Server Room Planning Portfolio

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
3.2.1 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
3.3.1 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
3.4.1 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
Interactive Table of Contents, Page 1--of--326
3.4.4 Environmental 14000 standard
3.4.5 Managing process Ongoing Process Control Plan OPCP As One Key
3.4.6 Managing based on standardization
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
3.6.1 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
4.2.4 Tool 8 Specific LSD Application Points
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
4.4.6.1 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
4.5.2 Tool 11 Conclusions Recommendations
4.6.0 Tool 12
4.6.2 Main Project Conclusions
4.6.3 Tool 12 Grand FACR Question
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
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.
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)
1.2.0 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)
Form 1.0 Overview, Page 5--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.
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
.
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
.
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
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
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
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
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:
construction)
and also considers
followingcenter
aspects:
Design a disaster-recovery
serverthe
room/data
for a modern organization that can accommodate an
-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
Objective
Determine,
design
and implement
ideal location
for facility
respect to
operational
disciplines,2:
designate
project
leadership,
management,
expectations
andwith
contractual
issues.
Objective 3: security,
Determine,
designand
forwithin
and implement
maximum
human occupancy,
extended stay needs,
adjacencies,
stability,
a close proximity
to emergency
utility systems.
developing
and
administering
thefor
training
of future occupants.
Objective 3:
Determine,
design
and implement
maximum human occupancy, extended stay needs,
Objective 4:
Determine,
design
and implement
system specific needs with respect to equipment,
developing
and
administering
thefor
training
of future occupants.
Objective
5: Determine,
design
fornetwork
and implement
the facility
build-out, required equipment electrical
racking, work
space, storage,
and
connections
and speeds.
systems, security
systems.
Objective
5: Determine,
design for and implement the facility build-out, required equipment electrical
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
from a team work perspective and from an actual implementation perspective. Objective specific topics
include:
from a team work perspective and from an actual implementation perspective. Objective specific topics
include:
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.
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. .
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.
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.
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.
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.
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.
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.
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.
from
team work
perspective and from an actual implementation perspective. Objective specific topics
1.4.3 aProject
Goal:
include:
10.1.4 of
Objective
Considerations
series
needs assessment
criteriaand
andActions
producing a design for a server/room that fits their needs. 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.
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.
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
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.
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
points / panels.
Moving forward the team must continually
and analyze
the15--of--326
effectiveness of the strategy and make
Formtrack
1.0 Overview,
Page
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
points / panels.
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.
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.
A trainer or project leader needs to interview IT personnel, support vendors, and physical plant personnel
to understand the overall operational requirements.
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.
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.
Verify the room shall support the equipment design produced and that no other additional spaces must be
planned.
Request a complete list of equipment for placement in the new spaces along with the environmental
requirements for each piece of equipment.
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.

points / panels.
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
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.
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.
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.
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.
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.
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.
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
improvement to the proposed project.

1.4.4.4 Objective 4
Verify the room shall support the equipment design produced and that no other additional spaces must be
planned.
Request a complete list of equipment for placement in the new spaces along with the environmental
requirements for each piece of equipment.
consideration for future growth, punch down blocks, and fiber and copper splicing racks.
1.4.5 APQP-Design Flow
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
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
Prototype Build Control Plans

Drawings
Feb 20 2006
Feb 20 2006
Mar 10 2006
Mar 10 2006
Mar 10 2006
Mar 10 2006
Engineering
Specifications
Feb 20 2006
Mar 10 2006
Mar 10 2006
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
New Equipment,
Tooling and Facilities
Requirements
Feb 20 2006
Mar 10 2006
Mar 10 2006
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 Planning-ISO
Gauges/Testing
Equipment
Requirements
Team Feasibility
Commitment and
Management
Support
Feb 20 2006
Design Output-ISO
Design Output-ISO
Outline security
requirements; door
access, video
monitoring, etc.
Field documentation
Feb 20 2006
Feb 20 2006
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
Design Output-ISO
Perform complete code

review-integrate
Mar 31 2006
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

and receive written
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

Packing Standards
Apr 10 2006
Apr 24 2006
Form 1.0 TOC

Apr 12 2006
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
Process Failure Mode

and Effects Analysis
(PFMEA)
Apr 10 2006
Apr 24 2006
Apr 16 2006
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
Systems Analysis
Plan
Apr 10 2006
Apr 24 2006
Apr 24 2006
Preliminary Process
Capability Study Plan Apr 10 2006
Apr 24 2006
Apr 24 2006
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
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

and receive written
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
Permitting
July 6 2006
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
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
Measurement
Systems Evaluation
Sept 13 2006
Sept 15 2006
Preliminary Process
Capability Study
Sept 13 2006
Sept 15 2006
Production Part
Approval (PPAP)
Sept 15 2006
Sept 13 2006
Production Validation
Testing
Sept 13 2006
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
Ensure all OS /
Design Verification/Validation- application patches are
ISO
up to date
Commissioning
Sept 15 2006
Form 1.0 TOC
Provide full
Design Verification/Validation- documentation of entire
ISO
system and backups
Sept 20 2006
Oct 4 2006
Oct 4 2006
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
Customer Satisfaction
Oct 9 2006
Oct 31 2006
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
LSSQTT Tool 8.doc
Course Info on BGSU

Web
6/9/2006
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
rel
Web
Course Info on BGSU
rel
Web
Course Info on BGSU
rel
Web
Course Info on BGSU
LSSQTT Tool 8.doc (192.5 Kb)
rel
Web
Course Info on BGSU
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
rel
Web
Course Info on BGSU
rel
Web
Tool Thread System Document
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 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
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.
Form 2.0 Assessment, Page 38--of--326
where we can assess everyone fairly. We are researching some alternative means of assessment.
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.
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.
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
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.
Form 2.0 TOC
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.
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.
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.
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.
3.1.2 Team Synchronized Cross Functionally
Form 3.0 TOC
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
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
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.
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).
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

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.
Grazier, P. (2006). Team Motivation, acquired from
http://www.teambuildinginc.com/article_teammotivation.htm.
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 wont 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.
leadership, which are all important for the success of achieving team goals.
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.
Form 3.0 TOC
3.2.1 Change, Improvement and Leadership

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
Horth D.M. & Palus, C.J. (2002) The Leader's Edge: Six Creative Competencies for Navigating
Complex Challenges. San Francisco: Jossey Bass.
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.
Stone, F. (2004). The mentoring advantage: creating the next generation of leaders. Chicago:
Dearborn Trade Publishing.
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.
Hawkins, J.L. (2001) Leadership as a lifestyle: The path to personal integrity and positive
influence. South Provo, UT : Executive Excellence Publications.
Leadership as a Lifestyle provides a holistic approach to leadership that is based upon the quality of
ones life rather than the power of ones 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
Form 3.0 TOC
Bass, Bernard (1990). From transactional to transformational leadership: learning to share the
vision. Organizational Dynamics, Vol. 18, Issue 3, Winter, 1990, 19-31.
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.
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.
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
Form 3.0 TOC
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.
Schwarz, Roger M. (1994). The Skilled Facilitator: Practical Wisdom for Developing Effective
Groups. San Francisco, CA: Jossey-Bass/Pfeiffer.
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.
Struass, David. (2002). How to make collaboration work: Powerful ways to build consensus,
solve problems, and make decisions. San Francisco, CA: Berrett-Koehler.
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
Form 3.0 TOC
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 DODs 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.
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
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.
3.2.6 Removing Barriers to Improvement
Form 3.0 TOC
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 aboutWarningsis 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.
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
Form 3.0 TOC
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).
3.2.8 Leading Change, Strategic Planning
Form 3.0 TOC
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
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' issuesrooting 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.
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
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 companys 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 structuresreward and
recognition systems, for examplemust 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 TOC
3.3.1 Lean Six Sigma Teams, Problem Solving

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.
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
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
Form 3.0 TOC
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.
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.
http://blog.fastcompany.com/archives/2006/02/07/leading_ideas_dare_to_be_naieve.html5 why's
exercise:
Retrieved from internet 6/19/06
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
Form 3.0 TOC
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
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 Rogers (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 Kendalls W measures of
increased levels of agreement in iteration three. Krippendorfs alpha reliability and Cronbachs 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 leaders
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.
to fruition. A measurement tool for innovation leaders can be developed to analyze a leaders
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.
3.3.4 Applied Technical Research
Form 3.0 TOC
Beach, D. & Alvager, T. (1992). Handbook for Scientific and Technical Research. Upper Saddle
River: Prentice Hall.
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.
Reid, A. (2001). A Practical Guide for Writing Proposals. Proposal Writing. Retrieved June 12, 2005
from http://members.dca.net/areid/proposal.htm
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
Form 3.0 TOC
Smith, Preston G. (1996) Your product development process demands ongoing improvement.
Research-Technology Management. March-April 1996.
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.
Hamilton, Bruce E., Smith, Preston G. (1993) Implementing TQM on a Shoestring. Journal of
Management Consulting. Volume 7, No. 4, Fall 1993.
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
Form 3.0 TOC
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=.
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.
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.
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
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 consistencythat is, the
alignment of the strategic and tactical decisions made throughout the process. The survey
respondentsmanagers from marketing, product development, or general management in U.K.
firmsprovided 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.
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.
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.
Form 3.0 TOC
3.3.7 Patents, USPTO

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.
National Academy of Public Administration (2005). US Patent and Trademark Office: Transforming to
meet the challenges of the 21st century. Washington DC:USA
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 agencys 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 Panels 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
Form 3.0 TOC
Coch, Lester & French, John R.P., Jr., (August, 1948). Human Relations, pp. 512-32. Overcoming
Resistance to Change.
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.
Form 3.0 TOC
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.
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
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.
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.
Optimization of costs and resources.
3.4.2 ISO 9000 based requirements, QS Focus
Form 3.0 TOC
Bradley, M. (February,1994). Starting Total Quality Management from ISO 9000 . The TQM
Magazine, Vol. 6, Issue 1, pp. 50-54.
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 managements aim. Shows how the requirements of ISO 9000 can be used
to start on the journey towards TQM.
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.
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
3.0 TOC
QMI (2006). Retrieved July 9 from http://www.qmi.com/registration/ts16949/Default.asp?

language=English
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.
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...................................................................
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.................................
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
Form 3.0 TOC

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
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
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.
Various Environmental Handbook principles
The Handbook Of Environmentally Conscious Manufacturing
Edited by Christian N. Madu
Kluwer Academic Publishers November 2000
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
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
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
3.0 TOC
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
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).
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
Form 3.0 TOC
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.
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

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
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.
Form 3.0 TOC
3.5.1 New Product Development, Innovation Life Cycle

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).
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.
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
*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.
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.
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.
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
Form 3.0 TOC
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.
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.
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
Abstract:
Roadside hardware such as guardrails, bridge rails, and sign supports are subjected to large
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)
Form 3.0 TOC

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.
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)
Form 3.0 TOC

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.
FMEA (Failure Mode and Effects Analysis) is a proactive tool, technique and quality method that
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.
Crow, Kenneth. Failure Modes and Effects Analysis. http://www.npd-solutions.com/fmea.html
Downloaded July 15th, 2006.
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
Form 3.0 TOC
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. Xeroxs 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
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
KBS technology, thereby expanding their strategic technology tool kit.

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.
Form 3.0 TOC
3.6.1 Infrastructure, Problem Solving Tools

Crow, K. (2002). Failure Modes and Effects Analysis (FMEA). Retrieved July 20, 2006 from
http://www.npd-solutions.com/fmea.html
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.
Gustafsson, R., Klefsj, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences from
implementing ISO 9000 in small enterprises a study of Swedish organizations. The TQM
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
Form 3.0 TOC
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.
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.
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.

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
Form 3.0 TOC

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
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 methodsfor 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 centers 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 scenariosthe potential for a cyber attack and the
potential for a CBRE attackare 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.
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.

USING COST ANALYSIS IN EVALUATION
Swell, M & Marczak, M. Retrieved July 20, 2006 from
http://ag.arizona.edu/fcs/cyfernet/cyfar/Costben2.htm.
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
Form 3.0 TOC

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 todays 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.
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.
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
Form 3.0 TOC

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.
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.

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. Canadas 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.
Form 3.0 TOC
3.6.6 Attributes, Checklists

Retrrieved from web on 7/20/06 at Http://www.isixsigma.com/dictionary/Attribute_Data-95.htm
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.

Retrrieved from web on 7/20/06 at
http://www.isixsigma.com/control_charts/p_chart_control_chart.asp
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.

Retrrieved from web on 7/20/06 at http://www.isixsigma.com/library/content/c040202a.asp
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

http://www.qualityamerica.com/knowledgecente/knowctrWhen_to_Use_an_Attribute_Chart.htm

http://www.qualityamerica.com/knowledgecente/knowctrWhen_to_Use_an_Attribute_Chart.htm

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
Form 3.0 TOC

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
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.
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.
4.0 LSSQT Tool Analysis

4.1.0 Tool 7
Form 4.0 TOC
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.
Form 4.0 FACR, Page 134--of--326
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:
Form 4.0 TOC
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.
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.

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.
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.
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.
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.
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.
Form 4.0 TOC
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.

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.
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.
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,
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.
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.
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
Form 4.0 TOC
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
- 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
- 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
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.
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
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.
4.2.1.8 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
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.
We work in team setting which has a constantly changing, assigned "leadership" as its hierarchy.
given to improve our project and final product.

We work in team setting which has a constantly changing, assigned "leadership" as its hierarchy.
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.
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.
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.
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
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 ideal.
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.
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.
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.
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.
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

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.
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 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!
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.
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
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
Form 4.0 TOC
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.
changing context.
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 "whats
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
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
return on updating them, as well as understand the
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 comingsome small departments have
implemented it already. Prior to designing is thinking, conceptualizing, and it is at this stage we must
considerwe must demandthat 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.
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.
Form 4.0 TOC
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.
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
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.
Form 4.0 TOC
person on the team, all intentionally targeted toward the LSSQTT tool content under
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.
Form 4.0 TOC
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
According to LSSQTT Tool#9 courseware "research is a process of critical and exhaustive
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.
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.
Form 4.0 TOC
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.
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.
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.
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.
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.
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.
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.
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
developed to a point where it is a useful tool to others in a variety of situations, and if the
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.
Form 4.0 TOC
ASD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to

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

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
Form 4.0 TOC
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 isnt being evaluated, but the overall job process.
4.3.2.3. Developing teams, leaders in a QMS electronically documented environment of the
future?
Tomorrows 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
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 members 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 theyve 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
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
Form 4.0 TOC
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
Form 4.0 TOC
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
Form 4.0 TOC
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.
products and services; rather, it certifies that consistent business processes are being applied.
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.
4.4.3 ISO9000-2000 Systemic Requirements
Form 4.0 TOC
Source: SemiconFarEast (2005), acquired from http://www.semiconfareast.com/iso2.htm.
4.4.4 ISO9001-2000 Management Requirements
Form 4.0 TOC
4.4.5 ISO 9001-2000 Quality Management Principles
Form 4.0 TOC
10.5 ISO 9001-2000 Quality Management Principles

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
Form 4.0 TOC
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
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
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.
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.
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 organizations 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.
their activities and how they contribute to the achievement of quality objectives.
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.
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.
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)
Form 4.0 TOC
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
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.
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.
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
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.
Form 4.0 TOC
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
Finish
Resource
Project Milestone
Task
Generation
Frequency
Duration
Start
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
Form 4.0 TOC
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?
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.
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.
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:
o If no answer, call State Police (# TBD)
- Security at JC notifies the State and/or Local Police
- Security at JCs standard procedure for intrusion followed
- Security at JCs standard procedure for intrusion followed
In case of temperature increase:

o Continue to call JC until an the call is received
Other (e.g. chemical spill, electrical, etc.)
4.4.6.3 Tool 10 Continuous Improvement
Form 4.0 TOC
ASD CONTINUOUS IMPROVEMENT: This information, as analyses, should also be used to

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

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.
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.
*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;
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.
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
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
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.
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:
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.
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).
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
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).
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
Area for a loading dock

Freight elevators
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
the objective, to explain what was value adding, and how, to help solve
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
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.
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.
13. Actions taken.
Double click the box below to open the FMEA workbook:
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
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.
Form 4.0 TOC
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.

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.
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.
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.
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
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
members different areas of expertise to limit the reliability issues with the server room project.
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.
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.
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
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.
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.
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.
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.
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.
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., Klefsj, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences
from implementing ISO 9000 in small enterprises a study of Swedish organizations. The TQM
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.
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.
Several sources were particularly useful for further understanding related to the objectives. These
Source 1
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.
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 customers 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.
and project:
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.
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
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.
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.
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.
and project:
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.
Source 1. 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.
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 3: Determine, design for and implement maximum human occupancy, extended stay
needs, system restoration protocol, emergency communication protocol, and designate a
pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and
suppression systems, security systems.
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.
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.
Form 4.0 TOC
Several sources were particularly useful for further understanding related to the objectives. These
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
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
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
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.
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
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.
4.6.2.1 Infrastructure, Problem Solving Methods
Documentation and data driven process control is important to meet the objective 3 of the server
room project. It also helps continuous improvement.
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.
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.
The team should use 8-D and FMEA tools to address the problems found during testing.
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.
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.
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
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.
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.
Form 4.0 TOC
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
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.
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.
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.
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.
Objective 3: Determine, design for and implement maximum human occupancy, extended stay
needs, system restoration protocol, emergency communication protocol, and designate a
pulls, facility heat-gain and HVAC, personnel facilities plumbing & electric, fire detection and
suppression systems, security systems.
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).
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.
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.
4.6.3 Tool 12 Grand FACR Question
Form 4.0 TOC
4.6.3.1 Infrastructure, Problem Solving Tools

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.
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.
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.
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
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.
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.
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.
Form 4.0 TOC
5.0 General Layout, Flow
Form 5.0 TOC

Date:
Originally By:
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
Form 5.0 TOC
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)
Form 5.0 Layout, Flow, Page 292--of--326
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
Form 5.0 TOC
5.1.0: Figure 2, Network Racks with Security Cage
Form 5.0 TOC
5.1.0: Figure 3, Air Controlled Environment with Closed Circuit TV Monitoring
5.1.0: Figure 4, Typical Server Rack with Cabling
Form 5.0 TOC
6.0 Chats and Threads
Form 6.0 TOC
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.
6.1.0 Chat Findings, Analysis
Form 6.0 TOC
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.
Form 6.0 Chats and Threads, Page 296--of--326
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
Form 6.0 TOC
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.
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
7.0 Bibliography
Form 7.0 TOC
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.
Bradley, M. (February,1994). Starting Total Quality Management from ISO 9000 . The TQM
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.
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,
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
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
FedEx. (August, 1993). FedEx'S 20 Tips for Implementing a Quality Program. Retrieved July 6,
5 Whys. 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., Klefsj, B., Berggren, E. & Granfors-Wellemets, U. (2001). Experiences from
implementing ISO 9000 in small enterprises a study of Swedish organizations. The TQM
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.
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
Strategies and Product Development Performance. Journal of Product Innovation
Management, Volume 14 (4) (pp. 243-257). Retrieved June 16, 2006 from
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
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
(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.
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.
Form 7.0 Bibliography, Page 301--of--326
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.
Form 7.0 TOC
8.0 Overview of ISO Standards
Form 8.0 TOC
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
Form 8.0 TOC
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
Form 8.0 ISO 14000, Page 304--of--326
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
Form 8.0 TOC
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
Form 8.0 ISO 14000, Page 305--of--326
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.
Form 8.0 ISO 14000, Page 306--of--326
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.
Form 8.0 ISO 14000, Page 307--of--326
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.
Form 8.0 ISO 14000, Page 308--of--326
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;
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
Form 9.0 TOC
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:
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.
(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.
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
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
- for proprietary components
- for all other components
2.
Engineering Change Documents
3.
Customer Engineering Approval
4.
Design FMEA
5.
Process Flow Diagrams
6.
Process FMEA
7.
Dimensional Results
8.
Material, Performance Test Results
9.
Initial Process Study
10.
Measurement System Studies
11.
Qualified Laboratory Documentation
12.
Control Plan
13.
Part Submission Warrant
14.
Appearance Approval Report
15.
Bulk Material Requirements Chk List
16.
Sample product
17.
Master Sample
18.
Checking Aids
19.
Records of Compliance
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
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
SUPPLIER MEASUREMENT RESULTS
corner 1
center
corner 2
OK
OK
Length of room 240 inches +/- 5inches
241.00
241.00
241.00
Width of room 180 inches +/- 5 inches
181.00
180.00
181.00
height of room 144inches +/- 2 mm
143.00
143.00
143.00
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
Permit acquisition
visual
to check list
Elect Power/Lighting Rough-in
to check list
HVAC Rough-in
to check list
MEP Rough-in Inspection
to check list
to check list
Insulation
to check list
Drywall
to check list
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:
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:
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
tool set 1
Reaction Plan
Notify supervisor. Initiate

corrective action.
1 square
to print
tape measure
100%
100%
Procedures /
Work Instructions
corrective action.
0
Elect Power/Lighting Rough-in
HVAC Rough-in
tool set 2
conncetions
to print
Visual
100%
100%
Procedures /
Work Instructions

corrective action.
tool set 3
1 connections
to print
Visual
100%
100%
Procedures /
Work Instructions

corrective action.
MEP Rough-in Inspection
tool set 4
1 connections
Visual
100%
100%
Procedures /
Work Instructions

corrective action.
tool set 5
1 connections
100%
100%
Procedures /
Work Instructions
corrective action.
to print
"
to print
Visual
"
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.

corrective action.
to print
Visual
100%
100%
Procedures /
Work Instructions

corrective action.
to print
Visual
Procedures /
Work Instructions

corrective action.
100%
100%
2
10
Flooring
tool set 9
1 level
to print
level
100%
100%
Procedures /
Work Instructions

corrective action.
11
HVAC Finish
tool set 10
1 connection
to print
Visual
system.
100%
100%
Procedures /
Work Instructions

corrective action.
1 humidity
to print
guage
100%
100%
Procedures /
Work Instructions

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

corrective action.
14
Halon / fire suppression completion; emergency notification
tool set 13
1 supression
to print
visual
100%
100%
Procedures /
Work Instructions

corrective action.
15
Network switch configuration - ready to be installed
tool set 14
1 power
to print
meter
100%
100%
Procedures /
Work Instructions

corrective action.
16
Electrical Finish
tool set 15
1 routing
to print
visual
100%
100%
Procedures /
Work Instructions

corrective action.
17
Data Cabinets
tool set 16
1 position
to print
tape measure
system.
100%
100%
Procedures /
Work Instructions

corrective action.
18
Install Servers
tool set 17
1 position
to print
tape measure
system.
100%
100%
Procedures /
Work Instructions

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

corrective action.
20
CAT6 drops labeled and tested
tool set 19
1 routing
to print
visual
100%
100%
Procedures /
Work Instructions

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

corrective action.
tool set 21
1 items complete
to print
visual
100%
100%
Procedures /
Work Instructions

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
wrong paperwork
not square
customer dissatisfaction
not checked
CURRENT CONTROLS
Prevention
CURRENT CONTROLS
Detection
computer print
D
E
T
R
P
N
RECOMMENDED
ACTION
45 None
checklist
54 None
48 None
7
Electrical powe
no power
- Mis-wired
- Lack of training
Training records /
certification
HVAC
no air
- Mis-wired
Improper set-up / material

mis-fed
- Work instructions, job

8 56 None
control plans, quality records
MEP Rough IN
rework
- Mis-wired
- Packer not following JCP
Training records /
work instruction.
72 None
certification
Insulation
rework
wrong installation
- Lack of training
Training records /
certification
48 None
Drywall
rework
wrong installation
- Lack of training
Training records /
36 None
48 None
54 None
54 None
54 None
54 None
54 None
54 None
54 None
54 None
certification
Paint
rework
- Mis-handling of material
- Lack of training
Training records /
certification
Flooring
rework
wrong installation
- Lack of training
Training records /
certification
Control test
rework
- Mis-wired
- Lack of training
Training records /
certification
Server Configuration
rework
- Mis-wired
- Lack of training
Training records /
certification
Fire supression
rework
- Mis-wired
- Lack of training
Training records /
certification
Network Confouration
rework
- Mis-wired
- Lack of training
F
Electrical Finish
rework
- Mis-wired
Training records /
certification
- Lack of training
Training records /
certification
Data Cabinets
rework
wrong installation
- Lack of training
Training records /
certification
Servers
rework
wrong installation
(Rev.) 01
FMEA Date (Orig):

O
C
C
- Lack of training
Form 10.7 FMEA, Page 320--of--326
Training records /
RESP.
COMP.
DATE
ACTION TAKEN
S
E
V
O
C
C
Potential
(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
- Lack of training
Training records /
54 None
54 None
54 None
54 None
certification
Cat6 drop
rework
wrong installation
- Lack of training
Training records /
certification
Fiber drops
rework
wrong installation
- Lack of training
Training records /
certification
Final review
rework
(Rev.) 01
FMEA Date (Orig):

O
C
C
- Lack of training
Training records /
certification
RESP.
COMP.
DATE
ACTION TAKEN
S
E
V
O
C
C
Potential
(PROCESS FMEA)
D
E
T
R
P
N
Potential
(PROCESS FMEA)
D
E
T
R
P
N
Attribute Gage R&R Study

Operation
Characteristic
Attribute Legend
room length
tape
Gage Name
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

Server Room Planning Portfolio

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Server Room Planning Portfolio

Uploaded by

Copyright:

Available Formats

Use this Interactive Table of Contents (TOC) to Jump to the desired section of

Form 2.0: Team Assessment

Form 3.0: Review of literature

Interactive Table of Contents, Page 1--of--326

3.4.4 Environmental 14000 standard

Interactive Table of Contents, Page 2--of--326

Form 4.0 LSSQT Tool Analysis

Interactive Table of Contents, Page 3--of--326

Form 5.0 General Layout Flow

Form 6.0 Chats and Threads

Form 7.0 Bibliography

Form 9.0 Systems Documentation Continuous Applications CA

Form 10.0 PPAP Findings Analysis Conclusions Recommendations

Interactive Table of Contents, Page 4--of--326

1.0 Phase II and Tool 12 Submission Overview

Form 1.0 TOC

1.1.0 Document Outline and Team Responsibilities

Form 1.0 TOC

Form 1.0 Overview, Page 5--of--326

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

1.2.0 Team Members

Form 1.0 TOC

1.3.0 Team Plan

Form 1.0 TOC

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

1.3.3 Phase II Plan

Form 1.0 TOC

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

9. Team leader submits final deliverables on the Instructor Forum.

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

1.3.3.2 Project Completion Team Approach

Form 1.0 TOC

1.4.0 Project Data

Form 1.0 TOC

10.1.4.2.2 Action / Consideration 2

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

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

improvement to the proposed project.

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

Des. input -APQP

Des. input -APQP

Des. input -APQP

Des. input -APQP

Des Output- ISO

Retrieve initial budget

Des Output- ISO

Des Output- ISO

Product Assurance Plan Feb 13 2006

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

Design Failure Mode

Prototype Build Control Plans