PROBLEM-SOLVING and DECISION-MAKING TOOLS Presented by: Karen Deering, Jon Ross, Mark Kesler.

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.