Index
A
acceptance
of organizational change
executive-level management, 207-208
midlevel management, 210
of risk, 148
accountability
clear understanding of task, 8-9
human resource efficiency, 10-11
accuracy
data, 7
schedules, 4
time frames, 4
adjusting budgets, 119-122, 126
allocation
baseline data, 5
scope, 3
skill set of team, 4
audits of risk management plans, 151-152
authoritative power, 1
avoiding risk, 148
B
baseline data
gathering, 5
behavior (managerial), 157-159
believing in tasks/projects, 2-3
bottom-up budgets, 107
boundaries of projects, 3. See also scope
budgets
bottom-up, 107
top-down, 106
business needs, developing, 230
business type, changing, 226
C
purchase versus lease, 100-101
selecting, 101
cash flow, 17
change management
communications, 234
need for change, 218
market position, 219
products and profit, 219
resistance to change, 221
risk, 222
sustainable change, 84-85, 235-236
types of change, 224
business type, 226
organizational structure, 224-225
process changes, 227
communications, 234
check charts
Check Chart to Record Problems on Specific Items, 60
Check Chart to Record Process Step Problems, 60
classroom training, 180
communication management plan, 37-43
communication matrix, 40-42, 166
communication system, 163
in change process, 234
communication management plan, 37-43
communication matrix, 40-42, 166
communication system, 163
feedback, 31
formal communication, 28
importance of, 28
informal communication, 28
listening versus hearing, 30-31
one-to-one, 32
one-to-several locations, 33-34
receivers, 30
explained, 1
management accountability
clear understanding of task, 8-9
human resource efficiency, 10-11
operations managers versus project managers, 18-19
tasks/projects
contingency planning, 150
cost benefit of organization, 214-215
cost of doing business, 133-134
cross-training, 83
culture of risk preparation, 132
D
delivery system for training, 177-181
designed changes, 64
designing organization, 213-214
development of processes, 48-53
diagrams, Network Diagrams, 140
distributors, 195
documentation
documented process training, 173
downsizing, 208
E
e-commerce, 196
effective communication. See communications
efficiency
human resource efficiency, 10-11
process efficiency, 73
equipment (capital), 97-98, 100-101
purchase versus lease, 100-101
selecting, 101
evaluating. See also assessments
F
facilities
feedback, 31
finished goods inventory, 201-202
fixed-price contracts, 123
formal communication, 28
G
goals
groups, communicating with, 32-33
H
hands-on training, 180
hearing versus listening, 30-31
high-level organization, 66, 207-209
adding, 21
common attributes, 88
cross-training, 83
job satisfaction, 92
resource management, 16
resource waste, 73
skill set of team
evaluating, 4
staffing processes
training plans
documented process training, 173
importance of, 171
undocumented process training, 173-174
I
WBS (work breakdown structure), 140-142
what, 139
when, 140
implementation
indicators, 149
individuals, communicating with, 32
informal communication, 28
information gathering, 60-61, 230
inspection, incoming inspections, 198-199
Internet-based business, 196
inventory control, 198
finished goods inventory, 201-202
WIP (work in process), 199-201
J-K-L
job satisfaction, 92
large-group training, 180
learning from experiences, 152-155
leasing capital equipment, 100-101
lessons learned from past experiences, 152-155
lost opportunity, 130
low-level organization, 66, 211-213
M
management accountability
clear understanding of task, 8-9
human resource efficiency, 10-11
management versus leadership, 93-95
managerial decision making, 80-81
managerial relationships, 160-162
manipulation of resources, 20
manufacturing
manufacturing engineer input, 211-212
manufacturing product, 75
market position, 219
measuring
meetings
waste, 81
midlevel organization, 209-211
mind-set of human resources, 92-93
mitigating risk, 148
monitoring
multiple locations, communicating with, 33-34
N
need for change, 218
market position, 219
products and profit, 219
Network Diagrams, 140
nonconforming inventory, 200
noncontractual direct purchases, 191-192
O
observing
environment, 50
problems, 20
office equipment. See capital equipment
one-to-group communication, 32-33
one-to-one communication, 32
one-to-several locations communication, 33-34
on-the-fly changes, 64
lost opportunity, 130
organization
high-level organization, 66, 207-209
importance of, 6
low-level organization, 66, 211-213
midlevel organization, 209-211
high-level process organization, 66
human resource evaluation, 72-74
low-level process organization, 66
resource management, 16
work breakdown structure (WBS), 12-17
organizational structure, changing, 224-225
overallocated resources, 95
P
past problems, learning from, 152-155
path of communication
feedback, 31
listening versus hearing, 30-31
receivers, 30
performance
process performance
resource performance, 89
plans
communication management plan, 37-43
risk management plans
contingency planning, 150
plan response and contingencies, 145-147
qualitative risk assessment, 143-144
quantitative risk assessment, 143-144
training plans
potential weaknesses. See weak links
power, authoritative, 1
power, referent, 1
power of completion
explained, 1
management accountability
clear understanding of task, 8-9
human resource efficiency, 10-11
operations managers versus project managers, 18-19
tasks/projects
resistance to change, 221
risk, 222
process efficiency, 73
process engineer input, 211-212
processes
change management, 227, 235-236
communications, 234
high-level process organization, 66
human resource evaluation, 72-74
low-level process organization, 66
poor process performance, 46-48
process efficiency, 73
staffing
statistical process control (SPC), 59-60
weak links
supplier relationships, 191-194
procurements
budgeting, 109
projects
baseline data, 5
scope, 3
skill set of team, 4
work breakdown structure (WBS), 12-17
punishment, 10
purchasing capital equipment, 100-101
Q
qualitative risk assessment, 143-144
quantitative risk assessment, 143-144
R
realities of management, xi-xiii
receivers, 30
receiving waste, 78
referent power, 1
relationships
managerial relationships, 160-162
supplier relationships, 191-194
reliability of resources, 89
resistance to change, 221
resources
adding, 21
capital equipment, 97-98, 100-101
common attributes, 88
human resources
adding, 21
common attributes, 88
cross-training, 83
job satisfaction, 92
resource management, 16
resource waste, 73
skill set and utilization, 91-92
skill set of team, 4
training. See training plans
performance and reliability, 89
waste, 73
reviews of risk management plans, 151-152
rework, 200
acceptance, 148
avoidance, 148
budgeting, 110
from change, 222
compared to uncertainty, 134-135
contingency planning, 150
documentation, 136-143, 153-154
WBS (work breakdown structure), 140-142
what, 139
when, 140
indicators, 149
learning from experiences, 152-155
mitigation, 148
plan response and contingencies, 147-150
qualitative risk assessment, 143-144
quantitative risk assessment, 143-144
in today’s operations
cost of doing business, 133-134
culture of risk preparation, 132
lost opportunity, 130
proactive versus reactive approach to, 131
transference, 148
triggers, 149
risk management plans
contingency planning, 150
learning from experiences, 152-155
plan response and contingencies, 147-150
qualitative risk assessment, 143-144
quantitative risk assessment, 143-144
WBS (work breakdown structure), 140-142
what, 139
when, 140
S
satisfaction (job), 92
schedules, accuracy of, 4
selecting capital equipment, 101
sequencing task starts/stops, 21
shipping/receiving waste, 78
signing off on proposed changes, 231-232
skill set of team
space swapping, 100
space utilization, 79-80, 98-100
SPC (statistical process control), 59-60
staff. See human resources
statistical process control (SPC), 59-60
subcontractors, budgeting, 109
supplier analysis matrix, 76-77
supplier analysis matrix, 76-77
supply chain management
inventory control, 198
finished goods inventory, 201-202
WIP (work in process), 199-201
supplier relationships, 191-194
sustainable change, 84-85, 235-236
swapping space, 100
T
task worker input, 211
tasks
baseline data, 5
scope, 3
skill set of team, 4
sequencing starts/stops, 21
work breakdown structure (WBS), 12-17
teams. See human resources
time frames, accuracy of, 4
top-down budgets, 106
documented process training, 173
importance of, 171
undocumented process training, 173-174
transference of risk, 148
“tribal knowledge,” 46
triggers, 149
U
uncertainty, 135
undocumented process training, 173-174
unforeseen costs, budgeting, 110
V
validating proposed changes, 231-232
vendors. See suppliers
W-X-Y-Z
waste management
managerial decision making, 80-81
meetings, 81
human resource evaluation, 72-74
resource waste, 73
shipping/receiving, 78
Streamline Thinking, 70
WBS (work breakdown structure)
inventory control, 198
finished goods inventory, 201-202
WIP (work in process), 199-201
supplier relationships, 191-194
WIP (work in process), 199-201
work breakdown structure (WBS)
work in process (WIP), 199-201