RIAC SOAR 8 : 1992
Current
The latest, up-to-date edition.
PROCESS ACTION TEAM HANDBOOK
01-12-2013
PREFACE
CHAPTER 1: MANAGEMENT PERSPECTIVE
1.1 Why Participative Management/Process Action Teams?
1.2 The New Role of Management
1.3 Characteristics of Successful Participative Managers
1.4 Assessing the Current Level of Participative Management
CHAPTER 2: THE NEED FOR PROCESS ACTION TEAMS
2.1 Employee's View
2.2 Why Teams?
2.3 What is a Team?
2.4 Characteristics of High Performance Teams
2.5 High Performance Teams and Participative Management
CHAPTER 3: TOTAL QUALITY MANAGEMENT PROTOTYPE
3.1 Use of a Prototype
3.2 Prototype Implementation and Training Plan
3.3 Lesson Learned from the Prototype
CHAPTER 4: TQM STRUCTURE IMPLEMENTATION
4.1 Authority-Level Team
4.2 Action-Level Teams
4.3 Types of Process Action Teams
CHAPTER 5: PROCESS ACTION TEAM CHARTER
5.1 Mission Statement
5.2 Code of Conduct
5.3 Team Charters in the Prototype Effort
CHAPTER 6: PROCESS ACTION TEAM ESTABLISHMENT
6.1 PAT Membership
6.2 PAT Leadership
6.3 PAT Goals
6.4 Authority and Responsibility
6.5 Trust
CHAPTER 7: PROCESS ACTION TEAM RESOURCE PERSONNEL
7.1 Selection Criteria
7.2 Preparing Resources Personnel for Their Roles
7.3 Resource Personnel Responsibilities
7.4 Time and Other Organization Requirements
CHAPTER 8: PROCESS ACTION TEAM TRAINING
CHAPTER 9: PROCESS ACTION TEAM MEETING
9.1 Quality Focus
9.2 Meeting Agenda
9.3 Not the PAT Focus: Pains and Peripherals
9.4 Team Discussion
9.5 Continued Learning
9.6 Meeting Minutes
9.7 Meeting Evaluation
CHAPTER 10: THE FIRST THREE PROCESS ACTION TEAM MEETINGS
10.1 PAT Meeting One
10.2 PAT Meeting Two
10.3 PAT Meeting Three
10.4 PAT meeting Four and Beyond
10.5 Team Tools
CHAPTER 11: PROCESS ACTION TEAM FOCUS
11.1 Process Defined and Inputs and Outputs Illustrated
11.2 Process Outputs: Quality Characteristics
11.3 Process Baseline Establishment
11.4 Data Collection System
11.5 Process Suppliers
CHAPTER 12: WHERE TO BEGIN: PROCESS SELECTION
12.1 Operations Analysis
12.2 Position Survey
12.3 Process Selection
CHAPTER 13: CONTINUOUS IMPROVEMENT STRATEGY
13.1 Stage 1: Select Process and Team
13.2 Stage 2: Describe the Process
13.3 Stage 3: Assess the Process
13.4 Stage 4: Theorize for Improvement
13.5 Stage 5: Plan an Experiment to Test the Theory
13.6 Stage 6: Do the Experiment and Analyze the Results
13.7 Stage 7: Compare the Results with the Theory
13.8 Stage 8: Change the Process or Theory
CHAPTER 14: MORE PROCESS ACTION TEAM TOOLS
APPENDIX A: RAC PRODUCTS
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