TQM in MANAGEMENT with I-TRAC for Windows TQM has done wonders for the many processes, systems, programs, etc. to which it has been applied. That is the logical focus of TQM effort. But there is merit in looking also at the management process itself - what is done in "the front office" of those TQM-enhanced operations. After this intro are two sections, Rationale and What's the Problem? RATIONALE - explains the background of a unique management software program called I-TRAC. The Office of Quality Management in a Federal department wrote this about I-TRAC for Windows: "...the system clearly has potent promise in helping very busy organizations convert chaotic activity into an ordered and disciplined routine." And this from the deputy director of a federal data center: "I have been impressed with its ease of use; it really only took a few sessions with it to learn how it works and to be in full operation." WHAT'S THE PROBLEM? - illustrates the multidimensional data modeling that I-TRAC uses to improve management performance. ........................................................................... RATIONALE FOR I-TRAC Leaders at all levels, from top executives to supervisors, orchestrate the work of others. Future actions are defined, responsibilities are assigned, and due dates are set. Then what? The most effective leader does not just wait for those actions to occur. He or she aggressively monitors progress to encourage and assist, often to intervene and redirect (a change in Action C may require changes in related Actions M and Q). How is that monitoring done? Usually with cryptic notations somewhere, often simply a calendar (perhaps computerized), sometimes a list of pending actions. Or a stack of cards. But how is that data used? In my career as an executive (federal and corporate) and management consultant, one focus was information for managers. Many executives and staff I encoun- tered frequently surprised others with their insights regarding key parameters of a large array of pending actions. I found that they had a simple technique: assessing those parameters from several perspectives, rather than only the two- dimensional portrayal that was typically available. But they did it intuiti- vely, not systematically. And, not consistently. That suggested an opportunity. Computer graphics software, particularly color 3-D, is a striking contribution of science to the art of management. If a table of numbers has many other variables (for example: month, state, program, and contractor) the adept manager routinely calls for several graphs, each showing the numbers with a different set of three dimensions. Relationships appear that are not discernible from a single 3-D graph or a table. Multi- dimensional data modeling is indeed a powerful management tool. So, can we use computers to also provide multidimensional perspectives regarding certain non-quantitative management parameters of pending actions? ExecWare said "Yes" and created its unique I-TRAC software. The action parameters chosen by ExecWare are: the issue to which an action relates, the responsible party, the type of action, the due date, and links with other actions. Instantly displaying selected parameters, in the order specified, along with the names of actions that match, gives immediate answers to "management questions." For example, a query may be "What type IRM actions assigned to Div X for Issue A are due during the next two months?" Or, "What actions, by type, are assigned to Smith, and when are they due?" A list from the first question may look fine, while a list from the second could show that Type R work may become a bottleneck. But the lists alone are not enough. The user should be able to quickly read the details of individual actions in the selected cluster descriptions, other linked actions, and electronic notes that may have been electronically affixed earlier. Those management criteria then drove the software engineering for I-TRAC. Its unique multidimensional listing of clusters of pending events is an innovative management tool, enabling a way of executive oversight that is new for most people. The issues, therefore, regarding the potential of I-TRAC for an organization are two-fold: Management process. I-TRAC will benefit any manager or professional; alone or as a complement to TQM or business process reengineering. Software. There is nothing like I-TRAC. And it is easy to learn, to tailor to an individual's management environment, and for his or her staff to operate. Robert Listou, President, ExecWare P.S. The terms "issue" and "action" may not fit your situation. In I-TRAC you replace them with your choices, i.e. projects, divisons, tasks, etc. The following, WHAT'S THE PROBLEM?, demonstrates the logic of routinely using multidimensional data modeling as a tool for enhancing the monitoring of pending events. ........................................................................... WHAT'S THE PROBLEM? A few people (and very few) can look at a table like that below and quickly identify problems. How long will it take you to find one, and what was your methodology? Airport Time Flight Gate Atlanta 11:45A 53 12 Boston 4:00P 55 17 Charlotte 2:15P 63 18 Chicago 9:45A 74 21 Cleveland 2:30P 49 13 Dallas 9:12A 40 12 Denver 8:35A 37 14 Denver 9:30A 60 13 Durham 4:55P 85 21 London 11:30P 78 17 Los Angeles 7:00A 42 11 Manchester 9:12A 81 16 Miami 8:45A 71 18 Montreal 3:00P 80 12 New Orleans 10:00A 58 9 Richmond 2:30P 67 13 Seattle 11:14P 45 21 Tampa 10:27A 88 11 Got it? If not, let's see what happens if we change the order in which the variables are listed. Please look at the back of this page. Here is another of the 16 possible arrangements of the four variables. Now do you see the problem?. Gate Time Flight Airport 9 10:00A 58 New Orleans 11 7:00A 42 Los Angeles 11 10:27A 88 Tampa 12 9:12A 40 Dallas 12 11:45A 53 Atlanta 12 3:00P 80 Montreal 13 9:30A 60 Denver 13 2:30P 49 Cleveland 13 2:30P 67 Richmond 14 8:35A 37 Denver 16 9:12A 81 Manchester 17 4:00P 55 Boston 17 11:30P 78 London 18 8:45A 71 Miami 18 2:15P 63 Charlotte 21 9:45A 74 Chicago 21 4:55P 85 Durham 21 11:14P 45 Seattle Got it? But, you say, that's a very unlikely way for that data to be listed. Right - that's the point! Routinely looking at the same data in different ways, with I-TRAC, can lead to perceptions not possible with "business as usual." Looking at the data in ways we are used to gives us confidence that may not be warranted. Now imagine a list, as above, with four variables and a fifth "object" they lead to: Assigned To Date Due Type Issue Action That is what I-TRAC produces; again, with 16 different arrangements of the first four. Certainly, you won't routinely use all 16; but you will find several which, because of their different perspectives (such as the one above) disclose potential problems. What is an Issue? Simply the name of a group of Actions. What is an Action? A future event. When you view one that you select from the list, you see it's name (the fifth column), the 4 variables, and a list of other Actions that depend on the one you are viewing. And you can replace those key words, Issue and Action, with words you choose. Which fit your environment? Goal and Objective? Project and Task? Region and Office? Division and Project? What Type designations will you establish? I-TRAC puts Total Quality into the monitoring of pending events. The executive's staff can operate it at once - intuitively. There's no manual - it isn't needed! .......................................................................... Implementation of I-TRAC typically requires that several offices become involved. The computer shop can buy off on the technical adequacy of I-TRAC. But folks in TQM or management development need to take a lead role, perhaps acting as I-TRAC Supervisor (explained imn the documentation that accompanies the disk). The personal assistants to a few managers, perhaps those "most organized" need to learn I-TRAC and be recruited as advocates. Then, make known its availability and be prepared to offer assistance to the managers (and their staff) who express an interest. I-TRAC should be available as an option, not something everyone is expected to use. I-TRAC for Windows sells for $79 per user, i.e. whether a single user or a LAN edition. We recommend that an organization start with only 2 or 3 concurrent users. Later, if there is a need, get upgrades for $79 per additional user plus a $10 handling fee. There is a DOS version ($29), but we no longer support it. Our plan is to make it shareware. The functions are the same as the Windows version, bu the latter is far superior re use.