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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
The top 5 uses:
1. Replacing the screwdriver
2. Pilot holes
3. Hole saw
4. Drywall installation
5. Concrete
Product / Program / Project
As Conceived

As Managed
Abstract
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.
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
Resource Management Model
A
c
t
i
v
i
t
y

Proactive

Reactive

“Mine”

“Ours”

Ownership
Resource Management
Proactive – applying effort while “good,”
“OK,” “well,” or “correct” is happening
Reactive – applying effort after “bad,”
“not OK,” “sick,” or “incorrect” happens
Resource Management
“An ounce of prevention is worth a
pound of cure”
“A stitch in time saves nine”

“Every dollar we invest in high-quality
early education can save more than $7
later on”
Perception & Thinking
“What we see depends on what we
thought before we looked.”
Myron Tribus
Quiz
Horse Trading
“The secret to selling a horse is…
Mark Twain
Time Management
How much time is spent discussing
parts, tasks, activities, program
milestones, etc. which are good and
completed on time?
How much time is spent studying for
the final exam, questions from weekly
quizzes and the mid-term which were
correct?
Time Management
Satisfaction
How important is customer satisfaction?
Mixed Model Management:Manage Projects and Not Tasks
Expectation Management
Value

Expectation
Disappointment
Buying Watermelons and
Briquettes
Grades
What letter grade is required for all
purchased parts and services, as well
as tasks completed internally?
Task Flow
Handoff Requirements?

P

D

E

F

I

H

G
Task Grades
Task Management
Macro System Model
Task Completion
Step 1
Step 2
Step N
Step 1
Step 2
Step N
Step 1
Step 2
Step N
Step 1
Step 2
Step N

Assembly

Final Assembly

GOOD

Task A
GOOD

FIT
SubAssembly 1

Task B

FIT
Product
Assembly

GOOD

Task O
GOOD

Task P

FIT
SubAssembly 2
Macro System Model
Task Completion
Step 1
Step 2
Step N
Step 1
Step 2
Step N
Step 1
Step 2
Step N
Step 1
Step 2
Step N

Assembly

Final Assembly

GOOD

Task A
GOOD

FIT
SubAssembly 1

Task B

FIT
Product
Assembly

GOOD

Task O
GOOD

FIT
SubAssembly 2

Task P
WORKS
Task Grades

0

10

20

30

40

50

60

70

80

90 100
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?
Cutting Wood
1 line
(target)
Cutting Wood
2 lines

target
Examples of Task
Management
PAGE COUNT

HOLE DIAMETER

MIN

MAX
OUTER DIAMETER

MIN

20

25

DISTANCE FROM THE DOOR

MAX

0 FT

100 FT
Macro System
Task Management
HOLE DIAMETER

PAGE COUNT

=

=

MIN

MAX
OUTER DIAMETER

20

DISTANCE FROM THE DOOR

=
MIN

25

=
MAX

0 FT

100 FT
Micro System
Task Management
HOLE DIAMETER

PAGE COUNT

=

=

MIN

MAX
OUTER DIAMETER

20

DISTANCE FROM THE DOOR

=
MIN

25

=
MAX

0 FT

100 FT
Resource Management
Contrast
HOLE DIAMETER

MIN

HOLE DIAMETER

MAX

MIN

OUTER DIAMETER

MIN

MAX
OUTER DIAMETER

MAX

MIN

MAX
Resource Management
Contrast
HOLE DIAMETER

MIN
MIND

HOLE DIAMETER

MAX
THE TASK

MIN
MIND

OUTER DIAMETER

MIN

THE GAP MAX

OUTER DIAMETER

MAX

MIN

MAX
Taguchi’s Quality Loss
Function
“Loss to
Society”

Lower
Specification
Limit

TARGET
(desired
value of
parameter)

Upper
Specification
Limit
Micro System Model
Task Completion
Step 1
Step 2
Step N
Step 1
Step 2
Step N

Task A
Degrees of
GOOD

Assembly
Degrees of FIT
SubAssembly 1

Task B

Step 1
Step 2
Step N

Task O

Step 1
Step 2
Step N

Final Assembly

Degrees of FIT
Product
Assembly

Task P

Degrees of FIT
SubAssembly 2
Degrees of WORKS
Modes of Thinking
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
Purposeful
Resource
Management
Resource Management
A
c
t
i
v
i
t
y

Proactive

Reactive

REFLEXIVE
“Mine”

P
U
R
P
O
S
E
F
U
L
“Ours”

Ownership
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
Leading Systems
(12 hrs)

The New
Economics
Study Session
(14 hrs)

(AKA the “Organization
Workshop”)

Managing
Variation as a
System
(9 hrs) Resource Leadership
(8 hrs)

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

BTA…webinar

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

Kepner-Tregoe
(24 hrs)
(Problem Solving and
Decision Making)

DATT(16 hrs)

Six Thinking
Hats(8 hrs)

(2nd

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

Design of Experiments &
Taguchi Methods – An
Overview (16 hrs)
Understanding
Taguchi Methods – Part 1
(40 hrs)

Lateral Thinking
(16 hrs)
Understanding Taguchi Methods – Part 2
(40 hrs)
Prerequisites
An InThinking Roadmap
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
AKA The Hotel California
Leading Systems
(12 hrs)

The New
Economics
Study Session
(14 hrs)

(AKA the “Organization
Workshop”)

Distance Learning
Opportunities

Managing
Variation as a
System
(9 hrs) Resource Leadership
(8 hrs)

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

BTA…webinar

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

Kepner-Tregoe
(24 hrs)
(Problem Solving and
Decision Making)

DATT(16 hrs)

Six Thinking
Hats(8 hrs)

(2nd

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

Design of Experiments &
Taguchi Methods – An
Overview (16 hrs)
Understanding
Taguchi Methods – Part 1
(40 hrs)

Lateral Thinking
(16 hrs)
Understanding Taguchi Methods – Part 2
(40 hrs)
Prerequisites
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

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Mixed Model Management:Manage Projects and Not Tasks

  • 1. 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
  • 2. Tank Engines and Rocket Engines
  • 4. Product / Program / Project As Conceived The top 5 uses: 1. Replacing the screwdriver 2. Pilot holes 3. Hole saw 4. Drywall installation 5. Concrete
  • 5. Product / Program / Project As Conceived As Managed
  • 6. Abstract 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…..
  • 7. 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.
  • 8. Agenda •Models •Quiz •Modes of Thinking •Purposeful Resource Management •Purposeful Resource Leadership •Opportunities to Act •Opportunities to Think
  • 9. 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?"
  • 10. 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
  • 11. Mental Models Essentially, all models are wrong, but some are useful. Professor George Box
  • 13. Resource Management Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening Reactive – applying effort after “bad,” “not OK,” “sick,” or “incorrect” happens
  • 14. Resource Management “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine” “Every dollar we invest in high-quality early education can save more than $7 later on”
  • 15. Perception & Thinking “What we see depends on what we thought before we looked.” Myron Tribus
  • 16. Quiz
  • 17. Horse Trading “The secret to selling a horse is… Mark Twain
  • 18. Time Management How much time is spent discussing parts, tasks, activities, program milestones, etc. which are good and completed on time? How much time is spent studying for the final exam, questions from weekly quizzes and the mid-term which were correct?
  • 20. Satisfaction How important is customer satisfaction?
  • 24. Grades What letter grade is required for all purchased parts and services, as well as tasks completed internally?
  • 28. Macro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Assembly Final Assembly GOOD Task A GOOD FIT SubAssembly 1 Task B FIT Product Assembly GOOD Task O GOOD Task P FIT SubAssembly 2
  • 29. Macro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Step 1 Step 2 Step N Assembly Final Assembly GOOD Task A GOOD FIT SubAssembly 1 Task B FIT Product Assembly GOOD Task O GOOD FIT SubAssembly 2 Task P WORKS
  • 31. 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?
  • 34. Examples of Task Management PAGE COUNT HOLE DIAMETER MIN MAX OUTER DIAMETER MIN 20 25 DISTANCE FROM THE DOOR MAX 0 FT 100 FT
  • 35. Macro System Task Management HOLE DIAMETER PAGE COUNT = = MIN MAX OUTER DIAMETER 20 DISTANCE FROM THE DOOR = MIN 25 = MAX 0 FT 100 FT
  • 36. Micro System Task Management HOLE DIAMETER PAGE COUNT = = MIN MAX OUTER DIAMETER 20 DISTANCE FROM THE DOOR = MIN 25 = MAX 0 FT 100 FT
  • 37. Resource Management Contrast HOLE DIAMETER MIN HOLE DIAMETER MAX MIN OUTER DIAMETER MIN MAX OUTER DIAMETER MAX MIN MAX
  • 38. Resource Management Contrast HOLE DIAMETER MIN MIND HOLE DIAMETER MAX THE TASK MIN MIND OUTER DIAMETER MIN THE GAP MAX OUTER DIAMETER MAX MIN MAX
  • 39. Taguchi’s Quality Loss Function “Loss to Society” Lower Specification Limit TARGET (desired value of parameter) Upper Specification Limit
  • 40. Micro System Model Task Completion Step 1 Step 2 Step N Step 1 Step 2 Step N Task A Degrees of GOOD Assembly Degrees of FIT SubAssembly 1 Task B Step 1 Step 2 Step N Task O Step 1 Step 2 Step N Final Assembly Degrees of FIT Product Assembly Task P Degrees of FIT SubAssembly 2 Degrees of WORKS
  • 42. 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
  • 43. 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
  • 47. 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
  • 48. What is needed ? Thinking that promotes better discovery
  • 50. 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
  • 51. 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
  • 53. An InThinking Roadmap AKA The Hotel California Leading Systems (12 hrs) The New Economics Study Session (14 hrs) (AKA the “Organization Workshop”) Managing Variation as a System (9 hrs) Resource Leadership (8 hrs) OD (4th week, Th/Fri, 12-2pm PT) BTA…webinar InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner-Tregoe (24 hrs) (Problem Solving and Decision Making) DATT(16 hrs) Six Thinking Hats(8 hrs) (2nd week, Th/11:30-1pm PT) Design of Experiments & Taguchi Methods – An Overview (16 hrs) Understanding Taguchi Methods – Part 1 (40 hrs) Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites
  • 54. An InThinking Roadmap 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.
  • 55. An InThinking Roadmap AKA The Hotel California Leading Systems (12 hrs) The New Economics Study Session (14 hrs) (AKA the “Organization Workshop”) Distance Learning Opportunities Managing Variation as a System (9 hrs) Resource Leadership (8 hrs) OD (4th week, Th/Fri, 12-2pm PT) BTA…webinar InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner-Tregoe (24 hrs) (Problem Solving and Decision Making) DATT(16 hrs) Six Thinking Hats(8 hrs) (2nd week, Th/11:30-1pm PT) Design of Experiments & Taguchi Methods – An Overview (16 hrs) Understanding Taguchi Methods – Part 1 (40 hrs) Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites
  • 57. 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
  • 58. “Little progress can be made by merely attempting to repress what is evil; our great hope lies in developing what is good.” Calvin Coolidge
  • 59. “All that we have comes from people who are responsible only to themselves.” W. Edwards Deming
  • 60. 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