Presented by Bill Bellows

Associate Fellow

InThinking Network

Aerojet Rocketdyne

Email: william.bellows@rocket.com, Cell: 818-519-8209

President

In2:InThinking Network, www.in2in.org

Email: bill@in2in.org, Cell: 562-204-6246

SCQAA Chapter Meeting

October 16, 2013