Tools for Improving Organisational Excellence
Transcript of Tools for Improving Organisational Excellence
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GB 0112004
TOOLS FOR IMPRO
ORGANISATIONAL
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Tools for Improving Organis
Effectiveness
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COPYRIGHT
2004 SAI Global
All rights reserved. No part of this work may be reproduced or copied in any form or by any means, electronic or me
SAI Global Ltd., GPO Box 5420, Sydney NSW 2001.
ISBN 0 7337 6243 3
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Foreword
This handbook has been designed specifically to support the work of Continuous Improvement teams in organisatiapproaches to bring about improvements in their operations. It is an easy guide to help you in improving the process
The 9 Step PDSA Improvement Process and the tools contained herein.
SAI Global provides a range of products and services aimed at assisting organisations to embrace the principle ofthrough continuous learning, and this book is a valuable addition to the publications we offer. Our Driving Orgaupon 5 Key Elements, the 4th of which is named Improve Using the PDSA Improvement Process & Tools.
The tools contained in this book are all available in the public domain, however our aim has been to package and
both individual and team application. Each tool is generally laid out over two open pages, with a description, purpos
NOTE : The PDSA cycle was originally developed by Walter Shewhart in the 1920s and was later made popular by Dr W Edwards De
adopters of quality philosophy.
Alternate names of some Tools
Capability Matrix See Matrix Diagram
Histogram See Frequency Distribution
Line Graph See Run Chart
Shewhart Chart See Control Chart
Scatter Diagram See Correlation Chart
X Y Graph See Run Chart and Correlation Chart
Operational Definition See Clarity/Agreement ToolsPurpose/Vision Tool
Problem Statement See Clarity/Agreement ToolsPurpose/Vision Tool
Fishbone Diagram See Cause & Effect Diagram
Gap Closure See Force Field/Desired State Diagram
Ishikawa Diagram See Cause & Effect Diagram
Tally Sheet See Check Sheet
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Contents What Tool
Page PDSA 9 Step Im
Plan
PDSA 9-Step Improvement Process 3
How To Use This Book 4
PDSA Steps 5
Example Storyboard 6
1.
Selectthe
team
2.
Defin
e
opportu
nity
3.
Stud
ycurrent
situatio
n
4.
Analysethe
causes
5
T h e o
r y f o r
Affinity Diagram 8
Brainstorming 10
Cause & Effect Diagram 12
Check Sheet 14
Clarity/Agreement ToolsPurpose/Vision Tool 16
Clarity/Agreement ToolsDesired State Diagram 17
Clarity/Agreement ToolsFive Whys 18
Clarity/Agreement ToolsValues Agreement 19
Consensus ToolsMultivoting 20
Consensus ToolsNominal Group Technique (NGT) 21
Control Chart 22
Correlation Chart 24Feedback Station 26
Flowchart 28
Force Field 32
Frequency Distribution Chart 34
Gantt Chart 36
Interrelationship Digraph 38
Loss Function 40
Lotus Diagram 42
Matrix Diagram 44
Mapping Tools: Mind Map 47
Pareto Chart 48
Plus/Delta 50
Run Chart 52
Stakeholder Requirement Analysis 53
Systems View Diagram 54
Tree Diagram 56
Glossary 58
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SAI Global 2004 Page 3
PDSA 9-Step Improvement Process
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How to use this Book
This book can be used in at least two different ways:
As a guide to an improvement opportunity using The 9-Step PDSAImprovement Process (overleaf). The template provides a series ofquestions to give structure and substance to the planning,implementation, review and standardisation of any improvementactivity.
As a reference for improvement tools. The index lists the improvementtools in essentially, alphabetical order.
Each tool is generally laid out over two pages, and contains a briefdescription, purpose, and explanation of when the tool could be used. Tipsand pitfalls are also shown to guide the new user of each specific tool. Aclear explanation of the method to be followed, plus an example of its use
is then shown on the second page. When appropriate a variation to thegeneral use of the tool is also explained.
All improvement projects will also benefit from documenting progress byuse of a Storyboard (refer Example on following pages). This is
recommended to improve the efficiency of the PDSA team where stafffrom across your organisation are able to share with each other knowledge
about the improvements that are made, and the methods and tools that havebeen used. Sharing of continuous improvement stories can have a flowon effect throughout your organisation.
Why 9 Steps to Impr
The 9-Steps of the PDSA Improof sustainable change. In using t
We can identify and addproblems we encounter in organisation.
We build customer requirem
We use data and inform
improvement and to demons
We Capture the Memoryimprovement, and to comm
others in our system.
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PDSA Steps
1. Select the Team
Purpose: To select the most appropriate members to address the
opportunity, and establish guidelines by which the team will operate.
2. Define the Opportunity & Describe Desired Outcome.
Purpose: To clarify the reason this opportunity is being worked on; why ithas been chosen. To assist those working on the opportunity inunderstanding the nature of the opportunity, and the boundaries of theintended activity.
3. Study the Current Situation
Purpose: To enable the team to gain a realistic understanding of how theprocess/operation is currently performing, take account of clientrequirements and to develop measures to track improvements made.
4. Analyse the Causes
Purpose: To determine the underlying cause(s) of the opportunity forimprovement and prioritise them.
5. Develop a Theory for ImprovementPurpose: To think out and plan the most appropriate solution for the cause
or causes identified, and how best to implement it in a trial (may include apilot).
6. Implement the Improv
Purpose: To implement the
Improvement using measures tothe desired effect.
7. Study the Results
Purpose: To determine the successful. Do the results confmore testing required or can the
8. Standardise the Impro
Purpose: To make the changedocument and communicate the
measures that track & reinforce t
9. Establish a Future Pla
Purpose: Celebrate the conclusibe identified and addressed in a n
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Example Storyboard
This example shows the steps taken, and tools used by a continuous improvement team in addressing a specific prshare with the wider organisation the progress made in bringing about improvement, and to encourage widerimprovement initiatives. It needs to be legible, but doesnt need to be typewritten. The example gives an indication o
Situation:The administration decides to look at the number of meetings held and ways of improving the running and content mSome complaints have been heard from staff about the number, length and relevance of some meetings.
PLAN
Step 1: Select the team Step 2: Define the opportunity and
Step 3: Study the current situation Step 4: Analyse the causes Step 5: De
Team Agreement
Work towards purpose
Listen to all opinions
Roles - - -
Timeline
Purpose:
To investigate factors foreffective meetings for allstaff members.
Affinity
Relevance Time No. of Meetings
R
Survey Staff
No agenda
Repeated information Low participation
Timing
Limited learnin
Learning
Limited
participation
Time not
starting /finishingon time
Relevance
no agenda/ minutes
no meetingformat
Process
staff arrivinglate orleaving early
talking overothers
People
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DO STUDY
Step 6: Implement the improvement Step 7: Study the re
ACT
Step 8: Standardise the improvement Step 9: Establish fu
The data showed significant impr
Agenda
Tools used in meetings
> participation
Better time length
The team decided to standardise the improvement by using a Gantt chart and deployment
flowchart.
Documentation
Improved flowchart Gantt Chart
1 2 3 4
All staff
Leaders
KLA
The trial was implemented over a number of weeks collecting data overthe time.
Team agreement developed for meetings
Flowchart of meeting process
Notice of agenda for staff preparation
Use plus/delta & checklist to collect data
The team celebrated the result
to investigate the special caus
Special cause/
Common cause
F
le
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Affinity Diagram
Description:
This tool gathers large amounts of data(ideas, opinions, issues, etc.), and groups
this data through natural relationship.
It is mainly a creative rather than a logicalprocess.
Purpose:
To sift through a large volume of information efficiently.
Let truly new patterns of information rise to the surface for closerexamination.
Group ideas/opinions/information into new patterns.
Foster discussion & definitions of patterns.
Encourages participation by all members.
Used When: (PDSA Steps 2, 3, 4, 5, & 9)
Facts or thoughts are in chaos. When issues seem too complex tograsp.
Breakthrough thinking is required. When the only solutions are oldsolutions.
The team is drowning in a large volume of ideas.
Broad issues/themes must be identified.
Giving equal voice to all members of the group.
Promoting dialogue as part of the process.
Organizational Use:
Establishing relationship
Brainstorming session.
Identifying processes in an e
Identifying client requiremen
Assisting a work group to lo
Planning new activities.
Identifying issues, feelingsgroup.
Allows students the opport
develop further action.
Tips & Pitfalls:
1. An ideamay need to exist inSolution is to create a second
2. Often one work captures the
3. Whenever possible the idea
4. Dont agonise over sortingGroup Labels.
5. Look within the group first fa label.
6. If one group is overwhelm
include subgroups.
7. It is ok to have stand alone i
8. The number of groups shoul
9. Keep the process moving an
10. Allows everyone to have an
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Method:
1. State the issue to be considered.
2. Individuals silently write each idea on a card or Post-It notes.
3. Randomly spread out the notes on a wall, large window or cards on atable. (A large preferably round table will allow members to move and
view the ideas.)
4. In silence sort the notes/cards into related groups.
5. When no more movement happens the team should agree on a Group
label. (From the idea statements what captures the central idea of the
group. Make it concise.)
6. Draw lines that connect groups and subgroups.
Variation:
Can be used in place of a Cause and Effect Diagram.
Output of an Affinity Diagram exercise can be used as input
for a Tree Diagram, Interrelationship Digraph, Matrices andProcess Decision Program Chart.
Example:
Issue
It is ok for an item to be on itsown!
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Brainstorming
Description:
An idea generating technique that uses thesynergy of a group to develop a list of ideas,
problems, issues, etc.
Purpose:
A common method for a team to creatively and efficiently generate a highvolume of ideas in a short time in a process that is free of criticism and
judgement.
Used When: (PDSA Steps 2, 3, 4, 5, 8, & 9)
A team is selecting topics for improvement.
Imagineering the perfect situation.
Creating input for a vision to pursue.
Developing a list of potential causes for the Cause & Effect diagram.
Developing a list of improvements to eliminate causes of waste &error
Organizational Use:
A Continuous Improvement
Planning Teams.
A work Group/Team.
As an Ice Breaker.
Collecting ideas for specific
Identifying skills and capabi
Collecting opinions about cu
Developing criteria for a lea
Defining a perfect situation.
Tips & Pitfalls:
Elect someone to record the
No criticism, questioning, di
Encourage all to contribute!
Structured format encourainexperienced or shy team m
Unstructured format may discussion. Facilitator/recorshy team members and mode
Do not worry if people pass
The process should not t
sufficient.
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Methods:
Unstructured:
1. The brainstorming topic is clearly stated and written for everyone to
see.
2. Give everyone a minute or two of silence to think about the topic.
3. Participants put forth their ideas at any time.
4. As ideas are generated they are written down in clear view of everyone
(use whiteboard or flipchart).
5. All ideas are accepted without criticism or question. Not even a groan
or grimace!
6. Let people hitchhikebuild upon ideas of others in the group.
7. Ideas are generated until everyone has run out of ideas.
8. Review the written list for clarity and to discard any clearly duplicateentries.
9. Selection or prioritising of input can be addressed by methods such as
multi-voting or Nominal Group Technique (NGT).
Structured:
Similar to the above except step three.
Each team member, in turn, gives an idea. If one does not have an idea
as their turn arrives they can pass.
Ideas are generated in turn until each person passes, indicating that no
more ideas can be generated.
Variation:
Silent Brainstorming:
Similar to that discussed under
Members write their ideas on
When all ideas are written board/window for all to see.
Members review all ideas aview (remember one idea pe
(Note: this approach prepare
Imagineering
Similar to that discussed under
At Step 1 the brainst
What would be the p Steps thereafter are s
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Cause & Effect Diagram
Description:
A creative tool that allows individuals or a team to list and graphicallydisplay possible causes related to an effect or condition being experienced.
(Sometimes known as the Fishbone Diagram or the Ishikawa Diagram)
Purpose:
Used by teams to focus on causes not symptoms.
Creates a clear illustration of the collective knowledge and consensusby a team around a problem.
Assist in the analysis of the causes related to the effect of the problem.
Used When: (PDSA Steps 2 & 4) There is a need to identify, explore and display the possible causes of
specific problem or condition.
Grouping or categorising a large number of ideas related to an issue.
Organizational Use:
Understand the reason for lo
Investigating reasons for del
Look into the causes of low
Trying to determine the reasystem.
Understand reasons for a par
Tips & Pitfalls:
Make sure everyone is clear
Use as few words as possibl
There is no perfect set or num
Causes
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Method:
1. Clarify the problem statement or effect.
2. Draw in the major lines for categories
3. Brainstorm for the possible causes of the effect, and place under
categories.
4. Label the categories. Popular category labels include: People,
Machines, Measurement, Materials, Methods, Environment, Policy,
Process, Procedures. In any case use labels that are relevant.
5. Insert the possible causes onto the appropriate line(s). Some causes
may fit into more than one category. There may also be deeper causes
(e.g. Poor scheduling caused by inaccurate data).
6. Interpretation:
Identify reoccurring issues.
Collect data to determine the relative frequencies of the different
causes.
Take appropriate action.
Example:
Variation:
CEDAC, A very large Cawhere staff can post both ponotes. Causes & solutions
approach opens up the proevery person in the operation
Imagineering uses the diagstatement of the desired effethe criteria to achieve that category and then work on
imagined effect.
People Mach
Materials
Carelessness
Trough Full
Too much water
Training
Lack of information
No enough time
Bu
Too cold
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Check Sheet
Description:
A Check Sheet is a form used in data collection activity.
Also known as a Tally Sheet or a Data Sheet.
Purpose:
1. To facilitate reliable and efficient data collection.
2. Enables the translating of opinions into facts.
3. Assists with agreement on the definition of a condition or event.
4. Provides tangible evidence of the need for improvement.
5. Collect, collate and display data.
Used When: (PDSA Steps 2, 3, 6 & 7)
Where is a need to quantify the frequency or the occurrence of something
happening. Very useful in clarifying situations where diverse opinionsexist.
Issue Dept. 1 Dept.
A III IIIII II
B II IIII
C II I
Organizational Use:
Errors in a class assignment.
Production delays or failures
Vehicle usage of roads.
Surveys.
Distribution of work across t
Categorising (e.g. disagreem Tracking variation in a proce
Routine recording of perform
Tips & Pitfalls:
It must be safe to record & be filtered.
Always ask: Is this the eas
possible use existing forms aprocess).
Where possible, the people and vice versa.
Check that it is practical to environment. Always do a sm
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Method:
1. Questions to ask when designing a check sheet:
What data should be collected?
Why should that data be collected?
Where should the data be collected?
Who is going to collect the data?
How is the data to be collected?
2. Agree on the event being observed. Everyone seeing the same thing.
3. Decide on a time period to collect the data. This could range from
hours to weeks.
4. Design a form that is clear and easy to use, columns clearly labelled
and enough space for entering data.
5. Collect the data consistently and honestly. Make sure there is time
allowed for this data gathering task. (How can it fit into dailyactivities.)
Example:
Variations:
Defect Location
Shows the concentration of dedefect occurs.
Task Sheet
Allows tasks in an activity or completed.
Customer Complaints by Issue and Department
Dept 1 Dept 2 Dept 3 Dept 4 Dept 5 Total
Timeliness of Service IIII IIIII III IIIII II 19
Errors in Accounts IIIII I II II III IIII 17
Faulty GoodsII IIII IIII III II
12
Delays in Supply IIIII III II IIIII II III 20
Stand
Un-filed Docs12/1, 24/2
Work Area
P u r c h a s e O r d e r
P u r c h a s e O rd e r R a is e d
A p p ro v e d
O rd e r p la c e d
C o n f i rm a t i o n R e c e i v e d
S u p p l ie s R e c e iv e d
C h e c k e d a g a i n s t o rd e r
P l a c e d i n I n v e n t o r y
In v e n t o ry U p d a t e d
In v o ic e s e n t t o A c c o u n
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Clarity/Agreement Tools
Purpose/Vision Tool
Description:
Is a tool that involves participants in achieving agreement on a purposestatement in a short time without the need for endless discussion.
Purpose:
To assist a group in building consensus on a direction or purpose. It canfacilitate the challenging of current ideas without defensive dialogue in anon-threatening manner.
Used When: (PDSA Steps 2, 3, 5 & 8)
Method:
1. Each person has separate she
2. Each write your statement
purpose/vision statement tha
3. Each person is to pass their s
4. Underline the significant phr
5. Pass on the paper again to pe
6. Repeat Steps 4 & 5 until you
7. Recorder writes the highest
from all team members state
8. Brainstorm, using the new p
all can agree upon.
Tips & Pitfalls:
Ensure the participants unde
Clarify to participants the go
What might be important toorganization.
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Clarity/Agreement Tools
Desired State Diagram
Description:
To describe the current state of the organisation or situation and whatforces help or prevent getting to the desired state.
Purpose:
To help members to understand a common view of the future state andidentify what steps or change is needed to reach this state.
Used When: (PDSA Steps 2, 3, 4, 5, 7 & 8)
Clarifying the present situation within an organisation where the state isunclear.
Method:1. On a large sheet of flip-chart paper, draw one circle at lower left, one
at top right, and join them with two parallel lines to form a dumbell
shape.
2. In the lower circle, brainstorm words that describe the present
condition.
3. In the upper circle, brainstorm words that describe the desired future
condition.
4. Above the diagram, brainstorm the positive or reinforcing forces,
below the diagram the negative or restraining forces (see forcefield
analysis).
5. Identify the transition plans that will lead from the present condition to
the desired future and help eliminate the negative forces. Record these
in the centre zone connecting the two circles.
Organisational Use:
To focus the team's thinking
To help get alignment of a n Assist in identifying the chan
Track progress towards desir
Map an improvement proces
Example: Faulty Products
Aging plant equipment
Low reliability
Obselete practices
+ POSITIVE FORCES
Capital Reserves
Strong Market position
technical Skills
PLAN
S
Benchm
arkings
tudytou
rfo
Conduc
tcustom
ersurve
y
Conduc
ttechno
logyrev
ie
Current State
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Clarity/Agreement Tools
Five Whys
Description:
This tool assists each individual to think more deeply about an issue andclarify underlying causes, motivations.
Purpose:
To pursue the deeper, systemic causes of a problem and correspondinglydeeper solution.
Used When: (PDSA Steps 2, 3, 4, 7 & 9)
Causing people to challenge their current situation or problem.
Higher order thinking skills are need.
Cutting through red tape and policy to get to the real issue.
Needing to get to the root cause of a problem.
Tips & Pitfalls:
Maintain the focus on the issue and refrain from using the tool in afrivolous manner.
If a response focuses on an individual you need to refocus onto theprocess or system. (e.g. What is there in our system that made it easyfor that mistake to occur?)
Method:
1. Identify the situation or prob
2. Ask Why? this particular c
3. Each time the answer is g
activity until all concerned
cause of the problem.
Example:
Why is there sawdust on the Because the lawnmower engines
Why are the lawnmowers lea
Because the gaskets are failing.
Why are the gaskets failing?Because the gaskets purchased w
Why were lesser quality gaskBecause we get a good discount
Why do we focus more on disBecause the Purchasing Departm
over the contract price.
What started out as a simple fixabsorb the oil, was not addreproblem would continue to occumay be a better solution.
Five Whys helps to gain a dmotivation.
Why? Why? Why? W
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Clarity/Agreement Tools
Values Agreement
Description:
This tool helps define agreed values, what each value means and whatbehaviours are shown for each value.
Purpose:
To gain deeper understanding of shared values within a group and agreedbehaviours to build a positive working and learning culture.
Used When: (PDSA Step 1)
Developing consistent shared behaviours across and organisation.
Identifying important meanings for the group.
Challenging disruptive or destructive behaviour.
Method:
1. Use Affinity Diagram or Structured Brainstorm to identify the values
proposed.
2. Use NGT or Multivote to priortise values to an agreed number (5 - 10)
(NB. More than 7 are difficult to remember).
3. Draw up a chart to further discuss what each values means and types
of behaviour that will show each value.
4. Use a Purpose/Vision tool to create the definition for each value.
5. Use Brainstorm of behaviours for each value.
6. Display for group members for further comment & final agreement.
7. Review often.
Organisational Use:
Excellent method to suppoorganisation.
Develops consistent behavio
Used in the classroom to rem
Assists students in unders
behaviour.
Tips and Pitfalls:
High level of discussion nee
All values must be agreed.
Gives a view of whether vvision.
Example: Values for our LValues
Respect Conside
and othe
Commitment Give 100
own lea
Teamwork Work tog
outcome
Learning Develop
skills, un
know ho
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Consensus Tools
Multivoting
Description:
Multivoting is a structured series of votes used by a team to reduce a largenumber of items to a manageable few.
Purpose:
To reduce a large number of items to a manageable few (between threeand six for further analysis).
Assists the group in reaching consensus.
Helps to eliminate an individuals close identification with items.
Used When: (PDSA Steps 1, 2, 4 & 5)
Reducing the number of items to focus on, after a brainstorming session orfor prioritising items.
Method:
1. Assign each person votes equal to approximately 1/3rd the number of
items.
2. Each person can distribute their votes however they see fit.
3. Remove the items receiving few or no votes from the list as they are
low priority.
4. Repeat the voting process with the remaining items until a manageable
few exist.
Tips & Pitfalls:
Never multivote down to one item! (This defeats the purpose ofMultivoting, which is to reduce a list to a manageable size for analysis.)
Example:
HR Issues for resolution
Issues Round 1
Salary 3
Hours worked 8
Overtime 2
Harassment 6
Safety 1
Involvement 14
Management 4
Work Practices 9
Leave 6
Holidays 3
NOTE: In the above example tenattention. In Round 1 participants wthe issues most important to them. I
each, as the number of issues are clo
Variation:
Dots:The use of sticky dots in plac
visible and interactive. The c
Red =3, Blue = 2, Green =1.
Participants place their dots aroare added according to colourpeople.
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Control Chart
Description:A control chart shows data against time. The upper and lower control
limits show whether the system is stable.
[Also known as a Shewhart Chart]
Purpose:
To highlight any change in the nature and extent of variation in ameasurement over time.
Used When: (PDSA Steps 2, 3, 7, 8)
There is a need to better understand the nature of variation in aprocess, and in particular, whether the capability is stable or unstable.
Monitoring routine Process Measures.
Telling operators and management when to intervene to counterabnormal conditions.
Organisational Use:
Identifying a possible contributor to a known problem.
Checking to see if a particular event, or series of events, is likely to becaused by a specific abnormal condition, or is just part of expected
variation.
Tips & Pitfalls:
Take particular care that peControl Lines are the expectexperience of the process independent of the specificaor process output.
Do NOT recalculate the Con
additional data. Once establthe same until the process is
DO re-calculate the Contro[e.g. moved to a differenprocedure, different measure
The interpretation rules arealarm, sometimes they misswill produce about 3 false al
Different types of data an
special formulae to calculatrules are the same.
Sample No
MeasurementMeasurement Contro
x
xx
xx x
x
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Method: (Individuals & Moving Range Chart)
1. Collect at least 30 consecutive or regularly sampled measurements
[readings] from the process when it is known to be running normally
over time. [less than 30 readings will mean that conclusions drawn
from the chart will be less reliable.]
2. Plot the data on a run chart.
3. Calculate the average:
[Sum of all measurements] [Number of measurements] = X
i.e. (X1 + X2 + X3 + +Xn) n
4. Calculate the difference between each successive measurement:
i.e. Rm1 = X2 X1, Rm2 = X3 X2, Rm3 = X4 X3
making all the differences positive, add all the differences and divide
by one less than the number of measurements to get the average of the
moving range:
i.e. (Rm1 + Rm2 + Rm3 + Rmk) (k-1) = mR
5. Calculate the Upper Control Line = X + 2.66 mR and the Lower
Control Line = X 2.66 mR for the actual measurements [Note:
These formulae only apply for a series of individual measurements.
Different formulae apply for other sorts of data such as OK/Not OK
or values calculated from small sub-groups of measures sampled from
the process].
6. On the run chart, rule in the X and Upper and Lower Control Lines
for the measurements.
7. Look for:
Any points outside of the Control Lines.
Seven points in a row all above or all below the average
(equivalent to 1 chance in 128).
Any obvious non-random pattern or trend on either the individual
measurement chart, or the moving range chart.
Any of these are indications of
process, and hence a change from
Example:
Variation:
Refer toMemory Jogger IIor yo
different types of Control Charts
Student Abs
0
2
4
6
8
10
1 4 7 10
Day
Students
absent
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Correlation Chart
Description:
A Correlation Chart shows therelationship between two variables.
Correlation Charts are also known asScatter Diagrams or X-Y Charts.
Purpose:
To show the nature and strength of apossible relationship, or connection,between two variables.
Used When: (PDSA Steps 3, 4, 7)
Confirming or rejecting suggestions or opinions about possible causes
of a problem.
Developing predictions about the likely effect of a known or plannedchange in process conditions.
Developing a means of either physically, or analytically, correcting forthe effect of an uncontrollable condition [such as the weather] on aprocess.
Organisational use:
Track correlation of learning
Track two variables to seek w
hours of reading at home
homework completed to
table practice to accurate
ability to use number fac
number of students late t
Tips & Pitfalls:
Correlation does not necessby either:
Experimentation
Demonstrated understan Consistent accurate pred
Too little data can lead to f
minimum).
Another strongly influencing
The correlation may be curv
x
x
x
x x x
xx
x
x
x
x
x x x
x x
x
x
x
x
x
xx
x
xx
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Method:
1. Collect matching pairs of measurement readings of the two variables
of interest from the process. This may be under normal operating
conditions, or under experimental conditions where other variables are
kept as constant as possible.2. Look at the range experienced for each variable,
and label and scale the horizontal and vertical
axes on a piece of graph paper. It is conventional
to put the variable that is believed to be
influencing on the horizontal axis, and the
variable which is being affected on the vertical
axis.
3. Place a descriptive Title on the Chart.
4. Plot all of the data on the chart. Order is not
usually significant, so the points [each defined bya pair of readings] can be plotted in any
sequence. When a data point occurs more than
once, draw a circle around the point, , to
indicate repetition of the data point. Circle the
point for as many times as the value is repeated.
Check any obvious outliers for plotting or
measurement errors.
5. If there is a connection apparent between the two
variables, sketch in the line of best fit through the
data.
Example:
T e m
Durability
x
x
x
x
x
x
x
x
x
T em pe r a t u r
Variation: If order is believed to be sig
be changing over timeit
sequence numbers, rather tha
Computer applications suc
specialist statistical progdetermining the line of best an indicator of the stren
Correlation Coefficient
Variable 1
Variable
2
Variable 1
Variable2
x
x
x
x xx
xx
x
x
x
x
x x x
x x
x
x
x
x
x
xx
x
xx
Correlation Chart
Variable 1
Variable2
x
x
x
x x x
xx
x
x
x
x
x x x
x x
x
x
x
x
x
xx
x
xx
Correlation Chart
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Feedback Station
Description:
The Feedback Station provides a means to collect feedback inthe present moment. A highly visible display board which
encourages feedback from participants in a meeting,conference or workshop.
Purpose:
To stimulate feedback and make the process of gathering and acting upon
it highly visible.
Used When: (PDSA Steps 1, 6, & 8)
For large forums or conferences where there is a need to provide for
anonymous or off-line feedback.
For training courses and workshops, particularly with larger groups.
There is a need to capture thoughts or ideas without interrupting the
primary discussions.
Capturing ideas for later review.
Collecting immediate feedback anonymously.
Organisational Use:
Large conference.
High level meeting with tigh Improvement Team meeting
Shareholder meetings.
Tips & Pitfalls:
The facilitator or chairperso
provide immediate feedbaimprovement and other sugg
Place the station in neu
anonymously if they wish.
Remind participants about
prior to each break.
+
? I
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Method:
1. Using either a pre-printed chart, or one hand-drawn on a large piece of
flip-chart paper, attach the station to the wall near the exit from the
main meeting/conference room. In large venues, place one at each exit.
2. Explain to participants the meaning of the four symbols:
3. + for positive comments about things that are going well or thatparticipants find particularly helpful.
4. for improvement suggestions.
5. ? for questions about the proceedings, registration, administration orrequests for further information.
6. I for ideas or general comments.7. Provide sticky notes and marker pens at each feedback station.
8. Regularly encourage participants to contribute to the feedback stations.
9. Collect the sticky notes just before each session resumes, sort and
report back to the whole group. Explain what actions have/will be
taken, particularly in respect of each improvement suggestion.
Examples:
Variation:
The Plus-Delta Tool uses just small group environment to genethe group/project/operation, and
PLUS-DELTAQuality
+
?
FEEDBAC
+
Kept good minutes
Structured agendas
Regular reporting
Kept Storyboard up-to-date
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Flowchart
Description:
A diagrammatic representation of the logical flow ofactivities within a process.
Includes:
Simple Flowchart
Top Level/Top Down Flowchart
Deployment/Cross-Functional Flowchart
Purpose:
To set out in a concise and un-ambiguous form the logical sequence ofactivities which make up a process.
Used When: (PDSA Steps 2, 3, 5, 6, 8)
Commencing an improvement project, to understand what reallyhappens now.
Understanding the changes of responsibility between people, functionsor departments in the normal course of a business process.
Identifying the most effective and practical points for collection of
process measure data.
Documenting a process.
Organisational Use: Mapping the current process
happens, what can be measuwaste elimination might be f
A quick-reference guide tprocess.
Emergency procedure.
Error-checking or fault analy
Map of proposed re-desigtraining.
Tips & Pitfalls:
Too little detail to be useful.
Too much detail to be read e
New processes not designed
them, hence no commitment
Flow Chart does not reflect r
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Method: Simple Flowchart
1. Agree the Boundaries [the beginning, end and whether or not to
include any support activities] and define the Purpose of the Process.
2. Establish the major steps and agree their sequence. If complex, draw a
Top-Level Chart, listing the key elements and decisions under eachmajor step.
3. Agree the appropriate level of detail, taking account of the intended
users.
4. Develop the detail steps by either Brainstorming onto sticky notes, or
stepping through what actually happens. Arrange the steps in the
sequence in which they currently happen [follow something through
the process, rather than tracking each person]. Apply the correct
symbols and join them with arrows to show the sequence.
5. Review with a wider group and check accuracy, completeness
[including loops and decision labels], consistency and detail.
6. Prepare final form of Chart and confirm agreement with those who
operate the process.
SOME OF THE STANDARD SYMBOLS USED IN FLOWCHARTING ARE
AS FOLLOWS:
STA
ACT
DEC
CON
TO I
PAG
QUA
THIS PASSIST
PRO
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Method: Level/Top Down Flowchart
1. Agree the Boundaries [the beginning, end, and whether or not to
include any support activities] and define the purpose of the Process.
2. Establish the major steps and agree their sequence. There should
generally not be more than six major steps. If there is discussion or
debate, use sticky notes so they can be easily moved about.
3. Draw an arrow box for each major step and describe it in 2 or
3 words, including a verb.
4. List the key elements and decisions under each major step. Keep to the
important mainstream things only, dont get into the detail and
exceptions.
Review with a wider group andboundaries], consistency and det
Prepare final form of chart and cthe process.
Variation:
If it helps achieve clarity for an
branches can also be added.
Record name &
address
Special delivery
instructions
Double check
quantities
Take OrderAss
I
Upda
as yo
Doub
picke
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Force Field
Description:
A facilitated group process which generates a list ofdriving or reinforcing factors and opposing or limiting
factors.
[The same basic method is used for Plus-DeltaseeFeedback Stationand, with a different format.]
Purpose:
To stimulate creative thinking and shared group understanding of thepositive forces at work and the negative forces that restrict the current
issue. The aim is to reinforce the positive forces and eliminate the negativeforces.
Used When: (PDSA Steps 2, 3, 8)
To launch a planning or review activity.
At the beginning of a project or change activity.
To quickly gather and share the knowledge, experience andunderstanding of the group.
As a reflective tool for groups and individuals, clarifying progress androles of individuals.
Organisational Use:
To kick off a strategic plann
To help ensure the results obe sustainable.
To focus the team's thinking
To help get alignment of a n
Assist in identifying the chan
Track progress towards desir
Map an improvement proces
Tips & Pitfalls
Work mainly on removing o
Don't get bogged down discu
Try to ensure everyone gets
You usually get more benopposing/limiting factors ththings that are already streng
During brainstorming, dont
Use regularly over time to sh
+
NOTES
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Method:
1. Divide a large sheet of flip-chart paper vertically and draw a horizontal
line across near the top for column headings. Write the topic/objective
across the top of the sheet.
2. Label the LH column with a large +, the RH column with a
.
3. Brainstorm a list of things that might help [+] and things that might
work against [] the group's objectives using one of the methodsdescribed earlier. Set a time limit of no more than 5 minutes on each
column, but allow extra ideas to be added in any order.
4. When the process of gathering possible driving/reinforcing factors and
opposing/limiting factors is complete, group related ones and discuss
and prioritise the list. [Consider using the Inter-relationship Digraph
and Multi-Voting]. Focus most effort on addressing the
opposing/limiting factors.
Example
Force Field: Poor oral skills o
Ideal State: Staff present them
Variation:
Strengths/Opportunities: Changethings we do really well andcould be significantly improAssessment] or changes happenbe to our advantage [for use in st
See also Feedback Station.
See also Desired State Diagram
Good role models
Opportunities tospeak in front ofothers
Communicates ideas
Gain confidence &self esteem
High energy activity
+
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Frequency Distribution Chart
Description:
A Bar Chart showing the frequency withwhich measurement falls into particular
ranges, and thus the distribution of variationabout the average, nominal or target value.
[Also known as a Histogram or a VariationChart]
Purpose:
To establish the pattern of variation from a process.
Used When: (PDSA Steps 2, 3, 4, 7)
To find out the capability of a process to meet specification or
expectations.
To understand the nature and extent of variation from a process.
To help investigate whether there may be different influences on the
process from time to time.
To see if the amount of variation has been reduced when trialling animprovement.
Organisational Use:
The distribution of scores in
Collecting and representing matter.
Tips & Pitfalls:
If the process is not stable ocollected, the chart may be d
The more data points, the bdistribution, but the longer
of mixing in data from abnor
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Method:
1. Collect the readings (pieces of data) of the measurement under
investigation.
2. Determine the number of classes or bars into which you wish to break
down the data. The following are suggested as the most suitablenumber of classes for the number of observations.
No. of Readings No. of Classes
Under 50 5 7
50 100 6 10
100 200 7 12
Over 200 10 20
3. Find out the range [highestlowest readings] of the data. E.g. if
30 readings are taken. As an example, 30 readings were taken with the
lowest value being 5.6 and the highest 6.9. The range was
12.5 5.6 = 6.9
4. Divide the range by the number of classes youve decided to use to
calculate the width of each class. Then round up or down to the most
convenient width. Choose the actual class boundaries to fall between
readings if possible. E.g. Width = 6.9 / 5 = 1.36, round to 1.5 as a
convenient width.
5. Create a Check Sheet for the classes and count the data into it. Add up
the totals for each class. E.g.
Class Tally Total
5.9 6.4 l l l l l 5
6.5 7.0 l l l l 4
8.0 9.4 l l l l l l l l 8
9.5 10.9 l l l 8
11.0 12.5 l l 5
6. Draw in a horizontal axis an
Mark the classes along the h
7. Establish the total count for
the vertical axis. Label it.
8. Draw in bars to represent the
9. Place a descriptive title on t
as time, date and source of th
Variation: Opinion Histog
Set up a Check Sheet on a largecovering the expected range of oideal room temperature or preferoom one small sticky note to pabove their own preference.
The resulting Bar Chart [built d
Frequency Distribution Chart focan see the pattern of variation
consensus.
6
Frequency
5
10
15
20
25
30
35
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NOTES
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Interrelationship Digraph
Description:
A tool that takes an issue or a problem and identifies the logical orsequential links among related causes. A key feature is that it moves away
from the notion that events or problems have a single cause. It looks formultidirectional thinking rather than linear. Graphically mapping out thecause and effect links among all the items generated.
Purpose:
To take a number of ideas, issues, items, and chaotic situations andsystematically identify the linkage between these items, showing the causeand effect relationships so that key drivers can become the basis for asolution.
Used When: (PDSA Steps 2, 4 & 9)
Identifying root causes.
There are multiple causes of variation and it is not clear which causehas the most affect on the others.
Data is not available to identify root causes.
There are a large number of interrelated issues that need to be betterdefined.
Organisational Use:
1. Complex problems, e.g. the causes of poor work place morale, a
supermarket receives high number of customer complaints.2. Establish the (reasons) why a process or project is behind schedule.
3. Not convinced that a cause & effect study has identified all causes.
4. When a committee is not satisfied with the level of participation.
Tips & Pitfalls:
Work with between 5 25 it
Use portable work surfaces,
Use common sense when y
with very close tallies must judgement call, not science.
In a 2-way arrow situation, c
Example:
What are the issues related to reducing l
L
IN
Excessive
packaging
IN = 1 OUT = 1
Lack of parentalexamples
IN = 4 OUT = 1
No
IN
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A
B
CD
E
Method:
1. Select the problem and agree on statement. (Can
come from various sources: Brainstorming,
Affinity Diagram, Cause & Effect Diagram, Tree
Diagram).2. Generate idea/issue cards (sticky notes). Team
should have good knowledge of the subject. Ideas
may come from other tools or from brainstorming.
3. Lay out the cards in a large circle (like the face of a clock) with plenty
of space to draw arrows. Choose any of the ideas as a starting point.
4. Draw relationship arrows. Ask of each pair in turn is there a
cause/influence relationship. If yes which one is stronger. Draw the
arrow from the stronger influence to the weaker one, reflecting the
relationship. (e.g. A to B) then (A to C), (A to D) etc. Then start with
B, (B to C), (B to D) etc. Continue until you have completed the circle.NOTE: Only draw the stronger of the relationships. Do not draw two-
headed arrows. If there is no relationship, then
do not show an arrow.
5. Tally or add the number of outgoing and
incoming arrows. A high number of outgoing
arrows indicate an item that is a root cause or
driver. (This is generally the item addressed
first). A high number of incoming arrows
indicate a key outcome. (This can be used as
an objective or measure of success.
6. In the picture to the right A = 0 In, 4 Out; B = 2 In, 1 Out; C= 4 In, 0
Out; D= 1 In, 3 Out; E= 2 In, 1 Out. The first item to consider would
be A, but D should also be considered as a possible driver. C would be
considered as an outcome.
Variation:
Table/Matrix Version:
Sometimes it is necessary for a In these situations a table format
A B C
A
B
C
D
E
A
B
CD
E
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Loss Function
Description:
The Loss Function chart shows the variation away from an ideal value.
Purpose:
To indicate the loss of service, time, product, quality as it moves awayfrom the ideal state or predetermined target.
Used When: (PDSA Steps 2, 3, 5, 7)
Investigating and better understand customer requirements.
Finding the optimum compromise between conflicting requirements.
Highlighting the opportunity for re-design to reduce sensitivity to
variation.
Determining which aspects of a process will most benefit fromvariation reduction.
Organisational Use:
1. Getting consensus on a subjective, but quantitative, issue such as timeor room temperature.
2. Time needed to complete a project
3. Selecting optimum expected quality of a piece of work.
4. Optimum expectation litter in the yard.
Tips & Pitfalls:
If superimposing several fun
comparable scales.
Whilst the optimum operatinthe low and the high loasymmetrical and the proceneed to be biased away fromunacceptable conditions on
steepest loss function.
Spec Limit
IdealLower
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Method:
1. Decide on the scale to measure.
2. Draw a line on the whiteboard or butchers paper, across the bottom of
board or sheet, showing the scale.
3. Give each person three different coloured sticky notes,
e.g. Yellow = optimum; blue= too little; green = too much.
4. Each person places the optimum colour sticker on the chart, one above
the other, starting from the bottom of the chart.
5. Then each person places the too little colour on chart, starting from
the bottom of chart, if same time as first colourleave some overlap
to see first colour.
6. Use the same process for too much.
7. Once all the notes have been placed on the chart, draw curved linesaround each distribution to show the intersection. The optimum
measure is the one with the least amount of losses.
ExampleStudents place sticky notes showing the ideal discussion time.
.
Variation:
Sometimes Loss Functions from
single property are overlaid on oeffort vs door seal gap).
Loss Functions are also often Chart for the actual process outp
Dur
Distribution of "Too
Short" opinions
[ie a measure of loss]
Dist
act
brea
Student Discussion Tim e
Group showing the least loss.
Lower
MeasureofLostVal
ue
Loss
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Lotus Diagram
Description:
A tool that aids participants in breaking down broad issues into workablecomponents.
A tool that allows the capture of many creative ideas and how to thinklogically, while solving a problem.
This tool can be used by individuals, teams, or by a large group such as adepartment or a classroom.
Purpose:
The Lotus Diagram is used to organise or prioritise information.
To promote logical and creative thinking.
Used When: (PDSA Steps 2, 5, 8)
When dividing tasks.
Considering the implications of a policy.
Breaking down a concept into actionable, manageable components.
Organisational Use:
1. Outlining projects
2. Developing strategies of imp
3. Can be used like a mind map
4. Mapping ideas, tasks, inform
5. Showing pre-knowledge anunit
LotusDiagram
1 2
1 2 3
8 8 4
7 6 5
7 6
Tips & Pitfalls:
For an individual use an A4 sizea white board so all can view.
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Method:
1. On a large sheet of paper draw a naughts and crosses chart that covers
the entire sheet.
2. In each square, draw another naughts and crosses chart. The final chart
will have nine large boxes with nine boxes in each large box.3. Put your ideas or topic in the middle box of the chart.
4. Brainstorm up to eight sub-topics
5. Place the sub-topics in the centre of each of the eight outside boxes
and brainstorm again.
6. Finally, prioritise your ideas and decide what you want to pursue.
SUB
SUB
SUB
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Matrix Diagram
Description:
The Matrix diagram displays the presence and/or strength of anyrelationship between two or more sets of ideas, items, issues, processes,
functions, etc. in a graphical manner.
Purpose:
This tool organises large numbers of pieces of information likecompetencies, functions, tasks and characteristics, into sets of items to be
compared. By graphically displaying the logical connecting point betweenany two or more items, a Matrix Diagram will assist in determining whichitems in each set are related.
Used When: (PDSA Steps 1, 2, 4 & 8)
Limiting implementation resources prevent you from doing all theoptions.
Choosing activities to be tested against current activities.
Ranking options.
There is disagreement over the relative importance of decision-makingcriteria.
Key issues are identified and action options must be narrowed down.
Definable and assignable tasks are to be assigned within yourorganization.
A d m
B i l l i n g
C u s t o m e r s
C o u r s e s
T y p e
T y p e
Organisational Use:
1. Organising work to departm
2. Analysing the use of resourc3. Prioritisation of resources to
4. Ranking options, e.g. NGT m
Tips & Pitfalls:
Interpret the matrix using nOften the visual pattern is su
Stress the content to be evalu
Use only one primary resaccountability.
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Method:
The basic or L shaped matrix diagram uses a topic or issue on an X and Yaxis for comparison. Using a symbol the matrix diagram displays very
viably the strength of the relationship between the items being compared.
1. Select the issues or factors for comparison. Some typicalconsiderations:
Whos responsible for what?
Various decision criteria, (time, cost, etc.)
Conflicting activities.
2. Select an appropriate team:
Those who have influence or power to assess and confirm views.
Those involved up front.
3. Select the appropriate Matrix Format (See Variation Section for
descriptions)4. Decide on the Relationship Symbols to be used:
The possible meanings applied to the symbols, as well the symbols
used, could be endless. The key thing to achieve is a clear
understanding by the team of each symbol and its meaning. Establish a
clear legend that defines each symbol used.
5. Complete the Matrix
Remember the tip: Use only one primary responsibility symbol toindicate ultimate accountability.
Correlation Matrix:In a Correlation Matrix, symbols are used to show the strength of thecorrelation between each set of criteria.
Example:
This example shows:
Symbol Description
High Correlatio
Medium Correl
Low Correlation
Lotus Chart
Book report
For/AgainstReport
Opinionreport
Narrative
Which too
organise tType
of
writing
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Matrix DiagramExamples
Capability/Capacity Matrix
A capacity matrix gives an overview of acategory against the level of competence.
Method:
1. Draw a matrix as shown above.
2. The main areas are listed in the left hand
column.
3. Each area is broken down into its
components.
4. Each individual harts their progress against
the competence levels.
5. Proof of level reach is listed in the
Portfolio column.
_____________________________
Check Sheet Matrix
The check sheet matrix is used when collecting
data.
Met
1. D
2. P
c
3. Et
4. C
____
Tre
The even
staff
Dept
Query
Delivery
Price
Availability
Despatch Warehouse Sales Service
Invoices
IIIIIII IIIII
IIIII II
IIIIII
III
III
IIIII IIIII
IIIII IIIII
IIIII III
IIIII IIIIIIIIII II
IIIII II
IIIII IIIII
IIIII II
Capacity Capacity Breakdown
Information
Knowledge
Know-How
Wisdom
3-D
Portfolio
Purpose ofQuality and Improvement in
School s and Prescho ols
Processof Quality and Improvement inSchool s and Prescho ols
Data Collection for Quality andImprovement in Schools and Preschools
Benefits of Q uality
Case Examplesof QualityImplementation
Cost of Poor Quality
History of Quality
Learning Cycle, includin g reflection
Mapping a Qu ality Strategy
Need for Improvement
Quality Assurance
Roadblocks to Quality
Improving Our School/Preschool BigPicture
IntroducingQuality andImprovement
in Schools andPreschools
Five Key Elements of Imp roving Qu ality
Direction
Planning
Clients
Processes
System
Data
Variability
Peop le
Learning
Community
Stakeholders
Principles
Leadership
Systems View
Clients and Outputs
Mission
Processes
Relationships
Suppliers and Input s
Values
Vision
Seeing Systems
System sThinking
The Laws of Systems
Assessment Dimension (ADRI)
Assessment Mat rix
ABEF Australi an Business Excellence Awards
Categories and Items
Australian
Business
ExcellenceFramework
(ABEF)
Deriving Strengths and Opportunities
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Mapping Tools: Mind Map
Description:
A visual tool to show possibilities, links between information and show thescope of a topic/problem.
Purpose:
A mind map gives an overall picture of the situation or problem. It links ideasand information in the scope of the topic.
Used When: (PDSA Steps 2, 3, 6, 8)
Giving a quick overview of the information.
Organisational Use:
To summarise a topic.
Consolidate information form a variety of sources.
Helps to make associations and links to pieces of information.
Think through and present complex problems.
A way to show the overall scope or structure of a topic or problem.
Tips & Pitfalls:
Use key words or phrases.
Use different colors for each line that carries a main heading.
Use symbols, icons, pictures as well as words to highlight theinformationmaking it easier to see and remember connections.
Use arrows to show connections between different elements
Method:
1. Write the problem or situation
around it.
2. Draw a line from the circle fo
the heading on top of the line.3. From each main heading, dra
draw information for each sub
4. Continue until map completed
Example:
Stud
Leade
Organis
atio
n
Focuse
d
Tidy
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Pareto Chart
Description:
A Bar Chart of a measure of relative importance,sorted into descending order.
(Based on the Pareto Principle, also known as the80-20 Rule, that a small number of factors tends tohave most of the influence)
Purpose:
To illustrate the relative importance of a few items or possibilities over the
many others
Used When: (PDSA Steps 2, 3, 4, 7)
Making a choice between a number of possibilities.
Explaining the relative impact of one or more factors.
Comparing several alternative bases on which to make a choice.
Organisational Use:
1. Collecting and displaying dataffect a process.
2. Showing how much time is
interruption.
3. Showing which classes of cvolume, revenue, effort, proble
Tips & Pitfalls:
The most difficult, and criticdeciding what to chart.
Determine which measure wo
prepared to take a second or th
Frequency and cost to the c
commonly used.
If in doubt, draw several Pare
the factor/item/cause that is co
F ac to r 3 F ac to r 1 F ac to r 2 F act or 5 F ac to r 4 O th er
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Method:
1. Decide what measured effect data will provide the best indication of
relative importance, e.g. total number, dollar value, percentage effort, etc.
of each factor.
2. Collect data on check sheets. Total each factor and convert to a percentage
of the grand total.
3. Rank the categories or reasons for the measured effect [factors] in
descending order of importance, based on the data collected.
4. Divide the horizontal axis and label with the most significant factor on the
left hand side, and in descending order to the far right hand category. It is
common practice to collect all minor factors into a category called other,
and to place this at the extreme right of the chart (even though this may
then not be the smallest value).
5. Label the vertical axis with an appropriate scale to accommodate the
greatest percentage in your results.
6. Draw in the columns for each factor and give the chart a clear descriptive
title.
Factor 1 21 19.3
Factor 2 18 16.5
Factor 3 36 33
Factor 4 5 4.6
Factor 5 12 11
Other 17 15.6
Total 109 100
2
3
1
5
4
6
Item Count % Rank
0
5
10
15
20
25
30
35
Fa cto r 3 Fa cto r 1 Fa cto r 2 Fa cto r 5
Percentage
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Plus/Delta
Description:
A simple tool to provide quick and easy feedback on strengths (what workswell) & Opportunities for Improvement.
Purpose:
To stimulate creative thinking and shared group understanding of where to startand what to focus on in order to progress the groups objectives.
Used When: (PDSA Steps 1, 3, 6, 9)
To launch a planning or review activity.
At the beginning of a project or change activity.
To quickly gather and share the knowledge, experience and understandingof the group.
At the completion of a project, meeting or other activity to review whatwent well and what should be improved next time.
Method:
1. Divide a large sheet of flip-chart
across near the top for column h
of the sheet.
2. Label the LH column with a large
3. Brainstorm a list of things that ar
improvement [] using one of th
this book.
4. Set a time limit of no more than
ideas to be added in any order.
5. If silent brainstorming is used, th
prioritise actions.
Example:PLUS-DELTAQua
+
Kept good minutes
Structured agendas
Regular reporting
Kept Storyboard up-to-
date
So
bu
Ini
Pr
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NOTES
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Run Chart
Description:
A graph of successive measurements of the sameparameter over time
Purpose:
To show the history of a series of data points in a manner which facilitates therecognition of sudden changes, trends and cycles.
Used When: (PDSA Steps 2, 3, 4, 6, 7)
Monitoring a process and alert us to unexpected changes.
Investigating the process performance.
Detecting the effect of a process improvement.
Organisational Use:1. Regular tracking of the results measures of a process or system.
2. Continual monitoring of process measures.
3. Investigating a process that is not achieving its intended performance
levels.
4. Studying the effect of a process change.
Tips & Pitfalls
Often the routine step for displaying data from a daily check sheet.
This is the first step to constructing a Control Chart. If the behaviour of a process is highly non-linear, try using a log scale on
the y-axis so that important detail is not lost.
If there is a constant, large amount of point-to point variation, moreadvanced tools such as Histograms may be needed to pick up changes inthe process.
Be careful to highlight to othequite erroneous assumptions m
The frequency of recording withe potential consequences of t
Method:1. Draw vertical and horizontal
scale the horizontal axis
intervals between readings.
2. Label & scale the vertical ax
range of readings encountered
3. Place a descriptive title on the
4. Plot the data points onto the c
sequence.
5. Join the data points with
highlight the sequence.
Variation:
Calculate and draw in the averagesketch in a trend lines.
Run Chart
Days
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Stakeholder Requirement Analysis
Description:
Stakeholder Requirement Analysis is a simple form that can be used to collectdata and or collate data from other sources. It also is known as ClientRequirement Analysis and Customer Model.
Purpose:
It is a used as vehicle to gain information about stakeholders (e.g. Customers,Suppliers, Boards, interested organizations, etc.) requirements, and to analyse
this in line with current operations and organisational capacity.
Used When: (PDSA Steps 1, 2, 3, 5, 7 & 9)
Identifying stakeholder requirements and analysing the ability to supply
those requirements.
Defining your requirements and discussing them with a supplier and/or as
input to a Service Level Agreement.
Tips & Pitfalls:
This document is a tangible tool to focus discussions about service in what
may be an emotional situation especially if the service level is poor.
It also creates a record of perceptions, something not normally maintained.
The comments column can be used to record agreed measures and targets
of service or product quality.
Method:
1. Obtain from the stakeholder a list of their requirements using the form, or
from another source (e.g. survey, focus group, interview, etc.). Also have
them indicate the priority by either scoring on importance or ranking the
importance on a scale of 1 to 10.
2. Stakeholders use the third c
performance.
3. If there is a gap, can it be
comments or make comments
Stakeholder R
Process
Requirement
1.
2.
3.
4.
5.
Variation:
A simple variation that can
Stakeholder and your staff attheir requirements, rank each
against current performance on
Ask your staff to complete
stakeholders view will be as li
Then compare and discuss w
stakeholder.
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Systems View Diagram
Description:
A simple tool which represents an
organisation, operation or functionin terms of its Processes, itsRelationships, and its interactionwith the world around it.
Purpose:
Helps us see the whole rather than the pieces.
Helps make the complex comprehensible.
Shows how individuals contribute to the overall purpose.
Explains inter-relationships and helps identify root causes.
Promotes effective communication through clarity.
Facilitates optimisation instead of sub-optimisation.
Enables the identification of key leverage points.
Used When: (PDSA Steps 1, 2, 3, 7 & 9)
Looking at the whole context of the area or activity of interest.
Considering the wider implications of a proposed change.
Trying to understand the influences of other parts of the organisation or itsenvironment.
Organisational Use:
1. Align everyones understandin
2. Looking for the best place to s
3. Introducing new people to the
4. Developing management appro
5. Re-aligning people to the over
Tips & Pitfalls:
Take particular care that peopthe entire organisation/departm
It is best not to try to show ifood business] as these are n[These wouldhowever be inpDepartment.]
If people proposeproperties o
direct these to the Results Me
The use of Backing Sheets
may assist in gathering moresummarised onto the one pag
INPUT OUTPUTRELATIONSHIPS
PROCESSES
FEEDBACK
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Method:
1. Assemble the participants.
2. Draw the outline/template and write up the elements (see example below).
3. Starting always with the groups understanding, guide the correct
completion of the detail below each element.
4. If necessary, group like detail into categories so that there are not more
than 6 items under any one label.
5. If there does not seem to be anything to record under a label, or if the
participants dont know of anything, leave this blank to highlight the
missing opportunity.
6. Check the groups understanding of and satisfaction with the completed
diagram.
System Components
Values: Shared beliefs abou
Mission: Shared understandi
Vision: Is a picture of the de
Our People: People who work in
Relationships: Interactions betwee
system.
Processes: Sequences of activi
Process
Measures:
Indicators of perform
Suppliers People who provide
Inputs: Products and servic
OtherStakeholders:
People who have aClients and Supplier
Clients: The people we pro
benefit from what we
Outputs: The services and
expectations.
Result Measures: The key indicators
got it right.
Targets: The numeric values
our system.
SYSTEM DESCRIPTIONValues
Mission
Suppliers Vision Clients
Inputs Outputs
ResultsMeasures
Feedback Targets
Other Stakeholders
Our People
Relationships
Processes ProcessMeasures
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Tree Diagram
Description:
A tool that systematically maps out in increasing detail the full range of pathsand tasks that need to be accomplished to achieve a primary goal and each
related sub-goal.
Sometimes also known as a Systems Tree.
Is often the next tool to use after the Affinity Diagram and InterrelationshipDigraph. The Tree Diagram could also follow from Matrix Data Analysis,which may have identified a specific need.
Purpose:
Used to get from the conceptual or big picture stage down to the detail of a
task.
Develops issues or requirements into practical details that allow
implementation.
Shows the sequence of activities that must occur to reach the requirement.
Develops a map of all the tasks arising from a recognised need.
Used When: (PDSA Steps 2,3, 4, 5, 7 & 8)
Broad objectives must be broken down into implementation detail.
To offer a complete view.
All of the implementation options must be explored.
Show the relationship of the parts to the whole.
When assignable tasks must be created.
Can be used with different matrix.
Organisational Use:
1. Breaking down customer reprocesses, tasks within an o
addressed.
2. Implementing a continuous im
3. As an organisational chart.
4. In addressing poor performcorrective actions.
Tips & Pitfalls:
Use cards or sticky notes as it the development stages.
Always start at the broadest lev
If you start with the right goals
Concentrate on tasks and actio
Plan for succes s
Strategic Plan
Key factors
succes s
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Method:
1. Choose the Tree Diagram Goal Statement (This
may come from the Driver of an Interrelationship
Digraph all or some of the Header cards from an
Affinity Diagram or from scratch.)
2. Assemble the right team with detailed implementation knowledge.
3. Generate the Major Tree Headings. The broadest paths
to follow.
4. Complete the Tree Diagram under each major path.
Ask at each level What needs to happen to achieve
this goal? There should be a direct cause and effectrelationship between the second level and the first
level, and so forth as the branches are developed.
5. Review the completed Tree Diagram for
completeness and logical flow. At each
level of detail ask Is there something
that we have forgotten? and Will these
actions lead to these results?
Variation: