problem-solving and decision-making tools presented by: karen deering, jon ross, mark kesler
TRANSCRIPT
PROBLEM-SOLVING andDECISION-MAKING TOOLS
Presented by: Karen Deering,
Jon Ross, Mark Kesler
THE PDSA CYCLE
CONTINUOUS PROCESS IMPROVEMENT CYCLE
THE SEVEN PHASES TO THE
PROBLEM SOLVING METHOD
6 PRINCIPLES OF TQM
Mark…
Leadership and Customer Service
Jon…
Employee Involvement and Continuous Process Improvement
Karen…
Supplier Partnerships and Performance Measures
LEADERSHIP
As organizations are searching for new and/or better ways to be successful, more attention and accountability are being placed on those responsible for charting the course, navigating the changes, and keeping the organization afloat. The forces and factors impacting organizations in the new millennium are more interdependent, dramatic, fast paced, and unpredictable. The complexity of what decision makers in organizations must know and be able to do if organizations survive and thrive is being influenced by its leaders…
Leadership…Why, What and How?
Why…to motivate and inspire to a common goal or purpose. Providing direction, engagement, and encouragement
What…ethical, realistic, consistent, responsible, courageous, visionary
How…”know where to go”. Have a vision
and create cohesion of the team
Empower your employees to allow them to have the confidence, ability, and commitment to take the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer expectations – within well-defined boundaries in order to achieve organizational values and goals
TEAM PROBLEM-SOLVING
Is a process that uses a group of people in a team setting with the objective of resolving a problem or improving an existing process at any level of the organization
Six Sigma
Refers to the number of standard deviations found between the process central tendency and the closest specifications.
Six Sigma Methodology Disciplined team problem solving approach
using metrics and measurements to track loss…statistical tools to ensure best results
“8D”
8 Disciplines in problem solving which follows a fact based approach that fits well with Decision – Making and PDSA models
DO - Prepare for the 8D Process D1 - Establish the team D2 – Describe the problem D3 – Develop the Interim Containment Action
and Verification
D4 – Define and Verify Root Cause and Escape Point
D5 – Choose and Verify Permanent Corrective Actions for Root Cause and Escape Point
D6 – Implement and Validate Permanent Corrective Action
D7 – Prevent Recurrence D8 – Recognize Team and Individual Contributions
OTHER LEADERSHIP TOOLS
Psychological Type Theory (MBTI) ORJI Left – hand Column Herman’s Brain Model Dialogue
MODELS and THEORIES
THE NORMATIVE DECISION MODEL THE SITUATION LEADERSHIP THEORY THE CONTINGENCY MODEL THE PATH GOAL THEORY POST-HEROIC LEADERSHIP TRANSACTIONAL AND
TRANSFORMATIONAL LEADERSHIP 7 HABITS OF HIGHLY EFFECTIVE PEOPLE
CUSTOMER SERVICECUSTOMER SERVICE
WHY FOCUS ON CUSTOMERS? WHO ARE OUR CUSTOMERS? WHAT DO CUSTOMERS WANT? HOW DO WE BETTER UNDERSTAND OUR
CUSTOMERS? HOW DO WE TRANSLATE CUSTOMER
NEEDS INTO SPECIFICATIONS/STANDARDS?
CUSTOMER SERVICECUSTOMER SERVICE
Why? Customers are the most important asset. They determine the “bottom line”.
Who? External and Internal Customers What? Quality, durability, and price.
Most critical or important…
function or reliability
How? Standards such as ISO 9000
HOW DO WE BETTER UNDERSTAND OUR CUSTOMER
Comment cards Surveys Focus Groups Telephone Customer Visits Report Cards Internet Employee Feedback
MEET SID THE CAB DRIVER
Academic Assessment
Employee participation
and
continuous improvement
What is Academic Assessment?(Employee involvement)
A continuous improvement tool Involving all employees and management Not a method to grade student work Students and employees grade course or
program
How do we assess academics(Continuous improvement cycle)
Review mission and purpose statement Review program goals Identify assessment methods / intended
outcomes Gather data – or make the measurement Analyze the information Take Action
Review of mission and purpose / Program goals
Courses and programs must be aligned with mission and purpose of the entire organization
Changes should be made at this level if alignment is not found
Measurement tools
Timing of assessment– Pre enrollment data– Process – (during course) data – Post enrollment data
Assessment tools– Direct measures– Indirect measures
Direct Measurement Assessment Tools
Pre/post test Course embedded tests Portfolios Capstone exam/project Standardized exams Performance assessment Primary trait analysis Professional certification
Indirect Measurement Assessment Tools
Focus groups Graduate survey / interview Employer/faculty survey
Interpretation of measurements
What did you measure? Are the results what you predicted? Can you use the data? What other factors may have influenced the
data? Help in statistical measurement maybe
needed
Use the data to make changes
Slight variation may require small changes Larger variations require new curriculum or
further study Repeated large variations may require new
focus in mission or purpose.
Variations of assessment plans
Plans and methods will vary between institutions
Plans and methods will vary internal to the institution
Plans will vary based on needs and resources
How to be sure assessment successful
Why is assessment being done? Management must support and provide resources for
assessment Employees must understand the benefits and use
the method Multiple sections of a course and multiple instructors
will complicate method Communication is vital Success should be rewarded
Review
Assessment (PSDA) cycles are not just for manufacturing business
Assessment methods can be used on small scale projects or large scale operations
Find a process and follow it. Several cycles will be needed to have valid
data
Tools for Solving Problems
and Making Decisions
Supplier Partnerships
and Performance Measures
Supplier Partnerships
Long Term Commitment Mutual Trust Goals and Objectives Expectations and Values Increased Efficiency Lower Costs Innovation Continuous Improvement
Equal Quality Standards Cost, Quality, Overall
Value Added Understand Philosophy Dependent &
Independent
Performance Measures
Set Performance Expectations
Benchmark Continuously Improve the
Process Customer Satisfaction,
On-time Delivery, Absenteeism, and Turnover
Customer Focused East to Interpret Valued by the Employee Vision, Mission, Quality
Policy Statements Baseline - Benchmark Record Findings Analyze Results Review and Update
Solving Problems
Making Decisions
The PDSA Cycle
PLAN carefully what is to be done. DO carry out the plan. STUDY the results. ACT on the results. Act Plan
DoStudy
Act Plan
DoStudy
Continuous Process Improvement Cycle
Phase 1: Identify theOpportunity
Phase 7: Plan forthe Future
Phase 6: Standardizethe Solution
Phase 5: Study theResults Phase 4: Implement
Phase 3: Develop the Optimal Solution(s)
Phase 2: Analyze theProcess
Using a systematic, orderly approach will yield the highest probability of success.