tools for improving organisational excellence

7/29/2019 Tools for Improving Organisational Excellence

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GB 0112004

TOOLS FOR IMPRO

ORGANISATIONAL

Licensed to Ms Lisa Taylor on 25 October 2010. Personal use licence only. Storage, distribution or use on netwo


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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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SAI Global 2004 Page 1

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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Tools for improving organisational effectiveness


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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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.


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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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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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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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.


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



28/64


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



29/64



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



30/64


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



31/64



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



32/64


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



33/64



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



34/64


35/64



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.


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



36/64


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

+



37/64



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.


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



38/64


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



39/64


40/64


NOTES



41/64



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



42/64


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



43/64



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.


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



44/64


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



45/64



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.


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.



46/64


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



47/64



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.


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.



48/64


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



49/64



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



50/64



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.


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



51/64



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


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



52/64



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



53/64



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.


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



54/64



NOTES



55/64



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



56/64



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:

tools for improving organisational excellence

Documents