Instructor:

Dr. John V. Fechter, Mr. Gary Floss

Time:

Section 01, Monday, 5:30 – 8:30 p.m.

Section 05, Tuesday, 5:30 – 8:30 p.m.

Location:

St. Paul Campus, OWS 250

Telephone:

John Fechter:
   Phone: 763-514-2466
   JVFechter@stthomas.edu
   Biography

Gary Floss:
   Phone: 651-503-8302
   garyfloss@marvin.com
   Biography

Required Text:

Texts:

• Getting the Right Things Done, by Pascal Dennis, Lean Enterprise Institute, Cambridge, MA, USA, December 2006. www.lean.org, ISBN: 0-9763152-6-2  [Available from the UST bookstore]
• 2007 Malcolm Baldrige Criteria for Performance Excellence, http://baldrige.nist.gov/Criteria.htm,   (business/nonprofit)
• 2007 Malcolm Baldrige Case Study (Share Food), http://www.quality.nist.gov/Share_Food.htm
• Baldrige National Quality Program CEO Issue Sheet, (Baldrige: Performance Excellence Delivers World-Class Results, http://www.quality.nist.gov/Issue_Sheet_Excellence.htm

Other [Provided on a CD the first night of class. Students’ accounts will be billed for the costs of providing copyrighted reprints in electronic form]:

• Rich and Famous - article by John Fechter
• Fortune Magazine reprint – article – “Tearing Up the Jack Welch Playbook”  (July 11, 2006)

Reprint and Case Study Readings:

• Harvard Business Review, Reprint Number 92108:  Successful Change Programs Begin with Results
• Harvard Business Review, Reprint Number R00202:  Meeting the Challenge of Disruptive Change
• Harvard Business Review, Reprint Number R0101D: Level 5 Leadership
• Harvard Business Review, OnPoint Article; Product Number 239X; What's a Business For? (HBR OnPoint Enhanced Edition)
• Harvard Business Review, OnPoint Article; Product Number 858X; Turn Customer Input into Innovation
• Harvard Business Review, Reprint Number R041D: Blue Ocean Strategy
• Six Sigma Forum Magazine, “Manage Behavioral Changes”, Volume 1, Number 2, February 2002, pp 32-36, by Tracy Thurkow, CLG Incorporated. 
• Harvard Business Review, OnPoint Article; Product Number 7893; How Process Enterprises Really Work (HBR OnPoint Enhanced Edition)
• Harvard Business Review, Reprint Number 96310: Why Do Employees Resist Change?  
• Harvard Business Review, OnPoint Article; Product Number 9432; Reprint Number R0503C: Lean Consumption
• Harvard Business Review, Reprint Number 95606: Why Satisfied Customers Defect
• Harvard Business Review, Reprint Number 99401: Turning Goals into Results:  The Power of Catalytic Mechanisms
• Harvard Business Review, Reprint Number R0201E:  Getting It Right the Second Time

Getting the Right Things Done is available  from the University of St. Thomas Bookstore. Other reading materials and reprints will be distributed as a CD the first day of class; a charge for these will be applied to the student's bill.

Course Description:

Strategic Quality Management is presented as a
    Driver → System → Results model.
The DSR model provides a framework for better understanding your business and when and where to take action to improve results.

The model is a tool that links company mission, strategic plans, competitive positioning, and customer focus as the Driver. People and processes form the System that actually designs, produces, and delivers products and services. And Results include financial, customer, employee, and process.

This course also connects the DSR model with the Malcolm Baldrige Criteria for Performance Excellence, six sigma improvement tools, ISO9000, and quality management systems and tools such as Statistical Process Control (detailed training in tools such as SPC is not part of the class). The use of A3 tools is also covered as a tactic to deploy strategic quality management in an organization.

In addition to developing an understanding of how to guide and manage quality strategically, the course also helps to identify and prioritize the "right questions to ask" to guide and manage tactically. Applying the course to real world situations should lead to improved results - financial, customer, employee and process.

Course Objectives:

• To develop a practical understanding of the business excellence (DSR) model and be enabled to achieve performance excellence in their own organization by applying that knowledge.
• To understand how strategy, tactics, and measures integrate with the organization’s practices, tools, and systems.

• To be able to communicate general mission and vision objectives into specific, actionable goals and projects in subordinate departments.

Learning Outcomes:

Upon successful completion of course, students will be able to:

• Understand and explain the Driver, Systems, Results model and apply it to their life and their business. (MS1,SE1) (TP,IM,FP,FE,CP)
• Understand the Malcolm Baldrige model of business excellence, how to apply it as a management tool and guide to prioritizing and making organizational changes that improve results (MS2, MS3,SE1) (TP,IM,FP,MT,FE,CP)
• Explain the similarities and differences between Six Sigma, ISO9000:2000, and the Baldrige Criteria for Business Excellence. (MS8,SE3) (MT,FE)
• Identify and understand the linkage between strategy, tactics, continuous improvement, and business results. (MS7,TM4,SE1) (TP,IM,FP,CP)
• Critique and evaluate the value of proposed improvement projects. Know how to guide and challenge the scope of improvement proposals, and know how to apply an action orientation of Start, Stop, or Keep to any measure used in the enterprise. (MS5,MS6,TM3,SE7,SE12) (TP,IM,FP,CP)
• Link company strategy and tactics to performance scorecards, department and individual goals, and competitive performance (MS1,MS9,SE7) (TP,FP,CP)
• Speak the language of money and the language of things. i.e. Translate technical opportunities into management actions, and vice versa. (MS1,MS9,TM6,SE12) (TP,IM,FP)
• Know the right questions to ask so that long-term and short-term priorities are appropriately considered when utilizing resources and making decisions. (MS1,MS4,MS5,SE15) (FP,CP)
• Apply course content to real world opportunities leading to improved results -- Financial, Customer, Employee, and Process. Ethics in business are a core value of Strategic Quality Management. Course content and discussions will reinforce this core value, and increase awareness of the kinds of ethical issues that may present themselves. (MSall,TM6,SE9) (TP,IM,FP,CP)

Note: First code represents Program Outcome References; second, the Assessment Method as defined under Major Assignments.

Course Methodology:

The course will utilize:

• class lectures and outside readings,
• discussion exercises in class,
• several outside speakers,

1.      and individual and team projects including written reports and class presentations. A very limited amount of time will be available to work on team projects during some classes, but most team project work is done outside of class hours.

Major
Assignments:

Team Projects (TP)                     25 Points
Individual Mid-Term Paper (IM)   10 Points
Final Paper (Action Plan) (FP)      20 Points
Mid-term Exam  (MT)                  15 Points
Final Exam (FE)                          20 Points
Class attendance
          and Participation (CP)       10 Points
Total:                                       100 Points

Grading Policy:

95-100 points A
92-94 points A-
89-91 points B+
86-88 points B
83-85 points B-
80-82 points C

Related Courses:

• ETLS 504 Excellence in Operations
• ETLS 640 Lean Six Sigma
• ETLS 670 Masterful Leaders and Leadership
• ETLS 674 Managing for Improved Performance

Academic Integrity:

All students are expected to understand and follow the University of St Thomas policies on Academic Integrity. These are described at:
http://www.stthomas.edu/engineering/graduate/policies/

Exams: Exams are one of the instruments used to evaluate the knowledge gained by an individual student of the class subject matter, and the progress towards meeting the outcomes of the class and the degree.  To this end all exams (in class or take home) are intended to represent the effort of the individual and not a group effort unless specifically stated otherwise.

Students with Disabilities

Qualified students with documented disabilities who may need classroom accommodations should make an appointment with the Enhancement Program – Disability Services office during the first two weeks of the semester. 

Appointments can be made by calling 651-962-6315 or in person in O’Shaughnessy Educational Center, room 119.

http://www.stthomas.edu/enhancementprog/

Attendance
Policy:

Students are expected to attend all class sessions. Circumstances which prevent attendance will be honored up to two instances. Absences in excess of two times may result in a lower grade for the course. Contact the instructor when a special situation arises. All absences require that the instructor be informed in advance.

Restrictions:

All classes are non-smoking.

During class sessions, cell phones, PDAs (Personal Digital Assistants), and pagers must be turned off or set to vibrate. Students must leave the classroom for any telephone calls. Text-messaging or e-mailing during class is assumed to indicate that the student is not present and points may be subtracted for class attendance.

Audio or video recording or digital image capture of class sessions is not permitted.

Bibliography:

None of the following texts, readings, or resources are required for ETLS 551. These references are listed for the convenience of students interested in pursuing additional information.

OPTIONAL READING SUGGESTIONS

• American Society for Quality, www.asq.org 
• Minnesota Section #1203, American Society for Quality, www.mnasq.org
• Minnesota Council for Quality, www.councilforquality.org
• Carlson School of Management, University of Minnesota Joseph M. Juran Quality Body of Knowledge: http://www.csom.umn.edu/Page5508.aspx
• Quality Tools and Memory Joggers: www.goalqpc.com
• The Six Sigma Way, Pande, Neuman, and Cavanaugh, Publisher: McGraw-Hill; (April 27, 2000), ISBN-10: 0071358064, ISBN-13: 978-0071358064  

• Built To Last, Collins and Porras, HarperCollins Publishers; January 15, 1997, ISBN-10: 0887307396 ISBN-13: 978-0887307393
•  Quality Makes Money: Co-authored by Pat Townsend and Joan Gebhardt; 2006; paperback edition; Publisher – ASQ Quality Press; ISBN:  0-87389-660-2

• Good to Great: Why Some Companies Make the Leap... and Others Don't, Jim Collins, Publisher: Collins (October 16, 2001), ISBN-10: 0066620996, ISBN-13: 978-0066620992  

Strategic Quality Management

ETLS 551-01 Readings  -- Revised 27 July 2007

Read the assigned material

prior to each night’s class

Date

Class

Primary Theme

Instructor

Article Readings

2007 Baldrige Criteria (Business)

Share Food  Case Study

Getting the Right Things Done

10 or 11-Sep-07

1 of 14

Bottom line value of Strategic Quality Management

John

No HBR readings prior to the first class

READ

http://baldrige.nist.gov/PDF_files/ Issue_Sheet_Excellence.pdf

no readings

Foreword, pp. vi-viii, pp. 225-228

17 or 18-Sep-07

2 of 14

Begin with the end in mind

Gary

1) HBR, Reprint 92108: Successful Change Programs Begin with Results,

2) Rich and Famous  article by John Fechter

inside front cover, pp. i-iv; pp. 54-64, inside back cover, back cover

Share Food Case:

pp. i - xv

pp. ix-xiii; pp 3-28

24 or 25-Sep-07

3 of 14

Core Values

Gary

HBR, Reprint R00202; Meeting the Challenge of Disruptive Change

Baldrige Core Values & Background of Criteria

pp. 1-13;37-38; 51-54; 65-71

Share Food Case:

pp. xvi - xx

pp. 30-41

01 or 02-Oct-07

4 of 14

Orientation to A3 Templates;

Orientation to Baldrige Results

John

1) HBR, Reprint R0101D; Level 5 Leadership; 2) HBR On-Point Article; Product Number 239X; What's a Business For?

Category 7 Overall Results

pp. 29-33; 49-50; 57-58

Share Food Case: Review Category 7 Results

pp.  30-50

pp.42-73

08 or 09-Oct-07

5 of 14

Leadership

Gary

1) HBR On-Point Article; Product Number 7893; How Process Enterprises Really Work;

2) HBR, Reprint R041D: Blue Ocean Strategy

Category 1; Item 7.6

pp. 14-16; 38-39

Share Food Case:

1-5; 47-50

pp.74-109

15 or 16-Oct-07

6 of 14

Strategic Planning

John

The Six Sigma Forum article (Feb2002) - Manage Behavioral Changes

Category 2; Item 7.3

pp. 17-19; 39-41

Share Food Case:

5-12; 36-38

pp. 111-131

22 or 23-Oct-07

7 of 14

Customer & Market Focus

John

HBR, On-Point Article; Product Number 858X; Turn Customer Input into Innovation

Category 3; Item 7.2

pp. 20-21; 41-42

Share Food Case:

12-17; 33-36

pp. 132-143

29 or 30-Oct-07

8 of 14

Measurement, Analysis, and Knowledge Management;

 Take-home Mid-Term Exam + in-class part

Gary

HBR, Reprint 96310; Why Do Employees Resist Change?

Fortune Magazine article: "Tearing up the Jack Welch Playbook"  (July 11, 2006)

Category 4; Item 7.1

pp. 22-23; 42-44

Share Food Case:

17-21; 30-33

Pp 144-157

05 or 06-Nov-07

9 of 14

Human Resource Focus

John

HBR, Reprint R0503C; OnPoint 9432: Lean Consumption

Category 5; Item 7.4

pp. 24-26; 44-46

Share Food Case:

21-26; 38-42

p. 169

12 or 13-Nov-07

10 of 14

Process Management

Gary

HBR, Reprint 95606; Why Satisfied Customers Defect

Category 6; Item 7.5

pp. 27-28; 47-49

Share Food Case:

26-30; 42-47

pp. 158-198

19 or 20-Nov-07

11 of 14

Business Results

John

HBR, Reprint 99401; Turning Goals into Results: The Power of Catalytic Mechanisms

Category 7 Overall Results

pp. 29-33; 49-50; 57-58

Share Food Case: Review Category 7 Results

pp.  30-50

pp. 199-208

26 or 27-Nov-07

12 of 14

Overall A3 Tutorial – Business Strategy

Gary

HBR, Reprint R0201E; Getting It Right the Second Time

2007 Baldrige Case Study Feedback Report (see CD readings or http://www.quality.nist.gov/Share_Food.htm )

Share Food Case:  Feedback Report

pp. 209-215

03 or 04-Dec-07

13 of 14

Making change Happen - Permanent and Sustained versus Fads, Buzzwords, Program of the Month

Final Individual A3 Reports Due

Gary

no readings

RE-READ Baldrige Core Values

pp. 1-4

no readings

no readings

10 or 11-Dec-07

14 of 14

Theory to Action & In-class Final Exam

John

no readings

no readings

no readings

no readings