Industrial Technologist’s Toolkit For Technical Management

Industrial Technologist’s Toolkit For Technical Management (ITTTM) Content Overview: Orientation Tutorial Presentation 2 1. Explanation of the presentation, context 2. Primer tools content 3. Cultural tools content 4. Data tools content 5. Documentation tools content 6. Service tools content 7. Synchronous tools content 8. Review, broader ITTTM relationships Dr. John W. Sinn, Professor, Bowling Green State University [email protected], www.bgsu.edu/colleges/technology/qs

Explanation Of This Presentation, Context This is the second of four related presentations to help you understand and use ITTTM courseware. The four ITTTM orientation tutorials can help you see relationships in core knowledge and technical management as part of ITTTM. The four related presentations are: 1. ITTTM Introduction, Overview 2. ITTTM Content Overview 3. ITTTM Process Overview 4. ITTTM Assessment Overview

Explanation Of The Presentation, Context 42 tools define content, seven tools in six sets: Primer Tools (1-7) Cultural Tools (8-14) Data Tools (15-21) Documentation Tools (22-28) Service Tools (29-35) Synchronous Tools (36-42) Manufacturing, non-manufacturing, interdisciplinary content Project technical management, research, problem solving Online for optimum flexibility, team e-commerce ITTTM change model defines Industrial Technology

Explanation Of The Presentation, Context ISO Total Quality, Baldridge Leadership Context, Continuous Improvement Quality Management System Interaction, Problem Solving, Decision Making Synchronous Tools, New Product Documentation Development Applied Tools, Lean Measurement Analysis Improvement Primer Inputs Product Realization Analysis, Global Views, Values Research, Project Data Tools, Team Service, Tools Six Sigma Manufacturing, Non-Manufacturing Disciplined Knowledge, Research And Development Integration, Pragmatic Field Information Resource Management Professional Outputs Management Responsibility Communication, Internal, External, E-commerce Cultural Change, Industrial And Academic Core Values Model System: Industrial Technologists’ Toolkit For Technical Management Courseware

Primer Tools Content (1-7) Technology Systems, Industrial Technology Introduced First tool set introduces, overviews Industrial Technology and the toolkit system, explaining technical management at a rudimentary level. Primer tools are for introductory courses and persons just getting started as Industrial Technologists. Specific tools, content are: 1. Technical Foundations For Industry And Technology. Tool 1 overviews industry and technology, drawing on various disciplines to define Industrial Technology. Relationships among various industries are discussed, as are infrastructural opportunities and challenges within the ITTTM change model.

Primer Tools Content (1-7) Technology Systems, Industrial Technology Introduced 2. Materials And Processes. Tool 2 presents information about materials and processes commonly used in Industrial Technologies, explaining and overviewing generally how to add value and produce products and services. 3. Process Engineering, Design and Innovation. Overviews technical relationships in process engineering, design and innovation, interdisciplinarily for Industrial Technologists’, as part of the creative process for improvement and technical management.

Primer Tools Content (1-7) Technology Systems, Industrial Technology Introduced 4. Cost Analysis And Productivity Improvement. Tool 4 is focused on cost information as a basis for decision-making. Improvement relationships are built upon traditional technical principles associated with Industrial Technologies, adding value via cost reduction. 5. Quality Systems. Tool 5 provides foundational information about quality systems and their relationships to technical management. Basic ISO and QS 9000 standards are overviewed, along with key data and documentation tools.

Primer Tools Content (1-7) Technology Systems, Industrial Technology Introduced 6. Automation And Computer Integration. Tool 6 provides the context for broad-based automation and computer integration in Industrial Technology. E-commerce and electronic communication are key elements discussed for quality, productivity enhancements. 7. Technology, Service And Management. Tool 7 addresses key services including safety, training and maintenance, and how these are engaged to provide improvements through Industrial Technologists’ and technical management.

Cultural Tools Content (8-14) Core Values For Quality And Productivity, Technological Empowerment And Change Cultural tools provide definition and orientation to technical management, quality and productivity, in a context of change, helping explain broader market forces. Often used as a general education course about Industrial Technology, Cultural tools assume previous industrial or technical orientation, perhaps gained through Primer tools or “on the job training”. 8. Core Technological Values And Foundational Cultural Definitions For Quality And Productivity. Tool 8 addresses and defines core values and cultural issues which the Industrial Technologist must be prepared to wrestle with.

Cultural Tools Content (8-14) Core Values For Quality And Productivity, Technological Empowerment And Change 9. Evolution Of Significant Developments And Core Values Of The Technological And Quality Culture. Historical context for Industrial Technology, connecting key technological developments, values and culture, giving technical managers a basis for who, what we are. 10. Data And Documentation For Problem Solving, Decision Making, Change As Quality Improvements. Overview and summary of relevant data and documentation tools as part of the basis for assessment, change and improvement.

Cultural Tools Content (8-14) Core Values For Quality And Productivity, Technological Empowerment And Change 11. Planning And Evaluating Change: Technology Transfer, Global Development. Technological strategic planning is connected with broad-based global issues for transfer and development, changing markets, and a international business climate for technical managers. 12. Political Correctness, Ethics, Diversity And Civility: Foundational Quality Principles. Various recent social and legalistic movements are addressed alongside technology, assisting technical manager’s to make well informed, objective decisions.

Cultural Tools Content (8-14) Core Values For Quality And Productivity, Technological Empowerment And Change 13. Environmental And Resource Core Values: Key International Standards For The Future. The role of energy and resources are explored alongside environmental and conservation issues for the future, and responsibilities of the Industrial Technologist. 14. Synchronous Leadership: Managing And Servicing Product And Process For Change And Quality. Change in the multi-faceted industrial, technological environment, roles and challenges to the Industrial Technologist as a technical manager, are explored.

Data Tools Content (15-21) Statistical Process Control, ”Six Sigma” Improvement For Lean Systems Focus is on data for improvement, enhanced decision-making in technical management. Technical problem solving via systematic data applications for process improvement and six sigma variation reduction in a lean environment are the core focus, used at about the midpoint in a four year curriculum, and as graduate foundations with additional materials. 15. Statistical Foundations For Data Based Improvement, Lean, Six Sigma Solutions. Data collection, organization and treatment in various ways is focus. Sampling and gathering appropriate data, performing foundational calculations for technical management are key topics in tool 15.

Data Tools Content (15-21) Statistical Process Control, ”Six Sigma” Improvement For Lean Systems 16. Attribute Data, The Obvious Starting Point For Lean, Six Sigma, Service. Defining and understanding attribute data as useful for various types of non-hard data improvement applications is the focus. Various common calculations for treating attributes are presented. 17. Variable Data, Comparisons To Attribute Charting For Six Sigma, Lean Service. Using attribute data as the basis, defining and explaining the context and application of variable data for process improvement applications by technical managers is the focus of tool 17.

Data Tools Content (15-21) Statistical Process Control, ”Six Sigma” Improvement For Lean Systems 18. Basic Measurement, Geometric Relationships, Broader Data-based Issues. Measurement and metrology principles and systems are defined and explained for manufacturing and non-manufacturing applications as the basis for robust data gathering and inspection for improvement. 19. Gage Repeatability And Reproducibility (R & R): Inspection And Measurement As Critical Services For Lean. Fitness of gaging for data collection in manufacturing and non-manufacturing, using the data to know if systems are working at appropriate levels.

Data Tools Content (15-21) Statistical Process Control, ”Six Sigma” Improvement For Lean Systems 20. Capability, Charts And Quality Characteristics Analysis: Transitioning Six Sigma And Lean. Fitness of total systems based on data collection in process, using the data for analysis and improvement, primarily Cpk oriented. 21. Design Of Experiments (DOE), Finite Element Analysis (FEA): Robust Problem Solving For Six Sigma And Lean. Using data collected in statistical process control, at higher levels over time, to analyze for improvement, reduce variation and waste.

Documentation Tools Content (22-28) Technical Management Systems, Kaizen In Action For Lean Built on data and cultural concepts, documentation tools systematically do Kaizen for analysis, technical management leading to leaning, reducing variation. These tools are used at about the third year in a four year curriculum, and as graduate foundations with additional materials. 22. Kaizen Documentation Foundations For Data Driven Process Variation, Waste Reduction, Lean Six Sigma. ISO and QS 9000 introduced as broader data and documentation platform, including relationships in process flow, time and standard data, layout, and others explored as foundational technical management principles.

Documentation Tools Content (22-28) Technical Management Systems, Kaizen In Action For Lean 23. Basic Economic Considerations, Cost Related Documentation Kaizen, Lean Systems, Quality Relationships. Cost-related tools are presented as fundamental decision-making documentation for improvement and analysis measurables to be used as baselines. 24. Ongoing Process Control Plan (OPCP), Standard Operating Procedures (SOP): Infrastructure For Understanding Process. Process control planning, standard operating procedures are detailed as key ISO/QS tools critical for understanding and improving process.

Documentation Tools Content (22-28) Technical Management Systems, Kaizen In Action For Lean 25. Synchronous Production: Enhanced Best Practices For Change, Lean, Variation Reduction. Toyota production system concepts applied to technical management principles such as continuous flow, capacity planning, managing multiple functions and processes simultaneously. 26. Failure Mode And Effects Analysis (FMEA), Quality Functions Deployment (QFD), Reliability, Robust Problem Solving. FMEA and QFD are presented as foundational systematic decision-making and problem solving documentation tools for technical management.

Documentation Tools Content (22-28) Technical Management Systems, Kaizen In Action For Lean 27. Total Productive Maintenance, Safety And Ergonomics: Re-engineered Lean Environment. TPM, safety and ergonomic principles are presented as documentation tools which technical managers use to reduce cost, waste for lean, improving quality and productivity. 28. Leadership And Supervision For The Future: Change, Strategic Planning, And Evaluation For Lean. The supervisor as a key leader and technical manager is explored alongside strategic planning and communication for evaluation, leading to long-term improvements.

Service Tools Content (29-35) Lean Systems For Non-Manufacturing Industries Service tools apply data and documentation principles to particularly non-manufacturing service environments for improvement via six sigma and lean for variation reduction in systematic ways. These tools are typically used at about the late third year in a four year curriculum, and as graduate foundations with additional materials. 29. ISO And QS 9000 Maturing: Foundations For Quality Services, Auditing, Lean Improvements. ISO and QS 9000 changes are overviewed and explained, and auditing is introduced as a key tool for improvement and managed change organizationally.

Service Tools Content (29-35) Lean Systems For Non-Manufacturing Industries 30. Culture For Service And Change: Communications And Management As Disciplined Opportunities. Culture for service in a changing environment is addressed with communications and basic management opportunities as key emphases for technical managers. 31. Documentation For Quality And Productivity Improvement: Lean Foundations. Documentation tools are explored as fundamental opportunities for change and improvement in service industries, including process analysis and planning, standard operating procedures, flow charting, layout analysis, time studies, among others.

Service Tools Content (29-35) Lean Systems For Non-Manufacturing Industries 32. Data, Basis For Kaizen, Six Sigma, Quality Systems, Service. Data tools originated in manufacturing are explored as opportunities for change and improvement in service industries, including statistical process control, capability indeces, and others, primarily based on attribute data for check sheets or other self assessment devices. 33. Information Technology, Maintenance And Safety: Pivotal Manufacturing And Non-manufacturing Services. Emerging relationships are drawn among information technology and quality systems, particularly for maintenance, safety and other service functions.

Service Tools Content (29-35) Lean Systems For Non-Manufacturing Industries 34. Innovative Leadership: Managed Service For Change In Lean Environments. The function of leadership in providing services in changing environments is addressed as one of the key roles for the technical manager, oriented to improvements for a leaner and more competitive organization. 35. Growing Talent, Knowledge Workers, Servicing The Lean Technological Learning Organization. Innovative systems for teaching and learning as the base for service is explored. Use of team and project are further analyzed as key vehicles for teaching, learning and growing new talent for the future, critical services designed into changing organizations.

Synchronous Tools Content (36-42) Leadership For Kaizen And Future Planning These tools help lead new product development and robust technical management systems for the future. Building on existing data, documentation and service systems, synchronous tools provide capstone experiences for maturing professionals, and graduate foundations with added materials. 36. ISO And QS 9000, Quality Launch Systems: Supplier Relationships Guiding Our Synchronous Future. ISO and QS 9000 systems and changes are addressed as key tools for improvement and managed change organizationally, and particularly critical as a platform for developing and launching new products in a competitive world.

Synchronous Tools Content (36-42) Leadership For Kaizen And Future Planning 37. Technical Material And Process Considerations: Innovation, Change, And Applied Research For Launch Systems. Materials and processes are reviewed in a context of applied research for consideration by technical managers as a basis for new products and systems. 38. Launch Data And Documentation For Advanced Quality Planning: Emphasis On Production Qualification. Data and documentation are reviewed in a context of using existing information as a base for new products and applied research, piggybacking systems for optimal organizational benefit and cost reduction.

Synchronous Tools Content (36-42) Leadership For Kaizen And Future Planning 39. Robust Design, Reliability And New Product Development. Issues and opportunities for long term cost and waste reduction via enhanced design and engineering functions and systems are explored, with relationships drawn among various tools to be put in place over time. 40. Enhanced Communication Systems For Data Acquisition, Documentation, Changing Quality Relationships. Broad relationships built on strong information technology systems, enabling shared access, reliable and secure data and documentation, supplier and customer communication systems, among others, are explored.

Synchronous Tools Content (36-42) Leadership For Kaizen And Future Planning 41. OPCP, FMEA, QFD: Synchronizing Broad Documentation Systems For Advanced Problem Solving. Existing documentation systems expanded, articulated for new product platforms, long term developments, and competitive market position, providing the technical manager with futureoriented tools and systems for enhanced decision-making. 42. Advanced SPC, Reduced Variation And DOE As An Improvement System. Mature statistical process control systems explored as basis for effective decisions in the future, leading to long term leaning of waste in systems, and ability to compare various approaches for optimal performance.

Review, Broader ITTTM Relationships This was the second of four presentations to help understand, use ITTTM courseware. The four presentations in the ITTTM Orientation Tutorial folder include: 1. 2. 3. 4. ITTTM Introduction, Overview ITTTM Content Overview ITTTM Process Overview ITTTM Assessment Overview After viewing these, best in order, you can review or use the courseware provided in the ITTTM 42 Tools folder. Give feedback by using forms in the ITTTM Research Folder. Contact the author at [email protected]