SCOPEVision® Connecting Vision to Results . . . Together

 

 

Introduction and Getting Started with Meetings

The link below is an introduction to SCOPEVision and the SCOPE tools and a discussion of quality management models in general. 

SCOPEVision Description (25-page PDF file requires Adobe Reader)

For you who have been around quality models, here is how to use the tools on the site.

  • Download the agenda on the Tools/Resources page.  Collaboration is key to SCOPEVision, and disciplined meetings are the key to collaboration.  The SCOPEVision descriptions on this site all have suggested agenda topics and action items.  Become familiar with the agenda and use it!

  • Download the one-page summary on the Tools/Resources page.  It has a summary of SCOPEVision and a page of suggested questions or areas of inquiry.

  • Talk informally to the people who would be key stakeholders or customers, tell them what you are doing, and ask to set up a meeting. 

  • Set up an initial meeting using the agenda. 

    • Keep meeting length no longer than one hour.

    • Include on the agenda a general statement of the problem that you are trying to solve.

    • Pick three or four relevant questions as agenda topics from the periSCOPE, kaleidoSCOPE, and gyroSCOPE summaries, e.g. what is the customer requirement, how does the "should be" differ from the "as is"?, who should be on the team, and who makes the ultimate decision?

    • Add two final agenda items:  SCOPEVision model summary and "what next?"

  • Send the agenda electronically at least three days in advance, and provide a link to this site (perhaps highlight this Introduction page) for additional reading if desired.

  • Consider using the SCOPE PowerPoint presentation on the Tools/Resources for the SCOPEVision summary.  You can all have fun trying to figure out what the slides all mean!

  • Start and end on time.  Assign tasks for follow-up.

 

Recommended Resources

These Web pages contain recommended resources that you may find particularly useful.  Along these lines, the following books are especially useful in introducing quality management concepts or because they are seminal works in quality management:

W. Edwards Deming, Out of the Crisis (Cambridge: MIT Press, 1986).  Must-have wisdom from one of the quality greats, revered in Japan with establishment of the Deming prize in the 1960s.

George Eckes, The Six Sigma Revolution: How General Electric and Others Turned Process into Process  (New York: John Wiley & Sons, 2001). [Good quality history and introduction to Six Sigma. Eckes's books are some of the easiest to read.

Michael George, Lean Six Sigma for Service: How to Use Lean Speed and Six Sigma Quality to Improve Services and Transactions (New York: McGraw-Hill, 2003).  In a previous book, George mapped out the combination of Six Sigma and Lean; in this book he applies Lean Six Sigma to the service industry, with hospital and government examples that are very useful.  Demystifies the Six Sigma process somewhat.

Joseph Juran and A. Blanton Godfrey, Juran's Quality Handbook, 5th (McGraw-Hill: 1999).  This 1,800 page book is comprehensive and contains the well accepted wisdom of one of the quality giants.

Jeffrey Liker, The Toyota Way: Fourteen Management Principles from the World’s Greatest Manufacturer (New York: McGraw-Hill, 2004).  Easy reading analysis of the Toyota Production System, the precursor to Lean Manufacturing.

Mary Walton, The Deming Management Method (New York: Perigree Book, 1986).  The author spent a considerable amount of time with Dr. Deming, and she personalizes his "profound theory of knowledge" in a way that is an easy read.

James Womack, Daniel Jones, Daniel Roos, The Machine that Changed the World: The Story of Lean Production (1990).  Seminal work that published the work of MIT's International Motor Vehicle Program, introduced the rest of the public to the lead production, and offers great insight into a manufacturing environment for those who have never had experience with it.

 

 

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