![108
NGT
Total
A 1 3 1 1 6
B 3 4 4 2 13
C 2 1 3 3 9
D 4 2 2 4 12
The Nominal Group Technique [NGT] provides a
way to give everyone in the group an equal voice in
problem selection.
Brainstorming
te many ideas in as short a time as possible.
nstorming can be used in two ways: structured or
tructured.
Operational
Definitions
Operational definitions give a clear communica
meaning to a concept which enables individua
work on a system based on basic guides of
understanding. There are no gray areas.
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CAUSE & EFFECT DIAGRAM [FISHBONE]
A Cause & Effect Diagram is used when you need to
identify, explore, and display the possible causes of a
specific problem or condition. “Fishboning”
represents a sophisticated form of brainstorming.
EFFECT
Cause Cause
Cause Cause
Cause
A Problem Statement is tool used
to document a Probletunity.
Problem
Statement
A Problem Statement is
divided into three parts: the
current situation or existing
state of the problem, the
impact the problem has on
the organization, and the
desired state one would like
to achieve by solving the
problem or improving the
process.
Define the Team
Team Members
Name Role
John Team Leader
Mary Coach
Bob Teacher
Susan Custodian
Bill Secretary
Jane Driver
Wayne Student
Purpose & Vision
Average
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Upper Control Limit [UCL]
_ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
Lower Control Limit [LCL]
CONTROL CHART
Time
Measurement
A Control Chart is simply a Run Chart with statistically
determined upper and lower control limit lines drawn on
either side of the process average. Being in control
[meaning no data points fall outside the control limits]
simply means the process is consistent.
Average
RUN CHART
Time
Measurement
A Run Chart is used to monitor a process to see
whether or not the long-range average is
changing.
Run Charts are the simplest quality tool to
construct and use.
Restraining
Forces
Driving
Forces
Force Field Analysis is
a visual listing of possible
forces driving or
preventing change.
A Force Field Analysis is
useful if a quality
improvement team wants
to find out what is
driving, slowing, or not
allowing change at all.
Hint: removing a
restraining force will
make for more progress
than creating driving
forces.
FORCE FIELD ANALYSIS
INTERRELATIONSHIP
Cause
Cause Cause
Cause
Cause
Cause
study the relationship between the causes
and discover the “root cause” of a problem.
INTERRELATIONSHIP
Cause
Cause Cause
Cause
Cause
Cause
If a relationship can be
established, lines are
drawn between two
causes. Analysis leads to
drawing arrows between
causes and effects.
HECKLISTS or sheets are simple easy-to-understand
orms used to determine whether and with what
equency specified events are taking place. Check lists
upply the necessary data for creating Run Charts and
ther continuous improvement tools.
CHECKLIST
Date Total
Category 1 Data Data
Category 2 Data Data
Category 3 Data Data
Category 4 Data Data
Decision
Process
Step
Stop
Start
FLOWCHART
A Flowchart is a pictorial
representation showing all
of the steps of a process.
Flowcharts are used to
“document” a process. By
creating and studying
flowcharts teams can often
uncover sources of trouble
as well as solutions to
problems. Many of us are
visual learners. “Let’s
flowchart it” is a most
important step in problem
solving.
The Plan-Do-Study-Act [PDSA] Cycle
The Plan-Do-Study-Act [PDSA] Cycle
Plan
Plan
Do
Do
Act
Act
Study
Study
Delighted
Customers
Systems Progress
Systems Progress is a visual technique used
to answer the questions: “Where did we start?
Where are we now? Where are we going?
Pilot Project
Pilot Projects provide evidence that proposed
innovations or improvements will work. Pilot
Projects are the “DO” of the Plan-Do-Study-Act
[PDSA] Cycle.
Five Whys?
The Five Whys? are simply a process of
asking Why? at least five times in a row
to detect the root cause or meaning of a
particular problem or situation.
Why? Why?
Why? Why?
Why?
BAR CHART
Category
Survey Results In Percent
A Bar Chart displays collected data on
parallel horizontal bars for comparative
analysis. Lengths are proportional to
collected data.
COLUMN CHART
Category
Number
A Column Chart is a vertical bar graph
that displays collected data in parallel
columns whose lengths are proportional to
specific amounts in sets of data.
SURVEY
1. xxxxxxxxxx
2. xxxxxxxxxx
3. xxxxxxxxxx
determining
quality.
Compile the results
using a Checklist
and display them
using a Bar Chart,
Column Chart, or
Pareto Chart.
Surveys are used when a project is
planned, to prove the need and demand of
the customer, or to test a group for
Project Bulletin Board
RED ITEMS REQUIRE ACTION WITHIN 30 DAYS.
1.
2.
3.
1.
2.
3.
YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED.
1.
2.
3.
GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS.
Completed Items move to the
Successful Projects Board.
Items must be organized into segments
capable of being addressed within 30 days.
Items move into yellow as space permits.
P RIOR K NO WLED GE ASS ESSMEN T Hig h Sc ho ol Cu s tod ia l QIP Surve y
0
1
2
3
4
U nd e rs to o d th e 2 -Jo b C on c ep t p rio r to
train in g.
U nd e rs to o d th e 8 5- 15 Ru le p rio r to
train in g.
Un de rst oo d t he i de a o f " C us to m e r-Dr iven
Q u alit y " p rio r to train in g.
Un d ers to od t h at I a m a c u st om er t oo pr ior
to train in g.
S erie s1
Radar Chart illustrates relationships
tween characteristics of plotted data
ints in relation to the whole picture.
dar Charts can give a second
erpretation to the same set of data in
Bar or Column Chart.
CORRELATION CHART
Factor 2
Factor
1
A Correlation Chart measures the performance
of one factor compared to another and helps
determine what relationship. if any, exists. The
correlation is based on the pattern of data points.
Negative
Correlation
Positive
Correlation
No Correlation
100 %
90 %
80 %
70 %
ETC.
Consensogram
A Consensogram is a statistical survey that measures
an entire groups perception of effort, commitment,
understanding, etc. The question asked is decided by
the leader, group, team, or organization. The
Consensogram is used when you have a group of people
and wish to see their view on an issue.
Pie Chart
A Pie Chart is used to display data which is
represented by a circle [100 percent] and is
then broken down into slices.
The Pie Chart
shows the most
important problem
areas by giving
them a larger piece
of the pie. Pie
Charts are easy to
read and are
effective with all
age groups.
Scores
Frequency
HISTOGRAM
A Histogram is a specialized Column Graph used
to illustrate the stability of a process. The
greatest number of units are pictured at the mid
point with roughly an equal number of units on
either side of that point. See the example below.
Process A
Process B
Process A illustrates greater
variation than Process B.
Process C illustrates even less
variation than Process B.
Process C
Stratification helps analyze cases in which data
may actually mask the real facts.
This is often the case when the recorded data is
from many sources but is treated as one number.
Stratification breaks down single numbers into
meaningful categories to focus corrective action.
Time
Measurement
Time
Measurement
A and B
Combined A Alone
B Alone
Stratification
A and B Combined
Imagineering
Imagineering is a Brainstorming technique used
to identify what an individual or group envisions as
the perfect project, process, or system. Another
term used for Imagineering is idealized design.
The facilitator or leader
must clearly state the
objective of the
Imagineering session.
Example:
“What would be the perfect
learning environment?”
Flow Tree
A Flow Tree helps to break down
outcomes into major subcategories or
capacities. It is an integral part of a
Capacity Matrix [See].
Capacity Matrix
Knowledge
Understanding
Application
Analysis
Aim or Capacity Breakdown
Result
Parking
Lot
? I/O
+
What is going well?
A Parking Lot is a place where group
participants can anonymously communicate
with facilitators or group leaders.
.
What needs improvement
What question do you have?
What are the issues or observations.
Affinity Diagram
The Affinity Diagram is the result of an interactive
data collection method which allows groups of people
to identify and process large quantities of ideas in a
very short time. It is a non-judgmental way to collect
and process ideas. A question is posed. Team
members individually Brainstorm silently writing ideas
on 3”x3” sticky
notes.
Team members
randomly place
them in the middle
of the table.
Ideas are grouped
into like categories.
Finally, a header
note is placed at
the top of each
column.
PROJECT
STEPS
1.
2.
3.
4.
5.
Time
Ganntt Chart
A Ganntt Chart is used for planning schedules and
managing projects. A Ganntt Chart is useful when doing a
project where one stage depends upon another. It also
makes it obvious which steps can be done simultaneously.
Present Organization
1.
2.
3.
4.
Future Organization
1.
2.
3.
4.
Positive Forces That Create Growth
1.
2.
3.
4.
5.
6.
Negative Forces That Create Growth
1.
2.
3.
4.
5.
6.
+
-
TransitionPeriod
Quality of W
orkLife
A Bone Diagram is a systems reflection tool, which helps
organizations clarify their current and desired state. It also
identifies the forces driving and preventing progress toward the
desired change. It combines the Systems Progress and Force
Field Analysis Tools.
Quality Improvement Story Board
2.a. Identify the team members who will
address the issue.
b. Establish operational definitions to be used.
1. Describe the OFI identified in the
Baldrige Assessment.
3. Collect data regarding the
current situation.
5. Develop a plan for improvement and
how success will be measured.
6. Report results.
4. Identify causes for the current
situation.
ACTION PLAN
Action Plan refers to a series of connected steps that
are designed to accomplish a goal or objective. Action
plans include details of shorter- and longer-term
performance projections, responsible personnel, resource
commitments and time horizons for accomplishment.
Action plan development represents the critical stage
in planning when
strategic
objectives and
goals are made
specific so that
effective
organization-wide
understanding and
deployment are
possible.
STRATEGIC PLAN
The Strategic Plan refers to all aspects of organization
level planning and the deployment of action plans. This
includes primarily the development and deployment of
an organizational mission, key measures of mission
fulfillment, and strategies that take into account key
student and stakeholder requirements. Strategic
Planning has a
results-oriented
focus and seeks to
align all daily work
within the
organization with
the over-all
organizational
direction.
A Quality Tool Belt](https://image.slidesharecdn.com/7qctoolsandproblemsolvingpresentation1656881575-220804210531-22342dbe/85/7_QC_Tools_and_Problem_Solving_Presentation_1656881575-pdf-108-320.jpg)
![109
Quality Improvement Story Board
2.a. Identify the team members who will
address the issue.
b. Establish operational definitions to be used.
1. Describe the OFI identified in
the Baldrige Assessment.*
*Use BOTH the Building Bullet Book and the Baldrige
Feedback Report along with the annual Baldrige Survey Results
to identify OFIs.
3. Collect data regarding the
current situation. Use any or all of
the following:
5. Develop a plan for improvement and
how success will be measured.
6. Report results.
and/or
4. Identify causes for the current
situation.
and/or
Imagineering
Imagineering is a Brainstorming technique used
to identify what an individual or group envisions as
the perfect project, process, or system. Another
term used for Imagineering is idealized design.
The facilitator or leader
must clearly state the
objective of the
Imagineering session.
Example:
“What would be the perfect
learning environment?”
Define the Team
Team Members
Name Role
John Team Leader
Mary Coach
Bob Teacher
Susan Custodian
Bill Secretary
Jane Driver
Wayne Student
Operational
Definitions
Operational definitions give a clear communicable
meaning to a concept which enables individuals to
work on a system based on basic guides of
understanding. There are no gray areas.
A Problem Statement is tool used
to document a Probletunity.
Problem
Statement
A Problem Statement is
divided into three parts: the
current situation or existing
state of the problem, the
impact the problem has on
the organization, and the
desired state one would like
to achieve by solving the
problem or improving the
process.
SURVEY
1. xxxxxxxxxx
2. xxxxxxxxxx
3. xxxxxxxxxx
determining
quality.
Compile the results
using a Checklist
and display them
using a Bar Chart,
Column Chart, or
Pareto Chart.
Surveys are used when a project is
planned, to prove the need and demand of
the customer, or to test a group for
Affinity Diagram
The Affinity Diagram is the result of an interactive
data collection method which allows groups of people
to identify and process large quantities of ideas in a
very short time. It is a non-judgmental way to collect
and process ideas. A question is posed. Team
members individually Brainstorm silently writing ideas
on 3”x3” sticky
notes.
Team members
randomly place
them in the middle
of the table.
Ideas are grouped
into like categories.
Finally, a header
note is placed at
the top of each
column.
CAUSE & EFFECT DIAGRAM [FISHBONE]
A Cause & Effect Diagram is used when you need to
identify, explore, and display the possible causes of a
specific problem or condition. “Fishboning”
represents a sophisticated form of brainstorming.
EFFECT
Cause Cause
Cause Cause
Cause
Pilot Project
Pilot Projects provide evidence that proposed
innovations or improvements will work. Pilot
Projects are the “DO” of the Plan-Do-Study-Act
[PDSA] Cycle.
NGT
Total
A 1 3 1 1 6
B 3 4 4 2 13
C 2 1 3 3 9
D 4 2 2 4 12
The Nominal Group Technique [NGT] provides a
way to give everyone in the group an equal voice in
problem selection.
Average
RUN CHART
Time
Measurement
A Run Chart is used to monitor a process to see
whether or not the long-range average is
changing.
Run Charts are the simplest quality tool to
construct and use.
BAR CHART
Category
Survey Results In Percent
A Bar Chart displays collected data on
parallel horizontal bars for comparative
analysis. Lengths are proportional to
collected data.
CHECKLISTS or sheets are simple easy-to-understand
forms used to determine whether and with what
frequency specified events are taking place. Check lists
supply the necessary data for creating Run Charts and
other continuous improvement tools.
CHECKLIST
Date Total
Category 1 Data Data
Category 2 Data Data
Category 3 Data Data
Category 4 Data Data
Average
RUN CHART
Time
Measurement
A Run Chart is used to monitor a process to see
whether or not the long-range average is
changing.
Run Charts are the simplest quality tool to
construct and use.
BAR CHART
Category
Survey Results In Percent
A Bar Chart displays collected data on
parallel horizontal bars for comparative
analysis. Lengths are proportional to
collected data.
ACTION PLAN
Action Plan refers to a series of connected steps that
are designed to accomplish a goal or objective. Action
plans include details of shorter- and longer-term
performance projections, responsible personnel, resource
commitments and time horizons for accomplishment.
Action plan development represents the critical stage
in planning when
strategic
objectives and
goals are made
specific so that
effective
organization-wide
understanding and
deployment are
possible.
STRATEGIC PLAN
The Strategic Plan refers to all aspects of organization
level planning and the deployment of action plans. This
includes primarily the development and deployment of
an organizational mission, key measures of mission
fulfillment, and strategies that take into account key
student and stakeholder requirements. Strategic
Planning has a
results-oriented
focus and seeks to
align all daily work
within the
organization with
the over-all
organizational
direction.
Restraining
Forces
Driving
Forces
Force Field Analysis is
a visual listing of possible
forces driving or
preventing change.
A Force Field Analysis is
useful if a quality
improvement team wants
to find out what is
driving, slowing, or not
allowing change at all.
Hint: removing a
restraining force will
make for more progress
than creating driving
forces.
FORCE FIELD ANALYSIS
Brainstorming
Brainstorming is a procedure that allows a group to
express problem areas, ideas, solutions, or needs. It
allows each participant to state their opinion in a non-
threatening environment. Brainstorming helps a group
create many ideas in as short a time as possible.
Brainstorming can be used in two ways: structured or
unstructured.](https://image.slidesharecdn.com/7qctoolsandproblemsolvingpresentation1656881575-220804210531-22342dbe/85/7_QC_Tools_and_Problem_Solving_Presentation_1656881575-pdf-109-320.jpg)
7_QC_Tools_and_Problem_Solving_Presentation_1656881575.pdf
- 1. By MQS Office 7 TOOLS OF QUALITY & PROBLEM SOLVING OBSERVATION RECORD WEEK 1 WEEK 2 WEEK 3 WEEK 4 ERROR TOTAL WRONG TEL.NO ROUTINE DAIRY OMITS TYPING FILING 24 8 18 38 110 64 4 266 OTHERS TOTAL 66 56 67 77 IIII III IIII I IIII IIII I IIII II I IIII I IIII I IIII I IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII II I I IIII IIII IIII IIII IIII IIII IIII IIII IIII IIII II IIII IIII IIII
- 2. 2 “Why do we need Quality ?”
- 3. 3 Why do we need ‘Quality’ ? In 1985, Bill Smith, an engineer at Motorola (Father of Six Sigma) presented a paper which concluded that … “If a product was found defective & corrected during the production process, other defects were bound to be missed and found later by the customer during early use of the product…. However, when the product is manufactured error free, it rarely fails during early use by the consumer …” A Quote from Bill Smith ...
- 4. 4 Problem Solving Technique Problem Types Unknown Known Known Root Cause Solution D C B A Simple Problems Really Worth Solving & Challenging Question of Implementation Require High Level of Tech.
- 5. 5 Problem Solving Technique Types of Problem Solvers Problem Solving Type The - - - Type Some One Else’s Fault Type Self Negating, Despairing Type
- 6. 6 products people processes outcomes results benefits Lens of organisation Lens of customer Whose perspective should we look at?
- 7. 7 1. End Users E.g. Consumer, User, Service 2. Intermediate customers E.g. Retailer, Distributor, OEM 3. Internal customers E.g. Manufacturing, In-plant user Most useful Least useful Least heard Most heard Who are Our Customers?
- 8. 8 Why Do we need Quality Tools? We need Quality Tools for: 1. Problem solving - making judgments & decisions. 2. For continual improvement. 3. For Process measurement. “95% of the problem is solved when clearly defined”
- 9. 9 Problem solving - Methods & Tools What methods & Tools do we have for Problem Solving?
- 10. 10 "As much as 95% of Quality related problems in the factory can be solved with Seven fundamental quantitative tools." - Kaoru Ishikawa Problem solving - Methods & Tools
- 11. 11 7 QC TOOLS Q The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts and . . . .
- 12. 12 FLOW CHART 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 13. 13 FLOW CHARTS What is a Flow chart ? “ A diagram that uses graphic symbols to depict the nature and flow of the steps in a process.”
- 14. 14 What is a Flow chart ? Graphical representations of a process. Sequential flow of processes & sub-process. Process steps shown with symbolic shapes. Process flow indicated by arrows & symbols. FLOW CHARTS
- 15. 15 When to use Flow Charts ? To determine how a process currently functions. To determine how a process could ideally function. FLOW CHARTS
- 16. 16 FLOW CHARTS FLOW CHART SYMBOLS
- 17. 17 FLOW CHARTS A BASIC FLOW CHART
- 18. 18 FLOW CHARTS Start Draft POD Type POD Distribute End MACRO MINI MICRO Start Get Draft of POD Is it approved? Proceed YES NO End Turn on PC Open word Program Are settings Ok? Approval NO YES End Draft Correct Distribute End
- 19. 19 Real world usage of Flow charts Production Manufacturing To identify critical path Accounting Helps visualising money flow Services Restaurants Real estate FLOW CHARTS
- 20. 20 Benefits of Flow Charts Create Visual map of process. To identify time lags & NVA steps. Identify process that need improvement. Determine major & minor inputs in the process. Promotes process understanding. Depicts customer - supplier relationship. FLOW CHARTS
- 21. 21 FLOW CHART 1. Examples of Flow chart: • In-house Process Flow chart • Supplier Process Flow chart
- 22. 22 CHECK SHEET 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 23. 23 CHECK SHEET What is a Check sheet ? A graphical presentation of information. Data gathering & interpretation tool. Simplest way to assess common problems.
- 24. 24 CHECK SHEET When to use a Check sheet ? To distinguish between fact & opinion. To gather data about how often a problem occurs. To gather data about the type of problem.
- 25. 25 CHECK SHEET How to create a Check sheet ? What is the Problem? Why should data be collected? Who will use the information being collected? Who will collect the data?
- 26. 26 SAMPLE CHECK SHEET CHECK SHEET
- 27. 27 CHECK SHEET SAMPLE CHECK SHEET
- 28. 28 CHECK SHEET SAMPLE CHECK SHEET
- 29. 29 CHECK SHEET SAMPLE CHECK SHEET
- 30. 30 HISTOGRAM 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 31. 31 What is a Histogram ? A vertical bar chart that depicts distribution of data. It is a one time snap shot of a process performance. A tool to determine the frequency of occurrence of data. A graphical information communicating tool. Compares process results with specification limits. HISTOGRAM
- 33. 33 When to use a Histogram ? To summarize large data sets graphically. To compare measurements to specifications. To communicate information to the team. Assist in decision making. HISTOGRAM
- 34. 34 HISTOGRAM Constructing a Histogram Step 1: Count number of data points Step 2: Summarize on a tally sheet Step 3: Compute the range Step 4: Determine number of intervals Step 5: Compute interval width
- 35. 35 HISTOGRAM Constructing a Histogram Step 6: Determine interval starting points Step 7: Count number of parts in Each interval Step 8: Plot the data Step 9: Add title and legend
- 36. 36 BAR WIDTH & BOUNDARY 1. Find the range of the data set I.e., Highest value - lowest. 2. Bar width = Range of data set / number of bars (as / table) ?
- 37. 37 INTERPRETING HISTOGRAM Location & Spread of Data A Target B Target D Target C Target
- 38. 38 INTERPRETING HISTOGRAM With Process Specification limits Within Specification Out of Specification Target LSL USL Target LSL USL LSL - Lower Specification Limit USL - Upper Specification Limit
- 39. 39 INTERPRETING HISTOGRAM Common Histogram Shapes Skewed (Not symmetrical) Discontinued Symmetrical (Mirror imaged)
- 43. 43 Benefits of Histogram To know whether process produces within specification. To know whether process is stable & predictable. Process monitoring & centering. HISTOGRAM
- 44. 44 HISTOGRAM 1. Learn to construct a Histogram using: • MS Excel • Minitab software 2. Exercise on Histogram
- 45. 45 C1 Frequency 22 20 18 16 14 12 10 8 6 4 2 0 Histogram of C1 DescriptiveStatistics:C1 Variable Mean St Dev Minimum Median Maximum Skewness Kurtosis C1 17.741 2.357 11.500 18.000 22.000 -0.27 -0.46 HISTOGRAM
- 46. 46 HISTOGRAM Histogram 0 1 0 3 12 8 16 9 5 0 0 5 10 15 20 0 11.5 13 14.5 16 17.5 19 20.5 22 23.5 Gap in mm Frequency Bin Frequency 0 0 11.5 1 13 0 14.5 3 16 12 17.5 8 19 16 20.5 9 22 5 23.5 0 More 0
- 47. 47 VISUALS How a Histogram is generated ?
- 48. 48 PARETO DIAGRAM 1 2 3 4 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 49. 49 What is a Pareto Diagram ? Shows focus area to get most gains. Bar chart arranged in descending order of height. Bars on left; relatively important than those in right. Separates “Vital few” from “Trivial many”. 80 % of trouble comes from 20 % of the problems Named after Italian Economist Wilfredo Pareto. PARETO DIAGRAM
- 50. 50 When to use a Pareto Diagram ? Starter to Problem solving - What to solve? To break big problems into smaller problems. To prioritize high impact issues - Where to focus? Systematic analysis of causes based on magnitude. Allows better use of limited resources. PARETO DIAGRAM
- 51. 51 PARETO DIAGRAM Constructing a Pareto Diagram Step 1: Record the data Step 2: Order the data Step 3: Label the vertical axis Step 4: Label the Horizontal axis Step 5: Plot the Bars 1 2 3 4
- 52. 52 PARETO DIAGRAM Constructing a Pareto Diagram Step 6: Add up the counts Step 7: Add a cumulative line Step 8: Add title, Legend and Date Step 9: Analyze the Diagram Step 10: Interpret the results 1 2 3 4
- 53. 53 Benefits of Pareto Diagram Identifies ‘Major Few’ problems. Improves team performance & effectiveness. Before & After tracking of a problem in single chart. PARETO DIAGRAM
- 54. 54 A SAMPLE PARETO CHART PARETO DIAGRAM
- 55. 55 1. Learn to construct a Pareto Diagram using: • Pareto Excel - Example • Minitab software 2. Exercise on Pareto Diagram. PARETO DIAGRAM
- 56. 56 PARETO ANALYSIS OF INJURIES BY DEPARTMENT 128 102 82 76 20 12 4 54% 74% 92% 96% 99% 100% 30% 0 50 100 150 200 250 300 350 400 MAINTENANCE - 1MAINTENANCE - 2OPEARATIONS - 1OPEARATIONS - 2ADMINISTRATION TRAINING SAFETY DEPARTMENT ACCIDENT IN NO. 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% PARETO DIAGRAM
- 57. 57 Accident No. Percent Department Count 24.1 19.3 17.9 4.7 3.8 Cum % 30.2 54.2 73.6 91.5 128 96.2 100.0 102 82 76 20 16 Percent 30.2 Other ADM INISTRATIO N OPEARATIO NS - 2 OPEARATIO NS - 1 M AINTENANCE - 2 M AINTENANCE - 1 400 300 200 100 0 100 80 60 40 20 0 Pareto Analysis of Injury by Dept. PARETO DIAGRAM
- 58. 58 CAUSE & EFFECT DIAGRAM 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 59. 59 What is a Cause & Effect Diagram ? A graphical tool that helps identify, sort and display possible causes of a problem or Quality characteristic. CAUSE & EFFECT DIAGRAM
- 60. 60 About Cause & Effect Diagram ? Developed by Kaoru Ishikawa of Japan. Also called, Ishikawa or Fish bone diagram. Used to explore potential & real causes. Compares relative importance of each cause. Helps to identify root cause. CAUSE & EFFECT DIAGRAM
- 61. 61 When to use a Cause & Effect Diagram ? During Problem solving to focus on problem. To sort out interactions among factors for a cause. To analyze existing problems. CAUSE & EFFECT DIAGRAM
- 62. 62 CAUSE & EFFECT DIAGRAM Why to use Cause & Effect Diagram ? Helps to determine root cause of a Problem. Group participation & knowledge sharing. Indicates possible cause for variation in a process. Increases knowledge of a process, its factors etc., Identifies areas of further data collection.
- 63. 63 CAUSE & EFFECT DIAGRAM STEP 1 - Identify & define the effect Decide on the effect to examine. Use operational definitions. Phrase effect and quantify Positive (an objective) or Negative (a problem)
- 64. 64 STEP 2 - Fill in the Effect Box & draw the spline CAUSE & EFFECT DIAGRAM POOR MILEAGE - 5 KMPL
- 65. 65 STEP 3 - Identify main categories CAUSE & EFFECT DIAGRAM POOR MILEAGE - 5 KMPL MACHINE METHOD PEOPLE MATERIAL
- 66. 66 STEP 4 - Identify Causes influencing the factors CAUSE & EFFECT DIAGRAM POOR MILEAGE - 5 KMPL MACHINE METHOD PEOPLE MATERIAL Under inflated tyres Use wrong gears Carburetor adjustment Rash Driving Poor maintenance Poor Driving habits Improper lubrication Wrong fuel
- 67. 67 STEP 5 - Add detailed levels & Analyze the diagram CAUSE & EFFECT DIAGRAM POOR MILEAGE - 5 KMPL MACHINE METHOD PEOPLE MATERIAL
- 68. 68 CAUSE & EFFECT DIAGRAM
- 69. 69 CAUSE & EFFECT DIAGRAM
- 70. 70 CAUSE & EFFECT DIAGRAM Benefits of Cause & Effect Diagram Focus is on ‘Causes’ rather than on ‘Symptoms’ Indicates possible causes of variation. Improves team performance & effectiveness. Improves process knowledge. Encourages group participation.
- 71. 71 1. Learn to construct a Cause & Effect Diagram using: • Cause & Effect Diagram Generator • Minitab software 2. Exercise on Cause & Effect Diagram CAUSE & EFFECT DIAGRAM
- 72. 72 Low Income Society Personal Office Family Hospital exp Relativ es 2 Wife 5 C hildren No scope Boss Low pay ment Low profile job Pessimistic No interest No improv ement Low education Take time C an't accept change Has bad name Has bad friends Cause & Effect Analysis for Low Income - Rs. 2500 P.m CAUSE & EFFECT DIAGRAM
- 73. 73 SCATTER DIAGRAM 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 74. 74 SCATTER DIAGRAM What is a Scatter Diagram ? A visual & statistical testing tool. Analyzes strength & relationship between 2 variables. Involve correlation to establish significant relationship. Arrive at Quantitative conclusion on relationship.
- 75. 75 SCATTER DIAGRAM When to use a Scatter Diagram ? In problem solving to establish a root cause. Examine root cause theories in C & E. To confirm a Hypothesis.
- 76. 76 SCATTER DIAGRAM Positive Correlation Negative Correlation No Correlation Strong positive Correlation Weak negative Correlation INTERPRETATION OF SCATTER DIAGRAM
- 78. 78 SCATTER DIAGRAM SCATTER PLOT STATISTICS: For scatter plots, the following statistics are calculated: Mean X and Y Average of all the data points. Maximum X and Y Maximum value in the series. Minimum X and Y Minimum value in the series. Sample Size Number of values in the series. X Range and Y Range Maximum value - minimum value.
- 79. 79 SCATTER DIAGRAM SCATTER PLOT STATISTICS: X Range and Y Range Maximum value - minimum value. Stdev of X and Y values Indicates spread of data around the mean. Line of Best Fit - Slope Slope of the line Line of Best Fit - Y Intercept Point at which line of best fit crosses Y axis
- 80. 80 Strong correlation r-value range of between 0.85 to 1, or -0.85 to -1. Moderate correlation r-value ranges from 0.75 to 0.85 or, -0.75 to -0.85. Weak correlation r ranges from 0.60 to 0.74 or -0.60 to 0.74. Though an entirely random relationship equals, 0.00, r-value that is 0.59 and below is not considered to be a reliable predictor. (Tan 45 degree = 1) INTERPRETATION OF SCATTER DIAGRAM SCATTER DIAGRAM
- 81. 81 SCATTER DIAGRAM Benefits of Scatter Diagram Trends & patterns of different measures are tracked. Better process management in variable analysis. Relationship establishment tool.
- 82. 82 1. Learn to construct a Scatter Diagram using: • Scatter diagram using MS Excel • Minitab software 2. Exercise on Scatter Diagram SCATTER DIAGRAM
- 83. 83 CONTROL CHARTS LCL UCL X 7 QC TOOLS The 7 QC Tools; Flow chart Check sheet Histogram Pareto Diagram Cause & Effect Scatter diagram Control charts
- 84. 84 CONTROL CHARTS What is a Control chart ? Statistical tool for monitoring & improving quality. Distinguishes between Common & Special cause. Measure consistency of a machine or process. LCL UCL X
- 85. 85 CONTROL CHARTS When to use a Control chart ? Visual display for Process output. To monitor, control & improve process performance. To identify variation at its source.
- 86. 86 CONTROL CHARTS Benefits of Control charts Common visual language to predict process. Provides cues for taking action. Easy & simple to maintain.
- 87. 87 1. Learn to construct a Control Chart using: • MS Excel • Minitab software 2. Exercise on Control charts CONTROL CHARTS
- 88. 88 VISUALS How a Control chart is generated ?
- 90. 90 STRATIFICATION 1 2 3 4 5 6 7 11 10 20 30 40 50 60 70 8 9 10 Parameter X Parameter Y 7 QC TOOLS The 7 QC Tools; Stratification Graphs & Charts Brain storming
- 91. 91 STRATIFICATION What is Stratification ? A technique used to analyze and divide a universe of data into homogeneous groups (Strata) Involves observing data, splitting them into distinct layers & doing analysis to see a different process. Often these events, represent multiple sources that need to be treated separately.
- 92. 92 STRATIFICATION How it is carried out ? It involves looking at process data, splitting it into distinct layers and doing analysis to possibly see a different process.
- 93. 93 Example: For instance, analysing ‘Quality’ cost. Prevention cost Internal Failure cost External Failure cost Appraisal cost World class companies have a Quality cost of around 2 to 5 % STRATIFICATION
- 94. 94 When to use Stratification ? Used extensively to improve In control process & Stable process STRATIFICATION LCL UCL X Is this Process ok ? - How long?
- 95. 95 Benefits of Stratification Unknown strands of data can be identified. Systematic reduction of Common cause variation. Overall increase in product quality. STRATIFICATION 1 2 LCL UCL X 3
- 96. 96 GRAPHS & CHARTS 7 QC TOOLS The 7 QC Tools; Stratification Graphs & Charts Brain storming
- 97. 97 What are Graphs & Charts? A technique used to communicate information visually. Complicated information is made easy to understand individually and comparatively using Graphs & Charts. Basic types include; 1. Bar graph 2. Line graph 3. Pie or Circle graph GRAPHS & CHARTS
- 98. 98 1. Learn to construct Graphs & Charts using: • MS Excel worksheet 2. Exercise on Graphs & Charts GRAPHS & CHARTS
- 99. 99 VISUALS Some Sample Graphs ...
- 100. 100 BRAINSTORMING 7 QC TOOLS The 7 QC Tools; Stratification Graphs & Charts Brain storming
- 101. 101 What is Brainstorming? A tool used by teams for creative exploration of options in an environment of free criticism. Provides creative and unrestricted exploration of options or solutions. BRAINSTORMING
- 102. 102 BRAINSTORMING Benefits of Brainstorming Creativity Large number of ideas Involvement of team members Sense of ownership in decisions Input to other tools
- 103. 103 BRAINSTORMING Ground Rules Active participation by everyone No discussion / No debate Build on others’ ideas Contribute to the best extent Display ideas presented - clarify & combine
- 104. 104 BRAINSTORMING Brainstorming sequence Review the rules Set a time limit State / pose the question Collect ideas - Structured & Unstructured Collate & analyze
- 105. 105 1. A Demo on Brainstorming: • Go to Brainstorming video. 2. Exercise on Brainstorming • As an input to Cause & Effect diagram. BRAINSTORMING
- 106. 106 VISUALS A Sample Brainstorming Session ...
- 107. 107 Check Sheet Pareto Chart • • • • • A B C D E Other 20 40 60 80 100% 50% 75% 25% Histogram Control Chart Flow Chart START PROCESS STEPS DECISION STOP IS IS NOT WHAT? WHO? WHERE? WHEN? HOW MUCH? Is/Is Not Analysis Capability Study DEFINING THE PROBLEM
- 108. 108 NGT Total A 1 3 1 1 6 B 3 4 4 2 13 C 2 1 3 3 9 D 4 2 2 4 12 The Nominal Group Technique [NGT] provides a way to give everyone in the group an equal voice in problem selection. Brainstorming te many ideas in as short a time as possible. nstorming can be used in two ways: structured or tructured. Operational Definitions Operational definitions give a clear communica meaning to a concept which enables individua work on a system based on basic guides of understanding. There are no gray areas. R a w D a t a A B C D O t h e r 1 0 0 % 7 5 % 5 0 % 2 5 % P a r e t o C h a r t A P a r e t o C h a r t i s a s p e c i a l f o r m o f v e r t i c a l b a r g r a p h t h a t h e l p s y o u t o d e t e r m i n e w h i c h p r o b l e m s t o s o l v e i n w h a t o r d e r . D o i n g a P a r e t o C h a r t b a s e d o n e i t h e r a C h e c k L i s t o r o t h e r f o r m s o f d a t a c o l l e c t i o n h e l p s d i r e c t a t t e n t i o n a n d e f f o r t s t o t h e t r u l y i m p o r t a n t p r o b l e m s . * * Y o u w i l l g e n e r a l l y g a i n m o r e b y w o r k i n g o n t h e t a l l e s t b a r t h a n t a c k l i n g t h e s m a l l e r b a r s . P a r e t o C h a r t CAUSE & EFFECT DIAGRAM [FISHBONE] A Cause & Effect Diagram is used when you need to identify, explore, and display the possible causes of a specific problem or condition. “Fishboning” represents a sophisticated form of brainstorming. EFFECT Cause Cause Cause Cause Cause A Problem Statement is tool used to document a Probletunity. Problem Statement A Problem Statement is divided into three parts: the current situation or existing state of the problem, the impact the problem has on the organization, and the desired state one would like to achieve by solving the problem or improving the process. Define the Team Team Members Name Role John Team Leader Mary Coach Bob Teacher Susan Custodian Bill Secretary Jane Driver Wayne Student Purpose & Vision Average _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Upper Control Limit [UCL] _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ Lower Control Limit [LCL] CONTROL CHART Time Measurement A Control Chart is simply a Run Chart with statistically determined upper and lower control limit lines drawn on either side of the process average. Being in control [meaning no data points fall outside the control limits] simply means the process is consistent. Average RUN CHART Time Measurement A Run Chart is used to monitor a process to see whether or not the long-range average is changing. Run Charts are the simplest quality tool to construct and use. Restraining Forces Driving Forces Force Field Analysis is a visual listing of possible forces driving or preventing change. A Force Field Analysis is useful if a quality improvement team wants to find out what is driving, slowing, or not allowing change at all. Hint: removing a restraining force will make for more progress than creating driving forces. FORCE FIELD ANALYSIS INTERRELATIONSHIP Cause Cause Cause Cause Cause Cause study the relationship between the causes and discover the “root cause” of a problem. INTERRELATIONSHIP Cause Cause Cause Cause Cause Cause If a relationship can be established, lines are drawn between two causes. Analysis leads to drawing arrows between causes and effects. HECKLISTS or sheets are simple easy-to-understand orms used to determine whether and with what equency specified events are taking place. Check lists upply the necessary data for creating Run Charts and ther continuous improvement tools. CHECKLIST Date Total Category 1 Data Data Category 2 Data Data Category 3 Data Data Category 4 Data Data Decision Process Step Stop Start FLOWCHART A Flowchart is a pictorial representation showing all of the steps of a process. Flowcharts are used to “document” a process. By creating and studying flowcharts teams can often uncover sources of trouble as well as solutions to problems. Many of us are visual learners. “Let’s flowchart it” is a most important step in problem solving. The Plan-Do-Study-Act [PDSA] Cycle The Plan-Do-Study-Act [PDSA] Cycle Plan Plan Do Do Act Act Study Study Delighted Customers Systems Progress Systems Progress is a visual technique used to answer the questions: “Where did we start? Where are we now? Where are we going? Pilot Project Pilot Projects provide evidence that proposed innovations or improvements will work. Pilot Projects are the “DO” of the Plan-Do-Study-Act [PDSA] Cycle. Five Whys? The Five Whys? are simply a process of asking Why? at least five times in a row to detect the root cause or meaning of a particular problem or situation. Why? Why? Why? Why? Why? BAR CHART Category Survey Results In Percent A Bar Chart displays collected data on parallel horizontal bars for comparative analysis. Lengths are proportional to collected data. COLUMN CHART Category Number A Column Chart is a vertical bar graph that displays collected data in parallel columns whose lengths are proportional to specific amounts in sets of data. SURVEY 1. xxxxxxxxxx 2. xxxxxxxxxx 3. xxxxxxxxxx determining quality. Compile the results using a Checklist and display them using a Bar Chart, Column Chart, or Pareto Chart. Surveys are used when a project is planned, to prove the need and demand of the customer, or to test a group for Project Bulletin Board RED ITEMS REQUIRE ACTION WITHIN 30 DAYS. 1. 2. 3. 1. 2. 3. YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED. 1. 2. 3. GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS. Completed Items move to the Successful Projects Board. Items must be organized into segments capable of being addressed within 30 days. Items move into yellow as space permits. P RIOR K NO WLED GE ASS ESSMEN T Hig h Sc ho ol Cu s tod ia l QIP Surve y 0 1 2 3 4 U nd e rs to o d th e 2 -Jo b C on c ep t p rio r to train in g. U nd e rs to o d th e 8 5- 15 Ru le p rio r to train in g. Un de rst oo d t he i de a o f " C us to m e r-Dr iven Q u alit y " p rio r to train in g. Un d ers to od t h at I a m a c u st om er t oo pr ior to train in g. S erie s1 Radar Chart illustrates relationships tween characteristics of plotted data ints in relation to the whole picture. dar Charts can give a second erpretation to the same set of data in Bar or Column Chart. CORRELATION CHART Factor 2 Factor 1 A Correlation Chart measures the performance of one factor compared to another and helps determine what relationship. if any, exists. The correlation is based on the pattern of data points. Negative Correlation Positive Correlation No Correlation 100 % 90 % 80 % 70 % ETC. Consensogram A Consensogram is a statistical survey that measures an entire groups perception of effort, commitment, understanding, etc. The question asked is decided by the leader, group, team, or organization. The Consensogram is used when you have a group of people and wish to see their view on an issue. Pie Chart A Pie Chart is used to display data which is represented by a circle [100 percent] and is then broken down into slices. The Pie Chart shows the most important problem areas by giving them a larger piece of the pie. Pie Charts are easy to read and are effective with all age groups. Scores Frequency HISTOGRAM A Histogram is a specialized Column Graph used to illustrate the stability of a process. The greatest number of units are pictured at the mid point with roughly an equal number of units on either side of that point. See the example below. Process A Process B Process A illustrates greater variation than Process B. Process C illustrates even less variation than Process B. Process C Stratification helps analyze cases in which data may actually mask the real facts. This is often the case when the recorded data is from many sources but is treated as one number. Stratification breaks down single numbers into meaningful categories to focus corrective action. Time Measurement Time Measurement A and B Combined A Alone B Alone Stratification A and B Combined Imagineering Imagineering is a Brainstorming technique used to identify what an individual or group envisions as the perfect project, process, or system. Another term used for Imagineering is idealized design. The facilitator or leader must clearly state the objective of the Imagineering session. Example: “What would be the perfect learning environment?” Flow Tree A Flow Tree helps to break down outcomes into major subcategories or capacities. It is an integral part of a Capacity Matrix [See]. Capacity Matrix Knowledge Understanding Application Analysis Aim or Capacity Breakdown Result Parking Lot ? I/O + What is going well? A Parking Lot is a place where group participants can anonymously communicate with facilitators or group leaders. . What needs improvement What question do you have? What are the issues or observations. Affinity Diagram The Affinity Diagram is the result of an interactive data collection method which allows groups of people to identify and process large quantities of ideas in a very short time. It is a non-judgmental way to collect and process ideas. A question is posed. Team members individually Brainstorm silently writing ideas on 3”x3” sticky notes. Team members randomly place them in the middle of the table. Ideas are grouped into like categories. Finally, a header note is placed at the top of each column. PROJECT STEPS 1. 2. 3. 4. 5. Time Ganntt Chart A Ganntt Chart is used for planning schedules and managing projects. A Ganntt Chart is useful when doing a project where one stage depends upon another. It also makes it obvious which steps can be done simultaneously. Present Organization 1. 2. 3. 4. Future Organization 1. 2. 3. 4. Positive Forces That Create Growth 1. 2. 3. 4. 5. 6. Negative Forces That Create Growth 1. 2. 3. 4. 5. 6. + - TransitionPeriod Quality of W orkLife A Bone Diagram is a systems reflection tool, which helps organizations clarify their current and desired state. It also identifies the forces driving and preventing progress toward the desired change. It combines the Systems Progress and Force Field Analysis Tools. Quality Improvement Story Board 2.a. Identify the team members who will address the issue. b. Establish operational definitions to be used. 1. Describe the OFI identified in the Baldrige Assessment. 3. Collect data regarding the current situation. 5. Develop a plan for improvement and how success will be measured. 6. Report results. 4. Identify causes for the current situation. ACTION PLAN Action Plan refers to a series of connected steps that are designed to accomplish a goal or objective. Action plans include details of shorter- and longer-term performance projections, responsible personnel, resource commitments and time horizons for accomplishment. Action plan development represents the critical stage in planning when strategic objectives and goals are made specific so that effective organization-wide understanding and deployment are possible. STRATEGIC PLAN The Strategic Plan refers to all aspects of organization level planning and the deployment of action plans. This includes primarily the development and deployment of an organizational mission, key measures of mission fulfillment, and strategies that take into account key student and stakeholder requirements. Strategic Planning has a results-oriented focus and seeks to align all daily work within the organization with the over-all organizational direction. A Quality Tool Belt
- 109. 109 Quality Improvement Story Board 2.a. Identify the team members who will address the issue. b. Establish operational definitions to be used. 1. Describe the OFI identified in the Baldrige Assessment.* *Use BOTH the Building Bullet Book and the Baldrige Feedback Report along with the annual Baldrige Survey Results to identify OFIs. 3. Collect data regarding the current situation. Use any or all of the following: 5. Develop a plan for improvement and how success will be measured. 6. Report results. and/or 4. Identify causes for the current situation. and/or Imagineering Imagineering is a Brainstorming technique used to identify what an individual or group envisions as the perfect project, process, or system. Another term used for Imagineering is idealized design. The facilitator or leader must clearly state the objective of the Imagineering session. Example: “What would be the perfect learning environment?” Define the Team Team Members Name Role John Team Leader Mary Coach Bob Teacher Susan Custodian Bill Secretary Jane Driver Wayne Student Operational Definitions Operational definitions give a clear communicable meaning to a concept which enables individuals to work on a system based on basic guides of understanding. There are no gray areas. A Problem Statement is tool used to document a Probletunity. Problem Statement A Problem Statement is divided into three parts: the current situation or existing state of the problem, the impact the problem has on the organization, and the desired state one would like to achieve by solving the problem or improving the process. SURVEY 1. xxxxxxxxxx 2. xxxxxxxxxx 3. xxxxxxxxxx determining quality. Compile the results using a Checklist and display them using a Bar Chart, Column Chart, or Pareto Chart. Surveys are used when a project is planned, to prove the need and demand of the customer, or to test a group for Affinity Diagram The Affinity Diagram is the result of an interactive data collection method which allows groups of people to identify and process large quantities of ideas in a very short time. It is a non-judgmental way to collect and process ideas. A question is posed. Team members individually Brainstorm silently writing ideas on 3”x3” sticky notes. Team members randomly place them in the middle of the table. Ideas are grouped into like categories. Finally, a header note is placed at the top of each column. CAUSE & EFFECT DIAGRAM [FISHBONE] A Cause & Effect Diagram is used when you need to identify, explore, and display the possible causes of a specific problem or condition. “Fishboning” represents a sophisticated form of brainstorming. EFFECT Cause Cause Cause Cause Cause Pilot Project Pilot Projects provide evidence that proposed innovations or improvements will work. Pilot Projects are the “DO” of the Plan-Do-Study-Act [PDSA] Cycle. NGT Total A 1 3 1 1 6 B 3 4 4 2 13 C 2 1 3 3 9 D 4 2 2 4 12 The Nominal Group Technique [NGT] provides a way to give everyone in the group an equal voice in problem selection. Average RUN CHART Time Measurement A Run Chart is used to monitor a process to see whether or not the long-range average is changing. Run Charts are the simplest quality tool to construct and use. BAR CHART Category Survey Results In Percent A Bar Chart displays collected data on parallel horizontal bars for comparative analysis. Lengths are proportional to collected data. CHECKLISTS or sheets are simple easy-to-understand forms used to determine whether and with what frequency specified events are taking place. Check lists supply the necessary data for creating Run Charts and other continuous improvement tools. CHECKLIST Date Total Category 1 Data Data Category 2 Data Data Category 3 Data Data Category 4 Data Data Average RUN CHART Time Measurement A Run Chart is used to monitor a process to see whether or not the long-range average is changing. Run Charts are the simplest quality tool to construct and use. BAR CHART Category Survey Results In Percent A Bar Chart displays collected data on parallel horizontal bars for comparative analysis. Lengths are proportional to collected data. ACTION PLAN Action Plan refers to a series of connected steps that are designed to accomplish a goal or objective. Action plans include details of shorter- and longer-term performance projections, responsible personnel, resource commitments and time horizons for accomplishment. Action plan development represents the critical stage in planning when strategic objectives and goals are made specific so that effective organization-wide understanding and deployment are possible. STRATEGIC PLAN The Strategic Plan refers to all aspects of organization level planning and the deployment of action plans. This includes primarily the development and deployment of an organizational mission, key measures of mission fulfillment, and strategies that take into account key student and stakeholder requirements. Strategic Planning has a results-oriented focus and seeks to align all daily work within the organization with the over-all organizational direction. Restraining Forces Driving Forces Force Field Analysis is a visual listing of possible forces driving or preventing change. A Force Field Analysis is useful if a quality improvement team wants to find out what is driving, slowing, or not allowing change at all. Hint: removing a restraining force will make for more progress than creating driving forces. FORCE FIELD ANALYSIS Brainstorming Brainstorming is a procedure that allows a group to express problem areas, ideas, solutions, or needs. It allows each participant to state their opinion in a non- threatening environment. Brainstorming helps a group create many ideas in as short a time as possible. Brainstorming can be used in two ways: structured or unstructured.
- 110. 110 Define Measure Analyse ⚫ Identify Potential x’s ⚫ Analyse x’s ⚫ Select Critical x’s Phase Review Run 1 2 3 4 5 6 7 1 1 1 1 1 1 1 1 2 1 1 1 2 2 2 2 3 1 2 2 1 1 2 2 4 1 2 2 2 2 1 1 5 2 1 2 1 2 1 2 6 2 1 2 2 1 2 1 7 2 2 1 1 2 2 1 8 2 2 1 2 1 1 2 Effect C1 C2 C4 C3 C6 C5 x x x x x x x x x x x ⚫ Select Project ⚫ Define Project Objective ⚫ Form the Team ⚫ Map the Process ⚫ Identify Customer Requirements ⚫ Identify Priorities ⚫ Update Project File Phase Review ⚫ Define Measures (y’s) ⚫ Evaluate Measurement System ⚫ Determine Process Stability ⚫ Determine Process Capability ⚫ Set Targets for Measures 15 20 25 30 35 LSL USL Phase Review THE IMPROVEMENT CYCLE
- 111. 111 Improve Control ⚫ Control Critical x’s ⚫ Monitor y’s ⚫ Validate Control Plan ⚫ Close Project 1 5 10 15 20 10.2 10.0 9.8 9.6 Upper Control Limit Lower Control Limit y Phase Review ⚫ Characterise x’s ⚫ Optimise x’s ⚫ Set Tolerances for x’s ⚫ Verify Improvement 15 20 25 30 35 LSL USL Phase Review y=f(x1,x2,..) y x . . . . . . . . . . . . . . THE IMPROVEMENT CYCLE Q
- 112. 112 1. Define the Problem 2. Interim Actions 3. Acquire and Analyse Data 4. Determine Root Cause 5. Evaluate Possible Solutions 6. Action Plan and Implement 7. Verify the Results 8. Standardise and Future Actions Team Problem Solving Process PDCA LOOP IN ACTION
- 113. 113 QC STORY DMAIC PDSA/PDCA Draw Conclusions Establish the Focus Examine the Current Situation Analyze the Causes Act on the Causes IMPROVE DEFINE MEASURE ANALYZE CONTROL Standardise the Changes Study the Results Plan Do Study (Check) Act PDCA LOOP IN ACTION
- 114. 114 SUMMARY The tools listed above are ideally utilized in reducing the process variability or identifying specific problems in the process. In any case, the tools should be utilized to ensure that all attempts at process improvement include: • Analysis • Improvement • Monitoring • Implementation
- 115. 115 QUESTIONS ?