Apqp Project

Use this Interactive Table of Contents (TOC) to Jump to the desired section of this tool by clicking once on the appropriate link. Each form has return links to the title sections--emphasized by the larger, bold font--in this TOC. Form 1.0: Overview 1.1.0 Document Outline and Team Responsibilities 1.2.0 Team Members 1.3.0 Team Plan 1.3.1 Team Assignments 1.3.2 Team Postings Compilations 1.3.3.1 Application Tool Completions 1.3.3.2 Project Completion Team Approach 1.3.3 Phase II Plan 1.4.0 Project Data 1.4.5 APQP Design Flow 1.4.6 Design Planning Considerations Schedule and APQP 1.5.0 ISO Document Control

Form 2.0: Team Assessment 2.1.0 Team General Comments For Improvement

Form 3.0: Review of literature 3.1.0 Tool 7 Abstracts 3.1.1 Team Culture and Communication 3.1.2 Team Synchronized Cross Functionally 3.1.3 Moving Projects Teams Forward 3.1.4 Problem Solving Tools Relationships 3.2.0 Tool 8 Abstracts 3.2.1 Change Improvement and Leadership 3.2.2 Supervisor Leader Manager Team Facilitator 3.2.3 Rewarding Recognizing 3.2.4 Consensus Building Leader as a Communicator 3.2.5 Disciplined Management of Technology 3.2.6 Removing Barriers to Improvement 3.2.7 Management vs. Leadership 3.2.8 Leading Change Strategic Planning 3.3.0 Tool 9 Abstracts 3.3.1 Lean Six Sigma Teams Problem Solving 3.3.2 Enhanced Design Creativity Five Why s 3.3.3 Managing Innovation Design Phases 3.3.4 Applied Technical Research 3.3.5 Process and Applications Engineering 3.3.6 Product Launch Systems for Innovation 3.3.7 Patents USPTO 3.3.8 Work Groups That Resist Change 3.4.0 Tool 10 Abstracts 3.4.1 ISO QS Introduced Overviewed 3.4.2 ISO 9000 based requirements QS Focus 3.4.3 ISO 9001 Streamlined TS 16949 2002 standard for a new century

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3.4.4 Environmental 14000 standard

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3.4.5 Managing process Ongoing Process Control Plan OPCP As One Key 3.4.6 Managing based on standardization 3.5.0 Tool 11 Abstracts 3.5.1 New Product Development Innovation Life Cycle 3.5.2 DOE and FEA as robust problem solving systems 3.5.3 Finite Element Analysis FEA 3.5.4 Failure Mode and Effects Analysis FMEA 3.5.5 FMEA Steps and Procedures 3.6.0 Tool 12 Abstracts 3.6.1 Infrastructure Problem Solving Tools 3.6.2 Time Study Work Methods Work Sampling 3.6.3 Basic Cost Issues 3.6.4 Safety Quality and Productivity 3.6.5 Statistical Quality Basis for Data 3.6.6 Attributes Checklists 3.6.7 SPC X bar and R

Form 4.0 LSSQT Tool Analysis 4.1.0 Tool 7 4.1.1 Tool 7 Findings and Analysis 4.1.2 Tool 7 Conclusions and Recommendations 4.1.3 Tool 7 Continuous Improvement 4.2.0 Tool 8 Analysis 4.2.1 Tool 8 Findings Analysis 4.2.2 Tool 8 LSD Conclusions and recommendations 4.2.3 Tool 8 Continuous Improvement 4.2.4 Tool 8 Specific LSD Application Points 4.3.0 Tool 9 Analysis 4.3.1 Tool 9 Findings and Analysis 4.3.2 Tool 9 Conclusions and Recommendations 4.3.3 Tool 9 Continuous Improvement 4.3.4 Tool 9 Specific ASD Application Points 4.4.0 Tool 10 4.4.1 Topic Analysis 4.4.2 Brief Background of ISO 4.4.3 ISO9000 2000 Systemic Requirements 4.4.4 ISO9001 2000 Management Requirements 4.4.5 ISO 9001 2000 Quality Management Principles 4.4.6 Tool 10 Analysis 4.4.6.1 Tool 10 Findings and Analysis 4.4.6.1.5.1 Excerpt from Michigan State University s Disaster Recovery Planning 4.4.6.1.2.18 TS16949 2002 Sample Checklist 4.4.6.2 Tool 10 Conclusions and Recommendations 4.4.6.3 Tool 10 Continuous Improvement 4.5.0 Tool 11 Grand FACR Systems Continuous Applications CA Explanation 4.5.1 Tool 11 Findings and Analysis 4.5.2 Tool 11 Conclusions Recommendations 4.6.0 Tool 12 4.6.1 Tool 12 Findings and Analysis 4.6.2 Main Project Conclusions 4.6.3 Tool 12 Grand FACR Question

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Form 5.0 General Layout Flow 5.1.0 Layout Analysis 5.1.0 Figure 1 5.1.0 Figure 2 5.1.0 Figure 3 5.1.0 Figure 4

Documentation Preliminary Rack Design Network Racks with Security Cage Air Controlled Environment with Closed Circuit TV Monitoring Typical Server Rack with Cabling

Form 6.0 Chats and Threads 6.1.0 Chat Findings Analysis 6.2.0 Thread Findings Analysis

Form 7.0 Bibliography Form 8.0 Overview of ISO Standards 8.1 Topic Analysis 8.2 Brief Background of ISO14000 8.3 ISO14000 Systemic Requirements

Form 9.0 Systems Documentation Continuous Applications CA 9.1 Application Next Steps Completion 9.1.1 Mechanics Of PPAP Documentation CA s 9.1.2 Growing The ISO System Project Team 9.2.0 PPAP Application Basic Assignment 9.2.1 PPAP Application Continuous Assignment 9.2.2 General PPAP Application Points 9.2.3 Generic Application Issues Phase I Beyond

Form 10.0 PPAP Findings Analysis Conclusions Recommendations 10.1 PPAP TOC 10.2 PPAP General Instructions For Suppliers 10.3 Part Submission Warrant 10.4 Production Part Approval Dimensional Results 10.5 Process Flow Diagram 10.6 OPCP 10.7 FMEA 10.8 Attribute Gage R&R Study 10.9 Cpk Calculation

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1.0 Phase II and Tool 12 Submission Overview

Form 1.0 TOC

This portfolio documents the findings, analysis, conclusions and recommendations of the Team-2 based on their work on the LSSQTT tools 7, 8 and 9 (Phase I), the work of Tool 10, PPAP application and the 8D application (under separate header), Tool 11 and adds to it Tool 12 and a transition of format to the Grand FACR. The context for the project is that of a simulation involving construction of a server room/data center as it relates to disaster recovery. A power point presentation provides an overview of Team 2's work to date.

1.1.0 Document Outline and Team Responsibilities

Form 1.0 TOC

This section presents an outline of the team members individual responsibilities for various sections as well as tasks associated with the Phase II project. A. Tool 12 Application and Phase II Project 1.0 Overview update (Rebecca) 1.1.0 Document Outline and Team Responsibilities 1.2.0 Team Members 1.3.0 Team Plan 1.4.0 Project Data 1.5.0 ISO Document Control update 2.0 Assessment update (Blake - Every One provides and Blake compiles) 3.0 Literature Review (Blake - Every One provides and Blake compiles) 4.0 FACR 4.1-4.5 Tool 7-11 FACR (unchanged) 4.6 Tool 12 (Blake - Every One provides and Blake compiles) 4.6.1 - 4.6.4 Tool 12 FACR 5.0 Layout and Flow (unchanged) 6.0 Project Data update (unchanged) 7.0 Chat and Threads update (Blake - Every One provides and Blake compiles) 8.0 Bibliography update (Rebecca) 13.0 ISO 14000 (Richard) 13.0 PPAP (Richard) B. Overall Compilation of the Excel Document (Blake) C. Phase I Power Point Presentation (Robert) D. Team Leader for the Week (Blake)

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Form 1.0 Overview, Page 6--of--326

1.2.0 Team Members

Form 1.0 TOC

David Fusco Director of Technology Operations / Assistant Professor; Ph.D. Consortium student in Digital Communications Rebecca Geraghty Registered Architect / Assistant Professor; Ph.D. Consortium student in Construction management Zhan-Qing Liu Technical Analyst; Ph.D. Consortium student in Digital Communications Robert McDaniel Wide Area Network Engineer; Ph.D. Consortium student in Digital Communications Pradeep Mohanty Assistant Professor and Director of IT; Ph.D. Consortium student in Digital Communications Gregory Price Operations Manager; Ph.D. Consortium student in Digital Communications Richard Schneider Industrial Engineering Supervisor; Ph.D. Consortium student in Manufacturing Systems Blake Wentz Professor of Construction Management; Ph.D. Consortium student in Construction Management

1.3.0 Team Plan 1.3.1 Team Assignments

Form 1.0 TOC

This is to be initiated and led by the team leader for the tool or phase being completed. Team leader rotates alphabetically for each tool or phase, giving all the opportunity to do this and to improve all systems appropriately, and cross functionally. Each person on the team is assigned, by the team leader, for the tool or phase they are leading, to complete a specific part of the work as shown below: Team assignments: (done by team leader) Team assessments: (all do one of each other, one compiles) Review of literature: (all do one, one compiles) Analyses: (all can/should contribute, particularly in chat--one compiles) Layout and flow: (all can/should contribute, particularly in chat--one compiles) Project data: (all can/should contribute, particularly in chat--one compiles) Chats and threads: (prepared, led and summarized by team leader) Content applications: (done by all, one compiles each application) All work is led by team leader for that specific tool, including advance preparation of threads for all postings, in the team work areas, early in posting cycle. Chats are led by team leader, assuring that the chat room is ready to go, archiving is running, etc. Note that several of the items above should be "standing" items on chat agendas, and that a chat should be done early in the posting cycle, and likely a second one will be needed for best practices, toward the end of the cycle.

Form 1.0 Overview, Page 7--of--326

Form 1.0 Overview, Page 8--of--326

1.3.2 Team Postings, Compilations

Form 1.0 TOC

While the team leader for the tool or phase being completed is responsible to create posting threads related to all work being done, all on the team must complete their work for the total portfolio, according to schedule, and in ways respectful of their role as a supplier of work to all others as customers. Each person on the team is assigned, by the team leader, for that tool or phase, to complete a specific part of the work as shown at threads created by team leader in team work posting area. Then each person posts their work accordingly at the thread, for all to see, and to move forward with, in the team work area. Person's not posting on schedule must have points reduced in their assessment, and/or dealt with appropriately for improvement. After all separate worksheets, and all text box information is posted by individuals, this then must be compiled by person's assigned and posted/collected according to team leaders' instructions, for team leaders' final compilation into a total portfolio of worksheets, to be assessed via POAM by faculty, as one excel document. The flow of work must be well planned, articulated and managed by and with the team leader, with all on board as suppliers and customers.

1.3.3 Phase II Plan 1.3.3.1 Application/Tool Completions

Form 1.0 TOC

Application and Tool completions in Phase II will emulate Phase I: Team plans will be initiated and led by the respective team leader for the tool or phase being completed. The team leader role rotates alphabetically for each tool or phase, giving all the opportunity to lead and to improve all systems appropriately and cross functionally. Weekly work process: 1. Team leader delegates weekly assignments to the team members. This is distributed to the team by posting in the threads as well as in an email to each member. 2. The team leader shall set up threads to post final individual submissions and set a posting deadline. 3. Team meets during chat to discuss previous week's POAM feedback, and to clarify current week's expectations and duties. 4. Individuals post submissions which are spell checked and formatted according to "print view." 5. Leader compiles submissions, reviews and edits the overview assignments, compiles the chats and threads submissions as well as the assessments. 6. Leader posts final draft for review. 7. PowerPoint in posted for review 8. Team members review and post revised/updated drafts labeled "Tool 11 draft1", ...draft2, ...draft3 etc. and describe area changed within the text of the post. 9. Team leader submits final deliverables on the Instructor Forum. Notes: The final product will be posted long enough for all to have a chance to revise and repost. The final product will be submitted no later than 11:59 pm on the date due .

Form 1.0 Overview, Page 9--of--326

9. Team leader submits final deliverables on the Instructor Forum. Notes: The final product will be posted long enough for all to have a chance to revise and repost. The final product will be submitted no later than 11:59 pm on the date due .

Form 1.0 Overview, Page 10--of--326

1.3.3.2 Project Completion Team Approach

Form 1.0 TOC

As the team progresses through Phase II, an equal emphasis is placed on tool analysis and project simulations. Connection and application of the tools and theory to a practical, industry specific project is of primary importance. As the team matures and member strengths emerge a series of weekly conscience decisions are made to best approach the work load and achieve the team and instructor expectations. The process and considerations are as follows: 1. Initial review of tool assignments and included segments. Typically this is followed by delegated one section to each member. 2. Discussion of the requirements of the project simulation as well as any additional applications to be completed. 3. Review of total work load and consideration of individual team members work loads. Delegation and/or volunteerism completes the assignments. Note: As team matures, individual strengths are moving forward to pick up the areas that they are inclined towards. Prior experience with the systems, subject matter and/or project simulation is viewed as valuable to the overall project, is utilized and is appreciated. 4. Individuals are expected to be well versed and nearing completion at the time of our weekly chat on Monday evenings. The meeting clarifies the project, addresses problems or issues of the team and provides an opportunity for collaboration, brainstorming and support. Additionally the new team leader is announced and plans are made to post assignments for the following week. 5. A liberal, but not superfluous use of threaded discussions keeps team members connected, on track, discuss submissions and allows for team members to cover each other for the greater good of the team. 6. Positive feed back between the team members is common as is quick clarifications and considerations.

1.4.0 Project Data

Form 1.0 TOC

Project data provides the opportunity to the team to explain and grow the background and details on their project. This helps grow the team knowledge base and add value to the overall portfolio of work evolving. The team leader is responsible to update and further develop this information in the text box format below for that particular toolkit assignment. 1.4.1 General background statement to define the nature of the work: The role technology plays in today's organization is that of the primary communication tool, data storage, analysis vehicle, etc. and is virtually indispensable. Organizations and even the Government have programs in place that will allow them "to go paperless". As technology is perhaps the single most important asset to maintain, an organization needs to invest a large amount of interest in protecting it's infrastructure. Disaster recovery and business continuity have become more and more integrated into IT strategic plans and need to be considered even more for critical data centers. Redundant internet and WAN services need to follow multiple paths to ensure the 99.999% uptime that mission critical services demand. Today's IT manager needs to not only understand the technology that physically resides in the server room, but those business processes that are dependant on it. Understanding personnel and business rules will help shape the overall design of the ideal data center. With heavy reliance on local network access, email access, and Internet access many organizations focus on getting technology into the hands of the end user and often overlook the network core based primarily in the server room/data center. Typical server room/data center design does not always account for the Form Page 11--of--326 essential systems for normal operations nor1.0 for Overview, systems needed during stressed situations, such as fire, hardware failure, power outage, and threats or attacks. The standard data center is important and usually is satisfactory to today's organizations, on a day-to-day basis. In terms of critical operations such as medical facilities, financial institutions, and military operations, a plan for disaster recovery and

strategic plans and need to be considered even more for critical data centers. Redundant internet and WAN services need to follow multiple paths to ensure the 99.999% uptime that mission critical services demand. Today's IT manager needs to not only understand the technology that physically resides in the server room, but those business processes that are dependant on it. Understanding personnel and business rules will help shape the overall design of the ideal data center. With heavy reliance on local network access, email access, and Internet access many organizations focus on getting technology into the hands of the end user and often overlook the network core based primarily in the server room/data center. Typical server room/data center design does not always account for the essential systems for normal operations nor for systems needed during stressed situations, such as fire, hardware failure, power outage, and threats or attacks. The standard data center is important and usually is satisfactory to today's organizations, on a day-to-day basis. In terms of critical operations such as medical facilities, financial institutions, and military operations, a plan for disaster recovery and technological stability is essential to plan for. 10.1.1 General problem statement: Design a disaster-recovery server room/data center for a modern organization that can accommodate an organization based on the physical constraints of the server room/data center (existing remodel or new construction) and also considers the following aspects: - Centralized and secure location of facility - Physical security to include door access, biometric access, and cameras - Physical construction considerations to withstand multiple types of threats - Determine and design for human needs in the event of an extended stay within a server room - Prepare emergency protocol documentation. - Prioritize what services will be restored, when and includes remote service redundancy. - Emergency AC and power requirements of today's typical disaster-recovery server room. - Network rack space needed for both servers and network equipment - Typical specifications, based on U (rack) space for multiple servers - Throughput requirements for internal network speed - Internet capacity and any WAN or remote capacity - Fire suppression capabilities and system specifications - Remote dial out for security notification of intrusion or temperature fluctuations 10.1.2 Objectives for the work: Objective 1: Determine, design and implement server room development team, from all associated disciplines, designate project leadership, management, expectations and contractual issues. Objective 2: Determine, design and implement ideal location for facility with respect to operational adjacencies, security, stability, and within a close proximity to emergency utility systems. Objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. Objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds. Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems. Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. 10.1.3 Project Goal: This project should not be viewed as a single project to produce a server room/data center, but should instead be viewed as a process. The process involves taking input from potential customers based on a series of needs assessment criteria and producing a design for a server/room that fits their needs. The ultimate goal is to produce a reusable process for designing and building a server room/data center. The team continues to focus not only the design process, but on the overall team building process and the tools and skills needed to manage a project. The team will investigate problems typically associated with such a build and provide solutions and suggestions for their improvement. Overall, all team members, will work together to formulate the best comprehensive design plan and those steps needed to achieve it both Form 1.0 Overview, Page 12--of--326 from a team work perspective and from an actual implementation perspective. Objective specific topics include: 10.1.4 Objective Considerations and Actions

WAN services need to follow multiple paths to ensure the 99.999% uptime that mission critical services demand. Today's IT manager needs to not only understand the technology that physically resides in the server room, but those business processes that are dependant on it. Understanding personnel and business rules will help shape the overall design of the ideal data center. With heavy reliance on local network access, email access, and Internet access many organizations focus on getting technology into the hands of the end user and often overlook the network core based primarily in theheavy serverreliance room/data center. Typical serveremail room/data center not many always account for the With on local network access, access, and design Internetdoes access organizations focus essential for normal norend for user systems during stressed situations, suchprimarily as fire, on gettingsystems technology into theoperations hands of the and needed often overlook the network core based hardware failure, power center. outage, Typical and threats or room/data attacks. The standard center is important andforusually in the server room/data server center designdata does not always account the is satisfactory to today's organizations, on a day-to-day basis. In terms of critical operations such asfire, essential systems for normal operations nor for systems needed during stressed situations, such as medical facilities, financial institutions, and military operations, a plan for disaster andand usually hardware failure, power outage, and threats or attacks. The standard data centerrecovery is important technological is essential to plan is satisfactory stability to today's organizations, onfor. a day-to-day basis. In terms of critical operations such as medical facilities, financial institutions, and military operations, a plan for disaster recovery and 10.1.1 General problem statement: technological stability is essential to plan for. DesignGeneral a disaster-recovery server room/data center for a modern organization that can accommodate an 1.4.1 problem statement: organization based on the physical constraints of the server room/data center (existing remodel or new construction) and also considers followingcenter aspects: Design a disaster-recovery serverthe room/data for a modern organization that can accommodate an organization based on the physical constraints of the server room/data center (existing remodel or new -construction) Centralized and locationthe of facility and secure also considers following aspects: - Physical security to include door access, biometric access, and cameras Physical construction considerations to withstand multiple types of threats -- Centralized and secure location of facility -- Determine and design for human needs inbiometric the eventaccess, of an extended stay within a server room Physical security to include door access, and cameras -- Prepare emergency protocol documentation. Physical construction considerations to withstand multiple types of threats -- Prioritize willhuman be restored, includes remote service redundancy. Determinewhat andservices design for needs when in the and event of an extended stay within a server room Emergency AC and power requirements of today's typical disaster-recovery server room. -- Prepare emergency protocol documentation. Network rack needed forrestored, both servers -- Prioritize whatspace services will be whenand andnetwork includesequipment remote service redundancy. -- Typical specifications, based on U (rack) of space for typical multipledisaster-recovery servers Emergency AC and power requirements today's server room. -- Throughput forfor internal networkand speed Network rackrequirements space needed both servers network equipment -- Typical Internetspecifications, capacity and any WAN capacity based onor U remote (rack) space for multiple servers Fire suppression capabilities system specifications -- Throughput requirements for and internal network speed Remote capacity dial out for security notification of capacity intrusion or temperature fluctuations -- Internet and any WAN or remote - Fire suppression capabilities and system specifications 10.1.2 Objectives the work: - Remote dial out forfor security notification of intrusion or temperature fluctuations Objective 1: Determine, 1.4.2 Objectives for thedesign work: and implement server room development team, from all associated disciplines, designate project leadership, management, expectations and contractual issues. Objective 1: Determine, design and implement server room development team, from all associated Objective Determine, design and implement ideal location for facility respect to operational disciplines,2: designate project leadership, management, expectations andwith contractual issues. adjacencies, security, stability, and within a close proximity to emergency utility systems. Objective 2: Determine, design and implement ideal location for facility with respect to operational Objective 3: security, Determine, designand forwithin and implement maximum human occupancy, extended stay needs, adjacencies, stability, a close proximity to emergency utility systems. system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering thefor training of future occupants. Objective 3: Determine, design and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for Objective 4: Determine, design and implement system specific needs with respect to equipment, developing and administering thefor training of future occupants. racking, work space, storage, and network connections and speeds. Objective 4: Determine, design for and implement system specific needs with respect to equipment, Objective 5: Determine, design fornetwork and implement the facility build-out, required equipment electrical racking, work space, storage, and connections and speeds. pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems. Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression Objective 6: Test systems. facility instrumentation, load room, install equipment, test technical systems, perform a systems, security mock run of disaster recovery. Implement protocols. Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a 10.1.3run Project Goal:recovery. Implement protocols. mock of disaster This project should not be viewed as a single project to produce a server room/data center, but should instead be viewed as a process. The process involves taking input from potential customers based on a series of needs assessment criteria and producing a design for a server/room that fits their needs. The ultimate goal is to produce a reusable process for designing and building a server room/data center. The team continues to focus not only the design process, but on the overall team building process and the tools and skills needed to manage a project. The team will investigate problems typically associated with such a build and provide solutions and suggestions for their improvement. Overall, all team members, will work together to formulate the best comprehensive design plan and those steps needed to achieve it both from a team work perspective and from an actual implementation perspective. Objective specific topics Form 1.0 Overview, Page 13--of--326 include: 10.1.4 Objective Considerations and Actions

This project should not be viewed as a single project to produce a server room/data center, but should instead be viewed as a process. The process involves taking input from potential customers based on a series of needs assessment criteria and producing a design for a server/room that fits their needs. The ultimate goal is to produce a reusable process for designing and building a server room/data center. The team continues to focus not only the design process, but on the overall team building process and the tools and skills needed to manage a project. The team will investigate problems typically associated with such a build and provide solutions and suggestions for their improvement. Overall, all team members, will work together to formulate the best comprehensive design plan and those steps needed to achieve it both from a team work perspective and from an actual implementation perspective. Objective specific topics include: 10.1.4 Objective Considerations and Actions 10.1.4.1 Objective 1 10.1.4.1.1 Action / Consideration 1 Creation of different teams with different expertise. Team decides on the overall goal of the project. Avoid budget and IT needs collision and unsatisfactory compromise. Teams shall include: 1) Facilities: primary concerns-design, equipment, infrastructure, time frame, and budget. 2) IT: primary concerns - planning and operating the facility, "environmental requirements" and technical capabilities, system layout , communication of requirements to designers. 3) Engineering consultants: primary concerns-electrical, mechanical, plumbing, data, communication and emergency systems. Throughout project, all teams must work close together towards designing and building a quality server room. A system of motivation of various components needs to be in place to ensure member contributions. 10.1.4.1.2 Action / Consideration 2 Teams need to evaluate the overall project and document those items that will comprise the inputs and desired outputs of the project. How to design a disaster recovery room for certain types of situations both natural and man-made. The team must draw on each other's experiences and discuss the many considerations that need to be evaluated and to ensure that the details of server rooms are covered. . 10.1.4.1.3 Action / Consideration 3 Development of a clear proposal of the project at hand to be reviewed by representation from each of the major technical areas that will likely impact the project. Once reviewed and accepted, a team must be formed and communication methods and protocols must be established. 10.1.4.1.4 Action / Consideration 4 Consideration of team culture and communication. Practice effective planning and running of meetings, recording the actions of team meetings, good listening skills, providing feedback, formal and informal presentations, and proper documentation. 10.1.4.1.5 Action / Consideration 5 The initial project conceptualization and subsequent development must be approached as a team, from many directions, per specific members expertise. The final development must be a product of past and recent team member experiences as end-users, first hand construction and design knowledge for such facilities as well as quality control, operational and implementation vantage points. 10.1.4.1.6 Action / Consideration 6 Consistent leadership allows the team members to gain a sense of stability in expectations, schedule and management style. Additionally, the leader will be able to identify potential problems or repeat behavior as the oversight is for a continuous period of time. This ability would allow the leader to implement solutions on an individual need-based model. 10.1.4.2 Objective 2 10.1.4.2.1 Action / Consideration 1 A server room that is designed to withstand today's possible threats needs to be changed and respond to various scenarios. This change should not come at the risk of losing quality, such as power backup and water leakage. A power generator can be considered to help improve the redundancy factor and improve reliability. Water leakage is a change as it relates to traditional server room design, but is crucial for those areas close to possible hurricanes and other natural disasters. 10.1.4.2.2 Action / Consideration 2 With the convergence of voice, data, and video, more and more server rooms are containing typical voice services that normally resided in other parts of the facility. Coordinate facility locations and entrance points / panels. Form 1.0 Overview, Page 14--of--326 10.1.4.2.3 Action / Consideration 3 Moving forward the team must continually track and analyze the effectiveness of the strategy and make adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved.

series of needs assessment criteria and producing a design for a server/room that fits their needs. The ultimate goal is to produce a reusable process for designing and building a server room/data center. The team continues to focus not only the design process, but on the overall team building process and the tools and skills needed to manage a project. The team will investigate problems typically associated with such a build and provide solutions and suggestions for their improvement. Overall, all team members, will work together to formulate the best comprehensive design plan and those steps needed to achieve it both from team work perspective and from an actual implementation perspective. Objective specific topics 1.4.3 aProject Goal: include: This project should not be viewed as a single project to produce a server room/data center, but should instead be viewed as a process. The process involves taking input from potential customers based on a 10.1.4 of Objective Considerations series needs assessment criteriaand andActions producing a design for a server/room that fits their needs. The ultimate goal is to produce a reusable process for designing and building a server room/data center. 10.1.4.1 Objective 1 The team continues to focus not only the design process, but on the overall team building process and the 10.1.4.1.1 Action / Consideration tools and skills needed to manage a1 project. The team will investigate problems typically associated with Creation of different teams with different expertise. Team decides on the overall goalallofteam the project. Avoid such a build and provide solutions and suggestions for their improvement. Overall, members, will budget and IT to needs collision compromise. shallsteps include: 1) Facilities: primary work together formulate theand bestunsatisfactory comprehensive design planTeams and those needed to achieve it both concerns-design, time frame, and budget. 2) IT: primary concerns - planning from a team work equipment, perspectiveinfrastructure, and from an actual implementation perspective. Objective specific topics and operating the facility, "environmental requirements" and technical capabilities, system layout , include: communication of requirements to designers. 3) Engineering consultants: primary concerns-electrical, mechanical, plumbing, data, communication and emergency systems. Throughout project, all teams must 1.4.4 Objective Considerations and Actions work close together 1.4.4.1 Objective 1 towards designing and building a quality server room. A system of motivation of various components needs to be in place to ensure member contributions. 1.4.4.1.1 Action / Consideration 1 10.1.4.1.2 / Consideration 2 Creation ofAction different teams with different expertise. Team decides on the overall goal of the project. Avoid Teams need evaluate the overall project and document thoseTeams items shall that will comprise the inputs and budget and ITtoneeds collision and unsatisfactory compromise. include: 1) Facilities: primary desired outputs ofequipment, the project.infrastructure, How to design a disaster room2)for of situations both concerns-design, time frame, recovery and budget. IT:certain primarytypes concerns - planning natural and man-made. The team must draw on each other's experiences and discuss the many and operating the facility, "environmental requirements" and technical capabilities, system layout , considerations need to be evaluated and 3) to ensure that the details of server are covered. . communicationthat of requirements to designers. Engineering consultants: primaryrooms concerns-electrical, mechanical, plumbing, data, communication and emergency systems. Throughout project, all teams must 10.1.4.1.3 / Consideration 3 and building a quality server room. A system of motivation of work closeAction together towards designing Development of a clear proposal project at hand to be reviewed by representation from each of the various components needs to be of in the place to ensure member contributions. major technical areas that will likely impact the project. Once reviewed and accepted, a team must be formed communication methods 1.4.4.1.2and Action / Consideration 2 and protocols must be established. Teams need to evaluate the overall project and document those items that will comprise the inputs and 10.1.4.1.4 Action Consideration desired outputs of /the project. How4to design a disaster recovery room for certain types of situations both Consideration of team culture and communication. Practice effective planning running meetings, natural and man-made. The team must draw on each other's experiences andand discuss the of many recording the actions of team meetings, good listening skills, providing feedback, formal and informal considerations that need to be evaluated and to ensure that the details of server rooms are covered. presentations, and proper documentation. 1.4.4.1.3 Action / Consideration 3 10.1.4.1.5 Action Consideration Development of a /clear proposal of 5the project at hand to be reviewed by representation from each of the The initial project conceptualization subsequent development mustand be approached a team, major technical areas that will likely and impact the project. Once reviewed accepted, a as team must from be many directions, per specific members expertise. The final development must be a product of past and formed and communication methods and protocols must be established. recent team member experiences as end-users, first hand construction and design knowledge for such facilities well as quality control, 4operational and implementation vantage points. 1.4.4.1.4as Action / Consideration Consideration of team culture and communication. Practice effective planning and running of meetings, 10.1.4.1.6 Action / Consideration 6 recording the actions of team meetings, good listening skills, providing feedback, formal and informal Consistent leadership allows the team members to gain a sense of stability in expectations, schedule and presentations, and proper documentation. management style. Additionally, the leader will be able to identify potential problems or repeat behavior as the oversight is for a continuous period of time. This ability would allow the leader to implement solutions 1.4.4.1.5 Action / Consideration 5 on aninitial individual model. and subsequent development must be approached as a team, from The projectneed-based conceptualization many directions, per specific members expertise. The final development must be a product of past and 10.1.4.2 Objective 2 experiences as end-users, first hand construction and design knowledge for such recent team member facilities as well as quality control, operational and implementation vantage points. 10.1.4.2.1 Action / Consideration 1 A server Action room that is designed to 6withstand today's possible threats needs to be changed and respond to 1.4.4.1.6 / Consideration various scenarios. This change not cometoatgain the risk of losing quality,insuch as power schedule backup and Consistent leadership allows theshould team members a sense of stability expectations, and water leakage. A power generator can be considered to help improve the redundancy factor and improve management style. Additionally, the leader will be able to identify potential problems or repeat reliability. Water leakage is a change as it relates to traditional server room design, but is crucial for those areas close to possible hurricanes and other natural disasters. 10.1.4.2.2 Action / Consideration 2 With the convergence of voice, data, and video, more and more server rooms are containing typical voice services that normally resided in other parts of the facility. Coordinate facility locations and entrance points / panels. 10.1.4.2.3 Action / Consideration 3 Moving forward the team must continually and analyze the15--of--326 effectiveness of the strategy and make Formtrack 1.0 Overview, Page adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved. 10.1.4.2.4 Action / Consideration 4

water leakage.style. A power generator be considered improve the redundancy and improve management Additionally, thecan leader will be abletotohelp identify potential problems orfactor repeat reliability. Water leakage is a change as it relates to traditional server room design, but is crucial for those areas close to possible hurricanes and other natural disasters. 10.1.4.2.2 Action / Consideration 2 With the convergence of voice, data, and video, more and more server rooms are containing typical voice services that normally resided in other parts of the facility. Coordinate facility locations and entrance points / panels. 10.1.4.2.3 Action / Consideration 3 Moving forward the team must continually track and analyze the effectiveness of the strategy and make adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved. 10.1.4.2.4 Action / Consideration 4 Drawing on the expert knowledge of the administration and IT teams, the designers and engineering consults must determine the best location both physically and operationally for the secure facility. 10.1.4.3 Objective 3 10.1.4.3.1 Action / Consideration 1 Training must include and trainer must be well versed in IT operations and business continuity concepts including the mundane such as how backup and tape rotations operate and topics of shelf life of magnetic storage, new solutions for storage area networks and disk to disk backup. 10.1.4.3.2 Action / Consideration 2 A trainer or project leader needs to interview IT personnel, support vendors, and physical plant personnel to understand the overall operational requirements. 10.1.4.3.3 Action / Consideration 3 Establishment and full documentation, electronically, of expectations that the team has for outcomes and the facility SOP's. Documentation is important and can be used in identifying needs early in the project will help clarify issues. 10.1.4.3.4. Action / Consideration 4 Make available documentation from Group meetings to be available for review by all team members. In an electronic format, producing meaningful logs or transcripts to review depends highly on the leader of the meeting. 10.1.4.3.5 Action / Consideration 5 Continuous improvements in productivity, quality, and remaining competitive will come from identifying, analyzing, and solving the problems that arise in the actual organizations and processes involved. Continuous reviews and assessments of the project timelines and involved components add continued improvement to the proposed project. 10.1.4.4 Objective 4 10.1.4.4.1 Action / Consideration 1 Verify the room shall support the equipment design produced and that no other additional spaces must be planned. 10.1.4.4.2 Action / Consideration 2 Request a complete list of equipment for placement in the new spaces along with the environmental requirements for each piece of equipment. 10.1.4.4.3 Action / Consideration 3 Determine the network drops and rack space needed for equipment and rack space needs to be taken into consideration for future growth, punch down blocks, and fiber and copper splicing racks. 10.1.4.4.4 Action / Consideration 4 Moving forward the team must continually track and analyze the effectiveness of the strategy and make adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved. 10.1.4.5 Objective 5 10.1.4.5.1 Action / Consideration 1 10.1.4.5 Objective 5 10.1.4.6.1 Action / Consideration 1 Form 1.0 Overview, Page 16--of--326

10.1.4.2.2 Action / Consideration 2 With the convergence of voice, data, and video, more and more server rooms are containing typical voice services that normally resided in other parts of the facility. Coordinate facility locations and entrance points / panels. 10.1.4.2.3 Action / Consideration 3 behavior as the the oversight is for continually a continuous period time. This ability would allow leaderand to make Moving forward team must track and of analyze the effectiveness of thethe strategy implement on an individual This need-based adjustmentssolutions as deemed necessary. process model. will be repeated until the optimum solution is achieved. 1.4.4.2 Objective 10.1.4.2.4 Action / 2Consideration 4 Drawing on the expert knowledge of the administration and IT teams, the designers and engineering 1.4.4.2.1 Action / Consideration 1 consults must determine the best location both physically and operationally for the secure facility. A server room that is designed to withstand today's possible threats needs to be changed and respond to various change should not come at the risk of losing quality, such as power backup and 10.1.4.3scenarios. Objective This 3 water leakage. A power generator can be considered to help improve the redundancy factor and improve reliability. is a change 10.1.4.3.1 Water Actionleakage / Consideration 1 as it relates to traditional server room design, but is crucial for those areas close to include possibleand hurricanes and be other Training must trainer must wellnatural verseddisasters. in IT operations and business continuity concepts including the mundane such as how backup and tape rotations operate and topics of shelf life of magnetic 1.4.4.2.2 Action / Consideration storage, new solutions for storage 2area networks and disk to disk backup. With the convergence of voice, data, and video, more and more server rooms are containing typical voice services normally resided in other 10.1.4.3.2that Action / Consideration 2 parts of the facility. Coordinate facility locations and entrance points / panels. A trainer or project leader needs to interview IT personnel, support vendors, and physical plant personnel to understand the overall operational requirements. 1.4.4.2.3 Action / Consideration 3 Moving forward the/ Consideration team must continually track and analyze the effectiveness of the strategy and make 10.1.4.3.3 Action 3 adjustments as deemed necessary. This process willofbeexpectations repeated until the optimum solution is achieved. Establishment and full documentation, electronically, that the team has for outcomes and the facility SOP's. Documentation is important and can be used in identifying needs early in the project will 1.4.4.2.4 Action / Consideration 4 help clarify issues. Drawing on the expert knowledge of the administration and IT teams, the designers and engineering consults must determine the best location both physically and operationally for the secure facility. 10.1.4.3.4. Action / Consideration 4 Make available documentation from Group meetings to be available for review by all team members. In an 1.4.4.3 Objective 3 electronic format, producing meaningful logs or transcripts to review depends highly on the leader of the meeting. 1.4.4.3.1 Action / Consideration 1 Training must include and trainer must 10.1.4.3.5 Action / Consideration 5 be well versed in IT operations and business continuity concepts including the mundane such as how backup and tape rotations operate and topics of shelf of magnetic Continuous improvements in productivity, quality, and remaining competitive will come fromlife identifying, storage, new for storage area andactual disk toorganizations disk backup.and processes involved. analyzing, andsolutions solving the problems thatnetworks arise in the Continuous reviews and assessments of the project timelines and involved components add continued 1.4.4.3.2 Action / Consideration 2 improvement to the proposed project. A trainer or project leader needs to interview IT personnel, support vendors, and physical plant personnel to understand the overall operational requirements. 10.1.4.4 Objective 4 1.4.4.3.3 10.1.4.4.1Action Action/ /Consideration Consideration31 Establishment fullsupport documentation, electronically, of expectations that team has for outcomes andbe Verify the roomand shall the equipment design produced and that nothe other additional spaces must the facility SOP's. Documentation is important and can be used in identifying needs early in the project will planned. help clarify issues. 10.1.4.4.2 Action / Consideration 2 1.4.4.3.4. / Consideration 4 for placement in the new spaces along with the environmental Request aAction complete list of equipment Make available from Group meetings to be available for review by all team members. In an requirements fordocumentation each piece of equipment. electronic format, producing meaningful logs or transcripts to review depends highly on the leader of the meeting. 10.1.4.4.3 Action / Consideration 3 Determine the network drops and rack space needed for equipment and rack space needs to be taken into 1.4.4.3.5 Action / Consideration 5 down blocks, and fiber and copper splicing racks. consideration for future growth, punch Continuous improvements in productivity, quality, and remaining competitive will come from identifying, analyzing, and solving the problems4that arise in the actual organizations and processes involved. 10.1.4.4.4 Action / Consideration Continuous reviews and of the project timelinesthe and involved components add continued Moving forward the teamassessments must continually track and analyze effectiveness of the strategy and make adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved. 10.1.4.5 Objective 5 10.1.4.5.1 Action / Consideration 1 10.1.4.5 Objective 5 10.1.4.6.1 Action / Consideration 1

Form 1.0 Overview, Page 17--of--326

adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved. 10.1.4.5 Objective 5 10.1.4.5.1 Action / Consideration 1 10.1.4.5 Objective 5 10.1.4.6.1 Action / Consideration 1

Form 1.0 Overview, Page 18--of--326

improvement to the proposed project. 1.4.4.4 Objective 4 1.4.4.4.1 Action / Consideration 1 Verify the room shall support the equipment design produced and that no other additional spaces must be planned. 1.4.4.4.2 Action / Consideration 2 Request a complete list of equipment for placement in the new spaces along with the environmental requirements for each piece of equipment. 1.4.4.4.3 Action / Consideration 3 Determine the network drops and rack space needed for equipment and rack space needs to be taken into consideration for future growth, punch down blocks, and fiber and copper splicing racks. 1.4.4.4.4 Action / Consideration 4 Moving forward the team must continually track and analyze the effectiveness of the strategy and make adjustments as deemed necessary. This process will be repeated until the optimum solution is achieved.

1.4.5 APQP-Design Flow

Form 1.0 Overview, Page 19--of--326

Form 1.0 Overview, Page 20--of--326

1.4.6 Design Planning, Considerations, Schedule, and APQP

Form 1.0 TOC

DESIGN PHASE #1- Plan and Define Projected Start

Due Date

Des. input -APQP

Business Plan/Marketing Strategy  

Feb 6 2006

Feb 13 2006

Feb 6 2006

Des. input -APQP

Product/Process Benchmark Data   

Feb 6 2006

Feb 13 2006

Feb 10 2006

Des. input -APQP

Product/Process Assumptions       

Feb 6 2006

Feb 13 2006

Feb 6 2006

Feb 6 2006 Feb 6 2006 Feb 6 2006

Feb 13 2006 Feb 13 2006 Feb 13 2006

Feb 6 2006 Feb 6 2006 Feb 6 2006

Feb 6 2006 Feb 6 2006

Feb 13 2006 Feb 13 2006

Feb 6 2006 Feb 6 2006

Feb 6 2006

Feb 13 2006

Feb 6 2006

Feb 6 2006

Feb 13 2006

Feb 6 2006

Feb 6 2006

Feb 13 2006

Feb 6 2006

Feb 6 2006

Feb 13 2006

Feb 6 2006

Feb 13 2006

Feb 20 2006

Feb 15 2006

Feb 13 2006

Feb 20 2006

Feb 15 2006

Feb 13 2006

Feb 20 2006

Feb 17 2006

Activity Type

Actual Finish

Customer/Design Inputs

Des. input -APQP Des. input -APQP

Des Planning-ISO Des Planning-ISO

Product Reliability Studies           Contract agreements Schedule/timeline Determine parts backorder / demand Budget/Financing

Des Output- ISO

Retrieve initial budget constraints; funding sources Contacts and Communications Design team construction Memorandum of Understanding Phase #1 Outputs Design Goals Reliability and Quality Goals Preliminary Bill of Material Preliminary Process Flow Chart

Feb 13 2006

Feb 20 2006

Feb 17 2006

Des Output- ISO

Preliminary Listing of Special Characteristics Feb 13 2006

Feb 20 2006

Feb 18 2006

Des Output- ISO Des Output- ISO

Product Assurance Plan Feb 13 2006 Management Support Feb 13 2006

Feb 20 2006 Feb 20 2006

Feb 18 2006 Feb 21 2006

Des Planning-ISO Des Planning-ISO Des Planning-ISO Des Planning-ISO Des Output- ISO Des Output- ISO Des Output- ISO

Form 1.0 Overview, Page 21--of--326

Form 1.0 Overview, Page 22--of--326

DESIGN PHASE #2- Product Design and Development

Form 1.0 TOC

Des Output-ISO-APQP

Design Failure Mode and Effects Analysis (DFMEA)

Feb 20 2006

Mar 10 2006

Mar 1 2006

Design Output-ISO-APQP Design Review-ISO-APQP Design Design-ISO-APQP

Design for Manufacturability and Assembly Design Verification Design Reviews

Feb 20 2006 Feb 20 2006 Feb 20 2006

Mar 10 2006 Mar 10 2006 Mar 10 2006

Mar 12 2006 Mar 11 2006 Mar 10 2006

Design Output-ISO-APQP Design Output-ISO-APQP

Prototype Build Control Plans Drawings

Feb 20 2006 Feb 20 2006

Mar 10 2006 Mar 10 2006

Mar 10 2006 Mar 10 2006

Design Output-ISO-APQP

Engineering Specifications

Feb 20 2006

Mar 10 2006

Mar 10 2006

Design Output-ISO-APQP

Material Specifications Drawing and

Feb 20 2006

Mar 10 2006

Mar 10 2006

Engineering Change-ISOAPQP

Specification Changes

Feb 20 2006

Mar 10 2006

Mar 8 2006

Design Output-ISO-APQP

New Equipment, Tooling and Facilities Requirements

Feb 20 2006

Mar 10 2006

Mar 10 2006

Design Output-ISO-APQP

Special Product and Process Characteristics

Feb 20 2006

Mar 10 2006

Mar 7 2006

Feb 20 2006

Mar 10 2006

Mar 10 2006

Feb 20 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Design Planning-ISO

Programming Feb 20 2006 Initial client/architect team meeting Feb 20 2006 Determination of project needs Feb 20 2006

Mar 10 2006

Mar 10 2006

Design Planning-ISO

Document order of service importance; redundancy needs

Feb 20 2006

Mar 10 2006

Mar 10 2006

Design Planning-ISO

Outline specific DR needs / levels of service Feb 20 2006

Mar 10 2006

Mar 1 2006

Design Review-ISO

Interview clients and document their requirements

Mar 10 2006

Mar 7 2006

Design Output-ISO-APQP

Design Output-ISO-APQP

Design Planning-ISO

Gauges/Testing Equipment Requirements Team Feasibility Commitment and Management Support

Feb 20 2006

Form 1.0 Overview, Page 23--of--326

Design Output-ISO Design Output-ISO

Outline security requirements; door access, video monitoring, etc. Field documentation

Feb 20 2006 Feb 20 2006

Form 1.0 Overview, Page 24--of--326

Mar 10 2006 Mar 10 2006

Mar 10 2006 Mar 9 2006

Design Output-ISO Design Output-ISO Design Output-ISO

Design Planning-ISO Design Planning-ISO

Design Output-ISO Design Output-ISO

Adjacency, Circulation & Space studies Describe air quality specifications Infrastructure assessment

Feb 20 2006

Mar 10 2006

Mar 10 2006

Feb 20 2006

Mar 10 2006

Mar 6 2006

Feb 20 2006

Mar 10 2006

Mar 10 2006

Feb 20 2006

Mar 10 2006

Mar 10 2006

Feb 20 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 10 2006

Mar 6 2006

Mar 30 2006

Mar 10 2006

Mar 30 2006 Mar 30 2006

Mar 10 2006 Mar 16 2006

Mar 30 2006

Mar 16 2006

Mar 13 2006

Mar 30 2006

Mar 18 2006

Mar 13 2006

Mar 30 2006

Mar 20 2006

Mar 13 2006 Mar 13 2006

Mar 30 2006 Mar 30 2006

Mar 21 2006 Mar 22 2006

Mar 13 2006

Mar 30 2006

Mar 25 2006

Provide Visio, word documents, etc. in both hard and soft copies Schematic Design Client Sign-off

Mar 13 2006

Mar 30 2006

Mar 26 2006

Mar 30 2006

Mar 31 2006

Mar 30 2006

Review MOU with client and receive written confirmation, Stage 2 Design Development Revise schematic per client requests

Mar 30 2006 Mar 31 2006

Mar 31 2006 Apr 10 2006

Mar 30 2006 Apr 9 2006

Mar 31 2006

Apr 10 2006

Apr 10 2006

Determine throughput needed for business processes Project phase-in/downtime restrictions

Identify backup network and power solutions Feb 20 2006 Program construction Feb 20 2006 and presentation Programming Client Sign-off Mar 10 2006

Design Output-ISO

Review MOU with client and receive written confirmation, Stage 1 Mar 10 2006 Schematic Design Mar 13 2006 Initial space layouts facility design Mar 13 2006

Design Output-ISO

Document rack space and U space needed

Design Review-ISO

Design Output-ISO Design Output-ISO Design Output-ISO Design Output-ISO

Design Output-ISO

Design Output-ISO

Includes: Servers, switches, cable mgmt, UPS, Patch panels Project introduction to consultants Initial code reviews Conceptual design presentation to clients

Form 1.0 Overview, Page 25--of--326

Design Output-ISO

Perform complete code review-integrate

Mar 31 2006

Form 1.0 Overview, Page 26--of--326

Apr 10 2006

Apr 10 2006

Design Output-ISO

Begin material and equipment selections

Mar 31 2006

Apr 10 2006

Apr 10 2006

Design Output-ISO

Develop RFP and select most appropriate bidder, including ETA

Mar 31 2006

Apr 10 2006

Apr 10 2006

Design Planning-ISO

Fully integrate consultants into design team

Mar 31 2006

Apr 10 2006

Apr 10 2006

Design Output-ISO

Provide all documentation to present; Seek input on best practices

Mar 31 2006

Apr 10 2006

Apr 7 2006

Mar 31 2006

Apr 10 2006

Apr 8 2006

Mar 31 2006

Apr 10 2006

Apr 9 2006

Review MOU with client and receive written confirmation, Stage 3 Mar 31 2006

Apr 10 2006

Apr 5 2006

Design Output-ISO

Design Review-ISO

Prepare design development drawing set Design Development Client Sign-off

DESIGN PHASE #3- Process Design and Development Design Output-ISO-APQP

Packing Standards

Apr 10 2006

Apr 24 2006

Form 1.0 TOC Apr 12 2006

Design Output-ISO-APQP Design Output-ISO-APQP Design Output-ISO-APQP Design Output-ISO-APQP

Product/Process Quality System Review Process Flow Chart Floor Plan Layout Matrix

Apr 10 2006 Apr 10 2006 Apr 10 2006 Apr 10 2006

Apr 24 2006 Apr 24 2006 Apr 24 2006 Apr 24 2006

Apr 14 2006 Apr 14 2006 Apr 14 2006 Apr 16 2006

Design Output-ISO-APQP

Process Failure Mode and Effects Analysis (PFMEA)

Apr 10 2006

Apr 24 2006

Apr 16 2006

Design Output-ISO-APQP Design Output-ISO-APQP

Pre-Launch Control Plan Process Instructions Measurement

Apr 10 2006 Apr 10 2006

Apr 24 2006 Apr 24 2006

Apr 18 2006 Apr 19 2006

Design Output-ISO-APQP

Systems Analysis Plan

Apr 10 2006

Apr 24 2006

Apr 24 2006

Design Output-ISO-APQP

Preliminary Process Capability Study Plan Apr 10 2006

Apr 24 2006

Apr 24 2006

Design Output-ISO-APQP Design Review-ISO-APQP

Packaging Specifications Support

Apr 10 2006 Apr 10 2006

Apr 24 2006 Apr 24 2006

Apr 24 2006 Apr 24 2006

Apr 24 2006

June 2 2006

Apr 20 2006

Design Output-ISO

Construction Documentation Prepare construction document drawing set

Apr 24 2006

June 2 2006

Apr 20 2006

Form 1.0 Overview, Page 27--of--326

Design Output-ISO

Include drop locations for CAT 6, fiber, and power (central UPS) Fully integrate codes into design/detail Coordinate consultant drawings Final material and equipment selections

Design Output-ISO

Place orders for CAT 6, fiber, and patch cables, etc.

Apr 24 2006

June 2 2006

Apr 22 2006

Design Output-ISO

Final finish, furniture and fixture selections

Apr 24 2006

June 2 2006

Apr 24 2006

Apr 24 2006

June 2 2006

June 2 2006

Apr 24 2006

June 2 2006

June 2 2006

Design Output-ISO Design Output-ISO Design Output-ISO

Apr 24 2006

June 2 2006

Apr 20 2006

Apr 24 2006

June 2 2006

Apr 21 2006

Apr 24 2006

June 2 2006

Apr 21 2006

Apr 24 2006

June 2 2006

Apr 22 2006

Design Output-ISO

Design to include multiple computer support and integrated KVM Prepare specification manuals

Design Output-ISO

Finalize code specifications on copper and fiber layout

Apr 24 2006

June 2 2006

June 2 2006

Construction Documentation Client Sign-off

June 2 2006

June 5 2006

June 5 2006

June 2 2006

June 5 2006

June 5 2006

June 5 2006 June 5 2006

Aug 6 2006 Aug 6 2006

June 5 2006

Aug 6 2006

June 5 2006

Aug 6 2006

June 5 2006

Aug 6 2006

June 5 2006

Aug 6 2006

Design Output-ISO

Design Review-ISO

Review MOU with client and receive written confirmation, Stage 4 Bidding and Negotiations Prepare bid sets

Design Review-ISO

Include specifics on outsourcing rules and regulations

Design Review-ISO

Design Review-ISO

Provide examples of existing sites in development Invite bidders and/or announce RFP Manage questions, addenda, clarifications

Design Review-ISO

Bid collection and review or public opening

June 5 2006

Aug 6 2006

Design Review-ISO Design Review-ISO

Bid analysis and recommendations to owner Bid Award

June 5 2006 July 5 2006

Aug 6 2006 Aug 6 2006

Design Review-ISO

Form 1.0 Overview, Page 28--of--326

Permitting

July 6 2006

Form 1.0 Overview, Page 29--of--326

Aug 6 2006

Design Output-ISO Engineering Change-ISO

Construction Document Submission Revisions and/or clarifications Permit acquisition

July 6 2006

Aug 6 2006

July 6 2006 Aug 6 2006

Aug 6 2006 Aug 7 2006

Construction start-up Frame Interior Walls Elect Power/Lighting Rough-in

Aug 7 2006 Aug 7 2006

Aug 14 2006 Aug 14 2006

Aug 14 2006

Aug 14 2006

Separate electrical for centralized UPS for servers, switches, etc. HVAC Rough-in

Aug 14 2006 Aug 14 2006

Aug 21 2006 Aug 21 2006

Aug 14 2006

Aug 21 2006

Aug 18 2006 Aug 14 2006

Aug 21 2006 Aug 21 2006

Aug 14 2006

Aug 21 2006

Aug 14 2006 Aug 21 2006

Aug 21 2006 Aug 24 2006

Aug 21 2006 Aug 24 2006 Aug 30 2006 Sept 4 2006

Aug 24 2006 Aug 30 2006 Sept 4 2006 Sept 8 2006

Sept 4 2006 Sept 1 2006

Sept 8 2006 Sept 8 2006

Sept 1 2006

Sept 8 2006

Sept 8 2006

Design Output-ISO

Air quality control tested as well as humidity control; emergency notification Sept 1 2006 Server configuration ready to be installed Sept 1 2006

Design Output-ISO

Halon / fire suppression completion; emergency notification

Design Output-ISO Design Output-ISO Design Output-ISO

Design Output-ISO Design Output-ISO

Design Output-ISO Design Output-ISO

Needs to be routed around copper pathways MEP Rough-in Inspection Data Wiring Rough-in

Design Output-ISO

Drops to be done at both punch down block and faceplates

Design Output-ISO

Design Output-ISO Design Output-ISO

Include security cabling for door access and video monitoring Insulation Inspect final drop design before drywall Drywall Paint Flooring Raised floor with vented ventilation HVAC Finish

Design Output-ISO

Ensure water detection / security enabled

Design Output-ISO Design Output-ISO Design Output-ISO Design Output-ISO Design Output-ISO Design Output-ISO

Design Output-ISO

Sept 1 2006

Form 1.0 Overview, Page 30--of--326

Sept 8 2006

Sept 8 2006

Design Output-ISO Design Output-ISO

Network switch configuration - ready to be installed Electrical Finish

Sept 1 2006 Sept 1 2006

Sept 8 2006 Sept 8 2006

Design Output-ISO Design Output-ISO

Ensure centralized UPS cutover works properly as well as generator Data Cabinets

Sept 1 2006 Sept 8 2006

Sept 8 2006 Sept 13 2006

Design Output-ISO Design Output-ISO

Label and document each key; ensure wire mgmt installed properly Install Servers

Sept 8 2006 Sept 13 2006

Sept 13 2006 Sept 15 2006

Design Output-ISO

Mount and install associated KVM switches and CAT 6 drops

Sept 13 2006

Sept 15 2006

Design Output-ISO

Install associated network equipment switches, firewalls, etc.

Sept 13 2006

Sept 15 2006

DESIGN PHASE #4- Product and Process Validation Design Validation-ISO-APQP

Production Trial Run

Sept 13 2006

Sept 15 2006

Design Validation-ISO-APQP

Measurement Systems Evaluation

Sept 13 2006

Sept 15 2006

Design Validation-ISO-APQP

Preliminary Process Capability Study

Sept 13 2006

Sept 15 2006

Design Validation-ISO-APQP

Production Part Approval (PPAP)

Sept 15 2006

Design Validation-ISO-APQP

Sept 13 2006 Production Validation Testing Sept 13 2006

Design Validation-ISO-APQP

Packing Evaluation

Sept 13 2006

Sept 15 2006

Sept 13 2006

Sept 15 2006

Sept 13 2006

Sept 15 2006

Sept 15 2006

Sept 20 2006

Sept 15 2006 Sept 20 2006

Sept 20 2006 Oct 4 2006

Production Control Plan Quality Planning Sign-Off and Management Design Verification-ISO-APQP Support Computer Systems Check Design Validation-ISO-APQP

Ensure all OS / Design Verification/Validation- application patches are ISO up to date Commissioning

Form 1.0 Overview, Page 31--of--326

Sept 15 2006

Form 1.0 TOC

Provide full Design Verification/Validation- documentation of entire ISO system and backups Sept 20 2006

Form 1.0 Overview, Page 32--of--326

Oct 4 2006 Oct 4 2006

Design Verification/ValidationISO Design Verification/ValidationISO Design Verification/ValidationISO Design Verification/ValidationISO

Punch-list Review CAT6 drops labeled and tested Fiber drops all labeled and fully tested Area completely clean and free of dust Examine for defects in furniture / fixtures Architectural Project Close-out

Review final Design Verification/Validation- specifications with client ISO and receive final signoff

Sept 20 2006

Oct 4 2006

Sept 20 2006

Oct 4 2006

Sept 20 2006

Oct 4 2006

Sept 20 2006

Oct 4 2006

Sept 20 2006

Oct 4 2006

Oct 4 2006

Oct 9 2006

Oct 4 2006

Oct 9 2006

DESIGN PHASE #5- Production

Form 1.0 TOC

Outputs Continuous Improvement-ISOAPQP Reduced Variation Oct 9 2006 Oct 31 2006 Continuous Improvement-ISOAPQP Customer Satisfaction Oct 9 2006 Oct 31 2006 Continuous Improvement-ISOAPQP Delivery and Service Oct 9 2006 Oct 31 2006 Project Close Out Oct 31 2006 Oct 31 2006 Coordinate requests for payment on-going All of these dates are according to the actual calendar and take into account no working on weekends. This is an initial start and will assume late start/finishes. Build float in as necessary.

1.5.0 ISO Document Control

Form 1.0 TOC

TEAM #2 DOCUMENT CONTROL LOG

Documents will be controlled by filling in the appropriate information in the sections they apply.

Reference Documents

TSAI Syllabus Su 06.xls Start up .xls Project Management.xls LSSQTT Tool 7.doc

Master Location Course Info on BGSU Web Course Info on BGSU Web Course Info on BGSU Web Course Info on BGSU Web

Revision Level

6/9/2006 6/9/2006 6/9/2006 6/9/2006

Form 1.0 Overview, Page 33--of--326

LSSQTT Tool 8.doc

Course Info on BGSU Web

6/9/2006

Form 1.0 Overview, Page 34--of--326

Course Info on BGSU Web Course Info on BGSU LSSQTT Tool 10.doc Web Course Info on BGSU Tool #8 LSD Application Web Course Info on BGSU TSAI T1 Analyses Example Part 4. Web Course Info on BGSU Tool #9 ASD Application Web LSSQTT Tool 9.doc

Controlled Work Instructions

Master Location

6/12/2006 6/12/2006 6/9/2006 6/9/2006 6/20/2006

Revision Level

Control DocumeOwner

Course Info on BGSU 6/9/2006 W-#1 Web Course Info on BGSU Tool #7 TTSD Enhanced Applicati 6/9/2006 W-#2 Web Course Info on BGSU 8-D Prob Solv Syst Cont App.xls (164 Kb) Web rel Course Info on BGSU LSSQTT Tool 10.doc (189 Kb) rel Web Course Info on BGSU LSSQTT Tool 11.doc (166 Kb) rel Web Course Info on BGSU LSSQTT Tool 12.doc (187 Kb) rel Web Course Info on BGSU LSSQTT Tool 7.doc (238 Kb) rel Web Course Info on BGSU LSSQTT Tool 8.doc (192.5 Kb) rel Web Course Info on BGSU LSSQTT Tool 9.doc (201 Kb) rel Web Course Info on BGSU PPAP System.xls (265.5 Kb) rel Web Course Info on BGSU Team Total Systems Documentation (TTSD)Web application.xls rel (40 Kb) Course Info on BGSU Tool 8 LSD Application.xls (35 Kb) rel Web Course Info on BGSU Tool 9 ASD Application.xls (35 Kb) rel Web Course Info on BGSU Tool 10 ASD Application.xls (35 Kb) rel Web Course Info on BGSU Tool 11 ASD Application.xls (35 Kb) rel Web Tool Thread System Document

Form 1.0 Overview, Page 35--of--326

Dr. Sinn Dr. Sinn 1 Dr Sinn 2 Dr Sinn 3 Dr Sinn 4 Dr Sinn 5 Dr Sinn 6 Dr Sinn 7 Dr Sinn 8 Dr Sinn 9 Dr Sinn 10 Dr Sinn 11 Dr Sinn 12 Dr Sinn 13 Dr Sinn

Controlled Forms:

Master Location

Revision Level

Owner

Form 1.0 Overview, Page 36--of--326

Form 1.0 TOC

9.0 TTSD Application Discussion Board Notes: Form # will be a bottom of each tab

6/20/2006 Team #2

Form 1.0 Overview Form 2.0 Assessment Form 3.0 Literature Review Form 4.0 FACR Form 5.0 Layout Flow Form 6.0 Chats and Findings Form 7.0 Bibliography Form 8.0 ISO14000 Form PPAP CA Intro Form PAPP TOC Form PAPP Gen Inst Form Warrant Form Dim Anal Form Proc Flow Form OPCP Form FMEA Form Attribute Gage Form CPK Form PPAP FACR

7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006 7/28/2006

Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet Worksheet

Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2 Team #2

Controlled Quality Procedures:

Form 1.0 TOC

Quality Procedure 4.0: Design Pr Discussion Board

6/20/2006 QP-4.0

Note: This procedure will contain the work instruction and the actual project data

Form 1.0 Overview, Page 37--of--326

Team #2

2.0 Team Assessment

Form 2.0 TOC

Team assessment provides the opportunity to individuals, and the team to each identify, review, analyze and present a self assessment and collective team assessment. Each person completes the chart below for each other person on the team. Charts from each person are provided as a separate worksheet, and all text box information from below is compiled in a single text box format by the compiler for that toolkit assignment, collected and placed in one excel document.

Internal Team Assessment

General Thread CommCommunic-ation unic-ation

Chat Participation

Application Completion

General Writing Quality

Analy-sis Reflective Writing

Format And Details

Data Analysis Accuracy

Did MoreLess Than Asked

General Timeliness, Delivery

Cooperation And Attitude

Leadership, Prof. Demea n-or

Grand Total Per Individual And team

WORK/RATING (1-10): 1 = low/bad; 10 = high/good; 0 = no contribution MEMBER David Rebecca Jason Robert Pradeep Gregory Richard Blake

9 9.25 9.375 9.375 9.25 8.875 9.375 9.375

8.875 8.875 9 8.75 8.875 8.875 8.75 9.25

8.75 9.5 9.375 9.125 9.125 9.25 9.375 9.375 9.375 9.25 9.25 9.25 9.375 9.5 9.25 9.125 9.25 9.25 9.375 9.5 9.375 9.25 9.25 9.25 9.5 9.5 9.375 9.125 9.25 9.13 8.875 9.625 9.5 9.25 9.25 9.13 9 9.5 9.375 9.25 9.25 9.25 9.375 9.5 9.375 9.25 9.25 9.13

9.13 9.25 8.63 8.13 108.13 9.38 8.5 9.63 9.25 110.75 9.13 9.625 9.75 9.13 111.75 9 9.5 8.63 8.13 109.38 9.13 9.5 9.75 9.25 111.63 9.25 8.625 9 9 109.25 9.25 9.25 8.63 8.13 109 9.5 9.5 9.75 9.5 112.75 TOTAL TEAM AVERAGE =

2.1.0 Team General Comments For Improvement

110.3281

Form 2.0 TOC

2.1.1 Virtual teams faces additional challenge as mis-communication could hinder progress. We are very happy with the formation of our team. Although Our interactions are limited to a few chat sessions, emails and discussion threads, our team communication delivers what we need for the team collaboration. Members are quick to pose questions and to respond. At times, although having different approaches to issues at hand, members hold high standards and be able to focus on the goal of the team. Tool #7 is all about team building and communication and we earned a lot. We are happy with team spirit and progress although we need to continue the good effort. 2.1.2 The numerical rating, as is stands now, is a challenge. We think the aspects of different areas are comprehensive and providing a guideline as to what we need to work on collectively. However, we just have a difficult time to fill in the blanks for each member. For this time, we feel the best way to complete the form is to treat all members exactly the same as that is exactly what we feel about each member. We have very limited experience with numeric rating on behavior or performance and we am sure it could be a very important part in a group setting. However, we would like the team to explore other options to provide realistic alternatives to assess members and the team as a whole. 2.1.3 Overall the team is working well together. Each person accepts the responsibility for the portion of the assignment that is given to them and delivers a finished assignment. Leadership rotation seems to be working well giving each person a chance to experience leading a collaborative effort. We feel there needs to be time to review the final assignment before it is submitted as a group to look for room for improvement. The individual assessment sheet was a topic of discussion during last week chat, as a group we have not reached a point where we can assess everyone fairly. We are researching some alternative means of assessment.

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where we can assess everyone fairly. We are researching some alternative means of assessment.

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2.1.4 The team believes that as a team we are maturing. We are some where in the storming/forming stage. Team chemistry and respect for one another are helping us to move forward. 2.1.5 To improve the team, we should not submit work to Dr. Sinn early. In business, we can benefit by early submission, in the classroom, we cannot. We are working on quality improvement, and collectively, we might find a correction that can be employed at the last minute; if the error is found and corrected prior to submission, the work will have been submitted in a better state. Early submission does not allow for that. 2.1.6 This is an online course being taken by a team members who each hold daytime positions. Requiring work during the daytime is unethical. Perhaps an employer or two might not care if company equipment is being used for non-company business and employees are not working on company business during the day, but collectively, it is a bad practice. An online course should not be treated that much differently from an evening, on campus course. Set times during the University's scheduled hours of operation are expected. Taking a course without being able to see a schedule prior to registering is difficult enough; having requirements for non-University hours creates unnecessary hardship. 2.1.7 So far the team has worked well together. Typical of other work teams we are experiencing that each of us have different priorities and schedules. We are learning to get most of the people on board and then move forward. Rarely in a team environment will everyone be able to meet at once or have as much time as the others. That's where team members pick up the slack for others. The team leaders we have had so far have all been on top of their role. None have fallen short causing the team to crash. 2.1.8 There has been a lot of discussion on the numerical rating of the team. Some members have proposed that we use a different rating scale. They are valid in their assessment that people may give straight 10's across the board. As a student we do not feel comfortable grading other students. We believe that this is a role for the instructor so that each individual on all teams is graded with the same filter, the instructor. Of team a and b have different formats how does this effect grades. Each person will have different mental filters as to performance, with themselves as the best, no doubt. Therefore I believe there will be greater variation. 2.1.9 We think the team is definitely on the right track and all are engaged in this course. Our chats are becoming more effective and streamlined and our group is becoming more familiar with each other. We believe our team can improve on our standardization of the forms that we are using, which is a function of all of our continuing exposure and experience with the first few tools in this course. We think many in the group are active in stating new ideas, and we should explore the options raised in chat by group members. 2.1.10 Our team as a whole has begun to grasp the nature of the course and the individual tools presented. Our group has made a considerable effort to resolve formatting issues described on earlier tools by Dr. Sinn. The team seems to be more focused and we are utilizing the areas of expertise of each member for certain areas of our project. Each member is more familiar with the course material and all are making useful contributions to the team project. The group leaders have been more effective and have done a good job of keeping the team on track. Team time frames and goals have been established in a clear manner and all group members are submitting their work according to the stated time frames. 2.1.12 Team is going well. The chats take a little to long to resolve issues. All members seem to be participating.

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2.1.13 Collectively we are working well. To improve, we need to develop a productive way to compile the documents to be turned in. 2.1.14 We believe overall the team is on right track. There is a decent level of trust among the team members. People are not afraid to give constructive feedback. And, the team members are acting on the feedback. Review and corresponding reorganization of the team submission during last Monday's chat is a good example of that. 2.1.15 The team really worked hard this week on completing tool 8 right at the deadline with some major formatting changes. This week the work for Tool 9 was broken up with emphasis being placed on specific areas which were pointed out as lacking in the POAM for tool 8. Our goal is to complete Tool 9 and fully address all areas listed lacking in the Tool 8 POAM. The plan is for Tool 9 to be complete at the original deadline so the team can fully assess it, and use the remaining days until the extended deadline to examine the additional applications and address any necessary changes. 2.1.16 As indicated in the course material, it is typical at the at the start of the team formation that leadership is continuing to evolve and goals are continuing to be defined. That is what we feel about the team in completing the first couple of LSSQTT tool applications. Overall, the team has overcome the difficulties in defining team objectives and developing stronger leadership in working with the course material. In particular, members have made great effort in communication, organization and planning for team activities and coordinating team efforts to achieve common team goals. Our second observation is that the team not only can follow the basic instructions dealing with the project requirement and instructions but also be able to think beyond the obvious. Members contributes to the team effort by looking at the issues on hand from very different perspectives and propose vital alternative solutions. Normally any new ideas are met with enthusiasm, resulting in brainstorming and improved solutions. For example, the team assessment numeric matrix was discussed in depth and the members in general have substantial reservation regarding the effectiveness of the system. The team then supported the use of a proposed alternative rating system which is continue to evolve. We think that the alternative assessment may be more meaningful and helpful. However, the team did not totally abandon the initial system from the tool set by using it concurrently for the time being. Finally, the team can quickly adapt to the changes and paces of the process. Whenever there is deficient areas pointed out by the instructor or by the members, as a whole, the team is able to act upon them quickly with remedial approaches. That demonstrates the natural response and growth of a team that starts to grow stable and mature. 2.1.17 Generally the team is working very well together. There is no problem with volunteerism, sharing of ideas, member buy-in to the process, and acceptance of alternate thoughts and questions. Our work time is productive and collegial. We think that the schedule has been a problem lately, especially with Monday due dates. Mondays are our only evening where we are all available, so to have assignments due on Monday gives the team very little time to review and revise. 2.1.18 We believe that the team is doing an outstanding job. All involved are a group of well-respected professionals with each bringing a different perspective. With the small amount of time being given to absorb the multitude of ideas, the team is pulling together nicely to create a solid overall document.

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Form 2.0 Assessment, Page 43--of--326

2.1.19 Threads help to the work on a particular tool so that relevant contents and discussions can be categorized properly for easy follow-up. When we were working on Phase I submission, there are quite some entries in various threads. Managing these threads is not easy. As more and more entries are posted, it tends to get increasingly confusing. As usual, threads have to be given specific and proper names. If the discussion gets intensified and extended, new threads may be necessary. Participation in thread discussion is also critical since everybody's opinion is needed to carry the team project forward. 2.1.20 Overall, the team is working well. There is trust relationship and good communication among the team members. Team chats focus on problem solving. Moving forward team should focus on the application of LSSQTT to the project rather than the tools themselves. 2.1.21 We believe the team is moving forward and we now have a better understanding of what is expected of us by Dr. Sinn. The grand FACR questions have helped point us in the right direction and the team is willing to make these adjustments. Communication seems to be efficient, and a new numbering system for posts has seemed to be a good addition. The holiday weekend made things difficult for us concerning availability, but the team has continued to work together. 2.1.22 The team needs to focus on the POAM and closely examine the items in review to continue to progress on the project. Everyone seems to be doing what is asked by the team leader. Formats to use for posting individual assignments needs to be clearly posted each week to avoid potential issues when compiling postings. 2.1.23 The team is moving along well as we head in to the final stages of the course. Team members have found their role and each bring their own sense of strength and contributions. The team needs to continue to focus on integrating tools and their application to the overall server room project. As we wrap up the course, it will be interesting to see how all of the material ties together and to see the final product of the project. 2.1.24 We think that the team is still functioning well as a unit however we think that we have become married to our process that does seem to be working for the POAM evaluation. We think that we have more of an understanding after the last evaluation but we are a little concerned with the deliverable this week. Not that we think that is sub-par, just perhaps that we will continue to "miss the mark." 2.1.25 We are also concerned about our team leader. Typically a leader is a very conscientious member, mostly on time with submissions and has a high quality product. We have not heard from him since last Wednesday. We do not know if something is wrong as this is uncharacteristic. We are not comfortable with assessing him as "no contribution" as we have no idea of the circumstances of the situation and again he is typically a strong team member. 2.1.26 The team is functioning fine as we are well into the semester and know the routine, however, as the final compilation nears, we are wondering if it will need to be picked up by the team members. 2.1.27 General Assessment Comments For Team Improvement. Each person completes this text box independently, as part of team assessment worksheet to be posted at thread, and then compiler for that toolkit assignment, collects, places in collective excel document worksheet. 2.1.28 The team continues to take advice from the instructor and learn from the tool contents and adjust toward common goals. Team interaction, collaboration and communication continues to increase

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Form 2.0 Assessment, Page 45--of--326

and become more effective. The team took notice of the less than perfect score of the submitted work thus worked even harder to further improve the course work. Members contributed by stepping up individual efforts through improved writing, enriched content and added workload. 2.1.29 As a result, it is noticeable that the most recent submission showed favorable results. It is a sign that the team continues to grow and reaches the "performing" stage. Since the course is drawing to a close, the team should take steps to guard against "relaxing". It is critical to continue to keep up the effort and seek further improvement on the team project. 2.1.30 Overall, the team is doing well. The team leverages each members strength to get the tasks done. There is trusting relationship among the team members. 2.1.31 The team seems to be able to collaborate and compile a document close to the requirements presented. Room for improvement exists, and continuous progression is being made, thereby demonstrating application of that which we are creating 2.1.32 The team is becoming much more familiar with the formatting and the content of the material which was reflected in our overall score of our last project. The team is working well together and all are contributing. Last week there were some issues with some of the group members being unavailable because of work and travel, but all members got their work done completely and on time. 2.1.33 The team is doing well and continues to move forward in a positive way. We received a good score on the last assignment and we hope to keep up the momentum as we approach the final two tools and the course conclusion. 2.1.34 The team is now in performing stage of team building. It leverages each members strength to get the tasks done. There is trusting relationship among the team members and the team members try to help one another when needed. 2.1.35 The team continues to work well together. There is room for improvement in leader communication regarding weekly submissions and final responsibilities. The team leader needs to clearly state who will be responsible for final posting of compilation. Team members appear to have become aware of the strengths and weaknesses of differing members and adjusting to these to make the team as a whole stronger. 2.1.36 The team has really come together for the last stage of the course work. Each member takes initiative in identifying areas of improvement and proposing solutions. All is done in the common interest of team goals. This is particularly reflected in the team approaches and consensus regarding making changes to the previous tool content and extending those ideas for future work. All members have taken a good look at the suggestions and comments made by the instructor in the POAM section. All members contributed to the solutions for making further progress. So, the team is moving fast to the maturity stage where productivity increases and quality improves. The team needs to continue its focus on the data center project by providing project specific data and discussion in its writing. While content has been enriched along with LSSQTT tools, documentation by ISU has room for continued improvement. 2.1.37 The team leader did an excellent job this week in early thread set-ups, delegation of tasks and clarifying issues. The team continues to mature and a routine is firmly underway. 2.1.38 Team is working well together and moving through the tasks.

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Form 2.0 TOC

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2.1.39 Overall, the team pulled together very well and worked on the projects collaboratively, picking up the ball when necessary and adding improvements along the way. Continuously throughout the course, the team has improved. Unfortunately, the overall team attitude is clouded by those who wish to enforce unethical practices and unethical timelines, and I've had enough. Rating team members lower because they will not and can not work on schoolwork during the day and during the time an employer is compensating him is unfair. Deadlines of weekends, holidays, and working hours were expected. As I explained continuously throughout this course, those expectations are both unethical and unfair. I flat out fire anyone who works on schoolwork or outside business while they are being compensated for working, and those who look the other way or promote that unethical activity are just as guilty. Providing deadlines outside the scope of the college's schedule is unfair. While I cannot discuss exactly what I do during the day, I can explain that the strain on my family life is incredibly high, and I did not sign up for a weekend course, a holiday course, or quit my position to sign up for a daytime course. Hours outside of the college's normal operating hours are for my family, when possible. This is a web-based course and is designed for professionals to meet in the evenings, during normal college operating hours. Therefore, I have no choice but to rate incredibly low the "cooperation and attitude" and "leadership, professional demeanor" those who wish to impose that which is unethical. In the real world, I'd fire them.

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Form 2.0 Assessment, Page 49--of--326

3.0 Review of literature

Form 3.0 TOC

Review of literature provides the opportunity for the team to each seek, identify, review, analyze and present a bibliographic abstract to help grow the team knowledge base and add value to the overall portfolio of work evolving. Each person identifies a bibliographic entry in APA format and then provides an abstract of the content of the work, usually 150-300 words. Information researched and collected by individuals should be intentionally targeted toward the LSSQTT tool content under discussion for that assignment. Part of the reason for the use of external information is to validate and support, in objective ways, what the team is focused on in as defined in project data and other areas of their documentation. This information is placed in the text box format below as individuals and then the compiler of literature reviews for that toolkit assignment collects all and places them in one excel worksheet. At phase reviews, all information is placed in one "macro" worksheet of information to illustrate the teams' total research for their project objectives.

3.1.0 Tool 7 Abstracts

Form 3.0 TOC

3.1.1 Team Culture and Communication Bibliographic entry: Sheard, A. & Kakabadse, A. (2002). From loose groups to effective teams. The Journal of Management Development, Vol. 21, Issue 2, pp. 133-151. Abstract (As Provided by the Authors): In this article a framework is developed, and validated, that provides an insight into the critical issues associated with the transformation of a loose group into an effective team. In this context, a loose group is defined as a number of individuals brought together to achieve a task, but with no further development undertaken. An effective team, by contrast, is one in which development of a supportive social structure has occurred, with each individual adapting his behavior to optimize his personal contribution to the team. The insight gained has enabled the authors to identify those issues that limit the speed with which an effective team forms. This in turn has enabled specific recommendations to be made that will help effective teams to form in the minimum time. In the current research program the organization studied was a multinational engineering company, engaged in the design, development and manufacture of rotating turbo machinery. Bibliographic entry: Webber, S. (2002). Leadership and trust facilitating cross-functional team success. The Journal of Management Development, Vol. 21, Issue 3, pp. 201-214. Abstract (As Provided by the Author): Cross-functional teams (CFTs) have increased in use within a variety of organizations. While these teams claim to enhance organizational effectiveness, research has seen mixed results. This paper examines the challenges faced by CFTs and why these challenges facilitate the need for the development of a team climate for trust. Trust is discussed as a team-level construct, an aspect of the “micro-climate” that occurs within a team. Leadership actions particularly important to crossfunctional teams and the development of trust are offered as influential in creating a team climate for trust in cross-functional teams.

Form 3.0 Literature Review, Page 50--of--326

trust in cross-functional teams.

Form 3.0 Literature Review, Page 51--of--326

3.1.2 Team Synchronized Cross Functionally

Form 3.0 TOC

Bibliographic entry: Loehr, L. (1995). Composing in groups: the concept of authority in cross functional project team work. IEEE Transactions on Professional Communication, Vol. 38, Issue 2. pp. 83-94. Abstract (As Provided by the publisher): Despite increasing interest in collaborative writing in industry, little is known about the writing done in companies adopting team-based organizational designs. In such settings, teams organized to produce special documents may include members who do little or no writing for their regular jobs and thus lack experience in generating and selecting ideas, particularly in group settings. In the case study discussed here, the issue of authority provided a subtle but powerful undercurrent during the lifespan of one writing project. The collective and individual voices of team members indicated a constant tug between deep-seated expectations born of traditional systems of hierarchy in organizations and the new responsibilities of making contributions in team settings. Although environmental supports for authentic involvement seemed to be in place, those supports alone could not guarantee the sharing of authority Bibliographic entry: Musashi, Miyamoto. (1974 & 16th Century). The Book of Five Rings. The Overlook Press, Peter Mayer Publishers. Woodstock, New York. . Abstract (As Provided by the Rebecca Geraghty): This book, in an abstract way, addresses the necessary considerations of the self as well as the surrounding environment in all strategic endeavors. Teams are to operate as a single unit while housing a variety of dissimilar parts. Therefore, though this book is written as an individual to an individual on the game of strategy, it also can be utilized in terms of creating a cross-disciplined and effective and invested team. The book covers how to know where you are, how to know where those around you are, encourages an enormous and constant learning of all of the ways (professions and expertise) of others, how to utilize others expertise as well as other elements of strategic success. Musashi was a samurai, artisan and author in 16th century Japan.

3.1.3 Moving Projects - Teams Forward

Form 3.0 TOC

Bibliographic entry: Rosenau, Milton D. (1998). Successful Project Management: A step by step approach with practical examples. New York: John Wiley and Sons. Abstract (summarized from several book reviews and a personal review): An easy-to-follow blueprint for getting the project done on schedule, under budget, and according to specifications-every time. To make the complex discipline of project management as easy to understand and master as possible, the author breaks it down into 22 chronological steps, grouped into five phases or processes-from defining project goals and planning the work to leading the team, monitoring progress, and completing the project.

Form 3.0 Literature Review, Page 52--of--326

into five phases or processes-from defining project goals and planning the work to leading the team, monitoring progress, and completing the project.

Form 3.0 Literature Review, Page 53--of--326

Bibliographic entry: Eloranta, E.; Hameri A.; Lahti M. (2001) Improved project management through improved document management. Computers in Industry, Volume 45, Number 3, July 2001, pp. 231-243 (13). Abstract (As Provided by the publisher): By drawing from field studies on three different types of business projects the paper outlines a improved document management approach. The three global cases, which comprise business process re-engineering (BPR), new product development (NPD) and one-of-a-kind manufacturing, enable to track a common set of document based operations which hold the vital information for the success of respective cases. This information reveals what is the true active organization of the enterprise, what are the document usage profiles of the people and how knowledge-related creative processes are really performed by the organization. In addition, the management is provided with new means to measure operational performance with better encompassing metrics

3.1.4 Team Behaviors and Characteristics Bibliographic entry: Shared, A. & Kakabadse, A. (2002). Team behaviors: working effectively in teams. Semin Nurse Manage. 1998 Dec;6(4):188-94, acquired from http://www.ncbi.nlm.nih.gov/entrez/query.fcgi? cmd=Retrieve&db=PubMed&list_uids=10095713&dopt=Abstract Abstract (As Provided by the website): The work of building and sustaining teams is often underestimated by middle managers. A manager must have the ability to develop and evolve staff toward a new level of competence, required because of radically upgraded expectations. Managers must be clear about what it means to empower teams, to avoid the trappings of giving "lip service" to authority boundaries, which may exist only on paper. Achieving this clarity means understanding the characteristics of effective teams: a high degree of interdependence, strong sense of organizational empowerment, self-determination, competence, commitment, and genuine concern about the quality of work being performed. An important tool for the manager interested in team development is the creation of a performance model, grounded in the foundational relationship competencies necessary for team success. Performance modeling assists not only in identifying of competency gaps that can be addressed by training but also in determining the workplace barriers to team success. Bibliographic entry: Grazier, P. (2006). Team Motivation, acquired from http://www.teambuildinginc.com/article_teammotivation.htm. Abstract (As Provided by the Author): A team whose members are aligned with its purpose, feel a challenge in their task, have a strong sense of camaraderie, feel responsibility for the outcome, and experience growth as a team and in their personal lives, will tend to sustain motivation over the long haul. This is not to say that they will not have difficulties at times, or that members’ wants and needs won’t change over time. In these cases, sometimes changes will have to be made. A member who no longer feels the team is meeting his or her needs may have to leave the team to continue on their own path. (Comment by Jason) In addition, as the author points out there are many factors that influence team motivation. Key factors include purpose, challenge, camaraderie, responsibility, growth and leadership, which are all important for the success of achieving team goals.

Form 3.0 Literature Review, Page 54--of--326

leadership, which are all important for the success of achieving team goals.

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3.1.5 Problem Solving Tools, Relationships

Form 3.0 TOC

Reference (for Surveys): Winning at Math: Workshops for Success in a Math Class. Retrieved May 29, 2006 from http://www.colorado.edu/sasc/math/wedwork/pssurvey.html Review: The web page is a sample questionnaire with radio buttons and checkboxes and is useful for thought-provoking document design. Reference (for SWOT): SWOT Analysis: Lesson. Retrieved May 29, 2006 from http://www.marketingteacher.com/Lessons/lesson_swot.htm Review: The web page provides additional information regarding the definition of and application of SWOT analysis. It also provides links to some examples of SWOT analysis applied. Reference (for Prioritizing delphi): Research and Training Center on Service Coordination: Delphi Study Report. Retrieved May 29, 2006 from http://www.uconnucedd.org/Publications/Files/RTC_Delphi_Report.pdf Review: This PDF describes the purpose and method of providing the report. The report is fairly easy to read and is divided into several sections: Participants, Recruitment, Research design (sic), Procedures, Data Collection, Survey Design, Results, and Discussion and Implications. The report is useful for design, layout, and inclusion of charts. Reference (for Walk-Through Analysis): Newman, W., and Lamming, H. (1995). Interactive Systems Design (Analysis by Cognitive Walkthrough). Retrieved May 29, 2006 from http://asi-www.informatik.unihamburg.de/informatik/SE_Evaluation/html/pages/walk.htm Review: Although walk-through analysis refers to visiting a site directly, this article applies in that the object--a rapid-transit ticket machine--is visited in essence. Figures are provided for the analysis, and this works well because the process of the visit is well documented but simply so. It's useful for thoughtprovoking analysis. Reference (for Cause and Effect Diagram): SkyMark Corporation. Cause & Effect Diagram. Retrieved May 29, 2006 from http://www.skymark.com/resources/tools/cause.asp Review: The web page provides a brief background of the diagram and provides schematics. Several useful links exist, and one may get lost for a while perusing the useful information. It also suggests that the fishbone diagram might become confusing and offers the alternative tree structure to replace it.

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Form 3.0 Literature Review, Page 57--of--326

3.2.0 Tool 8 Abstracts

Form 3.0 TOC

3.2.1 Change, Improvement and Leadership Bibliographic entry: Tannenbaum, R. & Massarik, F. (August, 1950). Participation by Subordinates in the Managerial Decision-Making Process. The Canadian Journal of Economics and Political Science, 16, no. 3, pp. 408-18. Abstract (As Provided by Author): Issues relating to the extent and means of individual participation in a variety of organizational contexts have long been debated. This article examines three major approaches to dealing with participation in decision making. The possible advantages of participation are analyzed, as are the psychological conditions necessary for effective participation.

3.2.2 Supervisor Leader: Manager, Team Facilitator

Form 3.0 TOC

Bibliographic entry: Horth D.M. & Palus, C.J. (2002) The Leader's Edge: Six Creative Competencies for Navigating Complex Challenges. San Francisco: Jossey Bass. Abstract (As Provided by Author): Note that text can be expanded, and Leader's will need Edge to be outlines modifiedsix when the person to Based on this years ofbox specialized research, The distinct creativeassigned leadership compile allwhile othernot analyses adds associated the others' into box. skills that, traditionally withthe management development, have, nevertheless, proven to be essential to modern business leadership. Here, the book's authors deliver compelling lessons in paying attention, personalizing, imaging, serious play, collaborative inquiry, and crafting -all competencies that modern leaders should master. They also outline activities for real-world implementation, provide case examples, and suggest ways to avoid common mistakes. A wealth of self-reflections and tools helps ensure your rapid progress.

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Form 3.0 Literature Review, Page 59--of--326

Bibliographic entry: Stone, F. (2004). The mentoring advantage: creating the next generation of leaders. Chicago: Dearborn Trade Publishing. Abstract (As Provided by Author): Lower employee turnover, grow and develop careers, and significantly increase your company's bottom line. Mentoring is sweeping through companies both large and small. Increasingly, companies are running formal mentoring programs as a means to speed employee growth, build corporate cohesiveness, shorten learning tracks, support diversity initiatives, and address... More succession issues. Meanwhile, hundreds of thousands of informal mentoring relationships exist as ambitious young managers and would-be entrepreneurs look for ways to achieve their career goals faster. Regardless of the scenario, mentoring demands a variety of skills, according to awardwinning business author Florence Stone. In "The Mentoring Advantage, she outlines how executives, managers, and employees can get the very most out the mentoring relationship. She details specific behaviors that mentors require, as well as others they should avoid. In the process, readers will learn how to: Use corporate mentoring for developmental purposes. Design mentoring programs for strategic purposes, from succession planning to diversity training to lifelong learning. Avoid the pitfalls, get through crises and morale issues, clarify misconceptions, and realize the full benefits of a mentorship. Spot raw talent and mold others toward achieving growth and excellence, so they come away from the experience feeling better about themselves and what they do. Bibliographic entry: Hawkins, J.L. (2001) Leadership as a lifestyle: The path to personal integrity and positive influence. South Provo, UT : Executive Excellence Publications. Abstract (As Provided by Author): Leadership as a Lifestyle provides a holistic approach to leadership that is based upon the quality of one’s life rather than the power of one’s position. Master mentor and leadership trainer John Hawkins guides you in understanding that long-term, effective leadership is built upon character, competence and commitment that are drawn from your core beliefs and virtues.

3.2.3 Rewarding, Recognizing

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Bibliographic entry: Bass, Bernard (1990). From transactional to transformational leadership: learning to share the vision. Organizational Dynamics, Vol. 18, Issue 3, Winter, 1990, 19-31. Abstract (As Provided by Author): Bass' (1989 & 1990) theory of leadership states that there are three basic ways to explain how people become leaders. The first two explain the leadership development for a small number of people. These theories are: Some personality traits may lead people naturally into leadership roles. This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.

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This is the Trait Theory. A crisis or important event may cause a person to rise to the occasion, which brings out extraordinary leadership qualities in an ordinary person. This is the Great Events Theory. People can choose to become leaders. People can learn leadership skills. This is the Transformational Leadership Theory. It is the most widely accepted theory today and the premise on which this guide is based.

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Bibliographic entry: Everyone Wins with Successful Teams! http://callcentres.com.au/GEBICteams.htm. Downloaded June 10th, 2006. Abstract (As Provided by Jason Liu): This is a conversation with John Wilfore (contact), who recently retired from a long and distinguished career with GE. Most recently he was responsible for the GE Business Information Center (GEBIC), a front-door call center for customers and prospects seeking information about GE. GEBIC personnel would link the callers to a person who could help: to a person in a GE business or GE field sales office, or to a local GE distributor. GEBIC services were unique because of the commitment to empowered and self-directed work teams. These teams significantly increased costbased productivity by 106% and increased customer satisfaction from 93% to 99.4%. John knows from experience that everyone wins with successful teams, and in this article shares his knowledge and "how to" experiences in order to encourage others to make that team commitment (abstract provided by the website).

3.2.4 Consensus Building: Leader as a Communicator

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Bibliographic entry: Humphrey, B. and Stokes, J. (2000). The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders. San Francisco, CA: Jossey-Bass/Pfeiffer. Abstract (As Provided by Robert McDaniel): The authors examine the role of frontline leaders and identify the nine skills deemed essential for frontline leaders and break these skills into three categories 1) people skills 2) technical skills and 3) administrative skills. Each of these three categories is broken down into three areas and each of those areas is fully explained and analyzed as to their importance to leaders. One skill, which is deemed "the most important professional tool of the 21st century," is communication. This particular skill is broken down into listening skills, facilitation and presentation skills, and recognizing the communications skill of others. Similar breakdowns appear for the other categories and skills contained within them. Bibliographic entry: Schwarz, Roger M. (1994). The Skilled Facilitator: Practical Wisdom for Developing Effective Groups. San Francisco, CA: Jossey-Bass/Pfeiffer. Abstract (As Provided by Robert McDaniel): The author provides essential materials including simple ground rules for governing group interaction. These include 1) what to say to a group and when to keep the group on track, focused, and moving towards its goals 2) proven techniques for starting and ending meetings in a positive and productive manner 3) practical methods for handling emotions, in particular negative emotions, when they arise in a group context, and 4) a diagnostic approach for helping both facilitators and group members identify and solve problems that can undermine the group process.

Form 3.0 Literature Review, Page 62--of--326

Form 3.0 Literature Review, Page 63--of--326

Bibliographic entry: Struass, David. (2002). How to make collaboration work: Powerful ways to build consensus, solve problems, and make decisions. San Francisco, CA: Berrett-Koehler. Abstract (As Provided by Robert McDaniel): This book is an excellent resource that focuses on the process of collaborative work. It describes the principle components of collaboration that are essential for a collaborative effort to succeed and how to address each one. It also describes the essential role of leadership in a collaborative effort, and how collaboration can work not only in a work environment but in other parts of our lives as well.

3.2.5 Disciplined Management of Technology

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Bibliographic entry: US GAO (2005, June). Defense Technology Development - Management Process Can Be Strengthened for New Technology Transition Programs. Report to Congressional Committees, p. 18. Retrieved June 7, 2006 from http://www.gao.gov/new.items/d05480.pdf Abstract (As Provided by Pradeep Mohanty): This is a report of the US Government Account a ability Office (GAO) based on their review of the Transition Initiative (TTI) and the Defense Acquisition Challenge Program (DACP). The first program was designed to speed transition of technologies from DOD’s science and technology (S&T) programs to acquisition programs and the second was designed to introduce innovative and costsaving technologies from inside and outside DOD. Bibliographic entry: PMI Standards Committee (1996). A Guide to the Project Management Body Of Knowledge. Retrieved June 6, 2006 from http://egweb.mines.edu/eggn491/Information%20and%20Resources/pmbok.pdf Abstract (As Provided by Pradeep Mohanty): This book describes and documents the sum of knowledge within the project management profession. It describes nine project management knowledge areas: Project Integration Management, Project Scope Management, Project Time Management, Project Cost Management, Project Quality Management, Project Human Resource Management, Project Communications Management, Project Risk Management, and Project Procurement Management.

Form 3.0 Literature Review, Page 64--of--326

Form 3.0 Literature Review, Page 65--of--326

3.2.6 Removing Barriers to Improvement

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Bibliographic entries: APPA. The Strategic Assessment Model: Internal Processes Perspective. Retrieved June 8, 2006 from http://www.appa.org/research/SAM/internalprocessperspective.cfm. Cangemi, P., Williams, W., & Gaskell, P. Going to the Source for Accessibility Assessment. Retrieved June 8, 2006 from http://www.netpress.com/waccess/accessibility.html. Federico, Richard F. (April 29, 2005). Dear Workforce: What Value Might We Realize From Supporting Volunteerism? Retrieved June 8, 2006 from http://www.workforce.com/archive/article/24/29/45.php?ht=commitment%20commitment. Moore, Andrew. Meticulous Attention to Detail Shows in Rising KPIs. Retrieved June 8, 2006 from http://www.constructingexcellence.org.uk/pdf/case_studies/CB244.pdf. Richardson Company. The. The Attitude Virus: Workforce Edition. Retrieved June 8, 2006 from http://www.rctm.com/6708.htm. SAI Global. Retrieved June 8, 2006 from http://www.xlp.com/tl-9000-assessment-freedownload. Sullivan, John. (May 22, 2006). PDSA Method. Retrieved June 8, 2006 from Tahmincioglu, Eve, (May 2004). Today's Mantra for Employees: More, More, More!. Retrieved June 8, 2006 from http://www.workforce.com/archive/feature/23/71/45/index.php?ht=. Review of literature abstracts (As Provided by Gregory Price): Andrew Moore's Meticulous Attention to Detail Shows in Rising KPIs relates how appointing a process development manager has had such positive effects as cutting production time in half and doubling productivity overall. The article is focused on building construction, but the premise can be employed anywhere. Simply put, a board decides on Key Performance Indicators (KPIs), and the process development manager sets goals to achieve and meets them. What stands out here is that the particular organization spoken about—Warnings—is in stage five in performance improvement. For they have improved on internal processes and have gone about improving the processes of those with whom they conduct business. They've learned to "focus on mission-critical factors," set goals for measurement and stand by them, maintain consistency, communicate effectively to everyone in the organization and ensure the message was clear, challenge upper management to perform constant analysis to improve on processes and maintain positive movements, and to pay particular attention to those processes that have the greatest potential to improve revenue. Significant is the posting of "production boards." These boards advertise what many companies seem to hold secret: what's causing the slowdown in production at this particular location. The boards stand out as collaboration tools because the sources are identified to many, and therefore many can contribute to performance barrier removal.

Form 3.0 Literature Review, Page 66--of--326

Form 3.0 Literature Review, Page 67--of--326

One of the ways of controlling and enhancing the contribution of performance enhancements is to focus in three areas for the continuous improvement process: 1. Discovery: Identifying performance barriers and ways to remove them. 2. Analysis: Collective agreement on what measurements should be presented on production boards for each site, division, department, et cetera. 3. Process Design: Birth to death methodology of Plan, Do, Study, Act. A couple of examples of the results of employing PKIs are included, and they are very basic. One can read the example and instantly compare the simplicity of how production was doubled simply by changing the step in which the part of the process was completed. Cutting boards prior to delivery seems very simple, yet imagine the production saved. . . .

3.2.7 Management vs. Leadership

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Bibliographic entries: Fay, Dan. (1997) Management vs. Leadership STC Proceedings Retrieved from web 6/6/06 http://www.stc.org/confproceed/1997/PDFs/0097.PDF Kotter, J.P. (1990) A Force for Change: How Leadership Differs From Management The Free Pree Division of Simon and Shuster 1990 Retrieved from web 6/6/06 http://www.shkaminski.com/Classes/Handouts/management_vs_leadership.htm Hickman, Craig (1996) Mind of a Manager, Soul of a Leader Retrieved from web 6/6/06 http://www.itstime.com/nov96.htm#top Review of literature abstracts (As Provided by Richard Schneider): Management and leadership have been partners in the successes and failures of countries and companies before the start of recorded history. The basic concepts of both are well understood but despite a large amount of information available, there is still confusion and disagreement on the implementation of management skills vs. leadership principles. Successful creation of a professional development program is dependant on the recognition that technical/management skills are learned abilities, they are the backbone of the companies core capabilities. These capabilities must be augmented with leadership attributes that allow the team to move forward in implementation of the core business (Fay 1997). Management is a set of processes that can keep a complicated system of people and technology running smoothly. The most important aspects of management include planning, budgeting, organizing, staffing, controlling, and problem solving. Leadership is a set of processes that creates organizations in the first place or adapts them to significantly changing circumstances. Leadership defines what the future should look like, aligns people with that vision, and inspires them to make it happen despite the obstacles. This distinction is absolutely crucial for our purposes shows that successful transformation is 70 to 90 percent leadership and only 10 to 30 percent management. Yet for historical reasons, many organizations today don't have much leadership. And almost everyone thinks about the problem here as one of managing change (Kotter 1990).

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Form 3.0 Literature Review, Page 69--of--326

3.2.8 Leading Change, Strategic Planning

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Bibliographic entry: Leading Change: An Interview with the CEO of EMC. August 2005. The McKinsey Quarterly. Downloaded June 5th, 2006. http://www.mckinseyquarterly.com/article_abstract_visitor.aspx?ar=1655&L2=18&L3= 27#registerNow Abstract (As Provided by Author): In this interview, Joseph Tucci describes the remarkable turnaround of a company that lost 90 percent of its stock market value in just nine months. Key to EMC's recovery was the CEO's ability to make change stick by establishing an unshakable fact base, breaking the program into stages, and emphasizing the tangible, operational impact of a new strategy. Tucci also devoted time to the 'softer' issues—rooting out bad behavior, subtly influencing the company's culture, and using his own position to send signals. EMC's revival was the result of a fresh approach to capitalizing on its strong market position as well as a successfully implemented change program. Bibliographic entry: The Psychology of Change Management. June 2006. The McKinsey Quarterly. Downloaded June 5th, 2006. http://www.mckinseyquarterly.com/article_abstract_visitor.aspx?ar=1316&L2=18&L3=27 Abstract (As Provided by Author): Large organizational-change programs are notoriously difficult to run: they involve changing the way people not only behave at work but also think about work. Sometimes, however, changing individual mind-sets is the sole way to improve a company’s performance. Psychologists in the fields of child and adult development have made several important discoveries about the conditions that have to be met before people will change their behavior. First, they must see the point of the change and agree with it, at least enough to give it a try. Then the surrounding structures—reward and recognition systems, for example—must be in tune with the new behavior. People must also see colleagues they admire modeling it and need to have the skills to do what is required of them.

Form 3.0 Literature Review, Page 70--of--326

Form 3.0 Literature Review, Page 71--of--326

3.3.0 Tool 9 Abstracts

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3.3.1 Lean Six Sigma Teams, Problem Solving Bibliographic entry: Goyal, Niraj. Applying Lean Manufacturing to Six Sigma - A Case Study. Downloaded June 15, 2006. http://www.isixsigma.com/library/content/c020225a.asp Abstract (As Provided by Wentz): This article deals with a case study conducted by the author to answer questions regarding the feasibility of integrating lean manufacturing to six sigma. The author uses a printing company to show the ideology and process used to integrate these two models for problem solving and business strategy. The study used a brainstorming session to develop a list of problems that are facing a company. The issues were prioritized and a flow chart was developed to analyze each of the problem areas identified. A cross-functional group was developed to generate ideas for a solution to the problems and these ideas were then implemented and modified to fit the specific situation of the company. The changes were implemented and the end results were tracked and analyzed to review the effectiveness of the changes. This group used control charts to track results and their goals were achieved. Bibliographic entry: Drickhamer, David. (2002). Best Practices - Where Lean Meets Six Sigma. Downloaded June 16, 2006. http://www.isixsigma.com/offsite.asp? A=Fr&Url=http://www.industryweek.com/CurrentArticles/asp/articles.asp?ArticleId=1247 Abstract (As Provided by Author): With all the fervor of the freshly converted, proponents of Six Sigma and lean manufacturing have frequently clashed over the alleged superiority of one ideology above the other, fighting over resources and conflicting cultural approaches to improvement. But in recent years practitioners have begun to integrate elements of the two strategies. Bringing the two concepts together delivers faster results by establishing baseline performance levels and focusing the use of statistical tools where they will have the most impact. Most companies using both methodologies began by applying basic lean-manufacturing techniques -- the 5Ss, standardized work and the elimination of waste.

3.3.2 Enhanced Design, Creativity, Five Why's

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Bibliographic entry: http://www.isixsigma.com/dictionary/5_Why's-377.htm Retrieved from internet 6/19/06 Abstract (As Provided by Richard Schneider): The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. No special technique is required.

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Abstract (As Provided by Richard Schneider): The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. No special technique is required.

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Bibliographic entry: http://blog.fastcompany.com/archives/2006/02/07/leading_ideas_dare_to_be_naieve.html5 why's exercise: Retrieved from internet 6/19/06 Abstract (As Provided by Author): 1. Identify an issue with which you're currently struggling (e.g. I need to let this person go, I need to increase the sales on this product). 2. Form it into a "why" question (e.g. why haven't I let this person go yet?, why do we have trouble selling this product?) 3. Brainstorm answers with others (inside and outside your organization). 4. For each answer ask another why question (e.g. we have trouble selling this product because the price point is too high - leads to - why have we kept the price point so high?) 5. Continue this process until you've asked (and satisfactorily answered) at least 5 why's. 6. Obvious answers are often the easiest to miss.

3.3.3 Managing Innovation, Design Phases

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Bibliographic entry: Gliddon, David G. (2006). Forecasting a Competency Model for Innovation Leaders Using a Modified Delphi Technique. Retrieved June 15, 2006 from http://etda.libraries.psu.edu/theses/approved/WorldWideFiles/ETD-1273/DissertationGliddon_Final.pdf Abstract (As Provided by Author): Leaders are the engines for envisioning and creating innovative products and services in organizations (Reeves-Ellington, 1998). However, some leaders still lack the ability to plan, measure, and implement innovative products and services. Innovation leaders are Roger’s (1995) innovators, early adopters, opinion leaders, and change agents. In this study, experts in innovation leadership participated in a Modified Delphi methodology to forecast a competency model that can be used as a foundation for future innovation research from the individualist perspective. As this perspective was the least developed of the three suggested by Slappender (1996), it was necessary to define categories of focus through an extensive literature review and environmental scanning. The three iteration Delphi methodology included two pilot studies. Measures of statistical and Delphic agreement were developed using 50 previous competency studies. Support for Delphic agreement was evident in both iteration two and iteration three; each of the eight proposed hypotheses was supported. An increase in the level of agreement from iteration two to three was initial support for the theory that the Delphi methodology would encourage convergence of the participant ratings. The Mann-Whitney U test showed no difference between the distributions of ratings in iteration three, thus adding support to the Kendall’s W measures of increased levels of agreement in iteration three. Krippendorf’s alpha reliability and Cronbach’s alpha reliability supported the theory that both the content analysis procedure and surveys were reliable. The competency model of innovation leaders establishes and presents three tiers of 98 competencies in ten categories. The individualist perspective, given foundation with this study, is still in its infancy. The researcher suggests future research projects to bring the individualist perspective to fruition. A measurement tool for innovation leaders can be developed to analyze a leader’s competencies and compare them to the competencies set forth in the model. A selection tool for innovation leaders can be developed for human resource professionals so that organizations can recruit, hire, and retain talented innovation leaders.

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to fruition. A measurement tool for innovation leaders can be developed to analyze a leader’s competencies and compare them to the competencies set forth in the model. A selection tool for innovation leaders can be developed for human resource professionals so that organizations can recruit, hire, and retain talented innovation leaders.

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3.3.4 Applied Technical Research

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Bibliographic entry: Beach, D. & Alvager, T. (1992). Handbook for Scientific and Technical Research. Upper Saddle River: Prentice Hall. Abstract (As Provided by Pradeep Mohanty): This book starts with the definition of research. It discusses about research planning and design, methodologies of research design, measurement, data analysis, and models, and presenting research results. In research design and planning, it covers selecting a research problem, defining the research problem, review of literature, critical evaluation of research, and writing the research proposal. Bibliographic entry: Reid, A. (2001). A Practical Guide for Writing Proposals. Proposal Writing. Retrieved June 12, 2005 from http://members.dca.net/areid/proposal.htm Abstract (As Provided by Pradeep Mohanty): This article provides good information on the structure and content for any grant proposal. A grant proposal should have Front Matter, Proposal and Back Matter. The front matter contains letter of transmission, title page and abstract. The proposal part contains introduction, body and conclusion/recommendation. The back matter includes bibliography, qualifications of the investigator, budget and appendices. Overall a grant proposal needs to address the following for the proposed project: “what”, “how”, “when” and “how much”.

3.3.5 Process and Applications Engineering

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Bibliographic entry: Smith, Preston G. (1996) Your product development process demands ongoing improvement. Research-Technology Management. March-April 1996. Abstract (As Provided by Author): Although managers routinely review their product development projects to ensure that each is achieving its objectives, they seldom review the development process itself to identify and overcome its shortcomings. This article provides a 12-step process for capturing the learning from each project. The first step is selecting a name for the process that is preferably not the popular one, "postmortem." The last and most crucial step is converting the findings from each project into actual changes in the development process. This amounts to giving process change actions the same level of attention that development projects receive. Nine companies provide illustrations of the principles involved, showing that a well tuned development process is a competitive advantage that repays the investment required to obtain it.

Form 3.0 Literature Review, Page 76--of--326

Form 3.0 Literature Review, Page 77--of--326

Bibliographic entry: Hamilton, Bruce E., Smith, Preston G. (1993) Implementing TQM on a Shoestring. Journal of Management Consulting. Volume 7, No. 4, Fall 1993. Abstract (As Provided by Robert McDaniel): This is an article written in late 1993 that is a good primer on Total Quality Management (TQM) and how even the smallest firms can implement it. Most companies defer TQM projects because of their perceived high costs and time commitments, and this article specifically targets using outside consultants to implement TQM in the smallest companies. It addresses basic definitions of TQM, how to find time for quality improvement, how to afford quality improvement, who leads the quality improvement process, how to get employees to participate, and what are the biggest inhibitors to TQM.

3.3.6 Product Launch Systems for Innovation

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Bibliographic entry: Guiltinan J.P. (November 1999). Launch Strategy, Launch Tatics, and Demand Outcomes. Journal of Product Innovation Management, Volume 16, Number 6, pp. 509-529(21). Retrieved June 16 from http://www.ingentaconnect.com/search/expand? pub=infobike://bpl/jpim/1999/00000016/00000006/art00002&unc=. Abstract (As Provided by Author): In a typical new product development process, the role of the launch stage is to maximize the chances of profitably achieving acceptance in the target market. A launch plan can include strategic decisions (such as relative innovativeness, mass versus niche targeting, and lead versus follow) as well as tactical decisions (including the types of communication and distribution activities to emphasize, introductory pricing, branding, and when to announce new items and delete old ones). Unfortunately, the existing literature offers limited decision-making guidance to managers on how to prioritize and integrate the various strategic and tactical options. This article presents a conceptual framework that suggests that the strategic and tactical challenges posed in various product launch situations depend in large measure on the specific type of buying behavior to be influenced. Depending on the degree of product innovativeness, managers may establish one of three types of desired demand outcomes: (1) trial and repurchase, (2) customer migration, or (3) innovation adoption and diffusion. The degree to which the desired demand outcome is realized is shown to be dependent on buyers' perceptions of the new product's relative advantage and of its compatibility with buyers' values and experiences. Perceptions of the product on these two characteristics are initially influenced by the launch strategy. Given an understanding of these perceptions, managers can then select launch tactics designed to clarify or leverage relative advantages or to demonstrate or enhance compatibility to the target market.

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Form 3.0 Literature Review, Page 79--of--326

The framework also demonstrates how the linkages among launch strategy, launch tactics, and the demand outcomes are impacted by the product-market environment, the technological dynamics of the industry, and the firm's resources and capabilities. The author argues that, by examining a given launch situation in the context of this framework, managers will be able to think more systematically about the strategy and tactics required for market acceptance. Bibliographic entry: Industrial New Product Launch Strategies and Product Development Performance Hultink E.J., Griffin A., Hart S. & Robben H.S.J. (July 1997). Journal of Product Innovation Management, Volume 14, Number 4, July 1997, pp. 243-257(15). Retrieved June 16 from http://www.ingentaconnect.com/content/bpl/jpim/1997/00000014/00000004/art00002 Abstract (As Provided by Author): Just as reporters must answer a few fundamental questions in every story they write, decisionmakers in the new product development (NPD) process must address five key issues: what to launch, where to launch, when to launch, why to launch, and how to launch. These decisions involve significant commitments of time, money, and resources. They also go a long way toward determining the success or failure of any new product. Deeper insight into the tradeoffs these decisions involve may help to increase the likelihood of success for product launch efforts. Erik Jan Hultink, Abbie Griffin, Susan Hart, and Henry Robben present the results of a study that examines the interplay between these product launch decisions and NPD performance. Noting that previous launch studies focus primarily on the tactical decisions (that is, how to launch) rather than on the strategic decisions (what, where, when, and why to launch), they explore not only which decisions are important to success, but also the associations between the two sets of decisions. Because the strategic launch decisions made early in the NPD process affect the tactical decisions made later in the process, their study emphasizes the importance of launch consistency—that is, the alignment of the strategic and tactical decisions made throughout the process. The survey respondents—managers from marketing, product development, or general management in U.K. firms—provided information about 221 industrial new products launched during the previous five years. The responses identify associations between various sets of strategic and tactical decisions. That is, the responses suggest that the strategic decisions managers make regarding product innovativeness, market targeting, the number of competitors, and whether the product is marketingor technology-driven are associated with subsequent tactical decisions regarding branding, distribution expenditure and intensity, and pricing. The study also suggests that different sets of launch decisions have differing effects on performance of industrial new products. In this study, the greatest success was enjoyed by a small group of respondents categorized as Niche Innovators. Their launch strategy involves a niche focus, targeting innovative products into markets with few competitors. Tactical decisions made by this group include exclusive distribution, a skimming pricing strategy, and a broad product assortment.

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Form 3.0 Literature Review, Page 81--of--326

Bibliographic entry: Identifying the Key Success Factors in New Product Launch C. Anthony Di Benedetto. (November 1999). Journal of Product Innovation Management Volume 16 Issue 6, Page 530. Retrieved June 16 from http://www.blackwellsynergy.com/doi/abs/10.1111/1540-5885.1660530?journalCode=jpim. Abstract (As Provided by Author): Effective product launch is a key driver of top performance, and launch is often the single costliest step in new product development. Despite its importance, costs, and risks, product launch has been relatively under researched in the product literature. We reviewed the extant literature on product launch to identify the most critical strategic, tactical, and information-gathering activities influencing the launch success. We then used a retrospective methodology to gather managerial perceptions regarding launch activities pertaining to a recent new product launch, and the product's performance in terms of profitability, market share, and relative sales. A mail survey of PDMA practitioners elicited data on nearly 200 recent product launches. Successful launches were found to be related to perceived superior skills in marketing research, sales force, distribution, promotion, R&D, and engineering. Having cross-functional teams making key marketing and manufacturing decisions, and getting logistics involved early in planning, were strategic activities that were strongly related to successful launches. Several tactical activities were related to successful launches: high quality of selling effort, advertising, and technical support; good launch management and good management of support programs; and excellent launch timing relative to customers and competitors. Furthermore, information-gathering activities of all kinds (market testing, customer feedback, advertising testing, etc.) were very important to successful launches. We conclude with observations about current product launch practice and with recommendations to management. Logistics plays a key role in successful strategy development and should receive the requisite amount of managerial attention. In particular, activities involving logistics personnel in strategy development showed much room for improvement. We also find that the timing of the launch (i.e., when the launch is conducted from the point of view of the company, the competition, and the customer) is just as important as whether the activities are performed. More managerial attention should be devoted to launch timing with respect to all of these viewpoints in order to improve the chances of success.

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Form 3.0 Literature Review, Page 83--of--326

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3.3.7 Patents, USPTO Bibliographic entry: United States Patent and Trademark Office www.uspto.gov

Abstract (As Provided by Rebecca Geraghty): A plethora of additional and more specific information is found at the website of the USPTO. Here the office provides listings and explanations of patentable and non-patentable inventions, listing of the depository libraries, inventor resource links, announcements for conferences and web-seminars and links to many other resources. To develop and patent an invention is a long and perhaps tedious, red-tape filled process, the website is very helpful and comprehensive in it's scope. Bibliographic entry: National Academy of Public Administration (2005). US Patent and Trademark Office: Transforming to meet the challenges of the 21st century. Washington DC:USA Abstract (As Provided by the Author): To help ensure that USPTO is on a path to effectively achieve modernization and meet its challenges, the House Appropriations Subcommittee on Science, State, Commerce, and Justice asked the Academy to review the agency’s structure and business processes and to provide insights on whether and how agency efforts have helped to increase patent quality and decrease patent tendency. Congress also requested that the Academy examine the extent to which USPTO has a suitable employee allocation and skill mix. The Panel’s recommendations will enable USPTO to better meet the needs of the nation and the individual inventor. It is essential that USPTO have a governance structure that gives it the flexibility to make sound decisions based on revenue and expenditure projections.

3.3.8 Work Groups That Resist Change

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Bibliographic entry: Coch, Lester & French, John R.P., Jr., (August, 1948). Human Relations, pp. 512-32. Overcoming Resistance to Change. Abstract (As Provided by Author): Why do organizational work groups resist change and what can be done about it? This article describes a study wherein these were the central questions. The pajama study, as this pioneering research is popularly known, is as valid in its implications today as when it was originally carried out over fifty years ago.

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Form 3.0 Literature Review, Page 85--of--326

3.4.0 Tool 10 Abstracts

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3.4.1 ISO, QS Introduced, Overviewed Review of literature bibliographic entry: ISO 9000 and ISO 14000 - in brief ISO Online (Last modified 2005-09-16). Retrieved July 9 from http://www.iso.org/iso/en/iso900014000/understand/inbrief.html Review of literature abstract (provided by ISO website): The ISO 9000 and ISO 14000 families are among ISO's most widely known standards ever. ISO 9000 and ISO 14000 standards are implemented by some 760 900 organizations in 154 countries. ISO 9000 has become an international reference for quality management requirements in businessto-business dealings, and ISO 14000 is well on the way to achieving as much, if not more, in enabling organizations to meet their environmental challenges. The ISO 9000 family is primarily concerned with "quality management". This means what the organization does to fulfill: - the customer's quality requirements, and - applicable regulatory requirements, while aiming to - enhance customer satisfaction, and - achieve continual improvement of its performance in pursuit of these objectives. The vast majority of ISO standards are highly specific to a particular product, material, or process. However, the standards that have earned the ISO 9000 and ISO 14000 families a worldwide reputation are known as "generic management system standards". "Generic" means that the same standards can be applied: - to any organization, large or small, whatever its product - including whether its "product" is actually a service, - in any sector of activity, and - whether it is a business enterprise, a public administration, or a government department. "Management system" refers to the organization's structure for managing its processes - or activities - that transform inputs of resources into a product or service which meet the organization's objectives, such as satisfying the customer's quality requirements, complying to regulations, or meeting environmental objectives. Review of literature bibliographic entry: Quality management principles ISO Online. Retrieved July 10 from http://www.iso.org/iso/en/iso9000-14000/understand/qmp.html Review of literature abstract (provided by author): This document provides a general perspective on the quality management principles underlying

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the ISO 9000:2000 series. It gives an overview of these principles and shows how, collectively, they can form a basis for performance improvement and organizational excellence. There are many different ways of applying these quality management principles. The nature of the organization and the specific challenges it faces will determine how to implement them. Many organizations will find it beneficial to set up quality management systems based on these principles. Principle 1 Customer focus Organizations depend on their customers and therefore should understand current and future customer needs, should meet customer requirements and strive to exceed customer expectations. Key benefits: Increased revenue and market share obtained through flexible and fast responses to market opportunities. Increased effectiveness in the use of the organization's resources to enhance customer satisfaction. Improved customer loyalty leading to repeat business. Principle 2 Leadership Leaders establish unity of purpose and direction of the organization. They should create and maintain the internal environment in which people can become fully involved in achieving the organization's objectives. Key benefits: People will understand and be motivated towards the organization's goals and objectives. Activities are evaluated, aligned and implemented in a unified way. Miscommunication between levels of an organization will be minimized. Principle 3 Involvement of people People at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization's benefit. Key benefits: Motivated, committed and involved people within the organization. Innovation and creativity in furthering the organization's objectives. People being accountable for their own performance. People eager to participate in and contribute to continual improvement. Principle 4 Process approach A desired result is achieved more efficiently when activities and related resources are managed as a process.

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Key benefits: Lower costs and shorter cycle times through effective use of resources. Improved, consistent and predictable results. Focused and prioritized improvement opportunities. Principle 5 System approach to management Identifying, understanding and managing interrelated processes as a system contributes to the organization's effectiveness and efficiency in achieving its objectives. Key benefits: Integration and alignment of the processes that will best achieve the desired results. Ability to focus effort on the key processes. Providing confidence to interested parties as to the consistency, effectiveness and efficiency of the organization. Principle 6 Continual improvement Continual improvement of the organization's overall performance should be a permanent objective of the organization. Key benefits: Performance advantage through improved organizational capabilities. Alignment of improvement activities at all levels to an organization's strategic intent. Flexibility to react quickly to opportunities. Principle 7 Factual approach to decision making Effective decisions are based on the analysis of data and information Key benefits: Informed decisions. An increased ability to demonstrate the effectiveness of past decisions through reference to factual records. Increased ability to review, challenge and change opinions and decisions. Principle 8 Mutually beneficial supplier relationships An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value Key benefits: Increased ability to create value for both parties. Flexibility and speed of joint responses to changing market or customer needs and expectations. Optimization of costs and resources.

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Optimization of costs and resources.

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3.4.2 ISO 9000 based requirements, QS Focus

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Bibliographic entry: Bradley, M. (February,1994). Starting Total Quality Management from ISO 9000 . The TQM Magazine, Vol. 6, Issue 1, pp. 50-54. Abstract (As Provided by the Author): Some 20,000 companies have been registered as working to the International Quality Management Standard ISO 9000, but many have not achieved the improvements in their operations that can be obtained from managing on total quality management principles. ISO 9000 can be an excellent start to TQM, if it is interpreted in a way that encourages the company to start on the process of continual improvement by teamwork of all people working in the company. Management needs to see its company as a system, whose aim is to delight its customers. The system is made up of many interlocking processes, which contribute to its performance. The performance of the system needs to be optimized to achieve management’s aim. Shows how the requirements of ISO 9000 can be used to start on the journey towards TQM. Bibliographic entry: Subba Rao, S., Ragu-nathan, T. & Solis, L. (December, 1997). Does ISO 9000 have an effect on quality management practices? An international empirical study. Total Quality Management, Vol. 8, No. 6, pp. 335-346. Abstract (As Provided by the Authors): The past few years have witnessed an increasing global interest in ISO 9000 standards. Thousands of companies have already been certified. However, doubts have been raised about the effectiveness of ISO 9000 standards for infusing quality within organizations. In this paper, we empirically explore, in the international context, the relationship between ISO 9000 and the level of quality management practices and quality results. Our findings indicate that ISO 9000 registered companies exhibit higher levels of quality leadership, information and analysis, strategic quality planning, human resource development, quality assurance, supplier relationships, customer orientation and quality results. Bibliographic entry: FedEx. (August, 1993). FedEx'S 20 Tips for Implementing a Quality Program. Retrieved July 6, 2006 from http://deming.ces.clemson.edu/pub/tqmbbs/cases/fedexqul.txt Abstract: Federal Express Corporation was the receiver of the prestigious Malcolm Baldrige National Quality Award in 1990. This news item describes the 20 tips developed by FedEx for companies implementing quality programs.

3.4.3 ISO 9001 Streamlined: TS 16949 2002 standard for a new century Review of literature bibliographic entire: ISO/TS 16949 Automotive Quality Standard QMI (2006). Retrieved July 9 from http://www.qmi.com/registration/ts16949/Default.asp? language=English

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QMI (2006). Retrieved July 9 from http://www.qmi.com/registration/ts16949/Default.asp? language=English

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Review of literature abstract (provided by QMI website): About the Standard ISO/TS 16949 is the result of a phased-in industry approach to developing a single standard for the entire automotive supply chain, including design/development, production, installation and servicing of automotive components. Developed by the IATF for global recognition, it has become a mandatory set of requirements for many automotive OEMs in North America and Europe. This standard recognizes the uniqueness of every automotive supplier's process, while providing critical tools to help your company better meet customer-specific requirements. Rather than using the "element" or checklist method of the QS-9000 standard, ISO/TS 16949 is based on the process approach. ISO/TS 16949 Registration Benefits Your Business Improved Audit and Surveillance Efficiency - Organizations operating in multiple regions can reduce variation, audit redundancy, resource requirements and compliance expense because the ISO/TS 16949 audit process is aligned to your company's unique business systems. TS2 focuses on managing and improving all business processes, as well as interactions between them. Process Improvement - With ISO/TS 16949, a streamlined system lets your company concentrate on process improvement of your quality management system. Improvements become immediately apparent to your organization as well as your customers. Actionable Data, Measurable Results - TS2's increased focus on performance metrics provides your organization with information needed to make informed decisions. A Universally Accepted Certificate - Your organization will meet industry and customer-specific requirements worldwide with a single ISO/TS 16949 registration. The five regional oversight bodies for automotive quality standards use a common set of rules governing ISO/TS 16949 registrar recognition. And, TS2 registration is reciprocal among accredited global certification bodies. Review of literature bibliographic entire: XYZ Company Quality Manual Total Logical Concepts. (2006). Retrieved July 10 from http://www.tlcnh.com/download/TS16949SampleQM.pdf Review of literature abstract (template provided by original author): The following is a sample quality manual which reflects key elements of TS16949 2002 standards and requirements. Since most of the team members may not have the experience of directly working on ISO certification, this sample quality manual provides a glimpse of the documentation template which can be adapted for actual use in real life situations. From section 4 to section 8, it covers all the five key elements of TS 16949 2002. With detailed sub-sections with standardized numbering, the template is easy to follow. 1 General........................................................................................................ 1.1 Purpose and scope.................................................................................... 1.2 Application.................................................................................................. 1.3 Applicable standards and regulations........................................................ 2 Company information................................................................................. 3 Definitions and Conventions...................................................................

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4 Quality management system..................................................................... 4.1 General requirements................................................................................ 4.2 Documentation requirements.................................................................... 4.2.1 General................................................................................................... 4.2.2 Quality manual........................................................................................ 4.2.3 Management of documents.................................................................... 4.2.4 Management of records.......................................................................... 5 Management responsibility....................................................................... 5.1 Management commitment......................................................................... 5.2 Customer focus......................................................................................... 5.3 Quality policy.............................................................................................. 5.4 Planning..................................................................................................... 5.4.1 Quality objectives.................................................................................... 5.4.2 Quality management system planning................................................... 5.5 Responsibility, authority and communication............................................ 5.5.1 Responsibility and authority.................................................................... 5.5.2 Management representative................................................................... 5.5.3 Internal communication........................................................................... 5.6 Management review................................................................................... 5.6.1 General.................................................................................................... 5.6.2 Review input............................................................................................ 5.6.3 Review output.......................................................................................... 6 Resource management.............................................................................. 6.1 Provision of resources............................................................................... 6.2 Human resources...................................................................................... 6.2.1 General.................................................................................................... 6.2.2 Competence, awareness and training.................................................... 6.3 Infrastructure.............................................................................................. 6.4 Work environment...................................................................................... 7 Product realization..................................................................................... 7.1 Planning of product realization................................................................... 7.2 Customer-related processes..................................................................... 7.2.1 Determination of requirements related to the product............................ 7.2.2 Review of requirements related to the product....................................... 7.2.3 Customer communication...................................................................... 7.3 Design and development............................................................................ 7.3.1 Design and development planning.......................................................... 7.3.2 Design and development inputs.............................................................. 7.3.3 Design and development outputs............................................................ 7.3.4 Design and development review............................................................. 7.3.5 Design and development verification....................................................... 7.3.6 Design and development validation......................................................... 7.3.7 Management of design and development changes................................. 7.4 Purchasing.................................................................................................. 7.4.1 Purchasing process................................................................................. 7.4.2 Purchasing information............................................................................ 7.4.3 Verification of purchased product and/or services.................................. 7.5 Production and service................................................................................ 7.5.1 Control of production and service............................................................. 7.5.2 Validation of processes for production and service.................................

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7.5.3 Identification and traceability..................................................................... 7.5.4 Customer property.................................................................................... 7.5.5 Preservation of product............................................................................ 7.6 Management of measuring and monitoring devices................................... 8 Measurement, analysis and improvement................................................ 8.1 General........................................................................................................ 8.2 Monitoring and measurement..................................................................... 8.2.1 Customer satisfaction.............................................................................. 8.2.2 Internal audits........................................................................................... 8.2.3 Monitoring and measurement of processes............................................ 8.2.4 Monitoring and measurement of product................................................. 8.3 Management of non-conforming product.................................................... 8.4 Analysis of data........................................................................................... 8.5 Improvement............................................................................................... 8.5.1 Continual improvement............................................................................ 8.5.2 Corrective action...................................................................................... 8.5.3 Preventive action...................................................................................... 9 Quality manual revision history................................................................. Process Interaction/Sequence Flow Chart.................................................

3.4.4 Environmental 14000 standard

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Review of literature bibliographic entry: ISO 9000 and ISO 14000 - in brief ISO Online . Retrieved:http://www.quality.co.uk/quality/iso14000.htm Review of literature abstract: ISO 14000 is primarily concerned with "environmental management". In plain language, this means what the organization does to minimize harmful effects on the environment caused by its activities. In addition, both ISO 9000 and ISO 14000 require organizations that implement them to improve their performance continually in, respectively, quality and environmental management. Both ISO 9000 and ISO 14000 concern the way an organization goes about its work, and not directly the result of this work. In other words, they both concern processes, and not products - at least, not directly. Nevertheless, the way in which the organization manages its processes is obviously going to affect its final product. In the case of ISO 9000, the efficient and effective management of processes is, for example, going to affect whether or not everything has been done to ensure that the product satisfies the customer's quality requirements. In the case of ISO 14000, the efficient and effective management of processes is going to affect whether or not everything has been done to ensure a product will have the least harmful impact on the environment, at any stage in its life cycle, either by pollution, or by depleting natural

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whether or not everything has been done to ensure a product will have the least harmful impact on the environment, at any stage in its life cycle, either by pollution, or by depleting natural

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resources. However, neither ISO 9000 nor ISO 14000 are product standards. The management system standards in these families state requirements for what the organization must do to manage processes influencing quality (ISO 9000) or the processes influencing the impact of the organization's activities on the environment (ISO 14000). In both cases, the philosophy is that management system requirements are generic. No matter what the organization is or does, if it wants to establish a quality management system or an environmental management system, then such a system has a number of essential features which are spelled out in the relevant ISO 9000 or ISO 14000 standards. Review of literature bibliographic entry: Various Environmental Handbook principles The Handbook Of Environmentally Conscious Manufacturing Edited by Christian N. Madu Kluwer Academic Publishers November 2000 Review of literature abstract: The Evolution of Production Systems Key idea #1: An increase in interaction between products and services should lead to the reduction in the amount of materials needed to produce the product while maintaining the desired living standard. Example: The sharing of products, such as an automobile, by several individuals. Key idea #2: The materials in products should be re-circulated through the system, not discarded after use. Example: the re-cycling of beverage cans Not Preferred : linear systems where material is used in the manufacture of product and then discarded. Preferred: closed looped systems where product is returned to manufacturer for reprocessing Structure of process should level economies of scale Key Issues: 1) Should sorting be carried out locally, centralized or at the intermediate level around the country. 2) Sensitivity of network design to supply and price. 3) Cooperation of manufacturers. Features of Reverse Production Systems Problems Demanufacturing: the set of specific tasks such as simple sorting, disassembly to various levels

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of subassemblies, or material separation to various levels of purity. Remanufacturing: covers repackaging, repairing, reassembly and material compounding or synthesis. The Generic structure of an RPS system 1) The route for products and materials to take through the potential task network. 2) The allocation of functions in the reverse chain to geographic locations. 3) The number and size of collection and processing sites. 4) The amount of material to allocate to each potential end use 5) The modes of transportation used to connect sites A Mathematical Model For Strategic Infrastructure Determination 1) Math Model used to maximize profits 2) Math Model Considers: 3) Flow balance between sites. 4) Upper and lower bounds on storage, transportation, and processing of material at sites. 5) Logical constraints at sites such as the need to open the site before allowing tasks to be located there. Decision Models For Reverse Manufacturing When designing RPS systems, the complex characteristics of the system must be understood. Math models may be helpful. A transition to closed looped systems should be performed. A reduction of materials can be achieved by increasing interaction between products and services Products must be re-circulated through the system, not discarded. Environmentally Sound Supply Chain Management Industrial Ecology: Focus on minimizing energy waste throughout the life cycle of the manufactured good-from the virgin material through disposal Incentive for managing the environmental performance of the supply chain: Government Regulations: impact equipment specifications. Force attention to hazardous waste contractors Market pressures: Customer information requests Standards:ISO-14000 and eco-labeling Organizational Responses to Environmental Pressures: Longer term contracts with suppliers. Contracts require compliance with local regulations Environmental supplier management programs

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Supplier audits and metrics Importance of Industry Standards: Helps control cost. Allows supplier progress evaluation. Method of relaying expectations. Companies facing increase in pressure to manage environmental issues. Government and market based pressures. Environmental supplier management systems. 3.4.5 Managing process: Ongoing Process Control Plan (OPCP) As One Key

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Bibliographic entry: Rosenau, Milton D. (1998). Successful Project Management: A step by step approach with practical examples. New York: John Wiley and Sons. Abstract (summarized from several book reviews and a personal review): An easy-to-follow blueprint for getting the project done on schedule, under budget, and according to specifications-every time. To make the complex discipline of project management as easy to understand and master as possible, the author breaks it down into 22 chronological steps, grouped into five phases or processes-from defining project goals and planning the work to leading the team, monitoring progress, and completing the project. Bibliographic entry: Eloranta, E.; Hameri A.; Lahti M. (2001) Improved project management through improved document management. Computers in Industry, Volume 45, Number 3, July 2001, pp. 231-243 (13). Abstract (As Provided by the publisher): By drawing from field studies on three different types of business projects the paper outlines a improved document management approach. The three global cases, which comprise business process re-engineering (BPR), new product development (NPD) and one-of-a-kind manufacturing, enable to track a common set of document based operations which hold the vital information for the success of respective cases. This information reveals what is the true active organization of the enterprise, what are the document usage profiles of the people and how knowledge-related creative processes are really performed by the organization. In addition, the management is provided with new means to measure operational performance with better encompassing metrics.

3.4.6 Managing based on standardization

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Bibliographic entry: Hanseth, Ole Hanseth, Monteiro, Eric Monteiro, & Hatling, Morten (Autumn, 1996). Developing Information Infrastructure: The Tension Between Standardization and Flexibility. Science, Technology, and Human Values, Vol. 21, No. 4, pp. 407-426. Abstract (As Provided by the Author): This article explores the tension between standardization and flexibility in information infrastructure (II). Just like other large technical systems, the geographically dispersed yet highly interconnected II becomes increasingly resistant to change. Still, II design must anticipate and prepare for changes, even substantial ones, if infrastructure is to survive. An II contains a huge number of components that alternate between standardization and change throughout their

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Abstract (As Provided by the Author): This article explores the tension between standardization and flexibility in information infrastructure (II). Just like other large technical systems, the geographically dispersed yet highly interconnected II becomes increasingly resistant to change. Still, II design must anticipate and prepare for changes, even substantial ones, if infrastructure is to survive. An II contains a huge number of components that alternate between standardization and change throughout their

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lifetimes. These components are interdependent: when one is changed, others have to remain stable, and vice versa. The article examines theoretical concepts for framing these aspects of an II. The empirical underpinning of the article is a study of two existing embryonic manifestations of II.

3.5.0 Tool 11 Abstracts

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3.5.1 New Product Development, Innovation Life Cycle

Review of literature bibliographic entry: Design of Experiments (DOE) The Quality Portal (July 2006). Retrieved July 13 from http://thequalityportal.com/index.html. Review of literature abstract (provided by original website): What is it? DOE is a systematic approach to investigation of a system or process. A series of structured tests are designed in which planned changes are made to the input variables of a process or system. The effects of these changes on a pre-defined output are then assessed. Why is it important? DOE is important as a formal way of maximizing information gained while minimizing resources required. It has more to offer than 'one change at a time' experimental methods, because it allows a judgment on the significance to the output of input variables acting alone, as well input variables acting in combination with one another. 'One change at a time' testing always carries the risk that the experimenter may find one input variable to have a significant effect on the response (output) while failing to discover that changing another variable may alter the effect of the first (i.e. some kind of dependency or interaction). This is because the temptation is to stop the test when this first significant effect has been found. In order to reveal an interaction or dependency, 'one change at a time' testing relies on the experimenter carrying the tests in the appropriate direction. However, DOE plans for all possible dependencies in the first place, and then prescribes exactly what data are needed to assess them i.e. whether input variables change the response on their own, when combined, or not at all. In terms of resource the exact length and size of the experiment are set by the design (i.e. before testing begins).

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When to use it? DOE can be used to find answers in situations such as "what is the main contributing factor to a problem?", "how well does the system/process perform in the presence of noise?", "what is the best configuration of factor values to minimize variation in a response?" etc. In general, these questions are given labels as particular types of study. In the examples given above, these are problem solving, parameter design and robustness study. In each case, DOE is used to find the answer, the only thing that marks them different is which factors would be used in the experiment. How to use it? The order of tasks to using this tool starts with identifying the input variables and the response (output) that is to be measured. For each input variable, a number of levels are defined that represent the range for which the effect of that variable is desired to be known. An experimental plan is produced which tells the experimenter where to set each test parameter for each run of the test. The response is then measured for each run. The method of analysis is to look for differences between response (output) readings for different groups of the input changes. These differences are then attributed to the input variables acting alone (called a single effect) or in combination with another input variable (called an interaction). DOE is team oriented and a variety backgrounds (e.g. design, manufacturing, statistics etc.) should be involved when identifying factors and levels and developing the matrix as this is the most skilled part. Moreover, as this tool is used to answer specific questions, the team should have a clear understanding of the difference between control and noise factors. In order to draw the maximum amount of information a full matrix is needed which contains all possible combinations of factors and levels. If this requires too many experimental runs to be practical, fractions of the matrix can be taken dependent on which effects are of particular interest. The fewer the runs in the experiment the less information is available. Review of literature bibliographic entry: DOE Analysis Steps The Quality Portal (July 2006). Retrieved July 13 from http://www.itl.nist.gov/div898/handbook/pri/section4/pri41.htm. Review of literature abstract (provided by Wikipedia website): The following are the basic steps in a DOE analysis. 1)Look at the data. Examine it for outliers, typos and obvious problems. Construct as many graphs as you can to get the big picture. *Response distributions (histograms, box plots, etc.) *Responses versus time order scatter plot (a check for possible time effects) *Responses versus factor levels (first look at magnitude of factor effects) *Typical DOE plots (which assume standard models for effects and errors) *Main effects mean plots *Block plots

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*Normal or half-normal plots of the effects *Interaction plots *Sometimes the right graphs and plots of the data lead to obvious answers for your experimental objective questions and you can skip to step 5. In most cases, however, you will want to continue by fitting and validating a model that can be used to answer your questions. 2)Create the theoretical model (the experiment should have been designed with this model in mind!). 3)Create a model from the data. Simplify the model, if possible, using stepwise regression methods and/or parameter p-value significance information. 4)Test the model assumptions using residual graphs. *If none of the model assumptions were violated, examine the ANOVA. Simplify the model further, if appropriate. If reduction is appropriate, then return to step 3 with a new model. *If model assumptions were violated, try to find a cause. Are necessary terms missing from the model? Will a transformation of the response help? If a transformation is used, return to step 3 with a new model. 5)Use the results to answer the questions in your experimental objectives -- finding important factors, finding optimum settings, etc. Review of literature bibliographic entry: Eight Keys to Successful DOE, by Mark J. Anderson and Shari L. Kraber from The Quality Digest. Retrieved July 13 from http://www.qualitydigest.com/july99/html/doe.html. Review of literature abstract (provided by Wikipedia website): Quality managers who understand how to apply statistical tools for design of experiments (DOE) are better able to support use of DOE in their organizations. Ultimately, this can lead to breakthrough improvements in product quality and process efficiency. DOE provides a cost-effective means for solving problems and developing new processes. The simplest, but most powerful, DOE tool is two-level factorial design, where each input variable is varied at high (+) and low (-) levels and the output observed for resultant changes. Statistics can then help determine which inputs have the greatest effect on outputs. For example, Figure 1 shows the results for a full two-level design on three factors affecting bearing life. Note the large increase at the rear upper right corner of the cube. In this example, two factors, heat and cage, interact to produce an unexpected breakthrough in product quality. One-factor-at-a-time (OFAT) experimentation will never reveal such interactions. Two-level factorials, such as the one used in Figure 1, are much more efficient than OFAT because they make use of multivariate design. It's simply a matter of parallel processing (factorial design) vs. serial processing (OFAT). Furthermore, two-level factorials don't require you to run the full number of two-level combinations (2 # of factors), particularly when you get to five or more factors. By making use of fractional designs, the two-level approach can be extended to many factors without the cost of hundreds of runs. Therefore, these DOEs are ideal for screening many factors to identify the vital few that significantly affect your response.

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Such improvements will obviously lead to increased market share and profit. So why don't more manufacturers use DOE? In some cases, it's simple ignorance, but even when companies provide proper training, experimenters resist DOE because it requires planning, discipline and the use of statistics. Fear of statistics is widespread, even among highly educated scientists and managers. Quality professionals can play a big role in helping their colleagues overcome their reluctance. Using DOE successfully depends on understanding eight fundamental concepts. To illustrate these keys to success, we'll look at a typical example: reducing shrinkage of plastic parts from an injection molding process. The molding case will demonstrate the use of fractional two-level design. 1. Set good objectives 2. Measure responses quantitatively 3. Replicate to dampen uncontrollable variation (noise) 4. Randomize the run order 5. Block out known sources of variation 6. Know which effects (if any) will be aliased 7. Do a sequential series of experiments 8. Always confirm critical findings Design of experiments is a very powerful tool that can be utilized in all manufacturing industries. Quality managers who encourage DOE use will greatly increase their chances for making breakthrough improvements in product quality and process efficiency.

3.5.2 DOE and FEA as robust problem solving systems

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Bibliographic entry: Mur, G. & de Hoop, A. (Nov.,1985). A finite-element method for computing three-dimensional electromagnetic fields in inhomogeneous media. IEEE Transactions on Magnetics, Vol. 21, Issue 6. Abstract (As Provided by the Author): A finite-element method is presented that is particularly suited for the computer modeling of threedimensional electromagnetic fields in inhomogeneous media. It employs a new type of linear vectorial expansion functions. Across an interface where the constitutive coefficients are discontinuous, they have the following properties: (1) the continuity of the tangential components of the electric and the magnetic field strengths is exactly preserved, (2) the normal component of the electric and the magnetic field strengths are allowed to jump and (3) the electric and the magnetic fluxes are continuous within the pertaining degree of approximation. The system of equations from which the expansion coefficients are obtained is generated by applying a Galerkin-type weightedresidual method. Numerical experiments are described that illustrate the efficiency of our elements, and the computational costs of the method. Bibliographic entry: Ray, M. (Nov.,1994). Using Finite Element Analysis in Designing Roadside Hardware. PUBLIC ROADS On-Line (Spring 1994), Vol. 57, No. 4. Retrieved July 15, 2006 from http://www.tfhrc.gov/pubrds/spring94/p94sp28.htm Abstract: Roadside hardware such as guardrails, bridge rails, and sign supports are subjected to large

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Abstract: Roadside hardware such as guardrails, bridge rails, and sign supports are subjected to large

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impacting forces, applied very rapidly, which often results in the failure of the hardware. Such structures undergo large deformations, and nonlinear changes in material and geometric properties make it difficult to predict barrier response. This paper discusses about how the Federal Highway Administration (FHWA) is using nonlinear finite element technology on motor vehicle collision problems. 3.5.3 Finite Element Analysis (FEA)

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Review of literature bibliographic entry: Failure mode and effects analysis (FMEA) Villacourt, Mario. Failure Mode and Effects Analysis (FMEA): A Guide for Continuous Improvement for the Semiconductor Equipment Industry (1992). Retrieved July 15 2006 from http://www.sematech.org/docubase/abstracts/0963beng.htm. Abstract (As Provided by the Author): This paper provides guidelines on the use of Failure Mode and Effects Analysis (FMEA) for ensuring that reliability is designed into typical semiconductor manufacturing equipment. These are steps taken during the design phase of the equipment life cycle to ensure that reliability requirements have been properly allocated and that a process for continuous improvement exists. The guide provides information and examples regarding the proper use of FMEA as it applies to semiconductor manufacturing equipment. The guide attempts to encourage the use of FMEAs to cut down cost and avoid the embarrassment of discovering problems (i.e., defects, failures, downtime, scrap loss) in the field. The FMEA is a proactive approach to solving potential failure modes. Software for executing an FMEA is available from SEMATECH, Technology Transfer Number 92091302A-XFR, SEMATECH Failure Modes and Effects Analysis (FMEA) Software Tool. This document was originally published in February 1992 and later revised to improve the quality of the graphics. The content has not changed.

3.5.4 Failure Mode and Effects Analysis (FMEA)

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Review of literature bibliographic entire: Smith, Deborah L. FMEA: Preventing a Failure Before Any Harm is Done. SixSigma Heathlcare Website. http://healthcare.isixsigma.com/library/content/c040317a.asp Downloaded July 15th, 2006. Review of literature abstract (provided by original website): FMEA (Failure Mode and Effects Analysis) is a proactive tool, technique and quality method that

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enables the identification and prevention of process or product errors before they occur. Within healthcare, the goal is to avoid adverse events that could potentially cause harm to patients, families, employees or others in the patient care setting. As a tool embedded within Six Sigma methodology, FMEA can help identify and eliminate concerns early in the development of a process or new service delivery. It is a systematic way to examine a process prospectively for possible ways in which failure can occur, and then to redesign the processes so that the new model eliminates the possibility of failure. Properly executed, FMEA can assist in improving overall satisfaction and safety levels. There are many ways to evaluate the safety and quality of healthcare services, but when trying to design a safe care environment, a proactive approach is far preferable to a reactive approach. Review of literature bibliographic entire: Crow, Kenneth. Failure Modes and Effects Analysis. http://www.npd-solutions.com/fmea.html Downloaded July 15th, 2006. Review of literature abstract (provided by original website): Failure Modes and Effects Analysis (FMEA) is methodology for analyzing potential reliability problems early in the development cycle where it is easier to take actions to overcome these issues, thereby enhancing reliability through design. FMEA is used to identify potential failure modes, determine their effect on the operation of the product, and identify actions to mitigate the failures. A crucial step is anticipating what might go wrong with a product. While anticipating every failure mode is not possible, the development team should formulate as extensive a list of potential failure modes as possible. The early and consistent use of FMEAs in the design process allows the engineer to design out failures and produce reliable, safe, and customer pleasing products. FMEAs also capture historical information for use in future product improvement.

3.5.5 FMEA Steps and Procedures

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Bibliographic entry: Maletz, Mark C.. KBS Circles: A Technology Transfer Initiative That Leverages Xerox's Leadership through Quality Program. MIS Quarterly, Vol. 14, No. 3. (Sep., 1990), pp. 323-329. Stable URL: http://links.jstor.org/sici?sici=0276-7783%28199009%2914%3A3%3C323%3AKCATTI %3E2.0.CO%3B2-S Abstract: Knowledge-based system (KBS) technology is becoming an increasingly important asset in support of the achievement of corporate goals through strategic information systems. KBS technology transfers represent a particularly significant challenge in light of the shortage of trained knowledge engineers and the long training cycle for new knowledge engineers. Xerox’s KBS circles program is training large numbers of knowledge engineers in the context of KBS applications that address corporate priorities. This training is accomplished by functional work groups based on a commitment o less than a day per week per year. These work groups are supported by a dedicated KBS circles program staff and by representatives from the information management departments who provide the work group with system skills, including connectivity to corporate databases and existing systems. IM representatives also improve their performance as systems professionals because the circles program gives them the opportunity to learn about

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corporate priorities. This training is accomplished by functional work groups based on a commitment o less than a day per week per year. These work groups are supported by a dedicated KBS circles program staff and by representatives from the information management departments who provide the work group with system skills, including connectivity to corporate databases and existing systems. IM representatives also improve their performance as systems professionals because the circles program gives them the opportunity to learn about

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KBS technology, thereby expanding their strategic technology tool kit. Bibliographic entry: Krishnan, M.S., Kriebel C.H., Kekre S., & Mukhopadhyay T. An Empirical Analysis of Productivity and Quality in Software Products. Management Science. Vol. 46, No. 6 (Jun., 2000), pp. 745-759 Stable URL: http://links.jstor.org/sici?sici=0025-1909%28200006%2946%3A6%3C745%3AAEAOPA %3E2.0.CO%3B2-U Abstract: We examine the relationship between life-cycle productivity and conformance quality in software products. The effects of product size, personnel capability, software process, usage of tools, and higher front-end investments on productivity and conformance quality were analyzed to derive managerial implications based on primary data collected on commercial software projects from a leading vendor. Our key findings are as follows. First, our results provide evidence for significant increases in life-cycle productivity from improved conformance quality in software products shipped to the customers. Given that the expenditure on computer software has been growing over the last few decades, empirical evidence for cost savings through quality improvement is a significant contribution to the literature. Second, our study identifies several quality drivers in software products. Our findings indicate that higher personnel capability, deployment of resources in initial stages of product development (especially design) and improvements in software development process factors are associated with higher quality products.

3.6.0 Tool 12 Abstracts

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3.6.1 Infrastructure, Problem Solving Tools Review of literature bibliographic entry: Crow, K. (2002). Failure Modes and Effects Analysis (FMEA). Retrieved July 20, 2006 from http://www.npd-solutions.com/fmea.html Review of literature abstract: FMEA is used to identify potential failure modes, determine their effect , and identify actions to mitigate the failures. FEMA could focus on system functions, components and subsystems, manufacturing and assembly processes, service functions, or software functions. The early and consistent use of FMEAs in the design process allows engineers to design out failures and produce reliable and safe products that meet customer expectations. This document also provides step by step procedure to implement FMEA. Review of literature bibliographic entry: Gustafsson, R., Klefsjö, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences from implementing ISO 9000 in small enterprises – a study of Swedish organizations. The TQM Magazine, Vol. 13, Issue 4, pp. 232-246.

Form 3.0 Literature Review, Page 118--of--326

Form 3.0 Literature Review, Page 119--of--326

Review of literature abstract (as provided by the authors): Describes a project focusing on the experiences of implementing a third-party certified quality system in small (maximum 50 employees) Swedish organization. The project consisted of a questionnaire to CEOs, and then a more comprehensive case study of selected organizations. Results show that the more the CEO and employees have been involved in the implementation process, the more the system is used, that the CEO is more satisfied with the results; and quality improvements have continued after certification. Furthermore, the higher the level of education within the company, the less help has been required from external consultants. Indicates that important factors for a successful implementation are the attitude of the organization when the implementation starts, that fairly detailed plans for the implementation are performed and that the documentation is adapted to the business and not necessarily to the ISO standard.

3.6.2 Time Study, Work Methods, Work Sampling

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Review of literature bibliographic entrie: Blumenthal D. & Kilo, C.M. (1998). A Report Card on Continuous Quality Improvement. The Milbank Quarterly, Volume 76, Number4, December 1998, pp. 625-648. Review of literature abstract (provided by author): Efforts to incorporate the principles of continuous quality improvement (CQI) into health care have been underway for about ten years. In order to understand the lessons of this decade of experience, senior organizational leaders and experts in the field of health care were interviewed. This select group agreed that there have been concrete accomplishments: the tactic of assigning blame for mistakes to individuals is gradually giving way to an emphasis on detecting problems with process; there is a new focus on the health care customer; and many valuable projects have been inaugurated. Nevertheless, the interviews underlined the reality that the movement has not yet made a sizable impact on the U.S. health care system. Until there is a profound, organization-wide recognition of the need for change, universal commitment to CQI principles will not be achieved. Review of literature bibliographic entrie: Kwan, M. Millie & Balasubramanian, P.R. (1997). "Dynamic Workflow Management: A Framework for Modeling Workflows," hicss, p. 367, 30th Hawaii International Conference on System Sciences (HICSS) Volume 4: Information Systems Track - Internet and the Digital Economy, 1997. Review of literature abstract (provided by authors): Current workflow management systems do not provide adequate support for workflow modeling. Real life work processes are much richer in variations and more dynamic than is expressed in a typical workflow model. Users need to be able to adjust workloads and modify workflow models onthe-fly. In addition, data about workflow executions are analyzed with process analysis/simulation tools to evaluate design alternatives, so workflow models and data must be structured to reflect the questions that managers and designers are likely to ask. In this paper, we present Dynamic Workflow Management (DWM), framework for modeling workflows that aims to satisfy these requirements. DWM provides high level packaged task templates for composing task sequences, a MOP-like structure based on dynamic memory theory to organize the task sequences into flexible workflow models, and four perspectives into a workflow model geared toward different users' interests. We illustrate these features of DWM with a case study of an interlibrary loan process and discuss its application in workflow enactment and simulation.

Form 3.0 Literature Review, Page 120--of--326

Form 3.0 Literature Review, Page 121--of--326

Review of literature bibliographic entrie: Basu, Amit & Blanning, R.W. (2001). "Workflow Analysis using Attributed Metagraphs" hicss, p. 9040, 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 9, 2001. Review of literature abstract (provided by authors): Graph-theoretic methods for analyzing workflows and processes can provide insight into important problems in process design, and can help in the design of effective workflows. In particular, representation of workflows as metagraphs has been shown to provide a useful basis for formal analysis of processes and workflows. In this paper, we show how attributed metagraphs can be used to analyze workflows that have tasks with specified temporal constraints. In particular, we show how we can identify time-critical tasks and critical paths through workflows, which generalize traditional network scheduling (PERT/CPM) methods used in project management.

3.6.3 Basic Cost Issues

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Review of literature bibliographic entire: Applications of Life-Cycle Cost Analysis to Homeland Security Issues in Constructed Facilities: A Case Study Chapman, R.E. (Oct. 2003). Retrieved July 20 from http://www.bfrl.nist.gov/oae/publications/nistirs/7025.pdf Review of literature abstract (provided by original website): The Office of Applied Economics, a unit of the Building and Fire Research Laboratory at the National Institute of Standards and Technology, is developing economic tools— evaluation methods and software for implementing these methods—for evaluating the management of terrorist risks. This report is one in a series focused on these economic tools. It illustrates how to apply a series of standardized methods to evaluate and compare the cost-effectiveness of security-related investments in constructed facilities. This report describes a renovation project for a prototypical data center. The renovation has been planned for some time to upgrade the data center’s HVAC, telecommunications and data processing systems and to address a number of generic security concerns. The building owners employ two different renovation strategies. The first, referred to as the Base Case, employs upgrades which are consistent with pre-9/11 levels of security. The second, referred to as the Proposed Alternative, recognizes that in the post-9/11 environment the data center faces heightened risks in two areas. These risks are associated with the vulnerability of information technology resources and the potential for damage to the facility and its contents from chemical, biological, radiological, and explosive (CBRE) hazards. Two scenarios—the potential for a cyber attack and the potential for a CBRE attack—are used to capture these risks. The results of this study demonstrate that the Proposed Alternative results in lower lifecycle costs and is hence the more cost-effective choice. Additional economic measures are reported that underscore the superior performance of the Proposed Alternative. Finally, this study demonstrates how a detailed cost-accounting framework promotes better decision making by identifying unambiguously who bears which costs, how costs are allocated among several widely-accepted budget categories, and how costs are allocated among key building components.

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better decision making by identifying unambiguously who bears which costs, how costs are allocated among several widely-accepted budget categories, and how costs are allocated among key building components.

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Review of literature bibliographic entire: USING COST ANALYSIS IN EVALUATION Swell, M & Marczak, M. Retrieved July 20, 2006 from http://ag.arizona.edu/fcs/cyfernet/cyfar/Costben2.htm. Review of literature abstract (provided by Wikipedia website): Cost analysis (also called economic evaluation, cost allocation, efficiency assessment, cost-benefit analysis, or cost-effectiveness analysis by different authors) is currently a somewhat controversial set of methods in program evaluation. One reason for the controversy is that these terms cover a wide range of methods, but are often used interchangeably. At the most basic level, cost allocation is simply part of good program budgeting and accounting practices, which allow managers to determine the true cost of providing a given unit of service (Kettner, Moroney, & Martin, 1990). At the most ambitious level, well-publicized cost-benefit studies of early intervention programs have claimed to show substantial long-term social gains for participants and cost savings for the public (Berreuta-Clement, Schweinhart, Barnett, et al., 1984). Because these studies have been widely cited and credited with convincing legislators to increase their support for early childhood programs, some practitioners advocate making more use of costbenefit analysis in evaluating social programs (Barnett, 1988, 1993). Others have cautioned that good cost-benefit or cost-effectiveness studies are complex, require very sophisticated technical skills and training in methodology and in principles of economics, and should not be undertaken lightly (White, 1988). Whatever position you take in this controversy, it is a good idea for program evaluators to have some understanding of the concepts involved, because the cost and effort involved in producing change is a concern in most impact evaluations (Rossi & Freeman, 1993). (This is the introductory portion from the original source. It serves as a good summary of cost analysis. The entire work is a very hands-on step by step guide that provide a lot of directions for conduction and evaluating cost analysis.)

3.6.4 Safety, Quality and Productivity

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Review of literature bibliographic entire: Douphrate, D. & Rosecrance, J. (2004). The Economics and Cost Justification of Ergonomics. Retrieved July 23, 2006 from http://www.mech.utah.edu/ergo/nora/2004/2940_DouphrateDavid.pdf Review of literature abstract (as provided by Authors): The language of business is dollars, and in today’s business climate successful ergonomists know that cost-justification of ergonomic interventions/programs is essential. Performing a cost benefit analysis is an important skill for all health and safety professionals. The purpose of this project is to demonstrate how ergonomics affects the business drivers of quality and productivity and how a costbenefit analysis can be used to justify ergonomic interventions in the workplace. The National Occupational Research Agenda priority addressed in this project includes Social and Economic Consequences. Specific research priorities addressed include economic consequences to employers, macroeconomic impact, and cost outcome analysis.

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Occupational Research Agenda priority addressed in this project includes Social and Economic Consequences. Specific research priorities addressed include economic consequences to employers, macroeconomic impact, and cost outcome analysis.

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This project includes a discussion on current quality operations, management issues, and the role that ergonomics plays in product quality maintenance. An explanation of how ergonomics can reduce product quality costs will be included. Additionally, we will illustrate how ergonomic principles can lead to improved productivity and reduced corporate labor costs. In order to cost-justify ergonomic interventions, the full representative injury costs must be determined. An explanation of both the direct and indirect costs of injuries will be included in this project. Cost benefit analysis methods including internal rate of return, return on investment, and payback period will be presented, as well as how these methods are used to cost-justify ergonomic interventions. Finally, strategies for justifying ergonomic interventions will be presented and illustrated with real world examples. Not only does ergonomics play a vital role in injury reduction and prevention, but economically effective ergonomic principles can lead to improved corporate financial performance and strategic competitive advantage.

3.6.5 Statistical Quality, Basis for Data

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Review of literature bibliographic entire: United Nations (2003). STATISTICAL CONFIDENTIALITY AND ACCESS TO MICRODATA: Proceedings of the Seminar Session of the 2003 Conference of European Statisticians. UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE. Review of literature abstract (provided by original website): Confidentiality is one of the Fundamental Principles of Official Statistics. It is a top priority issue on the policy agenda of statistical offices and an indispensable element to maintaining the trust of respondents and thus ensuring the quality of data. The Bureau of the Conference of European Statisticians (CES) recognized the need to discuss confidentiality problems in statistical practice at the highest level and chose confidentiality and access to microdata as the topic of a special seminar of the 2003 plenary session of the CES. The present publication provides all the papers, both invited and supporting, that were considered at the Seminar. It follows the programme of the Seminar, concentrating on the following four themes: (1) overview and use of microdata, (2) data confidentiality, (3) legal aspects of microdata, and (4) access to microdata. Each topic begins with the discussants’ comments, which provide a good introduction to the issues considered. Current problems in confidentiality protection are analyzed and some steps for future international cooperation in this area are identified. Special attention is paid to confidentiality problems in Central and Eastern European and the CIS countries.

Form 3.0 Literature Review, Page 126--of--326

Form 3.0 Literature Review, Page 127--of--326

Review of literature bibliographic entire: Gauthier, Pierre A. Balancing the need for detail and confidentiality in the Canadian Census. Paper presented at the 2002 Population Census Conference in Ulaan Baatar, Mongolia Review of literature abstract (provided by the author): Most modern censuses now accumulate a wealth of data that can be used to inform program and policy-making at the national, regional and even municipal level. However, in order to be of benefit, this wealth of data must be analyzed extensively. The needs of the research community have evolved in recent years towards increasing levels of detail, small area data, and micro-data. As a result, statistical agencies are placed in the position of balancing the need for detailed data with the need for confidentiality-protection. Canada bases its Census datadissemination program on five general principles: maximize the amount of relevant analysis; protect confidentiality as a highest priority; tailor data products to user groups; produce accurate, accessible, relevant and timely data; and apply disclosure control methods without unduly restricting analytical potential. Statistics Canada improves access to detailed data by providing more census data for small areas, by increasing access to detailed tabulations and by increasing access to microdata. Canada’s Census of Population uses two main methods of disclosure control in its tabular data, area suppression and random rounding. For its public use micro-data files, it relies on datareduction techniques. The 2001 Census Data Release approach features the Internet as the primary dissemination vehicle and data products designed to meet the needs of four major user groups.

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3.6.6 Attributes, Checklists

Review of literature bibliographic entrie: Retrrieved from web on 7/20/06 at Http://www.isixsigma.com/dictionary/Attribute_Data-95.htm Review of literature abstract (provided by author): Attribute charts are P, NP, C, U, DPM, Pareto and so on. Attribute data is the lowest level of data. It is purely binary in nature. Good or Bad, Yes or No. No analysis can be performed on attribute data. Attribute data must be converted to a form of Variable data called discrete data in order to be counted or useful. It is commonly misnamed discrete data. Attributes data are qualitative data that can be counted for recording and analysis. Examples include the presence or absence of a required label, the installation of all required fasteners. Attributes data are not acceptable for production part submissions unless variables data cannot be obtained. The control charts based on attribute data are percent chart, number of affected units chart, count chart, count-per-unit chart, quality score chart, and demerit chart.

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Form 3.0 Literature Review, Page 129--of--326

Review of literature bibliographic entrie: Retrrieved from web on 7/20/06 at http://www.isixsigma.com/control_charts/p_chart_control_chart.asp Review of literature abstract (provided by author): Control Chart Description Control charts dealing with the proportion or fraction of defective product are called p charts (for proportion). There is a difference between a defect and defective, as there is between a nonconformity and nonconforming unit. The p-chart control chart is used with discrete/attribute defective data when the sample size is greater than 50. The sample size may vary.

Review of literature bibliographic entrie: Retrrieved from web on 7/20/06 at http://www.isixsigma.com/library/content/c040202a.asp Review of literature abstract (provided by author): Attribute control charts have a few disadvantages in the way they would be applied alone: 1. In traditional attribute charts, only one defect is considered. In practice, different defects are often combined in an attribute chart without distinction being made between major and minor errors. This can cause false signals from the control chart especially when the number of minor errors is significantly higher than the number of major errors or when the difference between major and minor defects is extreme. One solution would be to create separate charts for minor and major defects but, that will increase the amount of administrative work and difficulty in data collection. 2. Attribute charts most of the time have aggregated count data. The problem with this aggregated data is that this data will only follow the binomial distribution if each individual binomial variable has the same value for p. This is rarely the case. A solution to overcome this problem is to use empirical limits instead of control limits based on a theoretical model. These limits can be calculated based on the X moving range chart. This approach will produce good results as long as the number of errors in the subgroup is 1 or higher. In most attribute processes, the number of errors is lower. In cases such as this, subgroups should be combined so that an average of 1 or higher is attained. 3. The attribute control charts will give the operator information when the process is out of statistical control, but it will not give proper information when the lot should be rejected based on chosen

Review of literature bibliographic entrie: Retrrieved from web on 7/20/06 at http://www.qualityamerica.com/knowledgecente/knowctrWhen_to_Use_an_Attribute_Chart.htm

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Review of literature bibliographic entrie: Retrrieved from web on 7/20/06 at http://www.qualityamerica.com/knowledgecente/knowctrWhen_to_Use_an_Attribute_Chart.htm

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Review of literature abstract (provided by author): To see the differences between various attribute charts, let's consider an example of the errors in an accounting process, where each month we process a certain number of transactions. • The Np-Chart monitors the number of times a condition occurs, relative to a constant sample size, when each sample can either have this condition, or not have this condition. For our example, we would sample a set number of transactions each month from all the transactions that occurred, and from this sample count the number of transactions that had one or more errors. We would then track on the control chart the number of transactions with errors per month. • The p-Chart monitors the percent of samples having the condition, relative to either a fixed or varying sample size, when each sample can either have this condition, or not have this condition. For our example, we might choose to look at all the transactions in the month (since that would vary from month to month), or a set number of samples, whichever we prefer. From this sample, we would count the number of transactions that had one or more errors. We would then track on the control chart the percent of transactions with errors per month. • The c-Chart monitors the number of times a condition occurs, relative to a constant sample size. In this case, a given sample can have more than one instance of the condition, in which case we count all the times it occurs in the sample. For our example, we would sample a set number of transactions each month from all the transactions that occurred, and from this sample count the total number of errors in all the transactions. We would then track on the control chart the number of errors in all the sampled transactions per month. • The u-Chart monitors the percent of samples having the condition, relative to either a fixed or varying sample size. In this case, a given sample can have more than one instance of the condition, in which case we count all the times it occurs in the sample. For our example, we might choose to look at all the transactions in the month (since that would vary month to month), or a set number of samples, whichever we prefer. From this sample, we count the total number of errors in all the transactions. We would then track on the control chart the number of errors per transactions per month.

3.6.7 SPC, X-bar and R

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Review of literature bibliographic entrie: http://vnweb.hwwilsonweb.com/hww/jumpstart.jhtml? recid=0bc05f7a67b1790eeb4cac122eeae0a48910eb07818b2c2b19ce8c8b497c8643b1d5d11fd0acc 7fb&fmt=H Gruska, G., et. al., Use SPC for Everyday Work Processes. Quality Progress v. 39 no. 6 (June 2006) p. 25-32 Review of literature abstract (provided by original website): Statistical quality control (SQC), also known as control charting, started with Walter Shewhart's work at the Western Electric plant outside Chicago in the 1920s. Since then, SQC has been reintroduced into industry every couple of decades or so and has evolved into statistical process control (SPC) to reflect the move away from product control to a systems focus.

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Statistical quality control (SQC), also known as control charting, started with Walter Shewhart's work at the Western Electric plant outside Chicago in the 1920s. Since then, SQC has been reintroduced into industry every couple of decades or so and has evolved into statistical process control (SPC) to reflect the move away from product control to a systems focus.

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4.0 LSSQT Tool Analysis 4.1.0 Tool 7 4.1.1 Tool 7 Findings and Analysis

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FINDINGS and ANALYSES: What were the main analysis steps which were used and what did you find, in your work for this part of the project? This should include a primary discussion of content applications, including review of literature, rather than general team management issues. 4.1.1.1 LSSQTT: In reviewing and identifying the LSSQTT tools for this project our team has identified the major components of how we will evaluate our team project. This will assist our team going forward to focus these tools on our project as well as helping to define the scope of our project and our overall methodology to complete our future tasks. Also by defining the tools that are available in the LSSQTT we will be able as a group to determine which of the tools we feel are more important for our specific project to maximize the effectiveness of our team and our project. 4.1.1.2 Team Culture and Communication: As per the LSSQTT Tool #7 courseware, team culture and communication impact our ability to solve problem, and to learn and grow as a team. Effective planning and running of meetings, recording the actions of team meetings, good listening skills, providing feedback, formal and informal presentations, and proper documentation helps team communication. There are nine factors that differentiate loose groups from effective teams (Sheard, 2002) and communication is one of them. The other eight are clearly defined goals, priorities, roles and responsibilities, self-awareness, leadership, group-dynamics, content and infrastructure. Team culture influences the group dynamics. A team culture based on mutual trust (Weber, 2002) is a characteristic of successful cross-functional teams. 4.1.1.3 Team Synchronized Cross Functionally: The initial process included review of all of the provided documentation, a team meeting to discuss the project expectations, the method of team approach and project timeline. Throughout the meeting, we developed a strategy to individually address parts of the document, developed a standard worksheet for analysis submissions and discussed how to better design the text-boxes. This process of employing the ideas of Cross-Functionality of Teams in our project start-up and strategy played into the findings of the document. The team members consistently contribute knowledge and experiences from their own professions to move the team forward in a broadly inclusive format that also is developing a certain depth to it as well. Moving Projects and Teams Forward: 4.1.1.4 Moving Projects and Teams Forward: Several sources were located that outlined the steps necessary to advance the project from the point of being an idea to a completed project plan. Strong leadership and open communications with upper management and project originators is essential in the beginning phases to get a clear understanding of what the project is and what the goals of the project are. Team representation from several different disciplines is also important in forming a well balanced team. Teams need to establish some ground rules for communication, documentation, and expectations and expand these as necessary as the project progresses.

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4.1.1.5 Team Behaviors, Characteristics and General Considerations: Analysis of team behavior in this section starts in very general terms (cooperating, dominating, lacking performance and being political) but followed by very detailed analysis at each phase of team building (forming, storming, forming and performing). Eleven main team functions are identified as the reason for moving toward this type of organizational structure and investment. Finally, as a team gradually matures, numerous positive characteristics emerge to demonstrate that members in the team begin to be motivated toward common goals. Such a transition should be the desired goal of team building but it may not come naturally. The roles of team facilitators and team leaders are different but they are all critical in moving the team forward. 4.1.1.6 Problem Solving Tools, Relationships: The main analysis steps used were reading the LSSQTT Tool #7, reading and reviewing online sources, and comparing that collective reading to real world experience and application. Each of the sections within Problem Solving Tools, Relationships were evaluated and logically applied to issues with which the team had experience, and some will be applied to current issues. For example, within this section, "Conduct surveys" also can be applied to email. Written questions elicit written responses; all surveys do not need to be official surveys. For official surveys, though, research indicates that a combination of radio buttons, check boxes, and text boxes will work well. Overall, the most significant issue is determining the problem. Very often when presented with a suggestion for a new purchase or process, one asks, "What is the problem you're trying to solve?" More than half of the time, the "problem" is unknown. LSSQTT is very clear; the problem needs to be clearly defined for it to be solved. What stands out in the reading, though, is that as a team the issues need to be identified and solved, and the expectations for resolution should not be rigid but flexible, allowing for continuous improvement as a team. 4.1.1.7 ISO 900 and Other Steps: The first step the team took to find current information on ISO was to go to the International Organization for Standardization website. There, we were able to review background and other topics in relation to the ISO-9000 standard. When one of our team members worked in Quality at General Motors, they were in charge of ISO implementation for 140 suppliers and therefore was familiar with the process. We used this team member's expertise to get sound structure that others had used to minimize the effects of member's personal opinions. We were able to find several web sites that listed what their perceived best structure and simplification documents were. CONCLUSIONS and RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work, and literature reviewed, what can you now conclude and recommend to assist your team as it moves forward? How has the information applied and reviewed affected the team problem focus, objectives, layout flowchart, or other project data?

4.1.2 Tool 7 Conclusions and Recommendations LSSQTT:

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Since our team has only begun to define our project the use and of the LSSQTT has yet to CONCLUSIONS and RECOMMENDATIONS: Basedstatement on your analysis what you found as you greatly influence any(s) of our project issuesand such as the objectives, layout flowchart project data. used the application to do your work, literature reviewed, what can you noworconclude and The study of to the toolkit hasteam helped theforward? process How for how proceed with our and group project recommend assist your as define it moves haswe thewill information applied reviewed as well as how to work on future tools in this course. affected the team problem focus, objectives, layout flowchart, or other project data? 4.1.2.1 LSSQTT: Since our team has only begun to define our project statement the use of the LSSQTT has yet to greatly influence any of our project issues such as the objectives, layout flowchart or project data. The study of the toolkit has helped define the process for how we will proceed with our group project as well as how to work on future tools in this course.

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4.1.2.2 Team Culture and Communication: Based on the analysis of Tool #7, literature review and years of personal experience in managing projects in the industry, we believe that it is very important to establish a team culture based on mutual trust, respect and openness. Just saying that we value these things does not help. Each member's actions must demonstrate mutual trust, respect and openness. Then as the team progresses through the forming and storming phases, it becomes the team culture. As a team, we are going through the forming and storming phases and our team members are trying to demonstrate these qualities. Effective communication is important to the success of any team and meetings are vital part of team communication. We as a team have been already following several guidelines for meetings such as planning for meeting, developing an agenda prior to the meeting, and having a moderator (in our case the team leader for that assignment), and the team leader sending out an email documenting the key decisions and action items as described in Tool #7. As we use Black Board chat and record the meetings, we also automatically maintain documentation of the meeting discussions. We as a team are also doing good in terms of practicing best practices for listening and giving feedback in our chats. 4.1.2.3 Team Synchronized Cross Functionally: As explained in the LSSQTT document and as observed of our team given the current project, the team organization will be a functional team with a cross functional short-term problem solving overlay. In planning to design a data center focusing on disaster recovery many apparently dissimilar parts must seamlessly converge towards a common end. Our current team make-up is remarkably well balanced and frankly, in this situation, we are lucky as we do not have the ability to choose our team members and the member's expertise. We have designed a project that will utilize the standing knowledge of the members as we have subject-matter experts on day-to-day operations, technical engineers, technical administrators, an architect and a construction manager in place on the team to contribute to each side of the issue while learning and assimilating information from each of the other members. The operations end will serve as the voice of the end-user and contribute to related problems as they arise, will work closely with the architect to design an efficient work environment and assist the construction manager during implementation. The engineers and administrators will contribute to the design of the technical infrastructure, equipment adjacency needs and related problems, the architect will assimilate all information given above, reconcile it to building, ADA, mechanical, electrical, plumbing and fire-safety codes and requirements for a secure area of human occupation and disaster recovery, and the construction manager will assimilate all the information from the architect, and his knowledge of mechanical systems, project schedules, cost estimates and other implementation issues and opportunities and work with the other disciplines to reach project realization and occupation. All areas of expertise are vitally important to the success of the project and the interaction and utilization of each others knowledge specialty is required at every level. 4.1.2.4 Moving Projects and Teams Forward: Our team has been formed, has representation from several disciplines, and is communicating well. We have chosen a focus for our project, but have yet to compose a formal proposal for the project including objectives, deliverables, and timelines. We have a rotation schedule for leadership, established meeting times each week, and an open area for communications on Blackboard. There are several pieces of posted documentation that we have yet to address as a team, such as the project management application and when it begins to factor in to the project process.

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Form 4.0 FACR, Page 137--of--326

Team Behaviors, Characteristics and General Considerations: It is obvious that this is a strong team thus far. The team has gone through the forming phase quickly and established team goals. Although very confusing as to exactly what the team was supposed to accomplish at the very beginning, the team only went through a very brief period of "storming" as each was attempting to contribute. Moving forward, this team needs to concentrate on overcoming problem solving barriers. One area is to continue to define project objectives so that each member is precisely aware what comes next and what contribution is required from individual. Once the objective is clear, the team needs to formulate plans to focus on the tasks. Problem Solving Tools, Relationships: Because resolving issues so often leads toward the creation of documentation to improve processes, to create checklists for those processes, and to provide repeatable behavior, we would be remiss not to create checklists for solving issues. If we created checklists prior to implementing processes, however, we would lessen the number of problems generated because of not following an agreed upon process as a best practice. For example, we are completing these text boxes provided in the course work; however, we are not all following the same process. If we simply agreed upon a process for completing the textboxes, verified with Dr. Sinn that the process was acceptable--as a process, not as an improvement limiter--we would all be sure that our work was being completed properly. The information provides for us some tools to assist in resolving issues as we work through this course. For example, if we created a simple survey that addressed our projects at two levels, 20,000 feet and 200 feet, potentially we could address and resolve problems related to the coursework--right down to the root cause. In doing so, we also could prioritize issues and limit the focus to three for each problem solving round. Currently, we have no process for resolving issues, and this reading has pointed that out. 4.1.2.5 ISO 900 and Other Steps: We will need to set up some form of structure. The ISO-9001 designator is for organizations who "design" products or services. The major components of the "Design" phase are Design input, verification (Design Review), validation, design output, and engineering change. If we are designing a server room then these elements should be part of our Documentation System as per the ISO standard. Although the 1994 standard has be upgraded to 2000 and the wording is somewhat different, the principle needed documentation is the same.

TTSD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to positively impact the continuously improved project management documentation.

4.1.3 Tool 7 Continuous Improvement

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LSSQTT: The team is becoming IMPROVEMENT: more comfortableThis with information, the course material and the use of thebetools presented TTSD CONTINUOUS as analyses, should also used to in this project. Our team is attempting to devise an efficient documentation strategy, specifically by positively impact the continuously improved project management documentation. expanding the use of the textboxes to develop a dynamic text box. Our team has done a good job of dividing work and completing each component according to the deadlines set by the team leaders. Our team must continue to learn and grow using the LSSQTT for our project to be successful. 4.1.3.1 LSSQTT: The team is becoming more comfortable with the course material and the use of the tools presented in this project. Our team is attempting to devise an efficient documentation strategy, specifically by expanding the use of the textboxes to develop a dynamic text box. Our team has done a good job of dividing work and completing each component according to the deadlines set by the team leaders. Our team must continue to learn and grow using the LSSQTT for our project to be successful.

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4.1.3.2 Team Culture and Communication: Considering the fact that our team is only couple of weeks old, we have progressed a lot as a team from the perspective of team culture and communication. However, in the real world cross-functional teams, hidden agendas of different organizations and win-loose mentality of the team members adversely impact team culture and communication. In my experience, when all team members buyin to the team's common goal, and realize that there is interdependency among them and no one can succeed unless each team member does their part, it helps to create positive team culture and communication. Another observation from past experience is that metrics and data helps continuous improvement. For example, to continuously improve quality of team communication during meetings, in several projects we used to designate a team member as the process observer for each meeting. The job of the process observer was to observe the softer side of team interactions and report it back to the team at the end of the meeting. That provided the data for continuous improvement. 4.1.3.3 Team Synchronized Cross Functionally: The lines of communication and consultation must be open, organized, utilized and maximized. The team must focus on the short-term goal of addressing the issues at hand in this project from all the areas of expertise. The team has a responsibility to work together towards a well-rounded team knowledge, inclusive of all members expertise and develop a system by which to appropriately utilize and implement that expertise. A database or a threaded archive around emerging issues could be created and used as a "go-to" place for project specific references from all areas of focus. This thread also allows for others to ask questions, provide clarification and creates a record of topics covered. 4.1.3.4 Moving Projects and Teams Forward: The team must continue to focus on the short terms goals presented each week. We have tossed around several ideas for improving the documentation but have not set any hard deadlines to present any of these findings to the rest of the team for review. We need to shorten our response time to assignment deadlines to give more time for a final review of the compiled documentation to look for areas where it may be improved or altered. 4.1.3.5 Team Behaviors, Characteristics and General Considerations: One area is project data management. It is only the third week but our spreadsheet boxes already become laundry sheet. It is a natural process for the data to grow as the team progresses. However, the team has realized the need for improved format and process to manage data. For example, result of the team work has been captured in Excel textboxes but locating and absorbing information becomes a daunting task as more files and more sheets are added. The last thing the team can face is collection of dis-joined textboxes, each pointing to different directions. Improvement calls for team work, better communication and overcoming of barriers with the limitation of spreadsheets. Since the this project is more about working on defining processes that can be applied universally, it pays to focus on the effective management of documentation from the start. 4.1.3.6 Problem Solving Tools, Relationships: We need at a minimum two general issue surveys for the two different levels that need to be completed prior to embarking on a project, and we all need to complete the same survey sheets. We can create an automated Excel document that once completed should identify the top three issues based on defined priorities, but we all need to save the document, enter our responses,

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and reply to the document string, so the next team member can complete the information. The team leader of the project for which the survey is designed can then use the data for resolution, whether a chat brainstorming session with Dr. Sinn is requested, or whether a second review of a specific part of coursework or documentation is requested. We also need to keep track identification-to-resolution issue duration so that we can anticipate the cut-off point for maintaining what we have, field correction, or a collaboratively agreed upon correction with Dr. Sinn's guidance. The team leader for the project at hand needs to make that determination. The one commonality to using surveys for successful issue avoidance/resolution is timeliness; we need to get through the material quickly, determine our understanding, and respond within the suspense. 4.1.3.7 ISO 900 and Other Steps: If we are to define an ISO compliant system we may need to track a step back and define the structure of our documentation before we dive into defining the specifics of each document. We need to put to rest the numbering system and such. However we have begun to discuss in our chat sessions ISO and as such, we will get this complete.

4.2.0 Tool 8 Analysis

Form 4.0 TOC

Project analysis provides the opportunity for the team to each identify, analyze and present ideas and key issues to help grow the team knowledge base and add value to the overall portfolio of work evolving. This should be primarily a function of content applications and literature reviewed by each person on the team, all intentionally targeted toward the LSSQTT tool content under discussion for that assignment. Use of external information and applications analyzed in this manner is done to validate and support, in objective ways, what the team is focused on as defined in project data and other areas of their documentation, as key findings, conclusions and recommendations for changes and improvements. This information is placed in the text box format below as individuals and then the compiler for that toolkit assignment collects all and places them in one excel worksheet. At phase reviews, all information is placed in one "macro" worksheet of information to illustrate the teams' total research for their project objectives.

4.2.1 Tool 8 Findings, Analysis

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4.2.1.1 Change, improvement, leadership There are two ways of thinking as it relates to leadership: - Old way of thinking / myths: - Quality is expensive - Inspection of work is a good way to add value in quality - Outside experts can optimize quality - Work quotas and short term goals will achieve gains - People can be treated like commodities - New way of thinking: - Quality identified early on and throughout the process leads to lower costs

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- Quality is expensive - Inspection of work is a good way to add value in quality - Outside experts can optimize quality - Work quotas and short term goals will achieve gains - People can be treated like commodities - New way of thinking: - Quality identified early on and throughout the process leads to lower costs

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- Inspection is too late on the tail end of the process - Quality starts at the top and those decisions made there - Most defects are caused by the system that was created by an upper management decision - Eliminate quotas as they relate to measuring progress in a process - Workers need to feel important, empowered, and secure in their jobs - Review systems that measure above/below average destroy teamwork - We must partner with vendors who value quality - Managers my be proactive; begin with the end in mind - Managers must know the final destination and the values instilled to get there - Leaders must be self-organizers and think in a win-win mentality - Leaders must first seek to understand, then be understood Overall, today's leader must: - Understand the individual - Keep commitments - Clarify Expectations - Show personal integrity - Apologize when wrong From the research and continued reading of the toolkit information, a leader needs to be a good listener and work with the systems directly to fully understand their impact and where value can be added to improve the processes. A good leader must also understand what motivates his/her team members and realize that people are the most important component of an organization. Empowered employees who feel that their contributions make a difference will improve the overall processes and add the most value at the worker's level. Standardization is also a key component for a leader to embrace. As it relates to technology, it is much easier to support one common platform than it is to integrate a number of disparate systems. Choosing a solution should be based on how well it fits into the current organizational structure and not the fact that it's the latest technology fad. A leader's job is to build on this common framework, remove barriers, and listen to customer feedback on where improvements can be made. Lastly, a good leader cannot forget the importance of praise and encouragement when it comes to employee performance. He/she must take a genuine interest in the person's job, personal life, and overall well being. A leader must let his/her employees know that they are all in the project together working towards a common goal. When the time is appropriate, an employee should be reprimanded in private with honest feedback and specific examples of where improvement can be made. Documenting this conversation is crucial and a copy should be signed by both parties with a copy going to each person and not be hidden in the 'employee's file' in human resources. Continual, open communication is key to a good working relationship between a leader and his/her employees. 4.2.1.2 Supervisor leader: manager, team facilitator, champion, mentor The segment of tool #8 dealt primarily with the traits and attributes of the ideal and effective team supervisor-leader. As such, it produced a checklist by which to identify and assess an individual's natural aptitude and estimate their growth potential as a leader. The tool segment mentioned 24 distinct traits that should be present in supervisor. Of these, there are 3 distinct groupings: those traits that are inborn personality attributes, those traits that one may have a certain aptitude that needs to be fostered and/or adapted to the current need, and those traits that can be learned and

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Form 4.0 FACR, Page 145--of--326

matured on the job. A cursory review of literature on the topic of supervisory leadership indicates that the topic has been the focus of much scholarship over the last century. A vast number of books, articles, self-help tools, and quantitative matrices have been published in terms of evaluating, developing and identifying leaders in a corporate and/or industrial setting. 4.2.1.3 Rewarding, recognizing, redirecting: Growing and handling leaders Leadership development is critical to the continued success of achieving team goals. Leadership is viewed here more broadly as in the sense that everybody in the team take charge and work together diligently towards to team objectives. Building teams is not easy. It is expensive and very time consuming. According to John Wilfore (retired GE executive), there are three types of teams: 1. The Directed Team (The directed team is driven by management). This type of team does not provide opportunities for individuals to contribute or learn, and not much is expected from the individuals. 2. The Managed Team (The managed team is like a baseball team where we have many team members who have different roles to play and need different skill sets). Members have different roles or positions to play. There are different skill levels required within the team, and there are certainly superstars. 3. The Self-Directed Team (The self-directed team is ideal in the business environment). The selfdirected team understands its customers and business, focuses on achieving business results by learning from each other and improves personal and team productivity. The team builds a culture where everyone is committed to continuous improvement. Members in a team needs ongoing improvement and individual behavior, actions and performance ultimately affect how the team is doing. Thus sufficient importance needs to be placed on leadership development in a team as the team increases interaction in managing the common project. Tool #8 presents excellent ideas regarding ways of motivating people to grow into leaders. Rewards, recognition and redirection are all necessary under separate situations but each has its own challenges in terms of implementation. Rewards need to be fair and can not be a quick fix for all problems. Recognition must be genuine and can not be over done. Redirection should be aligned with overall goals and can not be interpreted as punishment. 4.2.1.4 Consensus building: leader as communicator The literature reviews and Tool #8 all point to structured and disciplined approaches to team projects with an emphasis on strong, consistent leadership. The team leader must possess good communications skills and have the ability to lead the team, through directed questions, answers, and comments toward a common goal. Chats should not be conducted without a focused agenda, and the leader must maintain control of the session in order for the results to be productive. Reaching a consensus on items is not something that just happens, it takes all team members being aware of what items are being discussed prior to a scheduled meeting time. Early planning and published agendas allow for team members to form some basic ideas and opinions on the topics being discussed.

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Form 4.0 FACR, Page 147--of--326

4.2.1.5 Disciplined management of technology As per the LSSQTT Tool #8 courseware, disciplined management of technology is a significant factor for change and improvement. Disciplined workers set standards and adhere to them, know the job, follow procedures, train, conduct regular meetings, put out fires, pay attention to details, organize for discipline, encourage self starters and self guidance, eliminate problems, weed out incompetent individuals, deal with problems, and have realistic expectations. Further, as the complexities of the technology grows, managers who manage technology must have a good understanding of the technology they manage as well as their impacts. Several management theories such as scientific management, process management, human relations management, management modeling, and management principles (i.e. authority and responsibility, unity of command, delegation of authority, and span of control) guide us towards disciplined management of technology. The PMBOK (Project Management Body of Knowledge) documented by the Project Management Institute ( www.pmi.org) also provides a framework for disciplined management (PMI Standards Committee, 1996). 4.2.1.6 Removing barriers to improvement The team reviewed LSSQTT Toll #8, performed research, reviewed current situations in members employment, and employed a tool to the situation. As a result of the research, we were able to identify our organization's stage in systematic improvement and can adjust accordingly. It is refreshing to read about backing off of micro-management and flying high enough to present highlevel objectives that can be translated to the specific by those implementing the changes required to improve. One cannot even peruse the literature without grasping the focus on leadership's role in providing opportunity to change within a positive environment that demonstrates a true caring about people and allows them to suggest and implement repeatable change that should be documented for systematic implementation. 4.2.1.7 Management vs. leadership, change, improvement relationship The literature search for this assignment helped to find several different theories on strategic planning and leadership strategies to help groups succeed. By taking a leadership role and changing the mentality of group members a group can achieve their collective goals. In the corporate setting there is the possibility of changing the demographics of the team structure but for this course that is not possible. The team members are firm believers in the strategy proposed by Joseph Tucci, to provide a factual base for the strategy to show the tangible impacts of implementing the strategy. By using facts it is impossible to dispute the purpose of the changes and will help reduce the barriers that may be present in the minds of certain group members because of their previous experiences and biases. And as a leader Mr. Tucci displayed the behavior himself as an example to his group members to show that he believes in the system and is willing to give it a try. Other articles also pointed to the fact that group members will emulate behavior of others that they look up to, and if the leaders follow the strategy the others will soon follow. Also it is vital to have a strategic plan for any group so that the goals of the organization are clearly defined so that all group members are aware of the goals and the overall direction of the team. Research has shown that the commonly used formal strategic planning session is not as effective as many would image, it is used more to prepare the upper level management mentally

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many would image, it is used more to prepare the upper level management mentally

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for changes that will be decided later at more informal meetings. Groups need to limit the confrontational aspects of these meetings by using the strategic plan and the fact base for the plan to implement the changes for the overall success of the group. 4.2.1.8 Leading change, strategic planning The team also appreciates the strategy proposed by Joseph Tucci, to provide a factual base for the strategy to show the tangible impacts of implementing the strategy. By using facts it is impossible to dispute the purpose of the changes and will help reduce the barriers that may be present in the minds of certain group members because of their previous experiences and biases. And as a leader Mr. Tucci displayed the behavior himself as an example to his group members to show that he believes in the system and is willing to give it a try. Other articles also pointed to the fact that group members will emulate behavior of others that they look up to, and if the leaders follow the strategy the others will soon follow. Also it is vital to have a strategic plan for any group so that the goals of the organization are clearly defined so that all group members are aware of the goals and the overall direction of the team. Research has shown that the commonly used formal strategic planning session is not as effective as many would image, it is used more to prepare the upper level management mentally for changes that will be decided later at more informal meetings. Groups need to limit the confrontational aspects of these meetings by using the strategic plan and the fact base for the plan to implement the changes for the overall success of the group.

4.2.2 Tool 8 LSD Conclusions and recommendations

Form 4.0 TOC

LSD CONCLUSIONS, RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work, and literature reviewed, what can you now conclude and recommend to assist your team as it moves forward? How has the information applied and reviewed affected the team problem focus, objectives, layout flowchart, or other project data? 4.2.2.1 Change, improvement, leadership It is crucial that the acting team leader execute the following for each phase of the project: - set agenda items for meetings - summarize team meeting minutes the following day - clearly document team member assignments - establish a standardized submittal format for documents - set deadlines for both draft and final submissions - email team members as the project and/or timeline changes - be the team contact person for Dr. Sinn for any questions about the project We have had good success in our team leaders following these guidelines. I think that one thing that we can do better as a team is to fully understand what the final project will look like and what steps we will take to get there. I personally am not sure if we are on the right track, but will continue to look to Dr. Sinn for feedback on our progress. I also suspect that this is part of the course itself in that Dr. Sinn will evaluate us on how well we work together as a team and how we will use the tools given to improve our project and final product. 4.2.2.2 Supervisor leader: manager, team facilitator, champion, mentor We work in team setting which has a constantly changing, assigned "leadership" as its hierarchy.

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given to improve our project and final product. 4.2.2.2 Supervisor leader: manager, team facilitator, champion, mentor We work in team setting which has a constantly changing, assigned "leadership" as its hierarchy.

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Therefore, full development of a single team "leader" is impossible. However, we are all here to further develop our leadership traits to eventually implement and grow in the workplace. The article's points of focus are helpful in terms of pointing out where we personally may be lacking and to identify and understand a deficiency in others through their leadership or team participation. Together, the team recognizes many of the positive traits in many of the team members at a variety of maturation points. While some of the traits are not apparent yet, as the team progresses and leadership changes, other traits (or lack thereof) will be presented. 4.2.2.3 Rewarding, recognizing, redirecting: Growing and handling leaders The leadership development tools reinforce our team building effort by challenging every member to be a leader. Each member demonstrate overall consideration for team objectives thus consensus building becomes very easy although approaches to resolving an issue may be different. Several members already have the chance to lead the team in organizing team activities. It is great experience and growing process. The section about rewards, recognition and prediction can all have practical use in real world as things are much more complex and less than idea. 4.2.2.4 Consensus building: leader as communicator Our team has reached a point now where the assigned leader for the week can take a look at the initial assignment and assign portions to specific team members with some certainty that each member will fulfill their specific portion. This can be done before our weekly chat session and will give each member the ability to review the materials and make some progress on the assignment at hand, giving the team more time in the chat session to discuss other issues relating to the team project. We also need to look at some longer term goals for the project and begin working out the details for some of these goals, which may include the formation of some "sub-teams" that work on smaller portions. 4.2.2.5 Disciplined management of technology The June 2005 US GAO (United States Government Accountability Office) report to congressional committees on defense technology development states the following about disciplined management: "Generally, we found that the more the programs adopted structured and disciplined management processes, the fewer problems they encountered with individual efforts" (GAO, 2005). We also agree with this statement based on our varied workplace experiences within several industries and numerous projects. The first step to disciplined management of technology is to "know the job". This implies understanding the technology and having clarity about the scope of the project or assignment. As the technology becomes more and more complex, this is a challenge for any individual. That is where teamwork pays off. As team members bring in different perspectives and expertise, as a team it is easier to know the job better and take a disciplined approach to management of technology. Team members should also buy into a structured approach and follow the documented process. Any changes to the agreed processes must go through change control and must be documented before implementation - as expected in ISO 9000. The leadership development tools reinforce our team building effort by challenging every member to be a leader. Each member demonstrates overall consideration for team objectives thus consensus building becomes very easy although approaches to resolving an issue may be different. Several members already have the chance to lead the team in organizing team activities. It is great experience and growing process. The section about rewards, recognition and prediction

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experience and growing process. The section about rewards, recognition and prediction

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can all have practical use in real world as things are much more complex and less than ideal. 4.2.2.6 Removing barriers to improvement We need to provide very high level steps to proceed and improve on our project. Before diving into specifics, generalities must be documented and designed for improvement. For example, steps for chats could be as follows: 1. Set schedule: such as Mondays, 8:30pm EST 2. Provide order: such as non-agenda related questions, agenda, chat summary, assignments 3. Adhere to guidelines: such as Leader asks question, one at a time responds; ... means wait, still typing; Etc. 4.2.2.7 Management vs. leadership, change, improvement relationship It must be noted that we are just now starting to develop a ISO or Quality Management system that will aid the leader/manager in rooting out/ preventing sub system dysfunctions. It is hard to lead or manage when there is no system, or training. Future team leaders/managers will need to get this system moving forward to help them. 4.2.2.8 Leading change, strategic planning Our group should use our chat sessions to develop an overall team strategic plan to complete our project. Our team has begun this process to a degree but now as we have become more familiar with the overall goals of the course and the project we are better equipped to begin to develop an overall plan for success. We are not able to change the group's demographics but we are able to change our mindsets regarding the project. This may also prove to be difficult because the leader of the group does change every week, but overall we have seen an improvement in the group's work methods. LSD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to positively impact the continuously improved project management documentation (the question is, how can we improve the LSD application?). 1. Change, leadership 4.2.3 Tool improvement, 8 Continuous Improvement

Form 4.0 TOC

LSD CONTINUOUS information, as analyses, should also be used to us We need to continue IMPROVEMENT: using a frameworkThis for document submission. This approach has helped positively impact improved project management documentation (thehow question is, tremendously. Asthe wecontinuously move forward, we need to look back at our prior work and see they flow how can we improve the LSD together. The tools need to beapplication?). compared as well as assimilated in to one seamless document to show how they can work together to build teamwork. 4.2.3.1 Change, improvement, leadership 2. Supervisor leader: manager, team facilitator, champion, mentor We need to continue using a framework for document submission. This approach has helped us tremendously. As wetomove forward, we needframework to look back our prior work andalso see has howbeen they some flow The team still needs develop a consistent for at submissions. There together. be compared as welland as assimilated in to one document to of discussionThe overtools the need team to assessment document ways to improve it asseamless well. A weekly review show how they can work together to build teamwork. the past submissions along with comments received from Dr. Sinn would also be beneficial in advancing our overall document. 4.2.3.2 Supervisor leader: manager, team facilitator, champion, mentor The team still needs to develop a consistent framework for submissions. There also has been some discussion over the team assessment document and ways to improve it as well. A weekly review of the past submissions along with comments received from Dr. Sinn would also be beneficial in advancing our overall document.

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The team still needs to develop a consistent framework for submissions. There also has been some discussion over the team assessment document and ways to improve it as well. A weekly review of the past submissions along with comments received from Dr. Sinn would also be beneficial in advancing our overall document.

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4.2.3.3 Rewarding, recognizing, redirecting: Growing and handling leaders A team is different from a group because a team has a clearly defined common goals. For a team to function properly and effectively, a framework to govern member behavior and motivate member actions should be systematically built in the system. As the semester starts, the team continues to evolve. It is also necessary to have some "peer pressure" so that each member clearly understands the expectations and performance standards. Going forward, the assessment can be one part of the effort for monitor and motivate members for best performance. The idea of not only assessing each member but also adding a separate assessment for team lead is a good proposal. 4.2.3.4 Consensus building: leader as communicator The team still needs to develop a consistent framework for submissions. There also has been some discussion over the team assessment document and ways to improve it as well. A weekly review of the past submissions along with comments received from Dr. Sinn would also be beneficial in advancing our overall document. 4.2.3.5 Disciplined management of technology The first step to disciplined management of technology is to "know the job". This implies understanding the technology and having clarity about the scope of the project or assignment. As the technology becomes more and more complex, this is a challenge for any individual. That is where teamwork pays off. As team members bring in different perspectives and expertise, as a team it is easier to know the job better and take a disciplined approach to management of technology. Team members should also buy into a structured approach and follow the documented process. Any changes to the agreed processes must go through change control and must be documented before implementation - as expected in ISO 9000. 4.2.3.6 Removing barriers to improvement The LSD textbox inclusion is very cumbersome and a time waster for setting up printing. With only very few tabs, horizontal scroll bars must be shrunken for ease of navigation. We should move to a Word document. Entire books are written in Word. We are using a spreadsheet to compose a book, and it's a non-sequitur. Word can be setup with hyperlinks to sections and has much more functionality than text boxes. We are attempting to improve quality by using an application in a way it wasn't designed to be used: constantly the text boxes need to be resized, copied, pasted, moved, changed, et cetera. When I'm working on improving technical processes, I try to cut every single mouse click possible, and here we are constantly wasting time unnecessarily on adjusting space simply to type, print, and navigate. We really need to use Word! 4.2.3.7 Management vs. leadership, change, improvement relationship Maybe the previous weeks team leader should stay on to stabilize the changes brought forth during their week, while the new leader works on the new changes for the next week. 4.2.3.8 Leading change, strategic planning The use of a strategic plan can be used to help identify goals to help improve the LSD application. There has already been discussion about how to improve the assessment portion of this

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application, and our group should use both chats and threads to document our proposed plans. There is also a possibility of integrating the strategic plan into the documentation so that all are aware of the goals of the group.

4.2.4 Tool 8 Specific LSD Application Points

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The following specific issues should be addressed, consistent with tool 8 and project simulation: Each question is related to the one section of Tool #8. Please answer only the question that related to your assigned portion. You will also want to integrate what you learn, as a team, relating to the PM ROL external research, since the project objective at this time, for all teams, regardless of the nature of the focus of your simulation, is to define procedurally, how to do teams in your project environment. The challenge is to document necessary details, sufficient for all to base their work on, in the future. 4.2.4.1 How to grow leaders within the context of change and improvement Change is natural in an organization and a necessary element for improvement, but most of the changes made by today's managers have little to do with improvement. Change is typically done in a board room looking at charts and meaningless data. Considerations for change need to come from listening to those workers closest to the process and align decisions for change with organizational strategic objectives. Improvements in quality need to happen early in the process with analysis of the output and not based on pure quota numbers. Quality is not necessarily expensive when proper leadership skills are followed. Improvement can be achieved by leaders who consistently listen to employees who provide feedback on how change can be made to do such things as eliminate waste, provide improvements that customers are looking for, and job satisfaction. A good leader will recognize that change, when done properly, is a good thing. When a leader listens and communications well with the organization, his/her subordinates, and the customer, change will come natural and improvements will align with the overall mission. 4.2.4.2 How to discern and develop the leader as a supervisor, manager and team facilitator The ideal attributes of an effective supervisor-leader are numerous. Of these attributes, some can be developed, some can be nurtured and enhanced and some must come from within and must manifest themselves as a natural personality trait. Not all people are destined to become leaders nor do many people want to. However, there are many individuals that want to be, yet are not suited to the job. These are the supervisors of which workplace discontent is commonplace. The identifiable natural and inborn traits of the supervisor-leader center around mental energy, grace under pressure, flexibility, respectability and pride, and human relations skills. These attributes can be enhanced, but they are primarily traits of personality, it is difficult to develop a flexible, patient, action oriented and calm determination, if you have constantly displayed a persona which is that of an uptight, rigid, and easily flustered person. The traits which can be nurtured and enhanced from underdeveloped inborn traits are maintaining and delegating responsibility, decision making, discipline and control, communications, and doing what is expected of others. These traits are based on a inborn aptitude yet must be developed further to correspond with the needs of the company, the traits of the team, and the expectations and outcomes of the project. The traits above need to flexible and constantly change to address a changing context.

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changing context.

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Finally, individuals that possess the above traits naturally, can further develop company specific knowledge and actions to become an effective and respected leader. These learnable traits include supporting the company thorough learning and utilizing its directives, operations, forms, and reporting procedures, knowing and acting towards the "big picture," and having a certain technical knowledge of the field that the individual will be supervising. Development of these last few skills can be done through training manuals and workshops. The traits to be nurtured can be developed through a process and cycle of increased responsibility and consistent, critical and pointed feedback by both upper-management as well as the individuals being supervised. 4.2.4.3 How to grow leaders based on rewards, recognition, redirecting Bass' (1989 & 1990) theory of leadership explains the three basic ways that people become leaders. Some people are gifted with personality traits that make them natural leaders. Some people become leaders due to a crisis or important event that propels a person into leadership positions. Some other people choose to become leaders themselves and they learn leadership skills. Some on the team tend to believe that most leaders are made but not born. Great team building requires a clear and shared vision or mission that everyone on the team can embrace and make commitment to. These teams have informed leaders and managers who are committed to the team process. The leaders must provide resources to build skills and trust within the team. The team must be committed to the business and its customers and be focused on continuous improvement. There must be a rewards and recognition program that addresses "what’s in it for me?" Rewards are material form of motivation for significant achievement. The first factor in successful rewards system is to set performance standards. People need to understand the expectations and determine realistically if such standards are attainable. Once they have a clear vision about the requirement, they can set their goals and achieve them. Secondly, there needs to be a practical system to measure achievement. Such a system should be administered fairly for motivating and rewarding excellence. Thirdly, the rewards system should be established on equal footing for everybody in the team. Thus everybody has an equal chance of being rewarded if their performance warrant it. People get motivated also by recognition. Recognition does not incur material cost like reward does. However, recognition may play an equally important role in boosting morale and increase motivation. People appreciate being recognized for a job well done, which is sometimes more important than material rewards. Although recognition is "free", it should not be done senselessly. Recognition over done could cause recognition fatigue and people start not to care. In addition, recognition should be administered together with other forms of motivation to sustain the interest. Hopefully, with proper rewards and recognition, nobody ever needs to go down to the path of redirection, which though necessary is more problematic. Redirection can be interpreted as punishment or demotion thus it has negative impacts if not done properly. 4.2.4.4 Necessary communication and consensus systems to grow future leaders One of the most challenging principles of collaboration is building consensus. Group consensus is not a mandated decision set forth by a majority, but is instead a decision that every member of a

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group can support. According to Strauss, a consensus is reached in phases. Phase 1 – Perception: Is there a problem? How do you feel about it? Is it legitimate to discuss the problem openly? Phase 2 – Definition: What is the problem? What are its limits or boundaries? Phase 3 – Analysis: Why does the problem exist? What are its causes? Phase 4 – Generation of Alternatives: What are some possible solutions? Phase 5 – Evaluation: What are the criteria for a good solution? Which alternatives are the best and why? Phase 6 – Decision Making – Which solution can we agree on? Which alternative can we commit to implementing? In the first three phases the focus is the problem, while the last three address solutions. In order to reach an agreement in each phase, the team leader must possess the ability to effectively communicate and record ideas and actions for others to review. Leaders must possess basic personal communications skills including knowing when and how to ask questions, seek information and opinions, clarify or elaborate and summarize in order to help the group stay on task and on time. Effective team leadership guiding a group through these six phases will make reaching a consensus an easier task. Any group meeting should be documented and a generated report available in order to demonstrate progress. In an electronic format, producing meaningful logs or transcripts to review depends highly on the leader of the meeting. By producing an agenda before a meeting, posting it for other team members to review, and following it during meetings leaders will foster a productive meeting environment. The idea is to generate and build on new ideas and produce meaningful results, rather than idle conversations during scheduled meeting times. If each member of the team reviews the agenda, does their “homework”, and is prepared to present ideas and respond to ideas presented by others based on the agenda developed by the meeting leader, productive results will occur. 4.2.4.5 Disciplined management of technology - how related infrastructural to growing leaders A good leader not only does an excellent job at managing a project but also grooms others in the team to become good leaders. Growing future leaders is very important for businesses and organizations in order to maintain and enhance their competitive advantage. One of the way to grow leaders is to lead by examples. Disciplined management of technology, requires technology workers at all levels to be responsible, to learn continuously, to have a win-win mentality, and to follow structured approach to solving problems. These are the qualities that a good leader should have. So, by following disciplined management of technology, managers set examples that help to grow leaders in an organization. 4.2.4.6. Technological Systems Leadership For Change And Improvement 6.1 - Overview Removing barriers to improvement requires disparate perspectives and planned various angles of attack from leaders who understand their paramount role in effecting measurable improvement based on, as stated by APPA, a vision that includes employee self-fulfillment. Those working on removing barriers must understand the significance of the human component and return on human satisfaction, understand the contribution of tools and skill sets to barrier forming and the subsequent return on updating them, as well as understand the

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return on updating them, as well as understand the

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financial risk and potential return on investing in barrier removal for improvement and financial reward. 6.2 - Organizational/Technical Support In the course of multiple changes, organizations can lose perspective on vision, rationale for processes, and the foundations that formed quality, reproducible procedures. Additionally, the organization might even lose sight of monitoring for improvement and subsequently introducing into the environment positive change and control of that change. John Sullivan of Workforce Management suggests that we employ Human Resources (HR) and allow HR to "take the lead in developing tools and capabilities to identify" what barriers have been stood up to prevent employees from working most productively in a self-satisfying environment. Effective use of HR should begin prior to personnel requests in the process and at the evaluation of the need for personnel. Then, tools should be employed to ensure personnel requests contain verbiage that has the best chance to attract the "right" employees, and tools should be developed for the hiring process in its entirety. HR also should employ tools to discover barriers preventing employed workers from being their best, and finally those tools should be required for exiting employees. 6.3 - Lack of Knowledge On a continuum technology will change, and knowledge will be lacking. How we address this paradigm strategically will provide for continuous successful employment of technology. According to Phyllis Cangemi, Paul Gaskell, and Wayne Williams, we simply should "follow standards, and train people on them." While the statement seems very simple, it remains complex. We should follow standards not only in procedures, processes, and implementation but also in concept, design, and acquisition. For example, IPv6 is coming—some small departments have implemented it already. Prior to designing is thinking, conceptualizing, and it is at this stage we must consider—we must demand—that whatever the thought process, it should be looking forward to IPv6. Any hardware for the proposed design need not already be IPv6 ready but be IPv6 capable with a planned firmware upgrade, and this possibility must be in writing not only in the RFP but also in the implementation documentation and pre-design appendix. The hype cycle needs consideration as well. My experience has demonstrated that bleeding edge implementation brings about excitement for employees involved in the project, but some severe drawbacks exist that create unnecessary lack-of-knowledge cycles. Bleeding edge implementations bring the unknown into an environment and often are implemented by those without production experience on the product. The employees working on the implementation are trained and experience an increase in value that at times parallels the hype cycle. If those employees leave to implement elsewhere, the lack-of-knowledge cycle has begun, and we need to document an implementation guideline that considers avoiding creating lack-of-knowledge cycles. We need to remember that the same technology is available to everyone, even in-house, custom developed applications because development is repeatable. We also need to remember that if we retain the employee resources in which we invest, the repeatability of our processes increases, as does production, while the barrier to improvement decreases.

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6.4 - Time Crunch Often the time crunch is a red herring formed from bad processes, waste, and poor planning. According to LSSQTT Tool #8, the time crunch also can be driven by the competition, which is why time efficient processes need to be developed, maintained, and improved continuously. According to Eve Tahmincioglu, projects need to be developed to remove barriers to time efficiency from multiple angles. We need to evaluate processes that require multiple resources, evaluate the use of those resources, and develop ways to improve the process, freeing the resources for other improvements. For example, if we determine that the billing process requires 42 resources for nine days, and we can remove barriers such as slow printers, slow databases, poor network connections, slow workstations, and poor helpdesk first-level response time, we could cut the time from nine days to seven days. That returns 672 hours to production a month, or 8064 hours to production a year. The more process from which we can cut time and return employees to production, the better the return, obviously; often missed, though, is the calculation of returned hours. If we cut 672 hours per month from one process, we returned those hours to production for a net gain of 1344 hours per month, 16,128 per year. 6.5 - Commitment Commitment comes from within and often is emulated by employees. Leaders must be committed to the organization because it is difficult to propagate commitment where those emulated lack commitment. One way to increase the chance of commitment to the organization, according to Richard F. Federico, is by supporting volunteerism. Volunteerism doesn't always work quite possibly because of implementation and varying interests. It must be encouraged, and the selection needs to be vast enough to allow different geographical areas opportunities. The selection also must portray a positive organizational image. Prior to implementing the volunteerism plan, a general flowchart of acceptability needs to be created for submissions. This chart needs to remain a living document, and the qualifiers few.

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Form 4.0 TOC

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Supported Charity?

Includes all Race, Gender, Orientation ?

No

Not Supported

Yes

Includes a Local, Regional, or National Cause? ?

No

Not Supported

Yes

Not Considered a Hate Group?

No

Not Supported

Yes Supported According to Federico, the following should be considered for launching a volunteerism support initiative: 1. Recruitment and retention increases. 2. Most employer/employee volunteerism varies by location. 3. Try to align volunteer support with products and services. 4. Employees feel a strong affiliation with the company when they are permitted to team with co-workers to carry out rewarding volunteer activities.

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6.6 - Attitude Poor attitude can spread like infection and needs to be addressed. Several sources from personal to work-related foundations can contribute to poor attitude. Therefore we must do what we promise to do, abide by industry similar schedules as a standard, abide by compensatory reward appropriate for the area, and offer opportunities for positive change along with corrective action processes. The Richardson Company provides an interesting, comically sad video to address poor work attitudes and demonstrates how that attitude can affect others. The video entitled The Attitude Virus: Workforce Edition should be shown to all employees and followed up with discussion on the main points for employees to: 1. Recognize their attitude problems 2. Take responsibility 3. Focus on behavior, not personality 4. Acknowledge underlying causes for bad attitudes 5. Address stress-causing issues 6. Replace negative reactions with new, adaptable responses 7. Monitor progress 8. Infect their teams with a positive attitude 6.7 - Attention to Detail Lack of attention to detail can be the source of a quick decline in quality and performance. According to Andrew Moore, we need to develop Key Performance Indicators (KPIs) for monthly organizational review and weekly PKIs for site-specific project team reviews. If we develop key indicators and monitor them, we will be able to adjust quickly to developing trends. We need: 1. A chart of site-specific KPIs 2. Weekly programs showing only current activities 3. Health and safety information 4. Story boards 5. Last Planner results 6.8 - Assessment/Reflection When assessing that which needs improvement, the value of that indication, according to SAI Global, needs to be known for considering altering the process or product. If the value of the findings remains unknown, we should move on to resolve that which has a known value or discernable return on the effort. We need to implement a corrective action plan that is repeatable and has a general, measurable foundation requiring its implementation without question. After corrective action has been implemented, we need impact assessments at specified intervals to measure the effectiveness of the corrective action. For example, after implementing corrective action, we need to juxtapose the situation after one week with the situation prior to implementing the corrective action. After one month, compare among the three, after three months, compare among the four, after six months compare among the five, and after one year, compare all six measurements. This long

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term impact assessment will provide measurable results that could lead to improving the corrective actions themselves, the implementation of the corrective actions, the maintenance of the corrective actions, and/or additional unexpected results. 6.9 - Systematic Perspective/The Big Picture When implementing improvement processes, we need to understand the lifecycle of improvement and the stage in which we are acting resides. To move from one stage to another, we need to complete each; more importantly, though, we need to understand each stage and what it brings to the improvement lifecycle. The following stages have been identified by APPA. 1. No systematic internal process data collection program evident. No real documentation exists. Leaders as well as all other employees really don't have written, repeatable processes. Ideas exist about how successful implementation is achieved, but those ideas quickly can be changed and leave with those who leave the organization. 2. Beginnings of a systematic internal process data collection program. Some process have been written down and are being tracked. Many significant processes are not being tracked, and some are not yet been revealed. Although still chasing a lot of fires, this is the beginning of chasing fires less and implementing improvement more. 3. "A sound, systematic internal processes data collection, evaluation, and refinement program has been established to examine internal processes perspective objectives." Nearly all processes have been written down and are being tracked. Those that are being tracked are now being evaluated for trend analysis, which is being performed and understood. Costs are being reduced, and the emphasis is now lopsided toward implementing improvement and chasing significantly less fires. 4. Methodical documentation of processes, analysis and improvement implementation has lead toward meeting established goals for primary process improvement and cost reduction. Primary processes are being improved, and costs are being reduced. Improvements implemented previously are being improved upon themselves. Downward trends are nonexistent, and comparisons have grown from beyond internal comparison to external, similar-industry comparisons for improvement. 5. Methodical documentation of processes, analysis and improvement implementation has lead toward meeting established goals for all process improvement and cost reduction. All processes are being improved, and costs are being reduced. A narrow focus on specific services embedded within the layers of those services improved are being evaluated and improved. Improvement implemented are now in a cycle of continuous improvement. Downward trends are non-existent, and comparisons have grown from beyond external comparison to similar-industry comparisons for improvement to some external benchmarks from disparate industries.

4.3.0 Tool 9 Analysis

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Project analysis provides the opportunity for the team to each identify, analyze and present ideas and key issues to help grow the team knowledge base and add value to the overall portfolio of work evolving. This should be primarily a function of content applications and literature reviewed by each person on the team, all intentionally targeted toward the LSSQTT tool content under

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Project analysis provides the opportunity for the team to each identify, analyze and present ideas and key issues to help grow the team knowledge base and add value to the overall portfolio of work evolving. This should be primarily a function of content applications and literature reviewed by each person on the team, all intentionally targeted toward the LSSQTT tool content under

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discussion for that assignment. Use of external information and applications analyzed in this manner is done to validate and support, in objective ways, what the team is focused on as defined in project data and other areas of their documentation, as key findings, conclusions and recommendations for changes and improvements. This information is placed in the text box format below as individuals and then the compiler for that toolkit assignment collects all and places them in one excel worksheet. At phase reviews, all information is placed in one "macro" worksheet of information to illustrate the teams' total research for their project objectives.

4.3.1 Tool 9 Findings and Analysis

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FINDINGS and ANALYSES: What were the main analysis steps which were used and what did you find, in your work for this part of the project? This should include a primary discussion of content applications, including review of literature, rather than general team management issues. 4.3.1.1 Lean six sigma teams, problem solving There are several articles and in particular case studies that deal with lean manufacturing and six sigma, especially new articles dealing with the integration of the two ideologies. Once case study discovered laid out a good strategy to problem solving with these steps: 1.) Define and Measure the Problem 2.) Analyze the Problem 3.) Generate Ideas to Solve the Problem 4.) Refinement of Ideas 5.) Implement the Change 6.) Check the Result It is important that the group clearly define the problem statement so specific outcomes can be achieved. A cross-functional group can analyze the problems and generate solutions. Once the solutions have been researched one must be selected and implemented. The main key is the tracking of the results of the change to see if goals have been met. If not, the solution must be reevaluated and a different solution generated to fix the problem. 4.3.1.2 Enhanced design, creativity, five why's Most of the web searches for enhanced design were related to computer or software packages. The term enhanced design was often used to describe new products. Creativity is a broad term that can be used to describe unusual acts. There was far more information on the 5 why's process. Consulting firms, software packages and general quality forms all had relevant information. 4.3.1.3 Managing innovation, design phases The main analysis steps used were reviewing, analyzing, and modifying. Basically, everything having to do with innovation requires feasibility analysis, control, defined processes and steps, and modification. Change is all right. That's correct: change is all right. Change, though, must be controlled just as a project must be controlled. 4.3.1.4 Applied technical research According to LSSQTT Tool#9 courseware "research is a process of critical and exhaustive

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According to LSSQTT Tool#9 courseware "research is a process of critical and exhaustive

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investigation and or experimentation to achieve the goal of discovery of new facts and their correct interpretation". Applied technical research could be invention (i.e. producing a previously nonexistent product), discovery (i.e. recognizing a phenomenon inherent in nature, but was not known before), innovation (i.e. improving what already exists), and development (i.e. evolving an innovation or invention from concept to commercialization). Applied technical research program is important because it fuels continuous improvement. It is also beneficial to businesses as it enhances competitive advantage. The key components of research design are: identifying a research problem, reviewing the literature related to the problem area, developing the methodology. The methodology should include step by step procedures to be followed as well as the method of analysis to be used. Methodology could involve developmental, replication or experimental research. Replication and randomization are important aspects of the methodology - they improve significance and validity of the result. After research design, the next step is to develop a cost estimate for the research project and prepare proposal(s) to secure funding. A proposal could be anything between an informal document to request money internally from within the organization or could be a very formal response to an RFP (Request For Proposals) issued by an external agency. In any case, the proposal must follow the guidelines provided by the organization that gives out the grant. Once the project is funded, the next step is to conduct the study following the methodology identified in research design, and then document the findings and any suggestions for future work. A good research report typically includes statement of the problem, why the problem is worth studying, literature review, methodology, findings, and summary, conclusion, and recommendations (Beach, 1992).It is important for a research report to have enough details so that if desired, another researcher from the same field should be able to replicate the study by following the methodology documented in the report. 4.3.1.5 Process and applications engineering There is always room for improvement in any product or process. The key to improving product or process quality and remaining competitive is understanding each of the individual processes that are involved in the total package. This process starts with understanding who your target market/group is and what are their expectations. Once this is understood, the necessary elements to develop a product/service can be developed and researched in support of producing a quality product. But the process does not stop there, continuous feedback and research, revision and refining of the processes utilized in a product/service are essential to maintain and improve the quality. The key in this part of the project is to fully understand the significance of product launch system to the total success of after-launch customer satisfaction and product sustainability. It is a rather long and hard way from product inception to product launch. It is very hard to resist the final relief, thinking that finally it is over. In fact, product launch can actually be regarded as the new lease of a page as much as school graduation is called "commencement". It is the beginning for the new product to gain ground and develop momentum and secure continued success. 4.3.1.6 Product launch systems for innovation From inception to launch, the product development has to go through a series of phases, each contributing to the final success delivery of the intended product. Program definitions starts with the charter and results in the contract approval by management and accepted by the intended customer. Design phase focuses on designing and developing the product, support and information required for customer needs. Development phase refines a total system design through continued analytical testing procedures to ensure product to meet requirements.

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Program managed introduction provides the transition to full production of the total system for final review and acceptance. The above phases eventually lead to product launch which is the goal of the program. Product launch requires careful and skilful planning and execution. The manner, the timing, location and promotion are all important factors which need to be taken into consideration. 4.3.1.7 Patents, USPTO The section on patents is primarily a run down of cursory facts regarding the purpose of, processes required and protections afforded by the United State Patent and Trademark Office. A plethora of additional and more specific information is found at the website of the USPTO, conveniently listed as www.uspto.gov. Here the office provides listings and explanations of patentable and non-patentable inventions, listing of the depository libraries, inventor resource links, announcements for conferences and web-seminars and links to many other resources. To develop and patent an invention is a long and perhaps tedious, red-tape filled process, the website is very helpful and comprehensive in it's scope. Additionally, there are numerous searchable databases and inventor resources above and beyond the USPTO authorized depositories and databases. Certain databases, such as COS services allows a researcher to research all patents, provides databases for grants and funding opportunities for invention development and the like.

4.3.2 Tool 9 Conclusions and Recommendations

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CONCLUSIONS and RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work, and literature reviewed, what can you now conclude and recommend to assist your team as it moves forward? How has the information applied and reviewed affected the team problem focus, objectives, layout flowchart, or other project data? 4.3.2.1 Lean six sigma teams, problem solving Our team has only done a vague problem statement for our project, and the suggestions for solving the issues of our project have also been broad. By using this strategy, and already having a cross functional team in place, our team can have a productive chat session to help clearly define our problem statement and come up with viable ideas for solving the issues with our semester project. A framework for our team to achieve it's goals is essential for success. This can be applied directly to the objective and layout flowchart of our project as well as the methodology in which we strive to complete each of the individual tool assignments in the future. 4.3.2.2 Enhanced design, creativity, five why's The 5 why's process should be introduced into the teams problem solving activity when process or the design of server room problems arise. The 5 why's can be added to the layout flow of the design process. 4.3.2.3 Managing innovation, design phases We need to determine benchmarks for progression in the project. Modifications to the project should be expected; however, prior to accepting the change, the feasibility of it must be analyzed, and the change must be treated as a mini project, controlled within its contained scope. We need a Gantt chart and mitigation for anticipated problem milestones.

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be expected; however, prior to accepting the change, the feasibility of it must be analyzed, and the change must be treated as a mini project, controlled within its contained scope. We need a Gantt chart and mitigation for anticipated problem milestones.

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4.3.2.4 Applied Technical Research Research refers to investigation or diligent search that generates new knowledge to solve problems faced by the society. When doing basic research, investigators focus on finding out how nature works (Beach, 1992). So, in general, basic research involves studying certain phenomena and developing new knowledge without any particular reference to human needs or wants. On the other hand, technical applied research uses the existing knowledge already generated by basic research and applies it to solve specific problems of interest to humankind. For example, knowledge about genomes is generated through basic research. But, coming up with a gene therapy to cure certain disease is applied research. Typically, problems are defined in terms of hypotheses or research questions. Problem definition is the most important aspect of any research project. As researchers, if we can not describe a problem clearly and articulate how the solution could be beneficial to the society or at least to the project sponsors, we can not convince any one to fund the project. A grant proposal could be a letter or a full blown proposal (http://www.grantselect.com). A letter type grant proposal typically includes brief information about the problem, methodology, credential of the investigator's) and the proposed budget. On the other hand, a full blown grant proposal should have Front Matter, Proposal and Back Matter (Reid, 2001). The front matter contains letter of transmission, title page and abstract. The proposal part contains introduction, body and conclusion/recommendation. The back matter includes bibliography, qualifications of the investigator, budget and appendices. Overall a grant proposal needs to address the following for the proposed project: “what”, “how”, “when” and “how much”. 4.3.2.5 Process and applications engineering The team needs to focus more on the proposed project and fully develop and understand the processes involved. There is a basic outline of the proposed project, but not a complete "big picture" that shows start to finish what tit will take to get this project complete. With this, we can examine each of the sub-components of the projects and address them on an individual basis, and thus the ultimate outcome of completing all the sub-components is a completed project. 4.3.2.6 Product launch systems for innovation The team has to plan and execute a project. Typically it is easy to take into consideration the immediate matters such as goal statement, design, financing, tasks, schedule, etc.. However, the consideration of project launch may or may not be on the radar screen of a project team because it does seem far fetched on the surface. After all, it seems that you only need to consider product launch until after you are about done with the project. The launch system portion from Tool #9 application indicates that system launch should be an integral part of the total system to be delivered. Thus it is necessary for the project team to include system launch strategy in the beginning of the planning process. As literature review indicates, a project should not be just ended without careful closure, which include system review, lessons learned, financial closure, documentation, training and knowledge transfer, to mention just a few. The morale is planned launch system goes a long way not only to enhance the success of the project itself but also enhances the chance of success for future projects. 4.3.2.7 Patents, USPTO In terms of the specific section covered on patents and trademarks, a tangible connection to our immediate project management is not obvious. What can be recommended is that with the knowledge of the patent process and the patentable inventions, if the process of our project can be developed to a point where it is a useful tool to others in a variety of situations, and if the

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developed to a point where it is a useful tool to others in a variety of situations, and if the

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process can be documented and described in a coherent and replicateable way, we could feasibly pursue a patent on the process. As we all contribute to the project in an equal proportion, we would hold equal interest in the patent (and proceeds) for a period of 20 years from the application date. What is an interesting point that needs to be clarified, is the 1 year time limit from initial public presentation. Why this needs clarification is the format of this course allows for a public presentation easily, specifically, if the professor makes the process available as his portfolio, reviewable by the whole web, does that posting start the 1 year limit? As only the inventors themselves are able to apply for patent, that would put the onus of quick application on the students. It is an area that needs more investigation.

4.3.3 Tool 9 Continuous Improvement

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ASD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to positively impact the continuously improved project management documentation (the question is, how can we improve the LSD application?). 4.3.3.1 Lean six sigma teams, problem solving The primary issue we can implement from this section is the checking of the results of our applied decisions. There are several different areas our group has made changes to assignments and documentation strategies, but the main question is 'Does this work?" Our group has done a good job of discussing the feedback received from Dr. Sinn on the changes we have been making, but we need to continue to do so and use this feedback for future planning as we go forward. 4.3.3.2 Enhanced design, creativity, five why's We should be disciplined enough to use the 5 why's process when we have problems to solve. This is a proven methodology that is good for team environments. 4.3.3.3 Managing innovation, design phases The team as a whole is not happy with the current requirements of completing text boxes for documentation. We have discussed change and the plan to propose change to another Office application. We also need to address improving change within Excel, and we are doing so, but we also need to do so while embracing the application rather than while pushing it away. 4.3.3.4 Applied technical research As a team, we are doing good review of literature. We have been struggling with the problem definition, but we are improving as a team with each assignment. If we invest more time up front on what we need to for a given tool assignment, we will have better problem definition and we as a team could produce better work. 4.3.3.5 Process and applications engineering We are still struggling with the text boxes that expand across pages and all the associated formatting issues with compiling multiple submissions into one. We did use a standard form this week and the hope is that this will assist in that area. 4.3.3.6 Product launch systems for innovation Literature review indicates that there are vast amount of information available on project management, including project closure and product launch systems. Some resources include review check lists, management templates, planning questionnaire and so on. They can readily studied and adapted to suit the situation of a particular project for its unique purpose, size, duration and scope. Much of the material can be incorporated in the total documentation as attachment or directly placed in the core content of the documents.

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Much of the material can be incorporated in the total documentation as attachment or directly placed in the core content of the documents.

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4.3.3.7 Patents, USPTO In order to proceed towards potential patent we need to begin to improve our documentation of our own processes in working together as a team and document in a systematic way goals, actions and outcome expectations along with an accounting of issues that arise and possible solutions/steps to take to mitigate or alleviate the problem. The team has started to do this in terms of a weekly run down of issues addressed and a rework of the assessment process.

4.3.4 Tool 9 Specific ASD Application Points

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4.3.4.1. How to manage systems for optimum quality, as a quality management system (QMS)? Optimum quality can be obtained by continuously achieving team based improvements. These improvements are made through routine problem solving that occurs at the operational and strategic levels. These improvements will be made by performing detailed analysis of specific business processes, customer expectations, and business application rules. This information will allow team members to re-design and re-engineer products better and position the organization in a stronger competitive role. Team leaders need to focus on the enormous amount of data that is provided about system processes and business functions and pull out relevant information that allows problems to be solved. The team members must be able to interpret the magnitude of data presented and make quality decisions on a day to day basis to address those items that need attention immediately. As a second goal, problem solving needs to focus on longer term, strategic goals of product or service improvement. This will be achieved by realizing where product improvements and innovations can be made by analyzing the data that are documented and discussed as a team. Data analysis needs to become a standard practice with each evaluation considering current process improvement and their impacts on longer term goals. 4.3.2.2. How to audit and assess systems within the context of change and improvement? There are three fundamental phases used to develop solutions to problems and are at the center of ongoing improvement and overall quality enhancements. They include assessment, analysis, and action. Continual feedback is necessary to provide a solid foundation of assessment, but a model must first be chosen and accepted by everyone on the team for this to work properly. A good framework for this is through the use of product design and specifications so that a basic rubric can be established and completed easily. Analysis and action were discussed prior, but accompany the assessment piece through the continual evaluation of documented procedures and those steps taken for overall quality improvement. Change and improvement are very iterative types of procedures. When analyzing a particular problem, it must be remembered that the focus needs to be placed on the system or process itself and not the persons performing the actual process. Total quality improvement, in an iterative fashion, utilizes a facilitator and team leader to assess the performance of the individual parts of the process to find weaknesses and areas that can be improved. Team members must feel that their input is important and that their job performance isn’t being evaluated, but the overall job process. 4.3.2.3. Developing teams, leaders in a QMS electronically documented environment of the future? Tomorrow’s teams and leaders are going to face a new challenge of document management skills that will need to be added to their teamwork objectives. The first challenge will be the actual documenting of the procedures themselves. Making the necessary time will be the first step, but

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managing multiple forms of documentation will also increase the complexity. Documents will take the form of not only word documents and spreadsheets, but will also include video, audio, and training components stored in third party non-standard formats. The second challenge will include the ability to share, track changes, and offer versioning of the documented objects. Sharing needs to occur so that all on the team can consistently view the operations and any changes being made or being proposed. The ability to track changes will be crucial as team members will be encouraged to contribute to ongoing electronic documentation. Once changes have occurred, the ability to offer versioning will also be an important component, as team managers will want to review older documents and have the ability to review growth and communication progress. 4.3.2.4. Necessary electronic communication systems to grow and do QMS in the future? As more and more documentation occurs digitally, systems will need to be developed to create a communications framework. There are several products on the market today that offer this kind of capability. The first is Microsoft SharePoint, with its versioning, security model, and the ability to also generate conversations revolving around the content. It also offers the capability to integrate email, schedules, and shared contacts with other team members. There are also a number of course management systems that offer the ability to share content as a team member versus team leader. These systems are not as robust necessarily as a document management system, but they do offer a number of chat, threaded discussion, and calendaring options. One area that will continue to grow is that of social networks and personal communication space. Several technologies today, such as wikis and blogs, have and will continue to grow into a more collaborative working space. Twiki and several other packages have already seen this opportunity and have created social collaborative tools for the workplace. This environment allows for individual workers to create content, but also link to other team member’s objects that provide relevance. Internet tools will most likely become the foundation for communication systems as more and more team managers are becoming digitally and socially literate as a new means of communication. 4.3.2.5. Disciplined management of technology--relationship infrastructurally to QMS, audit function? Disciplined management of technology requires technology workers at all levels to be responsible, to learn continuously, to have a win-win mentality, and to follow structured approach to solving problems. A QMS (Quality Management System) basically provides a framework for predictable quality and quality improvement. So, a disciplined worker must follow the processes and guidelines documented in the QMS. However, in reality, everyone may not follow the QMS at all times or someone could make an error. The audit function detects the gaps between the practice and the QMS so that the gaps could be closed. So, disciplined management of technology supports the audit function and uses audit reports for quality improvement. The foundation of audit functions revolves around the continuous effort to document procedures and to analyze data at all levels. The day to day operational workers need to feel that they can review documentation done about their work and processes and that management has provided a clear expectation of their work standards. Clear and concise objectives must be established in order for workers to feel that they’ve either met or not met process expectations. 4.3.2.6. Integrating strategic planning, change as improvement in QMS organizationally in the future? Change of a process and eventually the product will be done by both the management and operational workers equally. Workers will feel that the process itself will be criticized and their

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input will be valued. Clear expectations will be established such that input will flow naturally. This open line of communication will allow all within the team to create a fuller strategic vision for change and improvement. Proper training on the use of technology must accompany expectations for all employees due to the fact that process documentation will become more and more digital. Employees must feel that their input is appreciated and considered when change, improvement, and long term strategies are being developed. Organizations must not get caught up in the daily operations and problem solving in that they cannot spend time focusing on new ideas and concepts for future production. Teams must be built horizontally in such a way that skills and experience are placed together from disparate units. This provides the depth and breadth needed for overall strategic creativity. Problem solving will continue to be a day to day function, but will be grow with more sophisticated documentation and all team member input that will be valued.

4.4.0 Tool 10

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4.4.0.1 This section describes overview of ISO standards. ISO 9000 is a generic name given to a family of standards developed to provide a framework around which a quality management system can effectively be implemented. The ISO 9000 family of standards was revised in December 2000. This section discusses the brief history, content standards and impacts of ISO 9000 standards.

4.4.1 Topic Analysis

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Document the topic analysis steps. ISO 9001:2000, the requirement standard, includes the following main sections: Systemic Requirements Management Requirements Quality Management Principles

4.4.2 Brief Background of ISO

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4.4.2.1 ISO Background. Founded on February 23, 1947,The International Organization for Standardization (ISO) is an international standard-setting body composed of representatives from national standards bodies. the organization produces world-wide industrial and commercial standards, the so-called ISO standards. While the ISO serves as a non-governmental organization, its ability to set standards makes it more powerful than most NGOs, and in practice it acts as a consortium with strong links to governments. Participants include several major corporations and at least one standards body from each member country. ISO 9000 is a family of ISO standards for Quality Management Systems, initially developed from the British Standards Institution's BS 5750. The ISO 9000 standards are maintained by ISO and administered by accreditation and certification bodies. Although the standards originated in manufacturing, they are now employed across a wide range of other types of organizations. Some countries re-label ISO 9000 as a national standard. ISO 9000 does not guarantee the quality of end products and services; rather, it certifies that consistent business processes are being applied.

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products and services; rather, it certifies that consistent business processes are being applied.

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4.4.2.2 ISO Major revision in 2000. ISO went through revision in 1987 and 1994 and the most recent revision took place in 2000. The 2000 version, ISO 9000:2000, made an effort to elevate the concept of process management centre in the standards. ISO didn't see any change in the essential goals of the standard, which had always been about 'a documented system' not a 'system of documents'. The goal was always to have management system effectiveness via process performance metrics. The third edition makes this more visible and so reduced the emphasis on having documented procedures if clear evidence could be presented to show that the process was working well. Expectations of continual process improvement and tracking customer satisfaction were made explicit at this revision. Unfortunately too many organizations continue to produce reams of unnecessary documents and to write quality systems around the paragraph structures of ISO 9001 rather than analyzing their business processes and building systems around the process flow of the organization. Source: Wikipedia (2006). ISO 9000, acquired from http://en.wikipedia.org/wiki/ISO_9000. 4.4.2.3 ISO 9000 major guidelines. ISO-9000 currently has three quality standards: the ISO-9000:2000, the ISO-9001:2000, and the ISO-9004:2000. While ISO-9001:2000 outlines specific requirements for compliance, the ISO9000:2000 and the ISO-9004:2000 merely present information or guidelines. Since the main objective of ISO is to provide a single internationally-accepted set of standards for everybody's reference, all of these quality standards are process-oriented. This means that ISO-9000 is more particular about how a company conducts its processes but not what products or services it provides. ISO 9000:2000 Quality Management Systems - Fundamentals and Vocabulary. This section establishes a starting point for understanding the standards and defines the fundamental terms and definitions used in the ISO 9000 family to avoid confusion in their use. ISO 9001:2000 Quality Management Systems - Requirements. This section defines the requirements for assessing the ability to meet customer and applicable regulatory requirements and thereby address customer satisfaction. It is the only standard in the ISO 9000 family against which third-party certification can be carried out ISO 9004:2000 Quality Management Systems - Guidelines for performance improvements. This section provides guidance for continual improvement of the quality management system to benefit all parties through sustained customer satisfaction.

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4.4.3 ISO9000-2000 Systemic Requirements

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Source: SemiconFarEast (2005), acquired from http://www.semiconfareast.com/iso2.htm.

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4.4.4 ISO9001-2000 Management Requirements

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Source: SemiconFarEast (2005), acquired from http://www.semiconfareast.com/iso2.htm.

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4.4.5 ISO 9001-2000 Quality Management Principles

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Source: SemiconFarEast (2005), acquired from http://www.semiconfareast.com/iso2.htm.

10.5 ISO 9001-2000 Quality Management Principles

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4.4.6 Tool 10 Analysis Tool #10 Item

Form 4.0 TOC External Bibliographic Resource QMI (2006). Retrieved July 9 from http://www.qmi.com/registration/ts16949/Default.asp? language=English

1. ISO, QS introduced, overviewed Total Logical Concepts. (2006). Retrieved July 10 from http://www.tlcnh.com/download/TS16949SampleQM.pdf a) Bradley, M. (February,1994). Starting Total Quality Management from ISO 9000 . The TQM Magazine, Vol. 6, Issue 1, pp. 50-54.

2. ISO 9000 Based Requirements, QS Focus

b) Subba Rao, S., Ragu-nathan, T. & Solis, L. (December, 1997). Does ISO 9000 have an effect on quality management practices? An international empirical study. Total Quality Management, Vol. 8, No. 6, pp. 335-346. c) FedEx. (August, 1993). FedEx'S 20 Tips for Implementing a Quality Program. Retrieved July 6, 2006 from http://deming.ces.clemson.edu/pub/tqmbbs/cases/fedexqul.txt

3. ISO 9000 Streamlined

a) QMI (2006). Retrieved July 9 from http://www.qmi.com/registration/ts16949/Default.asp? language=English

4. Environmental 14000 Standard

ISO Online . Retrieved:http://www.quality.co.uk/quality/iso14000.htm b) Total Logical Concepts. (2006) Retrieved July 10 from http://www.tlcnh.com/download/TS16949SampleQM.pdf

a) Rosenau, Milton D. (1998). Successful Project Management: A step by step approach with practical examples. New York: John Wiley and Sons. b) 5. Managing Process: Ongoing Eloranta, E.; Hameri A.; Lahti M. (2001). Improved project Process Control Plan (OPCP) as management through improved document management. One Key Computers in Industry, Volume 45, Number 3, July 2001, pp. 231243 (13).

6. Managing Based on standardization

Hanseth, Ole Hanseth, Monteiro, Eric Monteiro, & Hatling, Morten (Autumn, 1996). Developing Information Infrastructure: The Tension Between Standardization and Flexibility. Science, Technology, and Human Values, Vol. 21, No. 4, pp. 407-426.

4.4.6.1 Tool 10 Findings and Analysis

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4.4.6.1.1 ISO Based Requirements, QS Focused The QS (Quality System) guidelines are consistent with ISO 9000 requirements. Under ISO 9000 there are twenty requirements within the broader context of quality improvement: 1. Management Responsibility: Management must have a quality policy that is consistent with the mission statement. It should make sure that the business plan covers both short term (1 to 2 years) and long term (3 or more years) goals and objectives. They should also have mechanism

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The QS (Quality System) guidelines are consistent with ISO 9000 requirements. Under ISO 9000 there are twenty requirements within the broader context of quality improvement: 1. Management Responsibility: Management must have a quality policy that is consistent with the mission statement. It should make sure that the business plan covers both short term (1 to 2 years) and long term (3 or more years) goals and objectives. They should also have mechanism

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in place for implementing, tracking, updating, and reviewing the plan. 2. Quality System: A broad quality system must be established in the form of a quality manual. Quality manual must provide methods and procedures to assure that products meet customer's specifications. 3. Contract Review: It calls for organization wide procedures for managing contracts. The goal is to make sure that all requirements are adequately specified and understood by all parties. 4. Design Control: All the plans for design and development activities must be controlled. These activities must be consistent with the quality system guidelines. Design control covers design input, output, verification, validation and design changes. 5. Document and Data Control: It covers approval, acceptance and issue of all external and internal documents, and data for all customers and suppliers. It also addresses methods for document changes and disposal of obsolete documents and data. 6. Purchasing: It deals with the documentation of control mechanisms and quality relationships related to subcontractors. 7. Control of Customer Supplied Product: Customer supplied product must be tracked, tracked controlled, and recorded within the quality system. 8. Product Identification and Traceability: Each component in product must be tracked from receipt through delivery of finished product. 9. Process Control: The methods, procedures, metrics and measurement tools for processes must be documented. There should be system in place to track and record process data and take corrective actions. 10. Inspection and Testing: Methods and procedures for inspection as well as product acceptance criteria must be documented. Receiving inspection and testing must be carried out to make sure that incoming material and/or components confirm to the quality standards. In-process inspection and testing should focus on defect prevention rather than defect detection. 11. Control of Inspection, Measuring and Test Equipment: There must be documented procedures in place to control, calibrate and maintain inspection, measuring and test equipment. 12. Inspection and Test Status: There must be methods and procedures to control and ensure quality of test findings. 13. Control of Non-Confirming Product: The focus of this element is that non-confirming components and material should not be used in a product. Therefore, there must be documented procedure for disposal of non-confirming products and corrective actions for rework of non-confirming products (if desirable). 14. Corrective and Preventive Action: Documented procedures for corrective and preventive actions should use analysis of root cause, data driven systematic problem resolution and management reviews to avoid repeated problems. It should also have process in place for proper handling of customer complaints.

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15. Handling, Storage, Packaging, Preservation and Delivery: There should be documented processes for this. The goal is to prevent or minimize deterioration to product in processing. 16. Control of Quality Records: It is important to document and record all aspects of quality system. Typically, quality records are maintained for one year beyond the life of product programs. Internal management and audit records should be kept for three years from the date of creation. 17. Internal Quality Audits: Its main purpose is to determine the overall effectiveness of the quality system and to initiate improvements based on audit data. There should be documented methods and procedures for such audits. 18. Training: Training should be viewed as a strategic item that creates opportunity for improvement. Appropriate records on training activities and qualifications of associates must be maintained. 19. Servicing: Service functions related to customer demands and requirements should be documented. 20. Statistical Techniques: Statistical techniques appropriate for the product and process should be identified, documented and implemented. Sections II and III of the QS 9000 manual provides sector specific and customer specific requirements that are in addition to the twenty requirements mentioned above. The sector specific requirements are related to PPAP (Production Part Approval Process), continuous improvement such as Shewhart Cycle, and manufacturing capabilities. An organization needs to fulfill ISO 9000 requirements stated above for ISO registration. There is a lot of similarity between these requirements and the Malcolm Baldrige National Quality Award winner FedEx's 20 tips for implementing a quality program. A study (Bradley, 1994) shows that ISO 9000 can be used to start on the journey towards TQM (Total Quality Management). Another study conducted by Subba Rao, Ragu-Nathan & Solis (1997) indicates that ISO 9000 registered companies exhibit higher levels of quality leadership, information and analysis, strategic quality planning, human resource development, quality assurance, supplier relationships, customer orientation and quality results.

4.4.6.1.2 This section describes overview of ISO standards. ISO/TS 16949:2002 is an ISO Technical Specification, which aligns existing American (QS-9000), German (VDA6.1), French (EAQF) and Italian (AVSQ) automotive quality systems standards within the global automotive industry, with the aim of eliminating the need for multiple certifications to satisfy multiple customer requirements. Together with ISO 9001:2000, ISO/TS 16949:2002 specifies the quality system requirements for the design/development, production, installation and servicing of automotive related products. In addition, there are customer specific requirements that are required by individual subscribing vehicle manufacturers.

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4.4.6.1.2.1 Document the topic analysis steps. ISO/TS 16949:2002, the requirement standard, includes the following main sections: Quality Management system Management responsibility Resource management Product realization Measurement, analysis and improvement 4.4.6.1.2.2 ISO Background. ISO/TS 16949:2002 is an ISO Technical Specification, which aligns existing American (QS-9000), German (VDA6.1), French (EAQF) and Italian (AVSQ) automotive quality systems standards within the global automotive industry, with the aim of eliminating the need for multiple certifications to satisfy customer requirements. Together with ISO 9001:2000, ISO/TS 16949:2002 specifies the quality system requirements for the design/development, production, installation and servicing of automotive related products. In addition, there are customer specific requirements that are required by individual subscribing vehicle manufacturers. ISO/TS 16949:2002 was developed by The International Automotive Task Force (IATF), in conjunction with the International Organization for Standardization (ISO). The IATF consists of an international group of vehicle manufacturers - BMW Group, DaimlerChrysler, Fiat, Ford Motor Company, General Motors Corporation, PSA Peugeot-Citroen, Renault and Volkswagen - plus national trade associations - AIAG (America), VDA (Germany), SMMT (UK), ANFIA (Italy) and FIEV (France). Japanese vehicle manufacturers association, JAMA, were also involved in the development of ISO/TS 16949:2002, opening the way for Japanese vehicle 4.6.1 Topic Analysis manufacturers to join IATF in the future. 4.4.6.1.2.3 Key requirements of ISO/TS 16949:2002 ISO/TS 16949:2002 focuses on an organization’s ability to realize its stated goals as well as achieve customer satisfaction by delivering conforming parts on time to customer specification at acceptable cost. ISO/TS 16949:2002 concentrates on the effective linkages in the company's business plan, quality policy, quality objectives and measures. The standard specifies how objectives can be achieved and deployed throughout the organization. 4.4.6.1.2.3 What is New in ISO/TS 16949:2002? Some of the key additional requirements include the need for: Focus on involvement of top management and linking the business plan to clearly defined measurable quality objectives. Focus on Human Resource management, including processes for defining competency requirements, providing training, and verifying the effectiveness of actions taken. Processes to motivate employees to reach quality objectives, attain continual improvement, and create an environment to promote innovation. A process to measure the extent to which personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of quality objectives.

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their activities and how they contribute to the achievement of quality objectives.

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Focus on product and process design. Development of suppliers using ISO/TS 16949:2002. Ensuring effective control of internal and external laboratories. A process for the measurement of customer satisfaction by conducting effective system, process and product audits. Effective analysis of data to drive continual improvement. There are key steps that every company implementing an Automotive Management Standard will need to consider: 4.4.6.1.2.4 Determine which management standard to adopt Different auto manufacturers will have different requirements. Whilst ISO/TS 16949:2002 aligns existing US, German, French and Italian automotive quality system requirements, it has not been adopted as a mandatory requirement by all auto manufacturers throughout the world. The first step in the process, therefore, is to determine what your customer wants in terms of system certification. 4.4.6.1.2.5 Purchase the Standard Before you can begin preparing for your application, you will require a copy of the standard. You should read this and make yourself familiar with it. 4.4.6.1.2.6 Review support literature and software There are a wide range of quality publications and software tools designed to help you understand, implement and become registered to a quality management system. 4.4.6.1.2.7 Assemble a team and agree your strategy You should begin the entire implementation process by preparing your organizational strategy with top management. Responsibility for a QMS now lies with Senior Management, therefore it is vital that Senior Management is involved from the beginning of the process. 4.4.6.1.2.8 Consider Training There are many workshops, seminars and training courses available to help you become registered to an automotive management system. 4.4.6.1.2.9 Review Consultancy Options You can receive advice from independent consultants on how best to implement your quality management system. They will have the experience in implementing a QMS and can ensure you avoid costly mistakes. 4.4.6.1.2.10 Choose a registrar The registrar is the 3rd party, like BSI, who come and assess the effectiveness of your quality management system, and issue a certificate if it meets the requirements of the standard. Choosing a registrar can be a complex issue as there are so many operating in the market. Factors to consider include industry experience, geographic coverage, price and service level offered. The key is to find the registrar who can best meet your requirements. A great place to start is by contacting us.

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4.4.6.1.2.11 Develop a Quality manual A Quality manual is a high level document that outlines your intention to operate in a quality manner. It outlines why you are in business, what your intentions are, how you are applying the standard and how your business operates. 4.4.6.1.2.12 Develop support documentation This is typically a procedures manual that supports the Quality manual. Quite simply, it outlines what you do to complete a task. It describes who does what, in what order and to what standard. 4.4.6.1.2.13 Implement your Quality Management System The key to implementation is communication and training. During the implementation phase everyone operates to the procedures and collects records that demonstrate you are doing what you say you are doing. 4.4.6.1.2.14 Consider a pre-assessment A pre-assessment normally takes place about 6 weeks into the implementation of the quality system. The purpose of the pre-assessment is to identify areas where you may not be operating to the standard. This allows you to correct any areas of concern you may have before the initial assessment. 4.4.6.1.2.15 Gain registration You should arrange your initial assessment with your registrar. At this point the registrar will review your QMS and determine whether you should be recommended for registration. 4.4.6.1.2.16 Continual assessment Once you have received registration and been awarded your certificate, you can begin to advertise your success and promote your business. To maintain your registration, all you need to do is continue to use your quality system. This will be periodically checked by your registrar to ensure that your Quality System continues to meet the requirements of the standard. Notes: Content adapted from original source by BSI Quality Management Systems (http://www.bsiemea.com/Automotive/Implementation/index.xalter). 4.4.6.1.2.17 Benefits of Certification to ISO/TS 16949 Reduction in multiple 3rd party registrations freeing up time and supplier resources for other quality activities and improvement opportunities that can enhance business. - A reduction in 2nd party audits, again freeing up time - Common quality system approach in the supply chain for development and consistency, allowing organizations within the supply chain to work more effectively together. - Common language, which will improve understanding of quality requirements, making implementation and maintenance of the system easier.

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4.4.6.1.2.18 TS16949 2002 Sample Checklist

Form 4.0 TOC

(Source: Retrieved from http://www.tlcnh.com/download/TS16949ChecklistSample.pdf)

(By Total Logical Concepts)

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Form 4.0 TOC

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4.4.6.1.3 Environmental 14000 Standard ISO-1400 INTRO FINDINGS and ANALYSES: What analysis steps were used and what was found, for this part of the project? Include a primary discussion of content applications, including review of literature, focused on elements of the PPAP application as relevant to LSSQTT, project. This may also require changes in previous work documented based on what was learned at this time. On the world wide web there are many websites from user groups, consultants, and standards organizations that have a wealth of knowledge on ISO14000. A very helpful book on environmental issues dealing with manufacturing was the Environmental Handbook. This book pulled together numerous environmental topics into a condensed handbook of how to asses environmental issues when designing a manufacturing system. 4.4.6.1.4 Managing Process: Ongoing Process Control Plan (OPCP) As One Key The ongoing process control plan is (OPCP) a dynamic document that is an important enhancement for lean management efforts. The OPCP is designed to document key methods, techniques, and other general information used in the processing applications for the product under discussion or development. In a team environment, it is essential that the elements of the OPCP be understand by all members of the project team, which may include outside sources, such as vendors and suppliers. Consequently, the OPCP also identifies and documents key customer information in the form of specifications, evaluation methods, sample and inspection, analysis and reaction methods, as well as other information vital to controlling and improving the processes involved. The OPCP must become the center of communications and documentation in a team environment, and must be utilized and respected by all involved in a timely manner. Given that the OPCP is a dynamic document, the inputs and outputs from the document are subject to change as deemed necessary by team members. Some essential elements that must be clearly defined when building an OPCP are defined below. 4.4.6.1.4.1 Define the customers and suppliers of our products and services When designing an OPCP, the customers and suppliers of our products and services must be considered. A customer is anyone who depends on the product or service for assistance, information, components, or service in general. Customers can be internal or external, anywhere downstream from the process or application. Suppliers are those who have some "input" to a product or service, and are located upstream in the process or application given a specific reference point. It is possible to be both a customer and a supplier. It is essential that the needs of the customer be understood in order to be an efficient supplier, and the customers must understand the role of the supplier as well. These are roles which can change quite frequently based on other outside factors, and these factors must be taken into consideration. 4.4.6.1.4.2 Detail and document the process Processes used in the production of a product or service must be understood and documented thoroughly so that al involved in the OPCP will understand them. In addition, the processes must be periodically evaluated to look for areas of improvement and refinement. There should be a standard operating procedure defined and followed that details the evaluation of the process. 4.4.6.1.4.3 Drive stakes in the ground upon which to gage and manage improvements It is essential that clearly defined and measurable benchmarks for evaluation are established. These could include such things as defects, downtime, maintenance schedules, and timelines for particular objectives. These measures are an integral part of determining if overall progress towards defined goals and objectives is being achieved. The benchmarks should be evaluated on a

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regular repeated interval and should be followed up on with team reviews to address any issues raised. 4.4.6.1.4.3 Involve internal and external customers and suppliers The OPCP should be used as the basis for communications with internal and external customers and suppliers to build stronger relationships. It should focus on supplying information so that each team member involved (customer, supplier, etc.) can gain an understanding of the role of the other team members. The OPCP should also be clearly defined as the guidelines for all involved parties to use in communications. Several key pieces of information that should be included are: o Process description. What are we doing in production, in diagrammatic form, showing relational locations of each step relative to all? o Tools for manufacturing. This may be a symbol on the flow chart, but it can also be a detailed description of equipment as an addendum. o Process parameters. Controlling factors in equipment and processes for production, parameters are elements of production describing why process results in good or bad product. o Product characteristics. Characteristic is a detailed process or product feature being tracked at a given location in process. This is consistent with quality characteristics used in process control circumstances, providing the basis for tracking quality at the point of production. o Class. The class identification in the OPCP is a customer code which provides an indication of the criticality of the characteristic. o Product and process specification. Related to the characteristic at a detailed point in production, this is a technical indicator of how to measure the level of quality. o Evaluation method. This is method for checking specification, a calibration device at the floor level, gage R & R system, or other. ○ Sample size/frequency of inspection. How often do we check the process at the point of production, according to evaluation methods, to make sure the job is running correctly? ○ Analysis method. How do we document findings based on evaluation method? Do we use trend, process control or attribute conformance charts, gage R & R results, or others? ○ Reaction program. What is the approach when a problem is detected? If the process requires some type of corrective action, what is our method for detailing the reaction and action plan? How do we follow through to make certain we have actually taken corrective action--and made necessary improvements? ○ Revision change level. Based on revisions which have occurred to provide ongoing improvements, this code helps communicate to all involved what the status of the change is. FINDINGS and ANALYSES: What were the main analysis steps which were used and what did you find, in your work for this part of the project? This should include a primary discussion of content applications, including review of literature, rather than general team management issues. 4.4.6.1.5 Managing Based on Standardization The standardization of processes, including front line workers, is a key for making improvements as change and is commonly referred to as standard operating procedures (SOP). As we've seen in other parts of the LSSQTT toolset, gathering and documenting information about systems operations is key to the success of building and maintaining an accurate system. Each major operation, comprised of numerous internal and external processes, should have a corresponding and clear SOP that will provide opportunities for improvement. There are four primary components in the development of an SOP: 1. Document key methods, techniques, and other general information used within the process. 2. Show completion tasks in a step by step business flow, from supplier to customer.

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3. Identify critical external customer information and expectations in the form of a memorandum of understanding. 4. Provide rich technical and quality data about the operation, including schematics and mock-ups. The product characteristics are to be documented well due to: 1. Demonstrate the relationship of data collection and analysis by multiple workers within the system. 2. These document key areas for ongoing improvement. 3. Documented changes can, in turn, produce cost savings actions. 4. If procedural quality is not improved, the organization may lose associated money. The SOP should be changing and be considered to be dynamic. An organization needs to realize that it needs to continually evaluate itself over time and that customers sill continue evaluating their services regardless of internal goals and expectations. Standard operating procedures is one of the primary key components of continuous improvement. The formation of such documents assume a strong team attitude and a willingness to change towards improvement. The establishment of SOP's are important for several reasons: 1. The SOP must represent general information related to 'best practices'. 2. The SOP sets a baseline of the current process and helps determine if improvements have actually been made. 3. The SOP should be based on more detailed, documented information. 4. The SOP should provide a procedural and processing summary supported by various members of the team. Due the fact that process improvement is a goal of the use of SOP's, they themselves need to be considered dynamic and need to change as customer demands also change. They provide the best methods and correct approaches as they relate to the processes and customer expectations. When considering the change of the SOP itself, several control systems should be used due to: 1. The prevention of unwarranted changes that have not been embraced by a consensus of team members. 2. Ensure that methods and procedures follow the process operator view. 3. Ensure that customers, departments, and individuals are includes in the change request. 4. Facilitate upgrades provided by comparing them with larger goals ensure that changes are being used. The overall goal is to reduce process inputs and maximize the operations side of work, where the actual value can be added. We can then use this to help determine capacity of the process itself and build or improve the SOP's. Building the SOP involves the use of capacity determination and process and involves the following steps: - Identify the coordinator - Determine processes versus operation - Identify and document operation steps - Provide key support documentation - Identify detailed operations - Build standard procedures - Continuously upgrade the SOP - Update and revise the SOP

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The Basic SOP should contain the primary information, as written and perceived by operators, for running equipment and producing the final product. This is the most critical standard operating procedure due to the fact that it represents the actual point of contact for operators and others in the workplace. This Basic SOP facilitates: - Manpower redeployment - Work in Progress reduction - Quality control from person to person - Maximizing on capacity - Layout improvement - Visual management technique enhanced As standard operating procedures are used more and more, waste in general becomes increasingly apparent. This is due to the fact that SOP's continually change as improvements are made and the documentation reflects those changes. Process improvement will become a natural part of organization behavior as analysis of opportunities will be based on documented procedures.

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Form 4.0 TOC

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4.4.6.1.5.1 Excerpt from Michigan State University's Disaster Recovery Planning Project Milestone

Task

Duration

Start

Organize the Project Appoint coordinator/project Obtain leader management commitment Identify and convene Set scope, planning team assumptions, project including assignment milestones of task of scope, approval assumptions and Conduct Business Identify functions, Impact Analysis processes, and Interview information systems support personnel Analyze results Prepare impact analysis Conduct Risk Assessment Review physical security Review backup systems data security Review policies on personnel termination Identify exposures Prepare risk and security analysis Develop Recovery Assemble Strategy Strategy Teams for each area Hardware and below Operating systems Communications Applications Facilities functions and For each processes business system/process Light, normal and quantify processing heavy processing days Transaction volumes Dollar Volume Estimated processing time Allowable delay (hours, days, etc.) Identify process procedures for each Functions Functional Steps Step Activities Identify systems and applications Component name and technical ID Type (online, batch, manual) Frequency Run Time Allowable delay (hours, days, etc.) Identify Vital Records Name and Type (e.g. backup, Description original, master, Source history) of item or record

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Finish

Resource

Project Milestone

Task Generation Frequency

Duration

Start

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Finish

Resource

Number of generations available off site type Media Number in set (e.g. number of tapes in backup) Retention period Rotation cycle Locationminimum Identify processing Type (e.g. server requirements hardware, software, Item etc.) name and description Quantity required Location of inventory, alternatives, etc. Vendor/supplier Identify if alternate methodsperson(s) of Identify processing who supports the person system to contact if system isn't Identify secondary Identify contact all vendors associated unit with the Document system application strategyor during Quantify resources recovery and Develop required for recovery document recovery strategy Priorities Recovery schedule

4.4.6.2 Tool 10 Conclusions and Recommendations

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CONCLUSIONS and RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work, and literature reviewed, what can you now conclude and recommend to assist your team as it moves forward? How has the information applied and reviewed affected the team problem focus, objectives, layout flowchart, or other project data? 4.4.6.2.1 ISO Based Requirements, QS Focused Team 2 has already implemented several ISO 9000 requirements such as document and data control, and design control. A major part of the server room project is buying equipment for the server room from external vendors. As QS 9000 effort is on supplier based contractual relationships, it directly applies to the server room project. The project could benefit from implementation of all twenty requirements. 4.4.6.2.2 ISO14000 INTRO 1) An increase in interaction between products and services should lead to the reduction in the amount of materials needed to produce the product while maintaining the desired living standard. As parent of the design portion of the server room, issues such as scrap generated and landfill costs were accounted for. Products used in the construction of the room, servers, and other equipment were assed prior to approval for the environmental impact. 2) The materials in products should be re-circulated through the system, not discarded after use. Recycling of waste products from the server room will be completed where applicable.

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2) The materials in products should be re-circulated through the system, not discarded after use. Recycling of waste products from the server room will be completed where applicable.

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3) Government Regulations: impact equipment specifications. Force attention to hazardous waste contractors Applicable government regulations were considered design inputs for this project. Design outputs were verified against the design inputs (government regulations) for compliance. Validation testing was performed where necessary. 4) Standards:ISO-14000 and eco-labeling Suppliers selected for project were iso-14000 certified and have active eco labeling programs. 4.4.6.2.3 Managing process: Ongoing Process Control Plan (OPCP) As One Key Developing an OPCP is a critical step in the success of any project. The team has several pieces now which resemble portions of an OPCP, but no complete plan exists. A careful scrutiny of the proposed project at hand needs to be performed to determine what portions are missing. The essential elements for monitoring progress are monitoring tools, project reviews, project cost reviews, and procedures for handling project changes. In addition the customer and supplier roles need to be clearly defined along with expectations for each as well as clearly defined benchmarks for monitoring progress. 4.4.6.2.4 Managing Based on Standardization The team currently follows a standard operating procedure for document posting, changes made to prior documents, and communication flow. The team also follows a standard procedure for meetings, such as a common day/time, agenda send ahead of time, and a follow up post the next day from the team leader. The server room project will follow a number of standardized items such as HVAC requirements, rack space requirements, code issues on copper and fiber placement, and operating procedures for server maintenance. SAMPLE DRAFT SOP - Juniata College Server Room Emergency Contact Procedures djf – 6/20/06 In case of Fire: - Halon is triggered if needed - Alarm is triggered; Vigilant notified - Vigilant notifies Security at JC o If no answer, call local Fire Department (# TBD) - Security at JC notifies the fire department - Security at JC notifies facilities via the Boiler room and/or manager on call o PIN needed for Facilities to enter / disarm alarm - Security at JC notifies the CTS people at JC In case of intrusion: - Alarm is triggered; Vigilant notified - Vigilant notifies Security at JC o If no answer, call State Police (# TBD) - Security at JC notifies the State and/or Local Police - Security at JC notifies the CTS people at JC - Security at JC’s standard procedure for intrusion followed

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- Security at JC’s standard procedure for intrusion followed

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In case of temperature increase: - Alarm is triggered; Vigilant notified - Vigilant notifies Security at JC o Continue to call JC until an the call is received - Security at JC notifies facilities via the Boiler room and/or manager on call o PIN needed for Facilities to enter / disarm alarm - Security at JC notifies the CTS people at JC Other (e.g. chemical spill, electrical, etc.) - Security at JC notifies facilities via the Boiler room and/or manager on call o PIN needed for Facilities to enter / disarm alarm - Security at JC notifies the CTS people at JC

4.4.6.3 Tool 10 Continuous Improvement

Form 4.0 TOC

ASD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to positively impact the continuously improved project management documentation (the question is, how can we improve the LSD application?). 4.4.6.3.1 ISO Based Requirements, QS Focused Using the 8-D Problem Solving Application and PPAP (Production Part Approval Process) for the server room project will help the team to meet several ISO 9000 requirements for the server room project. 4.4.6.3.2 ISO-14000 INTRO This information, as analyses, should also be used to positively impact the continuously improved project management documentation. How can we improve the environmental application, and how can we best communicate this as knowledge in the future, focused on elements of the application as relevant to LSSQTT, project. This may also require changes in previous work documented based on what was learned at this time. To improve our server room design system, we should develop an environmental policy statement for the project. Include environmental issues into our APQP/project timeline, update our document control with environmental guidelines, conduct environmental training, management reviews, and use our 8d process for environmental corrective actions.

4.5.0 Tool 11 Grand FACR Systems, Continuous Applications (CA) Explanation 4.5.1 Tool 11 Findings and Analysis Form 4.0 TOC Three cumulative "grand" objectives connect FACR, tool content, and applications in motion: 1. Tie all course aspects together, syllabus and startup through all applications and content; 2. Assist team in "growing" applications for development into a team-based portfolio; and, 3. Build a documentation system procedurally consistent with, and based broadly on ISO 9000. This requires continuing to organize, improve communications, focus on team culture and disciplined work, as well as deciding how to develop and manage a electronic documentation system. This also requires analysis and assessment of all work previously done to determine, as objectively as possible, what work to include in the final phase II portfolio representing all work by all on the team.

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As with all past work, all participate in the grand FACR, as determined by team, requiring management of resources to achieve best practices. There is not one absolute "best way" to do these, but all contribute based on assignments agreed to. As a practical matter, work is organized as worksheets compatible with how ISO 9000 is done, and numbered appropriately to reflect the organization and management systems of the team and accomplishment of the project. Each worksheet further defines the team and the documentation system, as a workbook, preferably linked and referenced from the grand FACR, and particularly illustrating applications of 8-D and PPAP work books with data and documentation to illustrate the model system simulated. Thus, various worksheets, done by different person's and at different times throughout the course, should all be integrated and organized around broader FACR's to objectively reflect and articulate knowledge documented as part of the system at phase II, port folioed. These general issues should be considered, consistent with earlier tools and project simulation: 1. How to manage systems for optimum quality, as a quality management system (QMS)? 2. How to audit and assess systems within the context of change and improvement? 3. Developing teams, leaders in a QMS electronically documented environment of the future? 4. Necessary electronic communication systems to grow and do QMS in the future? 5. Disciplined management of technology--relationship infrastructurally to QMS, audit function? 6. Integrating strategic planning, change as improvement in QMS organizationally in the future? 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? Although as in the past, specifics should be determined by team, the above are strongly encouraged, and teams should definitely integrate PM ROL external research as appropriate in the knowledge mix. The challenge is to document knowledge procedurally, for all to base the future on, and to be able to seamlessly transfer, train and develop with/for others based on the what we currently know. This will likely include use of the grand FACR information presented in key linked location (perhaps the final worksheet in the workbook). As indicated in the syllabus and course related information, this should result in documentation used as key parts of transfer and assessment systems for innovation. A prototypically developed model, based on FACR's derived from, and consistent with LSSQTT content and applications built, congruent with certification/registration efforts and other systems, all grown as a ISO work environment for and around your project. If this part of the work sheet is left in the final portfolio, it should be modified appropriately to become part of the team's work--not simply left in and repeated as is. Project objective 2: Determine, design and implement ideal location for facility with respect to operational adjacencies, security, stability, and within a close proximity to emergency utility systems. Tool 11, Section 2 focuses on Design of Experiments (DOE), which is about knowledge based applications for technological problem solving. DOE applications have the following features: * Detail oriented. *Force users to study various relationships. *Provide the basis for discovering relationships. *Disclose process improvements incrementally. *Require a mature organization with solid technical expertise.

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*Cost intensive. *Require the understanding that problems are not solved quickly. As a formal way of maximizing information gained while minimizing resources required, DOE allows a judgment on the significance to the output of input variables acting alone, as well input variables acting in combination with one another. In a sense, DOE operates as simulation to the real project and it provides critical confidence levels assisting decision ma parts of transfer and assessment systems for innovation. A prototypically developed model, based on FACR's derived from, and consistent with LSSQTT content and applications built, congruent with certification/registration efforts and other systems, all grown as a ISO work environment for and around your project. If this part of the work sheet is left in the final portfolio, it should be modified appropriately to become part of the team's work--not simply left in and repeated as is. For the server room project, one critical question is about site selection. When a company buys new land, it is important to consider the property's suitability to house a server environment. Failing to do so often means having to spend more on Data Center infrastructure, either to add what's missing or to overcome shortcomings on the site. The most desirable type of location is one that supports the Data Center's mission to safeguard server equipment and accommodate growth and change. Using DOE, the Team can use various data points to simulate the most favored results by comparing alternative sites and arrive at the right decision. There are many factors that influence site selection. These may include the zoning, building codes, building control standards, and other regulations that apply to a property. These can affect both your Data Center design and normal business operations. In addition, important risk factors can include natural disasters such as earthquakes, ice storms, hurricanes, tornadoes, flooding, and landslides, as well as fire, pollution, electromagnetic interference, vibration, political climates, or airport flight paths. If the server room needs to be built in a region susceptible to these hazards, the Team needs to adjust how the Data Center is designed, such as upping the capacity of its standby power systems or increasing the structural strength of the building, depending upon the particular threat that's posed. When evaluating a property, assess the physical features of all existing buildings. Determine what power, cooling, and data cabling already exist and how easily their capacity can be increased to support a Data Center. Also ma ke sure that the structure has adequate clearance and weight-bearing ability to accept incoming Three cumulative "grand" objectives connect FACR, tool content, and applications in motion: 1. Tie all course aspects together, syllabus and startup through all applications and content; 2. Assist team in "growing" applications for development into a team-based portfolio; and, 3. Build a documentation system procedurally consistent with, and based broadly on ISO 9000. This uires continuing to organize, improve communications, focus on team culture and disciplined work, as well as deciding how to develop and manage a electronic documentation system. This also requires analysis and assessment of all work previously done to determine, as objectively as possible, what work to include in the final phase II portfolio representing all work by all on the team. As with all past work, all participate in the grand FACR, as determined by team, requiring management of resources to achieve best practices. There is not one absolute "best way" to do these, but all contribute based on assignments agreed to. As a practical matter, work is organized as worksheets compatible with how ISO 9000 is done, and numbered appropriately to reflect the organization and management systems of the team and accomplishment of the project. Each worksheet further defines the team and the documentation system, as a workbook, preferably linked and referenced from the grand FACR, and particularly illustrating applications of 8-D and PPAP work books with data and documentation to illustrate the model system simulated. Thus, various worksheets, done by different person's and at different times throughout the course, should all be Form 4.0 FACR, Page 239--of--326 integrated and organized around broader FACR's to objectively reflect and articulate knowledge documented as part of the system at phase II, port folioed. These general issues should be considered, consistent with earlier tools and project simulation:

As with all past work, all participate in the grand FACR, as determined by team, requiring management of resources to achieve best practices. There is not one absolute "best way" to do these, but all contribute based on assignments agreed to. As a practical matter, work is organized as worksheets compatible with how ISO 9000 is done, and numbered appropriately to reflect the organization and management systems of the team and accomplishment of the project. Each worksheet further defines the team and the documentation system, as a workbook, preferably linked and referenced from the grand FACR, and particularly illustrating applications of 8-D and PPAP work books with data and documentation to illustrate the model system simulated. Thus, various worksheets, done by different person's and at different times throughout the course, should all be integrated and organized around broader FACR's to objectively reflect and articulate knowledge documented as part of the system at phase II, port folioed. These general issues should be considered, consistent with earlier tools and project simulation: 1. How to manage systems for optimum quality, as a quality management system (QMS)? 2. How to audit and assess systems within the context of change and improvement? 3. Developing teams, leaders in a QMS electronically documented environment of the future? 4. Necessary electronic communication systems to grow and do QMS in the future? 5. Disciplined management of technology--relationship infrastructurally to QMS, audit function? 6. Integrating strategic planning, change as improvement in QMS organizationally in the future? 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? Although as in the past, specifics should be determined by team, the above are strongly encouraged, and teams should definitely integrate PM ROL external research as appropriate in the knowledge mix. The challenge is to document knowledge procedurally, for all to base the future on, and to be able to seamlessly transfer, train and develop with/for others based on the what we currently know. This will likely include use of the grand FACR information presented in key linked location (perhaps the final worksheet in the workbook). As indicated in the syllabus and course related information, this should result in documentation used as key

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As with all past work, all participate in the grand FACR, as determined by team, requiring management of resources to achieve best practices. There is not one absolute "best way" to do these, but all contribute based on assignments agreed to. As a practical matter, work is organized as worksheets compatible with how ISO 9000 is done, and numbered appropriately to reflect the organization and management systems of the team and accomplishment of the project. Each worksheet further defines the team and the documentation system, as a workbook, preferably linked and referenced from the grand FACR, and particularly illustrating applications of 8-D and PPAP work books with data and documentation to illustrate the model system simulated. Thus, various worksheets, done by differentdock, person's and at different throughout the course, should all be server equipment. A loading freight elevator, and times distributed infrastructure all make a site more integrated organized around broader FACR's to objectively reflect andand articulate knowledge conducive and for housing a Data Center, while immovable building elements potential hazards such documented as and part aofkitchen the system at phase II, port folioed. These issuesproviders should bethat as water piping are unfavorable. Finally, confirm withgeneral local service considered, consistent with earlier tools and project simulation: adequate power and connectivity can be provided to support the Data Center. 1. How to manage optimum quality, a quality management system (QMS)? Reference: Alger D.systems (2005). for Build the Best Data as Center Facility for Your Business. Cisco Press. 2. How to audit and assess systems within the context of change and improvement? 3. Developing teams, leaders in a QMS electronically documented environment of the future? What main supportive literature was reviewed which illuminated the tools and applications as 4. Necessary electronic communication systems to grow and do QMS in the future? findings for this objective, and in what ways: 5. Disciplined management of technology--relationship infrastructurally to QMS, audit function? 6. Integrating strategic planning, change as further improvement in QMS organizationally in the2.future? Several sources were particularly useful for understanding related to objective These 7. How tothe solve problems, improve, make decisions, within the dynamic of the above? included following articles, websites orobjective other sources: Although Source 1as in the past, specifics should be determined by team, the above are strongly encouraged, andBuild teams definitely integrate research as appropriate in the Alger D. (2005). theshould Best Data Center FacilityPM for ROL Your external Business. Cisco Press. knowledge mix. The challenge is to document knowledge procedurally, for all to base the future on, and to be Source 2 able to seamlessly transfer, train and develop with/for others based on the what we currently This will(DOE) likely include use of the grand FACR information presented in key linked Design ofknow. Experiments location (perhaps the final worksheet in the workbook). The Quality Portal (July 2006). Retrieved July 13 from http://thequalityportal.com/index.html. As indicated in the syllabus and course related information, this should result in documentation used Source 3 as key DOE Analysis Steps The Quality Portal (July 2006). Retrieved July 13 from http://www.itl.nist.gov/div898/handbook/pri/section4/pri41.htm. These sources suggested that DOE applications can be very helpful in assisting decision making for site selection in the server room project. It is essential that the people responsible for the Data Center's design have an opportunity to provide input into where it is constructed. Traditionally, upper management decides what property to purchase, based upon a variety of a company's wants, needs, and business drivers. Other purchase considerations might include a parcel's price tag, its proximity to a talented labor pool, advantageous tax rates, or the desire to have a corporate presence in a particular geographic area. Whatever the drivers are, a property's suitability to house a Data Center must be among them. An ideal Data Center location is one that offers many of the same qualities that a Data Center itself provides a company: Protection from hazards, Easy accessibility and Features that accommodate future growth and change. These qualities are fairly obvious but specific characteristics improve or hamper site selection vary very much. By using DOE's process, the Team can run assign weighted scores on different factors and run simulations to compare the results. Together with other qualitative decision methods, the Team would be in a much better position to understand the pros and cons of each alternative sites and eventually pick the most favored one. Project objective 2 recommendations: Rather than making any specific recommendations, this section provides a series of checklist questions regarding some important aspects of selecting server room sites. These items are not meant to be exhaustive. They selected from a published book (detailed reference at the end of the section).

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Form 4.0 TOC General Considerations: • What is the local hiring pool like? • Does the district offer adequate technical employee resources? • Is the area conducive to employee relocation? Will employees want to live there for a while? • What is the local power situation? • Is there adequate power? Are there redundant grids? • Historically, how often does the power fail? For how long? • Is there adequate connectivity to the Internet or intranet? Does such an infrastructure exist? • How many lines of the type needed (for example, T1 or DS3) are available? How soon will they be available? • What types of local services are available? Is there access to adequate bandwidth? • Is there a history of natural disasters in the area? • Are there earthquakes? • Are there tornados or hurricanes? • Is there runoff from rain and/or snow melt? • Will flooding be a problem? Space Considerations • • • • • • • • • • • • • •

What is the general layout of the area? Is there enough room for required equipment? What is the proximity of the area to chillers and condenser units? Is there adequate access for moving in and rotating large equipment? Where will HVAC units be placed? Inside the area? Outside? What are the possibilities for controlling access? Is the area isolated from contaminants and liquid leaks? Is there room for future expansion? Can walls be removed without creating structural instability? Can walls be added? Can a raised floor be added? Is the floor-to-ceiling height adequate for a raised floor, ceiling plenum, and equipment height? Will the existing sub floor be able to handle the weight load? Is there space for a separate Command Center?

Security Considerations • A separate control room and remote access to the systems to minimize the traffic through the data center. • Locate the data center inside the existing building so there are no exterior windows or doors. • Avoid sites with windows leading to uncontrolled areas. • Design the area to limit and control access. • Make sure the design includes surveillance cameras, motion detectors, and alarms. • n situations where you must share data center space with other companies, an effective means of segregating the space should be considered. • Make sure the design includes fast-acting fire control such as FM200. Access Considerations • Area for a loading dock • Freight elevators

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• Area for a loading dock • Freight elevators

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• • • • • • •

Wide doorways Wide aisles Wide hallways Ramps at floor-level height changes Adequate turning radius space for racks and vehicles Adequate space at corner and column areas RLU design to ensure open pathways within the data center

Flooring Considerations • How high can the floor be raised? • Consider the amount of open plenum necessary to channel air for cooling. Too little space will cool inadequately, too much space will cool inefficiently. • Are there structural items in place that might obstruct the free flow of air below the floor? • How will wiring, cabling, and outlets be run? • Is a raised floor a viable option for the available space? • With the reduced space between floor and ceiling, is there enough space to get heated air from equipment back to the returns of the HVAC units? Reference: Snevely R. (2002). Enterprise Data Center Design and Methodology, pp 38-45. Prentice Hall PTR, NJ. Project objective 2 conclusions: The Team's second objective of the server room project is to determine ideal site selection based upon a series of critical factors that ultimately affect the operation of the server room. When evaluating a property, first, it is necessary to assess the physical features of all existing buildings. Determine what power, cooling, and data cabling already exist and how easily their capacity can be increased to support a Data Center. Also make sure that the structure has adequate clearance and weight-bearing ability to accept incoming server equipment. A loading dock, freight elevator, and distributed infrastructure all make a site more conducive for housing a Data Center, while immovable building elements and potential hazards such as water piping and a kitchen are unfavorable. Finally, confirm with local service providers that adequate power and connectivity can be provided to support the Data Center. Since no single site may meet all the ideal requirements, the Team has to prioritize what characteristics are most important based upon the specific needs of the project. If large, floorstanding servers are the main concern, for example, then a building with ample clearances and a loading dock is essential. Site selection needs to be treated seriously since it affects every consideration of the project subsequently. The site serves as the foundation for the server room project and once a site is selected, the rest of the project is grounded to that location. Imagine the unfortunate event of having to relocating a server room! Although DOE application could be cost intensive and time consuming to use, it still may be necessary to run the simulation to arrive at the most proper selection and to avoid a potentially disastrous relocation. Project Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve

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the objective, to explain what was value adding, and how, to help solve

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the broader problem and project: Finite element analysis (FEA) is used to predict the responses of structures and materials to environmental factors such as force, heat, and vibration. In FEA, complex structures are divided into a large number of small elements (called nodes) whose stress-strain relationships are approximated by creating a mesh network of these nodes using software programs. In general, FEA, allows us to test designs against laws of nature. For example, it allows us to check how a product will react under loads and to predict any errors before any prototype is built. For new products, it speeds development process, reduces costs, provides greater product reliability, improved quality, increased product life, better customer satisfaction, improves the product fabrication process and allows for "what if" analysis of design scenarios. FEA is applicable to a wide variety of products beyond large structures. For example, it is used for computer modeling of three-dimensional electromagnetic fields (Mur, 1985) and to study motor vehicle collision problems (Ray, 1994) Based on tool 11.3 FEA content applied to objective 5, it was found that we could evaluate the impact of various design alternatives for the structural items in the server room at an early stage of the project. That would help the team to develop optimal specifications and minimize rework. Furthermore, 8-D and PPAP forms also were clearly applicable to our project, assisting to address objective 5 in several ways. It helped us to do better vendor management and prevent problems through root cause analysis. Additionally, we were also able to meet ISO 9000 requirements. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to objective 1. These included the following articles, websites or other sources: Source 1: Mur, G. & de Hoop, A. (Nov.,1985). A finite-element method for computing threedimensional electromagnetic fields in inhomogeneous media. IEEE Transactions on Magnetics, Vol. 21, Issue 6. Source 2: Ray, M. (Nov.,1994). Using Finite Element Analysis in Designing Roadside Hardware. PUBLIC ROADS On-Line (Spring 1994), Vol. 57, No. 4. Retrieved July 15, 2006 from http://www.tfhrc.gov/pubrds/spring94/p94sp28.htm Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. Failure Mode And Effects Analysis (FMEA) The FMEA tool will provide a methodology for analyzing failures and/or potential failures. Like a vulnerability patched prior to an exploitation attempt, a potential failure analyzed and mitigated prior to its failure can prove to be very valuable for all who ultimately would be affected by the failure. Unlike root-cause analysis, the goal of FMEA is to analyze failures and/or potential failures to determine the likelihood of failure or repeated failure. Main issues we will address using FMEA will be as follows: 1. Root cause, effect. 2. Value analysis. 3. Innovation.

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4. Layout improvement. 5. Upfront planning. 6. Understanding the customer. 7. Teaching and learning 8. Documenting process 9. Ongoing improvement, measurement. 10. Prevention. 11. Reaction and enhancement. 12. Team process 13. Robust improvement. 14. Regular review systems. 15. Broad communication. Design, Product, and Process FMEA will be employed by respective team members: Design FMEA by engineering and design team members--prior to product release; Product FMEA by Design team members and affected teams, such as Telecoms-- a completed product already in production; and Process FMEA by appropriate team members for continuous improvement of the production process through the lifecycles--early life, useful life and wear out. After applying the appropriate FMEA, each failure and/or potential failure then will be rated according to a risk priority number (RPN). FMEA will be rated within this overall application and will include the following steps: 1. Process description/purpose. 2. Potential failure mode. 3. Potential effects of failure. 4. Severity (1) Minor. The customer will probably not notice. (2--3) Low. Slight customer annoyance. (4--6) Moderate. Causes some customer dissatisfaction. (7--8) High. High degree of dissatisfaction, out of specification, and product is inoperable. (9-10) Very High. Failure affects safety or involves non-compliance with standards or governmental regulations. 5. Potential cause of failure. 6. Occurrence of failure. (1) Remote. Failure is unlikely. (2--3) Low. Relatively few failures. (4--6) Moderate. Occasional failures may have occurred or will occur. (7--8) High. Repeated failures have occurred or will occur. (9--10) Very High. Failure is virtually inevitable. 7. Current detection/control. 8. Detection. (1--2) Very high. Detection program will almost certainly detect. (3--4) High. Detection program has a high chance to detect. (5--6) Moderate. Detection program may detect. (7--8) Low. Detection program is not likely to detect. (9--10) Very low. Detection program will not or cannot detect. 9. Risk priority number (RPN). 10. Recommended actions. 11. Area/individual responsible. 12. Characteristics criticality rating. 13. Actions taken.

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13. Actions taken.

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Double click the box below to open the FMEA workbook:

What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Villacourt, Mario. Failure Mode and Effects Analysis (FMEA): A Guide for Continuous Improvement for the Semiconductor Equipment Industry (1992). Retrieved July 15 2006 from http://www.sematech.org/docubase/abstracts/0963beng.htm. Villacourt explains clearly how to rank findings to apply a specific formula for rating the potentiality of failure and subsequent action. The tables provided reinforce general findings while researching rankings and assist in validating the creation of the tables within the FMEA Workbook. Overall, the guide assists one in concluding when it is time to end a product's lifecycle. University of Wisconsin-Madison School of Business Executive Education (2002). Retrieved July 15th 2006 from http://uwexeced.com/operations/online-resources/LeanEnterprise/FMEA.xls A sample FMEA Workbook was available for download. Basically the entirety of the workbook was redone, but some basic formatting was kept. The workbook provided a solid template from which to compose company-specific FMEA standards. Project objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: Failure Modes and Effects Analysis (FMEA) is methodology for analyzing potential reliability problems early in the development cycle where it is easier to take actions to overcome these issues, thereby enhancing reliability through design. FMEA is used to identify potential failure modes, determine their effect on the operation of the product, and identify actions to mitigate the failures. A crucial step is anticipating what might go wrong with a product. While anticipating every failure mode is not possible, the development team should formulate as extensive a list of potential failure modes as possible. The process for conducting an FMEA is straightforward. The basic steps are outlined below. Describe the product/process and its function. An understanding of the product or process under consideration is important to have clearly articulated. This understanding simplifies the process of analysis by helping the engineer identify those product/process uses that fall within the intended function and which ones fall outside. It is important to consider both intentional and unintentional uses since product failure often ends in litigation, which can be costly and time consuming. Create a Block Diagram of the product or process. A block diagram of the product/process should

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be developed. This diagram shows major components or process steps as blocks connected together by lines that indicate how the components or steps are related. The diagram shows the logical relationships of components and establishes a structure around which the FMEA can be developed. Establish a Coding System to identify system elements. The block diagram should always be included with the FMEA form. Complete the header on the FMEA Form worksheet: Product/System, Subsys./Assy., Component, Design Lead, Prepared By, Date, Revision (letter or number), and Revision Date. Modify these headings as needed. Use the diagram prepared above to begin listing items or functions. If items are components, list them in a logical manner under their subsystem/assembly based on the block diagram. Identify Failure Modes. A failure mode is defined as the manner in which a component, subsystem, system, process, etc. could potentially fail to meet the design intent. Examples of potential failure modes include: Corrosion Hydrogen embitterment Electrical Short or Open Torque Fatigue Deformation Cracking A failure mode in one component can serve as the cause of a failure mode in another component. Each failure should be listed in technical terms. Failure modes should be listed for function of each component or process step. At this point the failure mode should be identified whether or not the failure is likely to occur. Looking at similar products or processes and the failures that have been documented for them is an excellent starting point. Describe the effects of those failure modes. For each failure mode identified the engineer should determine what the ultimate effect will be. A failure effect is defined as the result of a failure mode on the function of the product/process as perceived by the customer. They should be described in terms of what the customer might see or experience should the identified failure mode occur. Keep in mind the internal as well as the external customer. Examples of failure effects include: Injury to the user Inoperability of the product or process Improper appearance of the product or process Odors Degraded performance Noise Establish a numerical ranking for the severity of the effect. A common industry standard scale uses 1 to represent no effect and 10 to indicate very severe with failure affecting system operation and safety without warning. The intent of the ranking is to help the analyst determine whether a failure would be a minor nuisance or a catastrophic occurrence to the customer. This enables the engineer to prioritize the failures and address the real big issues first. Identify the causes for each failure mode. A failure cause is defined as a design weakness that may result in a failure. The potential causes for each failure mode should be identified and documented. The causes should be listed in technical terms and not in terms of symptoms.

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Form 4.0 TOC

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Examples of potential causes include: Improper torque applied Improper operating conditions Contamination Erroneous algorithms Improper alignment Excessive loading Excessive voltage Enter the Probability factor. A numerical weight should be assigned to each cause that indicates how likely that cause is (probability of the cause occurring). A common industry standard scale uses 1 to represent not likely and 10 to indicate inevitable. Identify Current Controls (design or process). Current Controls (design or process) are the mechanisms that prevent the cause of the failure mode from occurring or which detect the failure before it reaches the Customer. The engineer should now identify testing, analysis, monitoring, and other techniques that can or have been used on the same or similar products/processes to detect failures. Each of these controls should be assessed to determine how well it is expected to identify or detect failure modes. After a new product or process has been in use previously undetected or unidentified failure modes may appear. The FMEA should then be updated and plans made to address those failures to eliminate them from the product/process. Determine the likelihood of Detection. Detection is an assessment of the likelihood that the Current Controls (design and process) will detect the Cause of the Failure Mode or the Failure Mode itself, thus preventing it from reaching the Customer. Based on the Current Controls, consider the likelihood of Detection using the following table for guidance. Review Risk Priority Numbers (RPN). The Risk Priority Number is a mathematical product of the numerical Severity, Probability, and Detection ratings: RPN = (Severity) x (Probability) x (Detection) The RPN is used to prioritize items than require additional quality planning or action. Determine Recommended Action(s) to address potential failures that have a high RPN. These actions could include specific inspection, testing or quality procedures; selection of different components or materials; de-rating; limiting environmental stresses or operating range; redesign of the item to avoid the failure mode; monitoring mechanisms; performing preventative maintenance; and inclusion of back-up systems or redundancy. Assign Responsibility and a Target Completion Date for these actions. This makes responsibility clear-cut and facilitates tracking. Indicate Actions Taken. After these actions have been taken, re-assess the severity, probability and detection and review the revised RPN's. Are any further actions required? Update the FMEA as the design or process changes, the assessment changes or new information becomes known. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to objective 1. These

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Several sources were particularly useful for further understanding related to objective 1. These

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included the following articles, websites or other sources: Source 1 Smith, Deborah L. FMEA: Preventing a Failure Before Any Harm is Done. Six Sigma Healthcare Website. http://healthcare.isixsigma.com/library/content/c040317a.asp Downloaded July 15th, 2006. Source 2 Crow, Kenneth. Failure Modes and Effects Analysis. http://www.npd-solutions.com/fmea.html Downloaded July 15th, 2006. These sources suggested that the use of a systematic approach to FMEA can help determine potential reliability problems with our server project as it relates to the project objectives listed above. It also ties together with the 8-D applications used earlier in our project. By using this system our team can apply these techniques to the 8-D forms as well as modify the forms to help reduce the likelihood of reliability problems with our project. Moving forward our team must develop these forms and procedures so that they may be the most effective for our team and our project.

4.5.2 Tool 11 Conclusions, Recommendations

Form 4.0 TOC

MAIN CONCLUSIONS, RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work within the context of LSSQTT tool content, and as literature was reviewed, what can you now conclude and recommend? Each objective should be listed separately and broken out per separate but related conclusions and recommendations. Primary emphasis should be placed on those conclusions and recommendations which have a basis in data and documentation developed around objectives and applications. Project objective 5 conclusions: We need to perform FEA for the structural items in the server room in order to develop proper specifications for the vendor and the building contractor. Project objective 1 recommendations: FEA should be performed on several structural items such as Trusses, Raised Floor, Ceiling, Wireless Antenna, and HVAC for the server room project. Modeling of 3-D electromagnetic field using FEA could help to minimize interference for the wireless network. 1. How to manage systems for optimum quality, as a quality management system (QMS)? Identifying and documenting the processes, applying the tools #7 through #12 and applications such as PM, 8-D, and PPAP, and having change control in place will help the team to manage the systems for optimum quality. Continue to build our overall document so that we have one solid recommendation piece that outlines the quality issues as they relate to data center development and design. The team should treat the FMEA process as a separate project to develop a system that is specific to our team and our project. Integrating this system with the 8-D applications can help streamline the process and provide a holistic view of the issues with the project. Each group member should contribute to develop a worksheet and a system that integrates all of the group

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The team should treat the FMEA process as a separate project to develop a system that is specific to our team and our project. Integrating this system with the 8-D applications can help streamline the process and provide a holistic view of the issues with the project. Each group member should contribute to develop a worksheet and a system that integrates all of the group

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members different areas of expertise to limit the reliability issues with the server room project. Project objective 2 conclusions: Several opportunities for specification verification exist during the building of the server room: from testing grounds to testing CAT6 cabling, engineers with the proper equipment should be involved actively during the installation. If we catch failures during the installation, we can correct them in the field and ultimately improve quality. Additionally, those who will "be in the trenches" should have the opportunity to examine the design prior to final approval so that we can eliminate potential hazards and/or failures in design. During the COOP mock run, we need to have minutes taken and have consensus on the minutes. Then we need to reconvene and examine the overall process to improve the quality of the system and to mitigate potential failures. Project objective 4 conclusions: The second project objective for our server room project deals with the design issues for the equipment, racking, work space, storage, and network connections for our project. All of these are vital for the efficiency and effectiveness of the finished project for our company. It would be prudent for the group to use the FMEA steps and develop the 8-D form to incorporate these measures. It is vital to minimize reliability issues in regards to the connections and work area for our project, and these can be minimized effectively by the use of this system. It is imperative to pre-determine server storage and processing needs as well as network connectivity expectations as it relates to throughput and wide area network design. Project objective 4 recommendations: Because the steps found in the literature review are very broad, it would be recommended that the team develop forms that are specific to our group and to our project. Each member of the team has different areas of expertise, and each could develop a part of the overall form and system as it pertains to their area. This should be developed as a group and done in either the threads or the team chat areas. We must strive to limit the reliability problems that may arise with this project because problems here could cause major damage to our group and our organization. As a team, we need to create a questionnaire for the customer to complete so that we can identify their needs and expectations.

4.6.0 Tool 12 4.6.1 Tool 12 Findings and Analysis

Form 4.0 TOC

Main FINDINGS and ANALYSES: What main analyses were used and what did you find, in your work for the total project? This should include a primary discussion of content applications, including review of literature, and other data collected per each main project objective. 4.6.1.1 Infrastructural Problem Solving Tools Summarized: Data and Documentation Data and documentation are key to continuous improvement as they help our understanding of a problem. 8-D, FMEA, OPCP, and SOP are tools that help us in this regard.

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review of literature, and other data collected per each main project objective. 4.6.1.1 Infrastructural Problem Solving Tools Summarized: Data and Documentation Data and documentation are key to continuous improvement as they help our understanding of a problem. 8-D, FMEA, OPCP, and SOP are tools that help us in this regard.

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Project objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: OPCP (Ongoing Process Control Plan) is designed to document key methods, techniques and other general information used in the processing applications for the product. The emphasis is on better understanding of the processes involved in producing the product. Related to OPCP, SOPs document standard procedures and methods followed by the organization. There should be a SOP to address change control changes to standard procedures are not done in an ad-hoc manner and the changes are properly documented. Based on tool 12.1 OPCP and SOP contents applied to objective 3, it was found that we could develop OPCP and SOPs for system restoration, emergency communication, and training. The documentation of these processes would help process base lining and improvement, and could act as resource for new employees. Project objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: 8-D application is a fact driven communication/documentation tool that helps root cause analysis, problem resolution and change implementation. On the other hand, FMEA is used to analyze failures after they have occurred or to prevent their occurrence. Based on tool 12.1 8-D/FMEA contents applied to objective 6, it was found that using these tools helped root cause analysis, documentation and prevention of server room problems found during testing as shown in the 8-D and FMEA forms for the team simulation. For example, several issues found during testing required rewiring and rework. However, inadequate training was the root cause for all these. Once the installers were trained properly, the same problems were not observed any more. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to objectives 3 and 6. These included the following articles, websites or other sources: Source 1: Crow, K. (2002). Failure Modes and Effects Analysis (FMEA). Retrieved July 20, 2006 from http://www.npd-solutions.com/fmea.html Source 2: Gustafsson, R., Klefsjö, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences from implementing ISO 9000 in small enterprises – a study of Swedish organizations. The TQM Magazine, Vol. 13, Issue 4, pp. 232-246.

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Magazine, Vol. 13, Issue 4, pp. 232-246.

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4.6.1.2 Time Study, Work Methods, Work Sampling The content of Tool 12 deals with making decisions that affect the engineering processes involved in efficient operations. One particular aspect includes time study, work methods, work sampling, and flow charting. These topics examine the flow of work from start to finish, and look at the human aspect as well as human interaction with machines. Understanding the basic flow of a process from start to finish in essential, particularly if considering refining the overall process. Time studies should be focused on understanding the amount of time involved in a process, not how efficient the worker is that is performing the task. Work methods examine the way a job is performed, are there motions in the process that can be eliminated, steps that can be refined to make the process more efficient. Work sampling involves performing the task repeatedly to get a good sampling of the time and movements involved in the process in order to make better decisions. Flow charting gives a reference to how a job or process should be done. Several objectives from the server room project can draw knowledge from these areas. Project objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. Project objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. Understanding the work that will take place inside the server room is an essential element in the design process. Typically, a server room is thought of as a place where machines reside, and not much thought is given to the human element. However, with the ever increasing cost of floor space, server rooms will have human occupants performing some type of work, and understanding the job that person will be performing while in the server room is important. If the design and layout inhibits that person from performing their job in a timely fashion, or some important aspect of their job is overlooked, this can degrade the overall efficiency of the space when occupied by workers. One aspect of the overall design is disaster recovery, and the human element of this process must be fully understood and documented in order to ensure that the server room fits those needs. Understanding and documenting the disaster recovery process as a whole, as well as each component of the process will ensure that the design of the server room does not inhibit this process. Mock runs of disaster recovery must be as realistic as possible, so understanding the process is essential. Studying the work process of disaster recovery should include studying the time involved in the process, the flow of the process in regards to which process is first, second, etc., and developing a process chart to show the expected flow of recovery from start to finish. Understanding these elements can increase the effectiveness of the mock runs that will be performed. An additional element of work flow analysis that should be performed is on the overall process of designing and building the server room. If one of the team goals is to end up with a process that can be replicated for building a server room, the flow of the project from start to finish must be fully understood. The time involved in each step must be considered, as well as order in which the steps are performed. Reviews should be performed and the results analyzed to determined of the order of the process needs to be changed or more time allocated in the schedule for one particular aspect.

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What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: Tool 12 indicates that understanding the work that is performed, how it is performed, how it can be improved through examination, and documenting the process are important aspects of improving overall quality and efficiency in an process or project. These findings should be applied to the overall process of design and building the server room, as well as understanding the work that will take place in the facility after its completion to ensure our design is adequate. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to the objectives. These included the following articles, websites or other sources: Source 1 Blumenthal D. & Kilo, C.M. (1998). A Report Card on Continuous Quality Improvement. The Milbank Quarterly, Volume 76, Number4, December 1998, pp. 625-648. This source was from a seemingly unrelated field, but focused on examining processes involved in healthcare. By studying patients from entry to exit in a healthcare facility, researchers were able to determine a flow that the typical patient follows. From that flow, each individual process was examined and determined how best to improve the individual process. Improving each individual process resulted in an improved overall process. Source 2 Kwan, M. Millie & Balasubramanian, P.R. (1997). "Dynamic Workflow Management: A Framework for Modeling Workflows," hicss, p. 367, 30th Hawaii International Conference on System Sciences (HICSS) Volume 4: Information Systems Track - Internet and the Digital Economy, 1997 This source addressed how workflow is not a static object. Many times studies on workflow and work management tend to give a set model for how a job should be managed, and do not offer any flexibility. The authors viewed workflow as a dynamic object that changes and needs to be assessed on a recurring basis. 4.6.1.3 Basic Cost Issues Project objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds. Tool 11 is about decision making based on intelligent assessment. Much of decision is influenced by cost issues which are the focus on section 3 of Tool 11. Cost analyses helps with decision making. It can provide estimates of what a program's costs and benefits are likely to be, before it is implemented. Cost analyses needs to be based on very rough estimates of costs and expected benefits. However, it is not guessing work. Cost estimates have to relive on accurate and adequate input data to arrive at the logical and appropriate judgment.

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Cost analyses may improve understanding of program operation, and tell what levels of intervention are most cost-effective. A careful cost analysis within a program might tell you, for example, that it doesn't so much matter whether you have a half-day program or a full-day preschool program for children, but that the teacher-to-child ratio does matter (that is, children benefit more from low ratios than they do from longer days). This information might influence decisions about how many teachers you need to hire, or how many classrooms you need, or how many children you can serve effectively. Cost analyses may reveal unexpected costs. A speech therapy program might unexpectedly find that it costs more to use paraprofessionals to work with children than professionals, because the paraprofessionals need more training and supervision, or work with fewer children at a time (White, 1988). Or, cutting the number of home visits allowed by caseworkers serving a large rural area (in order to save on mileage reimbursements) might have the unplanned result of higher long-distance phone bills, because the workers still feel a need to stay in close touch with their clients. Whether or not the program is having a significant net effect on the desired outcomes. Unless you know for sure that the program is producing a benefit, it doesn't make sense to talk about the cost of producing that benefit (Rossi & Freeman, 1993). Cost analysis may be considered an extension of an impact or outcome evaluation, but it cannot take the place of one. Whether the least expensive alternative is always the best alternative. Often political or social values other than cost need to determine program and policy choices. When there are competing values or goals involved, cost analysis is often just one factor to be considered, and we need to have some other way of deciding which factors should take priority. (This section is based on contents from http://ag.arizona.edu/fcs/cyfernet/cyfar/Costben2.htm) Data centers change constantly. Their size and complexity have increased dramatically over the past decade because of new technologies, the explosion of data, and heightened security concerns. Change events now require ongoing disciplines involving the planning, designing, operating and maintaining of the data center as a holistic project. Of course, cost analysis is a big piece of the puzzle at each and every stage. Data center operation involves life cycle management, which is a strategic, process-oriented approach for successful change management. It takes a holistic view of the data center change events and ecosystem to simplify the management of complex IT environments and enable companies to expand, operate and evolve their data centers in a cost-effective manner. With cost effective data center analysis and planning, the project receives a detailed analysis of the data center needs that includes: An accurate inventory of the computing and network infrastructure; Application mapping and A roadmap of projected future computing needs. This information is then compared to the current physical infrastructure and the customer’s budget, goals and objectives to determine the recommended course of action, whether it be retrofitting of current facilities, building new ones or relocating to a third-party facility. All options are dictated by the business needs but constrained by cost factors. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project:

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Tool 11 indicates that there are a variety of cost analysis issues/aspects. They include break even analysis, return on investment, product cost analysis, capital investment analysis. In the IT field in particular, there is also the total cost of ownership issue. Therefore, a holistic, comprehensive, strategic view of the data center requires the careful consideration of all kinds of cost issues. Cost analysis integrates the requirements of IT, facilities and the businesses they support. It provides a measurement that can scale and adapt to meet the ever-evolving challenges of business needs. Cost analysis also provides a information for managing future capacities and scalabilities since level of current investment affects the potential of the facility to expand in the future. adequate initial investment also ensures change-event plans that work effectively and efficiently within the current and planned data center facilities. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to objective 1. These included the following articles, websites or other sources: Source 1 USING COST ANALYSIS IN EVALUATION Swell, M & Marczak, M. Retrieved July 20, 2006 from http://ag.arizona.edu/fcs/cyfernet/cyfar/Costben2.htm. Source 2 Applications of Life-Cycle Cost Analysis to Homeland Security Issues in Constructed Facilities: A Case Study Chapman, R.E. (Oct. 2003). Retrieved July 20 from http://www.bfrl.nist.gov/oae/publications/nistirs/7025.pdf These sources suggested that the content on cost analysis from tool 11 is very important in the life cycle management of a data center project. As every company tries to reach the optimum level of benefits with minimum level of cost, cost analysis seems even more compelling not only for the immediate investment but also for the long term consideration. Unlike a profit generating facility, a data center is capital investment and it might be very difficult to quantify the specific benefits in dollar amounts. Cost analysis should not take minimizing cost as a goal. The ultimate consideration is how the data center in consideration would help the business to grow and generate revenue and for the long run, too. Even after the data center is up and running, an ongoing Data Center Evaluation is recommended. This evaluation can serve as an early warning for future changes to the data center. These changes are necessary to continue to meet business requirements and respond to the competitive market situations. Comprehensive solutions may include critical, in-depth analysis such as disaster recovery assessments and on-going cost control and maintenance. 4.6.1.4 Safety, Quality and Productivity Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems.

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and suppression systems, security systems.

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For safety, all circuits need to be labeled according to the electrical code at receptacles, PDUs, and breakers. Large, plotter printed, laminated schematics need to be posted on all walls of the server room, and smaller laminated schematics need to be posted at all PDUs and every 8 feet along server cabinets. All power cords must be labeled. The aforementioned also will provide for increased production because inadvertent power outages will be lessened by having proper breakerto-equipment labeling. UPSs must not be placed within the circuit between the electrical kill switches and the equipment; the electrical kill switch MUST kill all electricity to the equipment. Proper training must be administered to all personnel regarding safety and the functionality of and proper use of safety equipment and/or safety design. Handbooks in printed and electronic form must be made available, and printed form handbooks should be proximal to respective subject equipment and/or design. Drills must be conducted, and emergency exercises held with minutes kept. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: Tool #12 topic #4--Safety, quality and productivity: basis for ergonomics--provides an outlook for value added safety implementation providing less lost work time, increased production, increased morale, and higher revenue per employee. The specific categories of application are accident reduction; cost reduction; morale, productivity, and quality; and frequency and severity. Basically, reduced accidents leads to less costs of replacing workers and/or equipment, which leads to less lost production and less loss of morale. If we implement safety from the onset, we increase revenue from the onset. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Douphrate, D. & Rosecrance, J. (2004). The Economics and Cost Justification of Ergonomics. Retrieved July 23, 2006 from http://www.mech.utah.edu/ergo/nora/2004/2940_DouphrateDavid.pdf Douphrate and Rosecrance clearly explain the domino effect of the lack of safety application and the ultimate outcome of occupational injury. Without grasping the entirety of what can result from not having a safety plan or a culture of safety, companies can incur significant costs, direct and indirect monetary costs. The literature clearly supports LSSQTT Tool #12 by providing additional insight into cost justification specifically for each topic of "Safety, quality and productivity: basis for ergonomics." 4.6.1.5 Statistical Quality, Basis for Data Project objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project:

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Based on tool 12 content regarding Statistical Quality, Basis For Data as applied to objective 1, it was found that a controlled sampling of many factors discussed in the above objectives are required in order to create a descriptive as well as an inferential statistical tool to be used in planning a disaster recovery data center for the present day but also begin to address the future needs of such a facility. Additionally, and generally, the article provided an overview of how and where statistics are utilized in industry and how the analysis and charting can and should affect change in an organization. Statistics basically gather and group, check for consistency and defects, create control limits, plot, chart and finally analyze raw data into useable tools to easily communicate to others the actions, expectations, productivity, outcomes, etc. This series of actions then can be used in numerous ways towards numerous ends. The overview outlined the uses of data organization and analysis in terms of assisting in management of quality systems, auditing and tracking/determining assets, developing teams and team leaders through a variety of dynamics, promoting and providing justifications for the growth of facility infrastructure, allows an easy tool to judge the effectiveness and management of technological systems, assists with the implementation and explanation of a strategic plan and overall provides a tool to solve problems and identify areas of improvement. Policies, protocols, planning and decisions use or should use a statistical basis as a foundation. Central to statistics is the concept of the central tendency. Three factors make up the central tendency, the mean, median and mode. Most used of these tools is the calculation of the Mean or the average. The average of most anything on this earth can be found with a quick Google search. The average is simply summing the values of the inputs and then dividing by the number of inputs. The median is the data value that is centrally located within the range, and the mode is the most frequently occurring data value. This then takes us to the concepts of dispersion. Dispersion utilizes three other tools, Range, Standard Deviation and Variance. Range is simple the lower value subtracted from the upper value, providing a quantitative breadth to the data group. Standard deviation is the indicator of the total deviation and reflects the central tendency and variance is the square of the standard deviation and provides another view of the data's behavior about the mean. Sampling is the perhaps the most important action taken when performing a statistical investigation. If you have improper, tainted, skewed or otherwise compromised data in, there is no way to get proper, correct and useful information out. Sampling has several rules that must be followed. First, sampling can be loose and random, or it can be strictly structured and calculated. It does not matter as long as there is a consistent method in data gathering, the full range of data characteristics are represented, data gathering personnel are properly and uniformly trained, there is an adequate timeline and that the sampling is utilizing proper measuring tools. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to objective 3. These included the following articles, websites or other sources: Source 1. United Nations (2003). STATISTICAL CONFIDENTIALITY AND ACCESS TO

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MICRODATA: Proceedings of the Seminar Session of the 2003 Conference of European Statisticians. UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE. Source 2. Gauthier, Pierre A. Balancing the need for detail and confidentiality in the Canadian Census. Paper presented at the 2002 Population Census Conference in Ulaan Baatar, Mongolia 4.6.1.6 Attributes, Checklists Part of tool 12 deals with attribute data. In our server room project many of the tasks will be evaluated as go/nogo. This is attribute data.This technique will be useful in completeing our objectives. Objective 1: Determine, design and implement server room development team, from all associated disciplines, designate project leadership, management, expectations and contractual issues. Objective 2: Determine, design and implement ideal location for facility with respect to operational adjacencies, security, stability, and within a close proximity to emergency utility systems. Objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. Objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds. Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems. Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. All six of the above objectives can be moitored using Attribute charts or checklists. Go/Nogo, proprotion (% complete not complete) and simple checksheet methodology are tools that can be used at all phases of the project. It also should be noted that these attributes charts will be used in the PPAP submission for CPK. ( Note to Instructor attribute data will be transposed into variable CPK data using associated attribute to CPK tables.) This methodolgy is approved by GM FORD DCX. Also attribute control charts may be listed as control methods on Control Plans. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: Tool 12 relates the use of attribute charts and checklists. These tools besides being user friendly allow the team early dectection of problems. So these tools may preceed or assist the use of the 8 d problem solving tools we have previously deployed.

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What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: Several sources were particularly useful for further understanding related to the objectives. These included the following articles, websites or other sources: Source 1 http://www.qualityamerica.com/knowledgecente/knowctrInterpreting_an_Attribute_Chart.htm This source was in in giving an easy explanation of which type chart ( n, np, c, and u) should be used in which scenarion Source 2 http://www.isixsigma.com/library/content/c040202a.asp The isixsigma site was a great source for many aspects of attribute charting. One of the more helpful pieces of information was the listing of downfalls or weaknesses of using attribute methods only. This portion of the site will be helpful to the team when determining control methods. 4.6.1.7 SPC, X-bar and R Project Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. What main content/application findings and analyses (listed by tool) were used to address the objective, to explain what was value adding, and how, to help solve the broader problem and project: SPC, X-bar and R, Variable Charting SPC (Statistical Process Control) is a statistical technique, used during a processing procedure, to help understand possible improvement areas, identify best practices, and help in making decisions based on the data collected. It is implemented to: 1. determine when to adjust process parameters 2. describe the delta, or variation, that exits in any given process This process control is based on two primary components – the mean (or X bar) and the range of data variables. Using these two data sets, an operator has the ability to take on the responsibility for reducing product variation and overall process improvement. This is obtained by analyzing consistent and accurate production output. There are two primary situations where SPC can be implemented. In either situation, SPC cost savings is realized over time, usually in years. 1. The analysis of an existing process a. Determine how consistent and accurate a process is b. Provide a basis for making adjustments during production to maintain control c. Establish proper production procedures 2. The introduction of a new product a. Determine whether a process is capable of meeting predetermined design specifications b. Provide a baseline of data at the onset of production

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Objectives of using SPC: - Help identify and define the amount of variation due solely to chance causes - Provide documentation and true data points about production operations - Control charts take the guesswork out of process decision making - Identify characteristics for measurement in a continuous production environment Guidelines for using SPC: - Decisions prior to beginning charting o This includes determining objectives of the charts and knowing why they are being used by all involved - Starting the control charts o This requires accurate measurements on a repeatable basis using a systematic approach - Drawing conclusions from the charts o This includes getting an introduction of control or lack of control based on points falling outside of the control limits Specific SPC Steps of implementation: 1. Sampling – a continuous operation of data collection 2. Calculating values – X bar, or the mean, is done by adding all data values and then dividing that number by the total number of data points 3. Plotting the X bar chart – plot the data values with the vertical axis representing depth values and the horizontal axis representing time 4. Plotting the R bar chart – similar to the X bar chart, but with the vertical axis representing ranges 5. Calculating the control limits – calculate the upper and lower limit of the boundaries of acceptable data values – UCL = X+A2R and LCL = X-A2R 6. Plotting the control limits – as before, chart out the control limits and their corresponding values 7. Interpretation of the charts – by evaluating the iterative data values, an operator can determine if a process is within specifications; corrective action needs to be taken if a process proves to be outside of either the lower or upper boundaries established. SPC has a direct relationship to the final functionality of a server room as it relates to technical system performance, disaster recovery procedures, and those systems put into place and their day to day operational functionality. Time responsiveness is critical when handling server room equipment and their associated services. In the event of an emergency, it will be good to have a fully documented set of procedures and a standard operating procedure booklet that can be distributed to all involved in the support of a major data center. A mock run could be established to provide data about vendor responsiveness, network cutover, and application availability. These could be tested in a scenario as it relates to a minor or a wide-spread network or power outage. Time can be calculated as each procedure is performed in an emergency: - Contact emergency personnel and their associated response time - Contact core IT personnel - Transfer application control to the hot site (redundant site) - Transfer of network control to the hot site - Data – network throughput - Voice - VoIP and associated services – fax, modem, etc. - Video – streaming content and clarity - Backup or recovery of servers or data itself

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As these procedures are performed, time can be obtained and then charted to clearly demonstrate areas of weakness and to help finalize a solid plan of action in the event of an emergency. This standard operating procedure could be fine tuned to accommodate variations of emergencies as to streamline the actual implementation process itself. What main supportive literature was reviewed which illuminated the tools and applications as findings for this objective, and in what ways: http://vnweb.hwwilsonweb.com/hww/jumpstart.jhtml? recid=0bc05f7a67b1790eeb4cac122eeae0a48910eb07818b2c2b19ce8c8b497c8643b1d5d11fd0acc 7fb&fmt=H Gruska, G., et. al., Use SPC for Everyday Work Processes. Quality Progress v. 39 no. 6 (June 2006) p. 25-32

4.6.2 Main Project Conclusions

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MAIN CONCLUSIONS, RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work within the context of LSSQTT tool content, and as literature was reviewed, what can you now conclude and recommend? Each objective should be listed separately and broken out per separate but related conclusions and recommendations. Primary emphasis should be placed on those conclusions and recommendations which have a basis in data and documentation developed around objectives and applications. 4.6.2.1 Infrastructure, Problem Solving Methods Project objective 3 conclusions: Documentation and data driven process control is important to meet the objective 3 of the server room project. It also helps continuous improvement. Project objective 3 recommendations: The team should have a OPCP in place for the server room project and should document SOPs for the processes such as system restoration, emergency communication, and training. Project objective 6 conclusions: Although the objective focuses on testing, it is very important to document the problems found during testing, understanding the root cause for each problem and implementing changes to prevent the problems in future. Project objective 2 recommendations: The team should use 8-D and FMEA tools to address the problems found during testing. 4.6.2.2 Time Study, Work Methods, Work Sampling Project objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. Conclusions: A full understanding of the overall disaster recovery process as well as the work performed by each person involved in a disaster recovery process is essential to the design and implementation of the server room. If there are more individuals involved in the process that need access to the server room simultaneously and our design does not accommodate this need, the server room will function adequately as a data center but will not fulfill its design need when addressing disaster recovery.

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access to the server room simultaneously and our design does not accommodate this need, the server room will function adequately as a data center but will not fulfill its design need when addressing disaster recovery.

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Recommendations: Fully examine and understand the process of disaster recovery, including the personnel involved and the typical flow of how disaster recovery would take place. Developing flow charts may be beneficial. Examine the process to ensure that the design of the server room will accommodate the personnel required for disaster recovery. Studying the work methods and time involved in each process will also be beneficial to ensure that the design does accommodate disaster recovery. Project objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. Conclusions: As related to project objective 3, understanding the process of disaster recovery in terms of the work flow of each individual and the time involved will greatly contribute the mock run of the disaster recovery. It would be very difficult to simulate the disaster recovery process if it was not fully understood. Recommendations: Fully examine and understand the process of disaster recovery, including the personnel involved and the typical flow of how disaster recovery would take place. Developing flow charts may be beneficial. Examine the process to ensure that the design of the server room will accommodate the personnel required for disaster recovery. Studying the work methods and time involved in each process will also be beneficial to ensure that the design does accommodate disaster recovery. 4.6.2.3 Basic Cost Issues Project objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds. Conclusions: Many in vestment decisions are sequential in nature. The initial decisions on cost and investment levels have a significant impact on the future. The data center case study referenced here included sequential elements related to capital replacements. However, additional research on scenario construction is needed to better capture the sequential nature of decision making in a lifecycle cost context. Because the sequence in which investment decisions are made impacts not only capital costs but also other costs as well, research on scenario construction would help the identification of those investment sequences which have the most favorable impact on life-cycle cost. Many investment alternatives differ in characteristics that decision makers consider important but that are not readily expressed in monetary terms. Because the standardized cost analysis evaluation methods in most cases consider only monetary benefits and monetary costs associated with alternative investment choices, their application can be limited since they may not always include or reflect the importance of those non-financial characteristics to the decision maker. When non-financial characteristics are important, decision makers need a method that accounts for these characteristics (also called attributes) when choosing among alternative investments. With the additional research, the 8-D applications and the PPAP control tools, the team should be able to determine the critical factors for this data center project based on the overall project problem statement and specific project objectives. In a way it is a balance between quantitative consideration and qualitative consideration, neither of which could be overlooked.

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Recommendations: The current project data contains detailed information on tasks, schedules and other control information. The team can also perform additional cost analysis based on stated criteria to evaluate different alternatives for site selection, equipment purchasing, work contracts, etc. in an effort control project cost without sacrificing project quality and longer requirements. (Content in this section drew reference from the case study cited in the literature review section) 4.6.2.4 Safety, Quality and Productivity Project objective 5 conclusions: Safety must be presented continuously to create a culture of safety conscious workers. Training, refresher training, handbooks, and electronic safety documentation always must be available and at hand. Designs must be reviewed for safety. Project objective 1 recommendations: We need to designate a safety officer, a backup, and a tertiary, and we need to provide training for them. Project plans must include safety officer review. 4.6.2.5 Statistical Quality, Basis for Data Project objective 3 conclusions: A project objective area that would benefit from such sampling and data gathering would be where human factors and technological factors have to work together as in objective number 3. This objective calls for consideration to be placed not only on humans perfuming tasks to enable technological tools to do their work, but looks at the fundamental needs of an extended stay, training and operational protocols, communications, responsibilities and training. Performing statistical analysis on existing facilities to infer the needs and operational expectations would be beneficial to the project as a whole. Project objective 3 recommendations: Statistical sampling, plotting and analysis should be done on several factors pertaining to this project. Groups to be sampled and analyzed could include existing data center employees, disaster recovery technicians, standing protocol's and operational guidelines, known recovery times, length of stay in disaster recovery situations, types and depth of data considered critical, training effectiveness, and the like. 4.6.2.6 Attributes, Checklists Objective 1: Determine, design and implement server room development team, from all associated disciplines, designate project leadership, management, expectations and contractual issues. Objective 2: Determine, design and implement ideal location for facility with respect to operational adjacencies, security, stability, and within a close proximity to emergency utility systems. Objective 3: Determine, design for and implement maximum human occupancy, extended stay needs, system restoration protocol, emergency communication protocol, and designate a responsible party for developing and administering the training of future occupants. Objective 4: Determine, design for and implement system specific needs with respect to equipment, racking, work space, storage, and network connections and speeds.

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racking, work space, storage, and network connections and speeds.

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Objective 5: Determine, design for and implement the facility build-out, required equipment electrical pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and suppression systems, security systems. Objective 6: Test facility instrumentation, load room, install equipment, test technical systems, perform a mock run of disaster recovery. Implement protocols. Recommendations: Each of the pertinent tasks in objectives 1-6 should be measured at a minimum with variable or attribute data. The team should decide this based on accuracy needed, time consumption, and cost to implement. Many tasks in the project will lend themselves nicely to the user friendly cost effect attribute methodology. Determining the use of control method usually takes place in the pre-production control planning phase and will continue through prototype and production control planning. Attribute charts used as the control method will be listed on the control plan along with frequency and measure method/gage. Conclusion: Tasks in all six of the objectives are listed on the control plan and therefore in some way are or will be in the future, be controlled by various types of attribute, checklist, or variable data charts.(See control plan). 4.6.2.7 SPC, X-bar and R Project objective 6 conclusions: Today's data center contains many operations that are done on a continual basis that can also be measured. Using SPC, a manager can now begin to rely on process operators to help analyze quality control, make suggestions for improvement, and document data points collected on a daily basis. These processes include server maintenance and network equipment control, but can also include disaster recovery procedures. These have a direct impact on SLA's (service level agreements) that are created to define the five 9's (99.999%) in relation to network uptime, application support, and overall service availability. Project objective 6 recommendations: As we begin to finalize our findings, the team needs to concentrate on overall quality improvement procedures and integrate how processes such as SPC can be used to document individual processes and their associated time constraints and boundaries. When a disaster hits a server room, standard operating procedures must be documented well and printed out so that managers can make quick decisions in a situation when time is of the essence. Objectives should be added and addressed per all those which were identified to fulfill the work of the team. Note that this text box can be expanded, and will need to be modified when the person assigned to compile all other analyses adds the others' into the box.

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4.6.3 Tool 12 Grand FACR Question

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4.6.3.1 Infrastructure, Problem Solving Tools 1. How to manage systems for optimum quality, as a quality management system (QMS)? Having written SOPs for processes, applying the tools #7 through #12 and applications such as PM, 8-D, FMEA, OPCP and PPAP, and having change control in place will help the team to manage the systems for optimum quality. 4.6.3.2 Time Study, Work Methods, Work Sampling 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? Performing time study, studying work methods, performing work sampling, and flow charting are all ways to study the effectiveness of a job or process and determine if there are ways to improve the process. Repeated iterations allow for an "average" of these methods and an overall better idea of how a process works. This information can in turn be used to make decisions on how to solve any problems that may arise during a job or process and make better decisions based on the repeated iterations. In addition, workflow can be studied to determine where improvements can be made for a more efficient process. 4.6.3.3 Basic Cost Issues 3. Developing teams, leaders in a QMS electronically documented environment of the future? Team development includes all the processes that will be engaged to identify, secure and maintain an effective project team. This may be a self-contained team management plan or may be a section or appendix of the project plan which could include Team structure, Staffing, Team building, Performance appraisals, Team Training, Team Synergy. Each element is important for building an effective team. Tool 11 is about decision making. Naturally, it takes effective leaders to make good decisions. It follows that cost related issues are significant factors in a project. Although Tool 11, part 3 does not explicitly deal with team development and managing documentation, the overall consideration for assessing technological decision making entails the importance of maintaining control of information electronically. It is even more so nowadays with the collaboration on the Internet by business partners. One of the toughest obstacles to achieving collaboration in the Information Technology era has been making complex electronic documents and forms accessible to business partners. While ISO provides very detailed standards for creating uniform documentation based on well defined criteria, it appears to be a very cumbersome process. Very heavy volumes can be created shortly even for a small project. The question is how much of value the documentation has when it becomes voluminous and in a stubbornly rigid format? Obviously there needs to be a good balance between the desire for comprehensiveness and the requirement for practicality. 4.6.3.4 Statistical Quality, Basis for Data 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? It is always best to have a solid foundation on which to base decisions, arguments, justifications, explanations and the like. Statistical sampling, charting, and analysis prepares and synthesizes

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data groups into useable tools to form this solid foundation. To convince team members, clients, constituents or governmental agencies on what you wish to achieve or convey, statistics, facts and clearly outlined trends are excellent tools to use. In terms specifically on our data center, having a definitional set of data points, outlining what currently exists allows for inference of what could be. Statistics that show the amounts of need in terms of disaster recovery, may go to convince a client that they need such a facility. Without such evidence of past activity, inactivity and/or events that warrant such activity, what is heard is just unsubstantiated opinions, to be taken or left. Statistics should provide the framework of the "proven possible" and as such all decision-making activities should always have an eye on those possibilities. 4.6.3.5 Attributes, Checklists 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? Once again the task of using control methodologies such as attribute, checklist, or variable data is usually a function of the control planning activity. The control plan is a living document that will be constantly updated and refined as it moves from pre-production to production level. Once in production the control plan can be changed to improve control methodology with PPAP resubmission. It should also be noted the attribute method can lead to, or assist in the 8 d process as well as other problem solving tools. 4.6.3.6 SPC, X-bar and R 4. Necessary electronic communication systems to grow and do QMS in the future? As it's been stated in the past, documentation will remain a key component to help shape and maintain quality. Fully documenting processes and having a benchmark to compare them to will be extremely valuable and help managers make wise decisions about the possible changes in an environment. A process that statistically measures process operations helps eliminate guessing and provides a solid trail of changes made and their associated impacts. Performance reviews will be much easier as job performance can be closely tied to process improvement and the breakdown of individual progress. Electronic communication will continue to grow and expand into a developed process control environment.

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5.0 General Layout, Flow

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Part Name: Other Information:

Phase:

Tool: Compiled:

Project layout and flow analysis provides the opportunity for the team to identify, analyze and present ideas and key issues to help grow the team knowledge base and add value to the overall portfolio of work evolving as related to general physical circumstances surrounding the work. This is placed in formats below as individuals, but driven primarily by the assigned compiler who collects all, placed in one excel worksheet. At phase reviews, all information is placed in one "macro" worksheet of information to illustrate the teams' total research for their project objectives.

5.1.0 Layout Analysis, Documentation

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In order for the process of designing and building a server room/data center to be as generic and reusable as possible, a basic determination needs to be made to determine what basic input in needed in order to produce a usable design. Input considerations: - New construction or remodel - How much equipment will be installed - Redundancy needed - power, network, etc. - WAN connectivity / site to site needs - Client budgetary constraints - Possible threats - man-made and acts of God - Security levels needed - physical and intangible - Vendor / support contact information - Document physical size of all servers, associated hardware, and peripherals - Visually identify server, network, and rack placement Mapping out the site plan: - Sketch out area where equipment will be installed and include: Entrances, exits, windows (if any), columns, pillars, and power poles Heating and air conditioning controls File cabinets, furniture, and office equipment Power outlets - no EMF interference w/ copper infrastructure Voice connections Cable paths - Within the design of the layout of equipment, include: Flow of personnel Service clearances for maintenance of equipment Demarcation points for telecommunication services Growth for server and network equipment expansion - List of outside people to be contacted: Power LEC - Local Exchange Carrier Internet / LD (Long Distance) providers Water supplier Diesel fuel supplier (generator)

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Water supplier Diesel fuel supplier (generator)

Local Police Local Fire State Police Local FBI / Federal Government contact Emergency Plumber Emergency Electrician Emergency Fiber Optic splicer Below are images of similar data centers that will resemble the final design considerations. They are used to demonstrate examples of physical server room configurations and items that need to be configured.

5.1.0: Figure 1, Preliminary Rack Design

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5.1.0: Figure 2, Network Racks with Security Cage

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5.1.0: Figure 3, Air Controlled Environment with Closed Circuit TV Monitoring

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5.1.0: Figure 4, Typical Server Rack with Cabling

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6.0 Chats and Threads

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Chat and thread analysis provides the opportunity for the team to each identify, analyze and present ideas and key issues related to how to better do chats and threads, and to help grow the team knowledge base and add value to the overall portfolio of work evolving through same. This information is placed in the text box format below as individuals and then the compiler for that toolkit assignment collects all and places them in one excel worksheet. At phase reviews, all information is placed in one "macro" worksheet of information to illustrate the teams' total research for their project objectives.

6.1.0 Chat Findings, Analysis

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FINDINGS and ANALYSES: What were the main issues noted in chat 6.1.1 There are no major issues with respect to the chats. Team leaders continue to use agenda and act as moderators for chats. The posting of chat summaries by the team leaders have been helpful. 6.1.2 The chats have become more efficient, the average time now is down to about 30 minutes. The team follows the posted agenda and quickly addresses any issues that may have surfaced from the last chat date. Team members have become more relaxed with each other, just as the course is coming to an end. 6.1.3 As other members pointed out, chat session seems to be shorter now than in the beginning, reflecting the fact that team has a better handle about this tool. It is evident that a lot more can be done now than before in each session and discussions are more focused and to the point, resulting in faster decisions and quicker solutions. 6.1.4 One Member's Concern: Overall, the team pulled together very well and worked on the projects collaboratively, picking up the ball when necessary and adding improvements along the way. Continuously throughout the course, the team has improved. Unfortunately, the overall team attitude is clouded by those who wish to enforce unethical practices and unethical timelines, and I've had enough. Rating team members lower because they will not and can not work on schoolwork during the day and during the time an employer is compensating him is unfair. Deadlines of weekends, holidays, and working hours were expected. As we explained continuously throughout this course, those expectations are both unethical and unfair. I flat out fire anyone who works on schoolwork or outside business while they are being compensated for working, and those who look the other way or promote that unethical activity are just as guilty. Providing deadlines outside the scope of the college's schedule is unfair. While I cannot discuss exactly what I do during the day, I can explain that the strain on my family life is incredibly high, and I did not sign up for a weekend course, a holiday course, or quit my position to sign up for a daytime course. Hours outside of the college's normal operating hours are for my family, when possible. This is a web-based course and is designed for professionals to meet in the evenings, during normal college operating hours. Therefore, I have no choice but to rate incredibly low the "cooperation and attitude" and "leadership, professional demeanor" those who wish to impose that which is unethical. In the real world, I'd fire them.

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6.1.5 One member was on the road this last chat and unable to participate. Reading through the chat however, it seemed as if it was efficient and brief, in his opinion. 6.1.6 Chats are becoming shorter and hope to see this continue. 6.1.7 Over the last several weeks, our chats have become very productive and the team has found its momentum in project completion. Each week has a formal format with a follow-up email outlining the reflected topics. We continue to look forward to working with my team as we move in to the last phase of the project. As we stated earlier on in the course, a phone or even video chat would help in terms of communication and to bring a perspective that cannot be achieved through text-based chats.

6.2.0 Thread Findings, Analysis

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FINDINGS and ANALYSES: What were the main issues noted in threads 6.2.1 Threaded discussions are going well. Team leaders are creating a separate thread for each topic. That keeps the postings organized. No more improvement is needed at this time to the threaded discussions. 6.2.2 The threads remain effective for posting individual work and are used on a limited basis for discussion. Team members seem to really be focused in on the task at hand and frivolous postings have all but disappeared. There are still times when following the sequence of events tends to get a little difficult if someone responds to a thread at the wrong level. 6.2.3 It appears that threads have become a lot more organized. New threads are added on a timely basis when the need arises. Members become more versed in using threads in terms of making postings under proper threads. Due to time constraints, members are not able to actively participate in the evaluation of each other's work by responding to postings. Ideally, it would be very beneficial not only to the individual members but also the team as a whole to have members comment on each other's work. Any suggestions could then be incorporated in the individual submissions thus the team submission would be of even better quality. 6.2.4 Chat seems to have improved throughout the course. Overall improvement to stay on tract showed through terse conversations and shortened timelines. To improve chat, it should be explained that just as in a classroom setting, one doesn't need to add to the conversation unless adding to the conversation. For example, in a classroom setting, usually, a student offers additional information regarding the topic at hand. In chat, perhaps, sometimes unnecessary "conversation" is added to demonstrate that someone is "participating." If a question is asked and answered clearly, it doesn't need to be asked or reaffirmed; we are professionals and can understand questions and responses. To sum, it seems that in a working environment, less unnecessary chat would exist, but within a course, some additional chat seems to exist because of a grade. This is not a complaint but a description of an issue upon which we can improve.

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it doesn't need to be asked or reaffirmed; we are professionals and can understand questions and responses. To sum, it seems that in a working environment, less unnecessary chat would exist, but within a course, some additional chat seems to exist because of a grade. This is not a complaint but a description of an issue upon which we can improve.

6.2.5 Threads were set up in a way that was clear and concise. I can recommend nothing to make it better. The system is working very well. 6.2.6 Last few leaders have used the same thread structure and that has made the use of the threads easier. 6.2.7 The threads continue to be our most consistent and solid working environment for project contributions. It is a great format for individual team postings, but also offers a dependable place to investigate overall team efforts. During this last week, our current leader created sub-folders for various posting components. This is very helpful and provides an overall framework and project expectations. As we wrap up this last phase, threads will continue to be the format that we can depend upon to complete and share our project progress.

Form 6.0 TOC

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7.0 Bibliography

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APPA. The Strategic Assessment Model: Internal Processes Perspective. Retrieved June 8, 2006 from http://www.appa.org/research/SAM/internalprocessperspective.cfm. Bass, B. (1990). From Transactional to Transformational Leadership: Learning to Share the Vision. Organizational Dynamics, Vol. 18, Issue 3, (Winter), 19-31. Basu, Amit & Blanning, R.W. (2001). "Workflow Analysis using Attributed Metagraphs" hicss, p. 9040, 34th Annual Hawaii International Conference on System Sciences ( HICSS-34)-Volume 9, 2001. Beach, D. & Alvager, T. (1992). Handbook for Scientific and Technical Research. Upper Saddle River: Prentice Hall. Beinhocker, E. D. and Kaplan, S. (2002). Tired of Strategic Planning? The McKinsey Quarterly 2002 Special Edition: Risk and Resilience. Retreived June 5, 2006 from http://www.mckinseyquarterly.com/article_abstract_visitor.aspx?ar=1191&L2=21&L3=37. Blumenthal D. & Kilo, C.M. (1998). A Report Card on Continuous Quality Improvement. The Milbank Quarterly, Volume 76, Number4, December 1998, pp. 625-648. Bradley, M. (February,1994). Starting Total Quality Management from ISO 9000 . The TQM Magazine, Vol. 6, Issue 1, pp. 50-54. Cangemi, P., Williams, W., & Gaskell, P. Going to the Source for Accessibility Assessment. Retrieved June 8, 2006 from http://www.netpress.com/waccess/accessibility.html. Coch, L. & French, J. R.P., Jr. (1948). Human Relations. Overcoming Reistance to Change. (pp. 512-32). Crow, K. (2002). Failure Modes and Effects Analysis (FMEA). Retrieved July 20, 2006 from http://www.npd-solutions.com/fmea.html Di Benedetto, C. A. (1999). Identifying the Key Success Factors in New Product Launch. Journal of Product Innovation Management, Volume 16 (6). Retrieved June 16, 2006 from http://www.blackwell-synergy.com/doi/abs/10.1111/1540-5885.1660530?journalCode=jpim. Douphrate, D. & Rosecrance, J. (2004). The Economics and Cost Justification of Ergonomics. Retrieved July 23, 2006 from http://www.mech.utah.edu/ergo/nora/2004/2940_DouphrateDavid.pdf Drickhamer, D. (2002). Best Practices - Where Lean Meets Six Sigma. Retreived June 16, 2006 from http://www.isixsigma.com/offsite.asp?A=Fr&Url=http://www.industryweek.com/ CurrentArticles/asp/articles.asp?ArticleId=1247. Eloranta, E.; Hameri A.; Lahti M. (2001) Improved project management through improved document management. Computers in Industry, Volume 45, Number 3, July 2001, pp. 231243 (13). Everyone Wins with Successful Teams! Retreived June 16, 2006. http://callcentres.com.au/ GEBICteams.htm. Fay, D. (1997). Management vs. Leadership STC Proceedings. Retrieved June 6, 2006 from http://www.stc.org/confproceed/1997/PDFs/0097.PDF. Federico, R. F. (2005). Dear Workforce: What Value Might We Realize From Supporting Volunteerism? Retrieved June 8, 2006 from http://www.workforce.com/archive/article/ 24/29/45.php?ht=commitment%20commitment. Bibliography, Page 299--of--326 FedEx. (August, 1993). FedEx'S 20Form Tips 7.0 for Implementing a Quality Program. Retrieved July 6, 2006 from http://deming.ces.clemson.edu/pub/tqmbbs/cases/fedexqul.txt

Everyone Wins with Successful Teams! Retreived June 16, 2006. http://callcentres.com.au/ GEBICteams.htm. Fay, D. (1997). Management vs. Leadership STC Proceedings. Retrieved June 6, 2006 from http://www.stc.org/confproceed/1997/PDFs/0097.PDF. Federico, R. F. (2005). Dear Workforce: What Value Might We Realize From Supporting Volunteerism? Retrieved June 8, 2006 from http://www.workforce.com/archive/article/ 24/29/45.php?ht=commitment%20commitment. Fay, D. (August, (1997). Management vs. 20 Leadership STC Proceedings. Retrieved June 6, 2006 July from6, FedEx. 1993). FedEx'S Tips for Implementing a Quality Program. Retrieved http://www.stc.org/confproceed/1997/PDFs/0097.PDF. 2006 from http://deming.ces.clemson.edu/pub/tqmbbs/cases/fedexqul.txt Federico, R. F. (2005). Dear Workforce: What Value Might We Realize From Supporting Volunteerism? Retrieved June 8, 2006 from http://www.workforce.com/archive/article/ 24/29/45.php?ht=commitment%20commitment. FedEx. (August, 1993). FedEx'S 20 Tips for Implementing a Quality Program. Retrieved July 6, 2006 from http://deming.ces.clemson.edu/pub/tqmbbs/cases/fedexqul.txt 5 Why’s. Retrieved June 19, 2006 from http://www.isixsigma.com/dictionary/5_Why's-377.htm. 5 Why's Exercise. Retrieved June 19, 2006 from http://blog.fastcompany.com/archives/ 2006/02/07/leading_ideas_dare_to_be_naieve.html. Gauthier, Pierre A. Balancing the need for detail and confidentiality in the Canadian Census. Paper presented at the 2002 Population Census Conference in Ulaan Baatar, Mongolia Gliddon, D. G. (2006). Forecasting a Competency Model for Innovation Leaders Using a Modified Delphi Technique. Retrieved June 15, 2006 from http://etda.libraries.psu.edu/ theses/approved/WorldWideFiles/ETD-1273/Dissertation-Gliddon_Final.pdf. Goyal, N. Applying Lean Manufacturing to Six Sigma - A Case Study. Retreived June 15, 2006 from http://www.isixsigma.com/library/content/c020225a.asp. Gruska, G., et. al., Use SPC for Everyday Work Processes. Quality Progress v. 39 no. 6 (June 2006) p. 25-30 Guiltinan J.P. (1999). Launch Strategy, Launch Tactics, and Demand Outcomes. Journal of Product Innovation Management, Volume 16 (6). Retrieved June 16, 2006 from http://www.ingentaconnect.com/search/expand?pub=infobike://bpl/jpim/1999/00000016/ 00000006/art00002&unc=. Gustafsson, R., Klefsjö, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences from implementing ISO 9000 in small enterprises – a study of Swedish organizations. The TQM Magazine, Vol. 13, Issue 4, pp. 232-246. Hamilton, B. E., & Smith, P.n G. (1993). Implementing TQM on a Shoestring. Journal of Management Consulting. Volume 7 (4). Hanseth, Ole Hanseth, Monteiro, Eric Monteiro, & Hatling, Morten (Autumn, 1996). Developing Information Infrastructure: The Tension Between Standardization and Flexibility. Science, Technology, and Human Values, Vol. 21, No. 4, pp. 407-426. Hickman, C. (1996). Mind of a Manager, Soul of a Leader. Retrieved June 6, 2006 from http://www.itstime.com/nov96.htm#top. Horth D.M. & Palus, C.J. (2002). The Leader's Edge: Six Creative Competencies for Navigating Complex Challenges. San Fransico: Jossey Bass. Humphrey, B. and Stokes, J. (2000). The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders. San Francisco, CA: Jossey-Bass/Pfeiffer. Hultink E.J., Griffin A., Hart S. & Robben H.S.J. (1997). Industrial New Product Launch Strategies and Product Development Performance. Journal of Product Innovation Management, Volume 14 (4) (pp. 243-257). Retrieved June 16, 2006 from http://www.ingentaconnect.com/content/bpl/jpim/1997/00000014/00000004/art00002. Kotter, J.P. (1990). A Force for Change: How Leadership Differs From Management The Form 7.0 Bibliography, Page6,300--of--326 Free Pree Division of Simon and Shuster. Retrieved June 2006 from http://www.shkaminski.com/Classes/Handouts/management_vs_leadership.htm. Kwan, M. Millie & Balasubramanian, P.R. (1997). "Dynamic Workflow Management: A Framework

Humphrey, B. and Stokes, J. (2000). The 21st Century Supervisor: Nine Essential Skills for Frontline Leaders. San Francisco, CA: Jossey-Bass/Pfeiffer. Hultink E.J., Griffin A., Hart S. & Robben H.S.J. (1997). Industrial New Product Launch Strategies and Product Development Performance. Journal of Product Innovation Management, Volume 14 (4) (pp. 243-257). Retrieved June 16, 2006 from http://www.ingentaconnect.com/content/bpl/jpim/1997/00000014/00000004/art00002. Form 7.0 Kotter, J.P. (1990). A Force for Change: How Leadership Differs From Management TheTOC Free Pree Division of Simon and Shuster. Retrieved June 6, 2006 from http://www.shkaminski.com/Classes/Handouts/management_vs_leadership.htm. Hultink E.J., Griffin A., Hart S. & Robben H.S.J. (1997). Industrial New Product Launch Strategies and Product Development Journal of Product InnovationA Framework Kwan, M. Millie & Balasubramanian, P.R.Performance. (1997). "Dynamic Workflow Management: Management, Volume 14 (4) (pp. 243-257). Retrieved June 16, 2006 from for Modeling Workflows," hicss, p. 367, 30th Hawaii International Conference on System Sciences http://www.ingentaconnect.com/content/bpl/jpim/1997/00000014/00000004/art00002. (HICSS) Volume 4: Information Systems Track - Internet and the Digital Economy, 1997. Kotter, (1990). Force forwith Change: HowofLeadership Differs From Management The LeadingJ.P. Change: AnAInterview the CEO EMC. (2005). The McKinsey Quarterly. Free Pree Division of Simon and Shuster. Retrieved June 6, 2006 from Retreived June 5, 2006 from http://www.mckinseyquarterly.com/article_abstract_visitor. http://www.shkaminski.com/Classes/Handouts/management_vs_leadership.htm. aspx?ar=1655&L2=18&L3=27#registerNow. Kwan, & Balasubramanian, P.R.Shows (1997).in"Dynamic Workflow Management: A from Moore,M. A. Millie Meticulous Attention to Detail Rising KPIs. Retrieved June 8, 2006 Framework for Modeling Workflows," hicss, p. 367, 30th Hawaii International Conference on http://www.constructingexcellence.org.uk/pdf/case_studies/CB244.pdf. System Sciences (HICSS) Volume 4: Information Systems Track - Internet and the Digital Economy, 1997.of Public Administration. (2005). US Patent and Trademark Office: National Academy Transforming to meet the challenges of the 21st century. Washington DC:USA. Leading Change: An Interview with the CEO of EMC. (2005). The McKinsey Quarterly. Retreived June 5, 2006 from http://www.mckinseyquarterly.com/article_abstract_visitor. aspx?ar=1655&L2=18&L3=27#registerNow. Moore, A. Meticulous Attention to Detail Shows in Rising KPIs. Retrieved June 8, 2006 from http://www.constructingexcellence.org.uk/pdf/case_studies/CB244.pdf. National Academy of Public Administration. (2005). US Patent and Trademark Office: Transforming to meet the challenges of the 21st century. Washington DC:USA. PMI Standards Committee (1996). A Guide to the Project Management Body Of Knowledge. Retrieved June 6, 2006 from http://egweb.mines.edu/eggn491/ Information%20and%20Resources/pmbok.pdf. Psychology of Change Management, The. (2006). The McKinsey Quarterly. Retreived June 5, 2006 from http://www.mckinseyquarterly.com/article_abstract_visitor.aspx?ar=1316&L2 =18&L3=27. Reid, A. (2001). A Practical Guide for Writing Proposals. Proposal Writing. Retrieved June 12, 2006 from http://members.dca.net/areid/proposal.htm. Richardson Company. The. The Attitude Virus: Workforce Edition. Retrieved June 8, 2006 from http://www.rctm.com/6708.htm. Rosenau, Milton D. (1998). Successful Project Management: A step by step approach with practical examples. New York: John Wiley and Sons. Schwarz, R. M. (1994). The Skilled Facilitator: Practical Wisdom for Developing Effective Groups. San Francisco, CA: Jossey-Bass/Pfeiffer. Smith, P. G. (1996). Your Product Development Process Demands Ongoing Improvement. Research-Technology Management, (March-April). Stone, F. (2004). The Mentoring Advantage: Creating the Next Generation of Leaders. Chicago: Dearborn Trade Publishing.

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Stone, F. (2004). The Mentoring Advantage: Creating the Next Generation of Leaders. Chicago: Dearborn Trade Publishing.

Subba Rao, S., Ragu-nathan, T. & Solis, L. (December, 1997). Does ISO 9000 have an effect on quality management practices? An international empirical study. Total Quality Management, Vol. 8, No. 6, pp. 335-346. Sullivan, J. (2006). PDSA Method. Retrieved June 8, 2006 from http://www.workforce.com/ section/01/article/24/38/30.html. Strauss, D. (2002). How to Make Collaboration Work: Powerful Ways to Build Consensus, Solve Problems, and Make Decisions. San Francisco, CA: Berrett-Koehler. Tahmincioglu, E., (2004). Today's Mantra for Employees: More, More, More!. Retrieved June 8, 2006 from http://www.workforce.com/archive/feature/23/71/45/index.php?ht=. Tannenbaum, R. & Massarik, F. (1950). Participation by Subordinates in the Managerial Decision-Making Process. The Canadian Journal of Economics and Political Science, Volume 16 (3). (pp. 408-18). United Nations (2003). STATISTICAL CONFIDENTIALITY AND ACCESS TO MICRODATA: Proceedings of the Seminar Session of the 2003 Conference of European Statisticians. UNITED NATIONS ECONOMIC COMMISSION FOR EUROPE. United States Patent and Trademark Office. Retrieved June 8, 2006 from http://www.uspto.gov. US GAO (2005, June). Defense Technology Development - Management Process Can Be Strengthened for New Technology Transition Programs. Report to Congressional Committees. Retrieved June 7, 2006 from http://www.gao.gov/new.items/d05480.pdf.

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8.0 Overview of ISO Standards

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This section describes overview of ISO-14000 standards. ISO 9000 is a generic name given to a family of standards developed to provide a framework around which a environmental management system.

8.1 Topic Analysis

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Document the topic analysis steps. ISO 14000, the requirement standard, includes the following main sections: History of Development Major Guidelines Systematic Requirements

8.2 Brief Background of ISO14000

Form 8.0 TOC

8.2.1 ISO-14000 Background. History of Development The ISO 14000 series emerged primarily as a result of the Uruguay round of the GATT negotiations and the Rio Summit on the Environment held in 1992. While GATT concentrates on the need to reduce non-tariff barriers to trade, the Rio Summit generated a commitment to protection of the environment across the world. The environmental field has seen a steady growth of national and regional standards. The British Standards Institution has BS 7750, the Canadian Standards Association has environmental management, auditing, eco-labeling and other standards, the European Union has all of these plus the eco-management and audit regulations, and many other countries (e.g. USA, Germany and Japan) have introduced eco-labeling programs. After the rapid acceptance of ISO 9000, and the increase of environmental standards around the world, ISO assessed the need for international environmental management standards. They formed the Strategic Advisory Group on the Environment (SAGE) in 1991, to consider whether such standards could serve to: Promote a common approach to environmental management similar to quality management; Enhance organizations' ability to attain and measure improvements in environmental performance; and Facilitate trade and remove trade barriers 8.2.2 ISO 1400 major guidelines. 14000- Guide to Environmental Management Principles, Systems and Supporting Techniques 14001- Environmental Management Systems - Specification with Guidance for Use 14010- Guidelines for Environmental Auditing - General Principles of Environmental Auditing

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14010- Guidelines for Environmental Auditing - General Principles of Environmental Auditing

14011- Guidelines for Environmental Auditing - Audit Procedures-Part 1: Auditing of Environmental Management Systems 14012-Guidelines for Environmental Auditing - Qualification Criteria for Environmental Auditors 14013/15- Guidelines for Environmental Auditing - Audit Programs, Reviews & Assessments 14020/23- Environmental Labeling 14024- Environmental Labeling - Practitioner Programs - Guiding Principles, Practices and Certification Procedures of Multiple Criteria Programs 14031/32- Guidelines on Environmental Performance Evaluation 14040/43- Life Cycle Assessment General Principles and Practices 14050- Glossary 14060- Guide for the Inclusion of Environmental Aspects in Product Standards

8.3 ISO14000 Systemic Requirements

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Source:http://www.aqapress.com/p14re.html#contents 8.3.1 GENERAL REQUIREMENTS 8.3.2 ENVIRONMENTAL POLICY Formulate an environmental policy appropriate to the organization's environmental impacts of its activities, products and services. Ensure that the environmental policy provides a framework for setting environmental objectives and targets. Include in the environmental policy a commitment to continual improvement. Include in the environmental policy a commitment to prevention of pollution. Include in the environmental policy a commitment to comply with environmental regulations. Document and implement the environmental policy and communicate it to all employees. Ensure that the environmental policy is available to the public 8.3.3 PLANNING 8.3.4 Environmental aspects Identify environmental aspects of the organization's activities, products and services. Select those environmental aspects that can be controlled, or over which the organization can be expected to have influence. Select significant environmental aspects using a disciplined and objective methodology for evaluating importance of environmental impacts. 8.3.5 Legal and other requirements Identify and have access to applicable legislative, regulatory and other requirements. 8.3.6 Objectives and targets Establish and maintain documented environmental objectives and targets at all relevant functions

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8.3.6 Objectives and targets Establish and maintain documented environmental objectives and targets at all relevant functions

within the organization. Ensure that significant environmental aspects are considered in setting environmental objectives and targets. Ensure that legal and other requirements are considered in setting environmental objectives and targets. Ensure that views of interested parties are considered in setting environmental objectives and targets. Ensure that objectives and targets are consistent with the environmental policy, including the commitment to prevention of pollution. 8.3.7 Environmental management programs Establish management programs for achieving environmental objectives and targets. Assign responsibility for achieving environmental objectives and targets at each relevant function and level of the organization. Specify the means and time frame for achieving environmental objectives and targets. Update and amend programs as required to account for new developments and new or modified activities, products or services. 8.3.8 IMPLEMENTATION AND OPERATION 8.3.8.1 Structure and responsibility Define, document and communicate authorities, roles and responsibilities for operating the environmental management system. Provide adequate resources for the implementation and maintenance of the system. Appoint a management representative responsible for conformance with ISO 14001 and for reporting on the performance of the system. 8.3.8.2 Training, awareness and competence Identify training needs. Make employees aware and knowledgeable of the environmental policy, significant impacts and the environmental management system. Train all personnel in emergency preparedness and response procedures. Train and/or ensure competence of personnel whose work may create a significant environmental impact. 8.3.8.3 Communication Establish systems for internal communication regarding environmental issues. Establish system for receiving communication from external interested parties. Consider external communication of significant environmental aspects. 8.3.8.4 Environmental management system documentation Describe the environmental management system in a manual and reference the related documentation.

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Describe the environmental management system in a manual and reference the related documentation.

8.3.8.5 Document control Define the document control system and the types of controlled documents. Approve documents for use and periodically review them, and revise as necessary. Specify retention periods for controlled documents. Identify documents with their revision level, and maintain a master list with current revision status of documents. Ensure that appropriate documents are available at all locations where they are needed. Remove obsolete documents from points of use and identify retained historical copies of obsolete documents to preclude unintended use. Review and approve changes in documents and reissues of revised documents. 8.3.8.6 Operational control Identify and specify those operations and activities that are associated with the significant environmental aspects. Establish operational criteria, procedures and instructions to ensure conformance with the environmental policy, objectives and targets. Communicate environmental procedures and requirements to suppliers of products and services having significant environmental aspects. 8.3.8.7 Emergency preparedness and response Identify potential for accidents and emergency situations. Establish emergency preparedness and response procedures, and test the procedures where practicable. 8.3.9 CHECKING AND CORRECTIVE ACTION 8.3.9.1 Monitoring and measurement Monitor and measure key characteristics of those operations and activities that are related to significant aspects. Periodically evaluate compliance with applicable environmental laws and regulations. Calibrate monitoring and measuring equipment, and maintain calibration records. 8.3.9.2 Nonconformance and corrective and preventive action Identify and investigate nonconformance and when appropriate take action to mitigate impacts. Initiate and implement corrective actions to prevent recurrence of nonconformance. Initiate and implement preventive actions to prevent occurrence of potential nonconformance. 8.3.9.3 Records Maintain records necessary to demonstrate conformance to the requirements of the ISO 14001 standard. Index and organize environmental records to facilitate their retrieval, and protect records against damage or loss. Determine and document retention times for environmental records.

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standard. Index and organize environmental records to facilitate their retrieval, and protect records against damage or loss. Determine and document retention times for environmental records.

8.3.9.4 Environmental management system audit Establish a program, including scope and frequency, for conducting environmental management system audits. Define the methodology and requirements for conducting environmental management system audits. Implement corrective actions to deal with nonconformance identified by the audit. Report the results of audits to the executive management. 8.3.10 MANAGEMENT REVIEW Periodically conduct management reviews of the environmental system to ensure its continuing suitability, adequacy and effectiveness. Provide management with information necessary to carry out the review. Ensure that management review considers the possible need for changes to the policy, objectives and other elements of the environmental system. Ensure that the review addresses the commitment to continual improvement. Document the management review and record its results.

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9.0 Systems Documentation, Continuous Applications (CA) Form 9.0 TOC There are three specific objectives for this continuous application (CA), each connected to other tools and applications already in motion. These are to: 1. Continue team development within the context of the course and LSSQTT system; 2. Assist team in "growing" applications for development into a team-based portfolio; and, 3. Build a documentation system which is procedurally consistent with 1 and 2 above, and based broadly on ISO 9000. This requires continuing to get organized, improved communications, focus on team culture and disciplined work, as well as deciding how to develop the documentation system.

9.1 Application Next Steps, Completion

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All complete the CA, in total, doing all or part, as determined by team, requiring management of resources to achieve best practices. There is not one absolute "best way" to do these, but all must contribute based on assignments agreed to. Team must determine which parts to use and how to simulate, at mid term phase review. The majority of these should be grown and improved moving into phase II, as the team project plan.

9.1.1 Mechanics Of PPAP Documentation, CA's

Form 9.0 TOC

Addressing customer and/or supplier issues effectively and efficiently is key to competitiveness. Launching new products requires effective communication and decision-making. Integration of information, seamlessly in a multi-user team environment is critical in projects, certainly in a webbased team workplace. Customers and suppliers, internal and external, increasingly require intelligent tools to empower efforts seamlessly. PPAP systems are assessment and communication tools/systems, used to do teamwork, going to phase II.

9.1.2 Growing The ISO System, Project, Team

Form 9.0 TOC

Work is organized as worksheets compatible with how ISO 9000 is done. Each worksheet further defines the team and the documentation system, as a workbook. Worksheets included are: 1. PPAP CA introduction, assignment 2. PPAP TOC 3. PPAP general instructions 4. Warrant 5. Dimensional analysis 6. Process flow 7. Ongoing process control plan 8. Failure mode and effects analysis 9. Gage R & R 10. Cpk calculation 11. PPAP FACR's Various worksheets will be done by different person's, at different times, all integrated and organized around broader FACR's to objectively reflect knowledge documented as part of the system at phase II, port folioed.

Form 9.0 PPAP CA Intro, Page 309--of--326

9.2.0 PPAP Application Basic Assignment

Form 9.0 TOC

The PPAP continuous application uses content main principles in the remaining LSSQTT tools assigned to develop your team based documentation system. Content focus is mechanics and context of quality management systems within a ISO 9000 context, further researched and defined, to help grow a ISO work environment for and around your project. Integration of LSSQTT content main principles will occur over the remaining weeks of the course, continuously, around 56 (total from start of course) tools of text-based content to be integrated within and around the application elements.

9.2.1 PPAP Application Continuous Assignment

Form 9.0 TOC

As indicated in the syllabus, this should result in process documentation systems applied, improved as key parts of transfer and assessment systems for innovation. A prototypically developed model, based on FACR's derived from, and consistent with LSSQTT content and applications, should be built, congruent with certification/registration efforts and other systems. This requires a plan of who will do what, compiling other's work based on early posts at threaded locations, for full participation. Timelines must be adhered to, and all must pull their weight to "grow" leaders and knowledge in the team, culture, and total portfolio. A vision for continuous improvement must be evidenced, particularly at phases I and II. Corresponding to assignments, team leader manages threads/chats, email and other systems to lead and improve team work.

9.2.2 General PPAP Application Points

Form 9.0 TOC

These general issues should be considered, consistent with earlier tools and project simulation: 1. How to manage systems for optimum quality, as a quality management system (QMS)? 2. How to audit and assess systems within the context of change and improvement? 3. Developing teams, leaders in a QMS electronically documented environment of the future? 4. Necessary electronic communication systems to grow and do QMS in the future? 5. Disciplined management of technology--relationship infrastructurally to QMS, audit function? 6. Integrating strategic planning, change as improvement in QMS organizationally in the future? 7. How to solve problems, improve, make objective decisions, within the dynamic of the above? Specifics should be determined by team, and the above are strongly encouraged, and teams should integrate all PM ROL external research as appropriate in the knowledge mix. The challenge is to document knowledge procedurally, for all to base the future on, and to be able to seamlessly transfer, train and develop with/for others based on the what we currently know.

9.2.3 Generic Application Issues, Phase I, Beyond

Form 9.0 TOC

Based on early tools/applications, the following should assist in doing phase I, beyond: 1. Two applications will be posted, (a) 8-D problem solving, and, (b) new product development (PPAP). 2. Both "sets" are broad-based, to help assess systems in a change and improvement context. 3. Teams should continuously, iteratively, do these applications over the remainder of the course. 4. As parts are done, iteratively managed, all should be integrated into your evolving team model. 5. Parts in (a, b) can be changed based on your team's FACR, to improve--strongly encouraged. 6. While each part may not be perfect in your project model, all need trialed, FACR's reported. 7. Model should continuously change, improve, based on all parts, content evolving, rolling out. 8. Additional content will come, related increasingly as parts are integrated, changes assessed. Form 9.0 PPAP CA Intro, Page 310--of--326

(PPAP). 2. Both "sets" are broad-based, to help assess systems in a change and improvement context. 3. Teams should continuously, iteratively, do these applications over the remainder of the course. 4. As parts are done, iteratively managed, all should be integrated into your evolving team model. 5. Parts in (a, b) can be changed based on your team's FACR, to improve--strongly encouraged. 6. While each part may not be perfect in your project model, all need trialed, FACR's reported. 7. Model should continuously change, improve, based on all parts, content evolving, rolling out. 8. Additional content will come, related increasingly as parts are integrated, changes assessed.

Form 9.0 PPAP CA Intro, Page 311--of--326

10.0 PPAP Findings, Analysis, Conclusions, Recommendations Form 10.0 TOC Note that this is different from findings, analyses, conclusions and recommendations for all work as shown in project management general application (PM). PPAP FINDINGS and ANALYSES: What analysis steps were used and what was found, for this part of the project? Include a primary discussion of content applications, including review of literature, focused on elements of the PPAP application as relevant to LSSQTT, project. This may also require changes in previous work documented based on what was learned at this time. The best steps in understanding the PPAP process was to find the AIAG PPAP manual which explains the PPAP process in detail. There are also numerous sites on the web that give guidance. AP CONCLUSIONS, RECOMMENDATIONS: Based on your analysis and what you found as you used the application (s) to do your work, and literature reviewed, what can you now conclude and recommend to assist your team as it moves forward? How has the information applied and reviewed affected the team problem focus, objectives, layout flowchart, or other project data, focused on elements of the PPAP application as relevant to LSSQTT, project? This may also require changes in previous work documented based on what was learned at this time. We can see from the APQP application that many of the elements of the PPAP process are already covered in the APQP and therefore little additional work is needed. We also seen that the flow chart of the process is very important and drives the control plan and fmea. The Control plan also drives the attribute and variable gauge checks. As a team we can now see how all the forward design planning, leads to the design output documents (fmea, cplan etc), which leads to the final customer review and acceptance.

PPAP CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to positively impact the continuously improved project management documentation. How can we improve the PPAP application, and how can we best communicate this as knowledge in the future, focused on elements of the PPAP application as relevant to LSSQTT, project. This may also require changes in previous work documented based on what was learned at this time. Possible improvements that are used in numerous software packages links the left hand columns of the flow, cplan, and fmea. We as a team should also be more focused on the customer events and requirements, which lead to the design goals, and ultimately approval. Note that this text box can be expanded, and will need to be modified when the person assigned to compile all other analyses adds the others' into the box.

Form 10.0 PPAP FACR, Page 312--of--326

Form 10.0 TOC

Form 10.0 PPAP FACR, Page 313--of--326

PPAP Retention Submission Requirements Table of Contents This form is to be used to ensure all supplier PPAP requirements for customers are being met. 1. Insert this form as the first page of the PPAP packet and use as a table of contents, and demonstrate compliance based on responses to level with R, S and * in Completed Submission Requirements (below). 2. The following documents and items must be completed by the supplier for each part when any of the situations in Section I (Table I.3.1 andTable I.3.2) of the AIAG PPAP Manual, where/when Submission is Required occur. AIAG and Customer Specific Requirements take precedence. 3. Direction on which of these items must be provided to the customer is also defined in specific contractual

documentation provided by customer and agreed to with supplier.

Level 1 Level 2 Level 3 Level 4 Level 5 Submission Level:

●

Requirements:

(default)

Complete

N/A

Design records of Saleable Product

R

S

S

S

R

- for proprietary components

R

R

R

R

R

●

- for all other components

R

S

S

S

R

●

2.

Engineering Change Documents

R

S

S

S

R

●

3.

Customer Engineering Approval

R

R

S

S

R

●

4.

Design FMEA

R

R

S

S

R

●

5.

Process Flow Diagrams

R

R

S

S

R

6.

Process FMEA

R

R

S

S

R

7.

Dimensional Results

R

S

S

S

R

●

8.

Material, Performance Test Results

R

S

S

S

R

●

9.

Initial Process Study

R

R

S

S

R

●

10.

Measurement System Studies

R

R

S

S

R

●

11.

Qualified Laboratory Documentation

R

S

S

S

R

●

12.

Control Plan

R

R

S

S

R

●

13.

Part Submission Warrant

S

S

S

S

R

●

14.

Appearance Approval Report

S

S

S

S

R

●

15.

Bulk Material Requirements Chk List

R

R

R

S

R

●

16.

Sample product

R

S

S

S

R

●

17.

Master Sample

R

R

R

R

R

●

18.

Checking Aids

R

R

R

R

R

19.

Records of Compliance

R

R

S

S

R

1.

KEY: S R *

●

●

●

●

●

Submit (where applicable) to designated customer part approval activity, retain copy at appropriate locations including manufacturing. Retain at manufacturing location (where applicable), and make readily available to customer representative upon request. Retain (where applicable) at appropriate locations including manufacturing, and submit to customer upon request.

Form 10.1 PPAP TOC, Page 314--of--326

PPAP General Instructions For Suppliers 1. Forms in the PPAP are designed to be used as an integral unit. 2. If you copy a form as an individual entity it can be used in various ways as intended but the calculator functions will have to be redone-they are lost when you pull it out of the PPAP system. 3. It is the supplier responsibility to assure compliance with all parts of the PPAP system, per customer requirements. 4. While much of the PPAP is focused on quality and technical detail, it is also true that effective, regular and disciplined communication will account for much of what must be attended to in these forms and the broader PPAP systems.

Best Servers Inc

Dimensional

Materials/Functional

Appearance

Supplier Name & Supplier Code

ABC Corp

Customer Name/Division

1111 South End St Buyer/Buyer Code

Street Address

Nowhereville

MI

City

48111

Application

State

123 T72

Zip

Note: Does this part contain any restricted or reportable substances. Are plastic parts identified with appropriate ISO marking codes. REASON FOR SUBMISSION Initial Submission Engineering Change(s) Tooling: Transfer, Replacement, Refurbishment, or additional Correction of Discrepancy Tooling Inactive > than 1 year

Yes

No

Yes

No

Change to Optional Construction or Material Sub-Supplier or Material Source Change Change in Part Processing Parts Produced at Additional Location Other - please specify

REQUESTED SUBMISSION LEVEL (Check one) Level 1 - Warrant only (and for designated appearance items, an Appearance Approval Report) submitted to customer. Level 2 - Warrant with product samples and limited supporting data submitted to customer. Level 3 - Warrant with product samples and complete supporting data submitted to customer. Level 4 - Warrant and other requirements as defined by customer. Level 5 - Warrant with product samples and complete supporting data reviewed at supplier's manufacturing location. SUBMISSION RESULTS The results for dimensional measurements material and functional tes These results meet all drawing and specification requirements: Yes Mold / Cavity / Production Process

appearance criteria statistical process package No (if "NO" - Explanation Required)

DECLARATION I hereby affirm that the samples represented by this warrant are representative of our parts, have been made to the applicable Production Part Approval Process Manual 3rd Edition Requirements. I further warrant these samples were produced at the production rate of ___ / 8 hours. I have noted any deviations from this declaration below. EXPLANATION/COMMENTS:

Print Name

Richard Schneider

Title Proj Eng

Phone No313-111-111

Supplier Authorized Signature Part Warrant Disposition: Customer Name July 2006

Approved Other

FAX No. Date

FOR CUSTOMER USE ONLY (IF APPLICABLE) Rejected Part Functional Approval: Customer Signature The original copy of this document shall remain at the suppliers location while the part is active (see Glossary).

3-111-1112 7/10/2006

Approved Waived Date Optional: customer tracking number: # ______________

Part Submission Warrant Part Name

Server Room

Safety and/or Government Regulation

Yes

No

Additional Engineering Changes

Engineering Drawing Change Level

180054RAC

A

none

1234

Shown on Drawing No.

1234

Part Number

Purchase Order No. was805

Checking Aid No. na

Engineering Change Level

SUPPLIER MANUFACTURING INFORMATION

Dated

7/10/2006

Dated

na

Weight(kg)

na

Dated

na

na

SUBMISSION INFORMATION Dimensional

Best Servers Inc Supplier Name & Supplier Code

Materials/Functional

Appearance

ABC Corp

Customer Name/Division

1111 South End St Buyer/Buyer Code

Street Address

Nowhereville

Mi

City

48111

Application

State

123 T72

Zip

Note: Does this part contain any restricted or reportable substances. Are plastic parts identified with appropriate ISO marking codes. REASON FOR SUBMISSION Initial Submission Engineering Change(s) Tooling: Transfer, Replacement, Refurbishment, or additional Correction of Discrepancy Tooling Inactive > than 1 year

Yes

No

Yes

No

Change to Optional Construction or Material Sub-Supplier or Material Source Change Change in Part Processing Parts Produced at Additional Location Other - please specify

REQUESTED SUBMISSION LEVEL (Check one) Level 1 - Warrant only (and for designated appearance items, an Appearance Approval Report) submitted to customer. Level 2 - Warrant with product samples and limited supporting data submitted to customer. Level 3 - Warrant with product samples and complete supporting data submitted to customer. Level 4 - Warrant and other requirements as defined by customer. Level 5 - Warrant with product samples and complete supporting data reviewed at supplier's manufacturing location. SUBMISSION RESULTS The results for dimensional measurements material and functional tes These results meet all drawing and specification requirements: Yes Mold / Cavity / Production Process

appearance criteria statistical process package No (if "NO" - Explanation Required)

DECLARATION I hereby affirm that the samples represented by this warrant are representative of our parts, have been made to the applicable Production Part Approval Process Manual 3rd Edition Requirements. I further warrant these samples were produced at the production rate of ___8700_ / 8 hours. I have noted any deviations from this declaration below. EXPLANATION/COMMENTS:

Print Name

Richard Schneider

Title Proj Eng

Phone No313-111-1111

Supplier Authorized Signature Part Warrant Disposition: Customer Name July 2006

Approved Other

FAX No.

313-111-1112

Date FOR CUSTOMER USE ONLY (IF APPLICABLE) Rejected Part Functional Approval: Customer Signature The original copy of this document shall remain at the suppliers location while the part is active (see Glossary).

Approved Waived Date Optional: customer tracking number: # ______________

Production Part ApprovalDimensional Results Page SUPPLIER

PART NUMBER

NAME OF INSPECTION FACILITY

PART NAME

ITEM

DIMENSION/SPECIFICATION

1

SUPPLIER MEASUREMENT RESULTS

corner 1

center

corner 2

OK

OK

1

Length of room 240 inches +/- 5inches

241.00

241.00

241.00

X

2

Width of room 180 inches +/- 5 inches

181.00

180.00

181.00

X

3

height of room 144inches +/- 2 mm

143.00

143.00

143.00

X

May 2006

SIGNATURE

NOT

TITLE

DATE

PROCESS FLOW DIAGRAM 7/10/2006 Issue Date: Revision : Prepared By:

Supplier Name: Supplier Location: Part Name:

rel rick schneider

Activity Operation Number

Operation

Inspect

Store

Move

Operation

Evaluation and

Description

Analysis Method

1

Permit acquisition

visual

2

Frame Interior Walls

to check list

3

Elect Power/Lighting Rough-in

to check list

4

HVAC Rough-in

to check list

5

MEP Rough-in Inspection

to check list

6

Data Wiring Rough-in

to check list

7

Insulation

to check list

8

Drywall

to check list

9

Paint

to check list

10

Flooring

to check list

12

HVAC Finish

to check list

12

Air quality control tested as well as humidity control; emergency notification

to check list

12

Server configuration - ready to be installed

to check list

12

Halon / fire suppression completion; emergency notification

to check list

12

Network switch configuration - ready to be installed

to check list

12

Electrical Finish

to check list

12

Data Cabinets

to check list

12

Install Servers

to check list

12

Install associated network equipment - switches, firewalls, etc.

to check list

12

CAT6 drops labeled and tested

to check list

12

Fiber drops all labeled and fully tested

to check list

12

Review final specifications with client and receive final signoff to check list Form 10.5 Proc Flow, Page 318--of--326

ONGOING PROCESS CONTROL PLAN Customer:

Page 1 of 1 Prototype

Control Plan

Pre-launch

Production

Date(Original7/10/2006

Key Contact/Phone:

all

Part Number/Latest Change Level:

a

Core Team:

Part Name/Description:

server room

Supplier/Plant Approval/Date:

23

Supplier/Plant

Supplier Cod

123

Part

Process Name/

Machine, Device,

Process

Operation description

Jig, Tools.

Number 1

Date(Revision):

1234

For Mfg.

Permit acquisition

7/10/2006

Other Approval/Date:

1

7/10/2006

Customer Quality Approval/Date:

7/10/2006

Other Approval/Date:

Characteristics No Product

Customer Engineering Approval/Date:

Special Process Receipt &

Methods

Char.

Product/Process

Evaluation Measurement

Class

Specification/Tolerances

Technique

Size

Sample Frequency

Method

*

to code

Visual

100%

100%

to code

Control

Verificatio n

2

Frame Interior Walls

tool set 1

Reaction Plan

Notify supervisor. Initiate corrective action.

1 square

to print

tape measure

100%

100%

Procedures /

Notify supervisor. Initiate

Work Instructions

corrective action. 0

3

Elect Power/Lighting Rough-in

4

HVAC Rough-in

5

6

tool set 2

conncetions

to print

Visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

tool set 3

1 connections

to print

Visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

MEP Rough-in Inspection

tool set 4

1 connections

Visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

Data Wiring Rough-in

tool set 5

1 connections

100%

100%

Procedures /

Notify supervisor. Initiate

Work Instructions

corrective action.

to print

"

to print

Visual

"

7

8

9

Insulation

Drywall

Paint

tool set 6

1 placement

tool set 7

1 finish

tool set 8

1 finish

to print

tape measure

100%

100%

Procedures / W. Inst.

Notify supervisor. Initiate corrective action.

to print

Visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

to print

Visual

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

100%

100%

2 10

Flooring

tool set 9

1 level

to print

level

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

11

HVAC Finish

tool set 10

1 connection

to print

Visual system.

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

1 humidity

to print

guage

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

Air quality 12 control tested as well as humidity control; emergency notification tool set 11

13

Server configuration - ready to be installed

tool set 12

1 config

to print

software

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

14 Halon / fire suppression completion; emergency notification

tool set 13

1 supression

to print

visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

15

Network switch configuration - ready to be installed

tool set 14

1 power

to print

meter

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

16

Electrical Finish

tool set 15

1 routing

to print

visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

17

Data Cabinets

tool set 16

1 position

to print

tape measure system.

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

18

Install Servers

tool set 17

1 position

to print

tape measure system.

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

Install 19 associated network equipment - switches, firewalls, etc.

tool set 18

1 position

to print

tape measure system.

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

20

CAT6 drops labeled and tested

tool set 19

1 routing

to print

visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

21

Fiber drops all labeled and fully tested

tool set 20

1 location

to print

tape measure system.

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

tool set 21

1 items complete

to print

visual

100%

100%

Procedures / Work Instructions

Notify supervisor. Initiate corrective action.

22 Review final specifications with client and receive final signoff

Form 10.6 OPCP, Page 319--of--326

Potential Falure Mode and Effects Analysis (PROCESS FMEA)

Die Cutting Application

Item: Model Year(s) Vehicles:

FMEA Number:

Process Responsibility:

Core Team:

Prepared by:

Key Date: PROCESS DESCRIPTION

Permit acquisition

Frame Interior walls

POTENTIAL FAILURE MODE

EFFECTS OF FAILURE

S E V

C L A S S

POTENTIAL CAUSES OF FAILURE

wrong permit

cannot start

5

wrong paperwork

1

not square

customer dissatisfaction

6

not checked

1

CURRENT CONTROLS Prevention

CURRENT CONTROLS Detection

computer print

D E T

R P N

RECOMMENDED ACTION

9

45 None

checklist

9

54 None

8

48 None

7 Electrical powe

no power

- Mis-wired

6

- Lack of training

1

Training records / certification

HVAC

no air

- Mis-wired

7

Improper set-up / material mis-fed

1

- Work instructions, job 8 56 None control plans, quality records

MEP Rough IN

rework

- Mis-wired

4

- Packer not following JCP

2

Training records /

work instruction.

9

72 None

certification

Insulation

rework

wrong installation

6

- Lack of training

1

Training records / certification

8

48 None

Drywall

rework

wrong installation

4

- Lack of training

1

Training records /

9

36 None

8

48 None

9

54 None

9

54 None

9

54 None

9

54 None

9

54 None

9

54 None

9

54 None

9

54 None

certification Paint

rework

- Mis-handling of material

6

- Lack of training

1

Training records / certification

Flooring

rework

wrong installation

6

- Lack of training

1

Training records / certification

Control test

rework

- Mis-wired

6

- Lack of training

1

Training records / certification

Server Configuration

rework

- Mis-wired

6

- Lack of training

1

Training records / certification

Fire supression

rework

- Mis-wired

6

- Lack of training

1

Training records / certification

Network Confouration

rework

- Mis-wired

6

- Lack of training

1

F Electrical Finish

rework

- Mis-wired

Training records / certification

6

- Lack of training

1

Training records / certification

Data Cabinets

rework

wrong installation

6

- Lack of training

1

Training records / certification

Servers

rework

wrong installation

6

(Rev.) 01

FMEA Date (Orig): O C C

- Lack of training

Form 10.7 FMEA, Page 320--of--326

1

Training records /

RESP. COMP. DATE

ACTION TAKEN

S E V

O C C

Potential Falure Mode and Effects Analysis (PROCESS FMEA)

Die Cutting Application

Item: Model Year(s) Vehicles:

FMEA Number:

Process Responsibility:

Core Team:

Prepared by:

Key Date: PROCESS DESCRIPTION

POTENTIAL FAILURE MODE

EFFECTS OF FAILURE

S E V

C L A S S

POTENTIAL CAUSES OF FAILURE

CURRENT CONTROLS Prevention

CURRENT CONTROLS Detection

D E T

R P N

RECOMMENDED ACTION

certification Network Equipment

rework

wrong installation

6

- Lack of training

1

Training records /

9

54 None

9

54 None

9

54 None

9

54 None

certification Cat6 drop

rework

wrong installation

6

- Lack of training

1

Training records / certification

Fiber drops

rework

wrong installation

6

- Lack of training

1

Training records / certification

Final review

rework

6

(Rev.) 01

FMEA Date (Orig): O C C

- Lack of training

1

Training records / certification

Form 10.7 FMEA, Page 321--of--326

RESP. COMP. DATE

ACTION TAKEN

S E V

O C C

Potential Falure Mode and Effects Analysis (PROCESS FMEA)

D E T

R P N

Form 10.7 FMEA, Page 322--of--326

Potential Falure Mode and Effects Analysis (PROCESS FMEA)

D E T

R P N

Form 10.7 FMEA, Page 323--of--326

Attribute Gage R&R Study Operation Characteristic

Attribute Legend

room length

tape

Gage Name

1

Gage No. Name Operator A Operator B Operator C

A B D G G N

Accept Bad Defect Go Good NoGo

NOTES

Date

rick ### greg 7 rebec 7

1. Select at least 20 parts, some slightly below and some above both spec limits. 2. Select at least 2 operators for this study. 3. The gage is acceptable if all measurement decisions agree. Calculation Field

Known Attribute Sample ID

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20

Operator A

Operator B

Operator C

Operator A Operator B Operator C

AttributeTrail 1 Trial 2 Trial 1 Trial 2 Trial 1 Trial 2 Score

G G G G N G G G G G

G G G G N G G G G G

G G G G N G G G G G

Score via Trial/Operator 100% 100% Score via Operator

G G G G N G G G G G

100%

100%

G G G G N G G G G G

###

Y Y Y Y N Y Y Y Y Y

0%

###

Trail 1 Trial 2 Trial 1 Trial 2Trial 1 Trial 2

1 1 1 1 1 1 0 1 1 1

1 1 1 1 1 1 0 1 1 1

1 1 1 1 1 1 0 1 1 1

1 1 1 1 1 1 0 1 1 1

0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

0% 90% 0%

Trail 1 Trial 2 Trial 1 Trial 2 Trial 1 Trial 2 Operator A Summary

Operator B

Operator C Notes:

% Appraiser Effectiveness Operator A

100%

The gage is acceptable if all measurement decisions agree.

Operator B

100%

If measurement decisions do not agree, gage must be improved, re-evaluated.

Operator C

0%

% Effectiveness

If the gage cannot be improved, it is unacceptable and an alternate measurement system should be found.

Form 10.8 Attribute Gage, Page 324--of--326

Total

100%

Form 10.8 Attribute Gage, Page 325--of--326

Form 10.9 Cpk Calculation Directions : 1. Input the data in the Data column (below), it will accomidate up to 30 points, delete data that is not yours. 2. Input the Upper Spec & Lower Spec in the cells below the graph. You will find the Cpk at the bottom of the page, in the double lined box.

Data 144.1 144.0 144.5 144.2 143.5 144.1 143.9 143.9 143.9 144.0 144.1 144.1 143.8 144.2 144.0 144.7 144.1 143.7 143.6 143.9 144.0 144.1 144.2 144.6 143.7 144.3

27 28

144.0 144.0

29 30

144.8 144.3 Measured in inches

Run Chart

Column B

Value

Point # 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26

1 2 3 4 5 6 7 8 9 1 1 1 1 1 1 1 1 1 1 2 2 2 2 2 2 2 2 2 2 3 0 1 2 3 4 5 6 7 8 9 0 1 2 3 4 5 6 7 8 9 0 Data Point

Upper Spec Lower Spec

146.0 142.0

Center Spec

144.0

Tolerance

5.0

Mean 144.077 Variance 0.08944 StDev. 0.299 Cp

5.57

Cpk

2.14

Form 10.9 Cpk Calculation, Page 326--of--326