PROBLEM-SOLVING and DECISION-MAKING TOOLS

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PROBLEM-SOLVING andDECISION-MAKING TOOLS

• Presented by Karen Deering,
  
• Jon Ross, Mark Kesler

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(No Transcript)
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THE PDSA CYCLE

• CONTINUOUS PROCESS IMPROVEMENT CYCLE
• THE SEVEN PHASES TO THE
• PROBLEM SOLVING METHOD

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6 PRINCIPLES OF TQM

• Mark
• Leadership and Customer Service
• Jon
• Employee Involvement and Continuous
  Process Improvement
• Karen
• Supplier Partnerships and
  Performance Measures

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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

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LeadershipWhy, What and How?

• Whyto motivate and inspire to a common goal or
  purpose. Providing direction, engagement, and
  encouragement
• Whatethical, realistic, consistent, responsible,
  courageous, visionary
• Howknow where to go. Have a vision
• and create cohesion of the team

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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
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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

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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
  lossstatistical tools to ensure best results

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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

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• 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

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OTHER LEADERSHIP TOOLS

• Psychological Type Theory (MBTI)
• ORJI
• Left hand Column
• Hermans Brain Model
• Dialogue

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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

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CUSTOMER 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?

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CUSTOMER 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

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HOW DO WE BETTER UNDERSTAND OUR CUSTOMER

• Comment cards
• Surveys
• Focus Groups
• Telephone
• Customer Visits
• Report Cards
• Internet
• Employee Feedback

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MEET SID THE CAB DRIVER
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Academic Assessment

• Employee participation
• and
• continuous improvement

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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

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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

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Gather data
Analysis
Academic Assessment Cycle
Objectives
Action
Program Goals
Foundation
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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

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Measurement tools

• Timing of assessment
• Pre enrollment data
• Process (during course) data
• Post enrollment data
• Assessment tools
• Direct measures
• Indirect measures

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Direct Measurement Assessment Tools

• Pre/post test
• Course embedded tests
• Portfolios
• Capstone exam/project
• Standardized exams
• Performance assessment
• Primary trait analysis
• Professional certification

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Indirect Measurement Assessment Tools

• Focus groups
• Graduate survey / interview
• Employer/faculty survey

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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

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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.

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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

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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

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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

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• Tools for Solving Problems
• and Making Decisions
• Supplier Partnerships
• and Performance Measures

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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

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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

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Making Decisions
Solving Problems
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The PDSA Cycle

• PLAN carefully what is to be done.
• DO carry out the plan.
• STUDY the results.
• ACT on the results.

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Continuous Process Improvement Cycle
Phase 1 Identify the Opportunity
Phase 7 Plan for the Future
Phase 2 Analyze the Process
Phase 6 Standardize the Solution
Phase 3 Develop the Optimal Solution(s)
Phase 5 Study the Results
Phase 4 Implement
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Using a systematic, orderly approach will yield
the highest probability of success.