triple a steps basic tools and techniques minimum...

Handouts: (Taken from Deped CI Policies and Procedure)

CI Process Overview

Each project should follow the Triple A 10 steps. Each step has an output, stated in

‘Minimum Documentation’. The CI Team can use the basic CI tools and techniques to help

them describe the step and arrive at the output.

Triple A Steps Basic Tools and Techniques Minimum Documentation

1. Get Organized Brainstrorming

Planning and Scheduling

Baseline Data Gathering

Team Project Charter

Project Work Plan in

Gantt Chart Format

2. Talk with Customers

Interviews

Focus Group Discussions

Surveys

Affinity Diagram

Data Validation

Use Triangulation Method)

VOC Affinity Diagram

3. Walk the Process SIPOC Chart Data Analysis

Process in SIPOC Chart

Activity Flow Chart

Data Analysis Chart

(as applicable)

4. Identify Priority Improvement

Arears

Data Analysis Data Analysis Chart (as applicable)

Focused Problem

Statement

5. Do Root Cause Analysis

Brainstorming

Cause and Effect Analysis

Diagram

Root Cause Validation

Pareto Diagram

Priorization Matrix

Fishbone or Why-why Diagram, identify Root

causes

Root Cause Validation

Table, showing valid and controlable causes

Prioritization Chart,

showing priority valid

causes to address

6. Develop Solutions Brainstrorming

Cost benefit Analysis

Solution Prioritization

Solution Description

Solution Prioritization

Matrix, showing

selected priority solution

7. Finalize

Improvement Plan Potential Problem Analysis

Table


Potential Problem

Analysis Table

CI Improvement Plan in a Gantt Chart for

Selected Solution

8. Pilot Your Solution Solution Testing

Data Analysis

Data Analysis Chart

(as applicable) on pilot

results

Adjusted CI

Improvement Plan in a Gantt Chart for

Selected Solution

Pilot Implementation Status Report

9. Roll out Your

Solution Data Analysis

Cost Benefit Analysis


Updated standards (as

applicable)

Data Analysis Charts

(as applicable) on pilot Results

Rollout CI

Improvement Plan in a Gantt Chart

Rollout

Implementation Status

Report

10. Check your

Progress Data Analysis

Cost Benefit Analysis


Data Analysis Charts

(ass applicable) on

rollout results

Adjusted Rollout CI Improvement Plan in a

Gantt Chart

Rollout

Implementtation Status Report

READY?

Step 1: Get Organized

Activity What you Need Tools to Use Outputs

1. Designing the

team charted

Initial Team Charter CI Team

Charter

Gantt

Chart

Final CI

Team

Charter

2. Get initial

information on

the process

List of people to

interview regarding the

process

List of questions to ask

List of data to gather

Documents such as

work instructions,

procedures, policies,

circulars, etc.

Final CI team charter

Copies of

existing

documentat

ion on the

process

3. Prepare the

data collection

plan

Final CI team charter Data

collection

Plan

Template

Data

collection

Plan

4. Set up Final CI team charter Gantt Data

monitoring and

evaluation for

the project

Chart Collection

Plan

SAMPLE: Pre-Meeting Checklist

CI Team Pre-Meeting Checklist

Title of Meeting:

Objective:

Initiating Group: Chair:

Date and Time: Venue:

Items Status

1. Agenda

2. Participants

3. Documents and background

materials

4. Venue and refreshments

5. AV equipment

6. Suppliess and materials

7. Others

CI PROJECT PROPOSAL

PROJECT TITLE PROJECT

CODE

PROPONENT

PROPOSAL

DATE

BACKGROUND AND

RATIONALE

(Describe the project situation or opportunity for improvement, and the potential contribution

to the achievement of specific school/learner activities)

OBJECTIVES (Must be SMART)

INDICATIVE

PROJECT

SCHEDULE

STAGE SCHEDULE RESOURCES

NEEDED

1. ASSESS

2. ANALYZE

3. ACT

TOTAL

FUNDING SOURCES SOURCE SCHEDULE AMOUNT

INTERNAL

OTHER

STAKEHOLDERS

TOTAL

REVIEW AND

APPROVAL

REMARKS

Prepared by:

School CI Facilitator

Endorsed by:

School Head

Reviewed and

Recommended by:

Division CI

Facilitator

Approved by:

Division

Superintendent

CI Team Charter and Gantt Chart

DATA Collection Plan

Project: Date Prepared

Data/Information Needed

Source Source Contact Person

Team Member Responsible

Schedule

Step 2: Talk with the Customers

Activity What You Need Tools to Use Outputs

1. Get customer

data

Team Charter

List of

customers/

stakeholders

Data collection

plan

Data collection

forms (e.g. check

sheets surveys)

VOC data

2. Analyze

customer data

VOC data Data Analysis

(e.g. Line Chart,

Bar Chart)

Affinity Diagram

Data analysis

charts (as

applicable)

Priority customer

requirements

(VOC affinity

diagram)

3. Evaluate

performance

versus

customer

requirement

Process

performance

measures

Data Analysis

(e.g. Line chart,

Bar Chart)

Data analysis

charts (as

applicable)

Improvement

areas relative to

priority customer

requirements

Updated Project

A3 Report

Methods for Gathering VOC data include the following:

Mode Method Remarks

Interview One-on-one Ideal for understanding complex

matters, personal issues, emotionally

charged topics; or a decision-making

process

Pair (Dyad), Triad Conducted when a one-on-one setting is

too intimidating for the respondent.

This is usually conducted among kids

and teenagers, with their

barkada/friends.

Focus Group Discussion

(FGD)

Ideal for brainstorming and exploring

broad concepts and directions

Observation Home visits

Classroom visits

Play area visits

Conducted to verify actual environment

and behaviors, or to understand the

relative ease or difficulty in performing

activities

Survey Survey Questionnaire Conducted to quantify and verify

customer needs and wants

Evaluating Performance vs Customer Requirement

Step 3: Walk the Process


1. Prepare a

macro

perspective

process

description

Priority customer

requirements

SIPOC Process SIPOC

Chart

2. Define the key

process steps

Process SIPOC

Chart

Activity

Flowchart

Process Activity

Chart

3. Gather data on

process

performance

Process Activity

Chart

Key performance

measures at

selected steps

Data Collection

Forms

Process

performance data

Updated project

A3 report

Supplier, Input, Process, Output, Customer (SIPOC) Chart

Supplier Input Process Output Customer

Example

Defining Key Process Steps

Process mapping is the technique of using flowcharts to illustrate the flow of a

process, from the most macro perspective to the level of detail required to identify

opportunities for improvement. Starting with the SIPOC, each step has to be mapped to

clarify key activities and provide information as to where issues might be occurring.

The CI Team maps the process for each step:

1. Brainstorm on the key activities.

2. Arrange key activities in sequence.

3. Check for missing activities or decision points.

4. Number each activity.

5. Prepare the Activity Flowchart

After the activity flowcharts have been prepared, the CI Team should “walk the

process” to verify the accuracy and completeness of the flowcharts, and to obtain additional

insights on improvement opportunities. This can be done by interviewing personnel

involved in the activities, or by observing the process in action.

Process Mapping Using Flowchart (Example)

How to Make an Activity Flowchart

1. Identify the process to be illustrated in a flowchart and give the chart an appropriate

tittle.

2. Determine the flowchart symbols that will be used to represent what is happening in

the process. The following are the different flowchart symbols:

3. Begin drawing the chart by first describing the event which initiates the process. The

first step is represented by an oval shape symbol.

4. Determine the next activity and connect it to the start of the process. The activity

should be described in as few words as possible, but ensure that the description is

not ambiguous or unclear. The second activity is represented by a rectangular

symbol.

5. Check for missing steps or decision points. When the next step of a flowchart has

multiple scenarios, this moment becomes a decision process that is represented by a

triangle symbol. The decision process illustrates the importance of choosing the most

beneficial alternative step to continue the process. In the sample case is when the

parent will arrive.

6. Continue describing each event, action, or decision as it occurs in sequence until the

process is concluded. The step that ends the process is represented by another oval

shaped symbol.

Process Mapping Using Flowchart (Example)

Step 4: Identify Priority Problem Area


1. Situate the

storm

clouds

Data Analysis

Charts

Process SIPOC

Chart

Process Activity

Flowchart

Problem Statement

(from CI Team

Charter)

Pareto Chart Storm clouds on

Process SIPOC

Chart and

Activity

Flowcharts

2. Gather Data Storm Clouds on

Process SIPOC

Chart and Activity

Flowchart

Data Collection

forms (e.g. check

sheets)

Validated storm

clouds

3. Analyze

process

Performance

Process SIPOC

Chart

Process Activity

Charts

Process

Performance data

Data Analysis Data Analysis

Charts (as

appropriate)

Priority

Improvement

Areas

4. Define the

problem

Priority

Improvement Areas

Focused Problem

Statement

Updated Project

A3 Report

showing the

process SIPOC

with storm

clouds and

focused problem

statement

Situating the Storm Clouds

Storm clouds are critical process issues related to the problem. Situating them in the

current process can help locate the specific steps or activities that contribute most to the

problem. Storm clouds should be:

Relevant to the background of the project

Specific

Observable

Measurable

To identify the storm clouds, one must:

1. Review the process maps relative to the background of the project (from Step 1)

and the results of the VOC (from Step 2).

2. Brainstorm and identify critical issues at each process step or activity.

3. Draw a storm cloud for each identified critical issue.

Gathering of

Data

Analyzing Process Performance

Data gathered on process performance should be analyzed in order to:

Separate what we think from what is really happening; validate storm clouds.

Confirm or disprove preconceived ideas and theories.

Create a baseline of performance.

be able to see the pattern of the problem over time.

Measure the impact of subsequent changes on a process (provide a baseline).

Identify and understand relationships that might help explain variation.

Step 5: Do Root Cause Analysis


1. Brainstorm

on possible

causes

Data Analysis

Charts

Critical sub-

process or activity

Fishbone

diagram or

Why-why

diagram

Possible root

causes

2. Validate the

possible root

causes

Possible root

causes

Validation table Valid root causes

3. Prioritize the

valid root

causes

Valid root causes Decision matrix Priority valid root

causes

Brainstorming on Possible Root Causes

The root cause is the deepest underlying cause of problematic symptoms within any

process.

Causes may be classified as follows:

- a cause that directly results in an occurrence.

Example: Absenteeism Low Grade Contributing Cause: a cause that indirectly

results in an occurrence but by itself did not cause the occurrence. Example: Body

Mass Index (BMI) Student Grades

Cause- a cause that, if corrected, would prevent a particular recurrence and other

similar occurrences. Example: Use of unfamiliar words in Math problems (e.g. Combine)

Low Student Test Score

Root causes may be identified through cause-and-effect analysis:

1. State the problem (from Step 4).

2. Brainstorm on possible causes.

Exhaust all possible causes, drilling down per sub-cause by asking “Why?

3. Draw the cause-and effect diagram and arrange related causes together

Validating Root Causes

From the brainstorming, we may realize that not all root causes may be real

and within the control of the CI Team. Data needs to be obtained on the occurrence of the

root causes.

To validate the possible root causes:

1. Plan for data collection.

2. Obtain data for each possible root cause.

3. Evaluate the data to determine if the cause is real or not, as well as the level of its

contribution to the problem.

4. Assess the root cause for controllability.

5. Summarize or list down the valid and controllable root causes

Prioritizing the Valid Root Causes

There may be constraints in addressing the valid root causes, such as:

Limited financial and other resources

Limited time to develop and implement solutions

Some causes may be beyond the control of the CI Team

Valid controllable root causes that contribute the most to the problem should

be prioritized. Using the Pareto analysis may help.

Valid causes beyond the control of the CI Team should be noted and

communicated to the School Head and/ or School CI Facilitator for possible action

by other CI Teams.

Root Cause analysis drills down to the very heart of the problem. Now that we have

identified the main cause of the problem, we can develop appropriate solutions.

Step 6: Develop Solutions


1. Set

Improvement

objective

Problem Statement

Prioritized valid root

causes

Objective

statement

2. Subject Root

causes to

critical

analysis

Objective statement

Data analysis

Charts

Critical sub-process

or activity flowchart

Brainstorming Potential

improvements

3. Generate

alternative

solutions

Objective statement

Alternative

solutions

Solution selection

criteria

Brainstorming

Cost-benefit

analysis

Force field

analysis

Alternative

solutions

4. Select the

best solution

Objective Statement

Alternative

solutions

Solution selection

criteria

Decision Matrix Best Solution

5. Develop the

future process

maps

Best solution Process Mapping Future Process

Maps

Setting Improvement Objectives

An improvement objective should be set before solutions are generated. The

improvement objective proceeds from the focused problem statement.

An improvement objective should be SMART:

S-pecific

M-easurable

A-chievable

R-elevant

T-ime-bound

Relative to improvement objectives, solution selection criteria should also be defined.

This should be done before solutions are generated so as not to bias the criteria towards

certain solutions. Selection criteria may include the following:

Result impact of the problem

Ease of implementation

Time required implementing

Cost of implementation

Probability of success

EXAMPLE:

Focused Problem Statement:

Monitoring last January 2014 showed that the cashier service of the canteen

during class recess on Mondays takes 30 minutes to finish compared to the standard

of 15 minutes.

Objective Statement:

Reduce the cashier service time at the canteen during class recess from 30

minutes to a maximum of 15 minutes by June 2014.

Generating Alternative Solutions

Ideas for simple solutions can be generated by brainstorming and developed through a

variety of methods, including:

Simplification - An activity that involves breaking down the process into smaller

tasks and classifying each task on whether it is necessary or wasteful.

The objective is to eliminate wasteful or non-value adding activities. These may be identified

by using the Opportunity Flowchart.

Step 7: Finalize Improvement Plan


1. Identify

implementation

activities and

requirements

Objective Statement

Best alternative

solutions

How-how

diagram

Detailed

implementation

activities and

requirements

2. Prepare the

implementation

schedule and

budget

Objective Statement

Detailed

implementation

activities and

requirements

Stakeholder support

requirements

Communication

requirements

Gantt Chart Solution

implementation

schedule and

budget

Communication

plan

3. Conduct

potential

problem

analysis

Objective Statement

Best alternative

solutions

Solution

implementation

schedule and

budget

Communication

plan

Potential problem

Analysis Matrix

Preventive

actions

Step 8: Pilot your Solution


1. Implement the

improvements

Solution

implementation

schedule and

budget

Communication

plan

2. Monitor and

evaluate

process

performance

Solution

implementation

schedule and

budget

communication

plan

Data analysis

charts (as

applicable)

Process

performance

report

(comparison to

baseline)

3. Monitor and

evaluate

progress

against the

implementation

plan

Objective Statement

Solution

implementation

Schedule and

budget

Communication

plan

Gantt chart Project status

report

Budget variance

report

4. Fine-tune the

solutions

Objective Statement

Best alternative

solution

Solution

implementation

schedule and

budget

Process

performance report

(comparison to

baseline)

Project status report

Budget variance

report

Potential problem

Analysis Matrix

Updated solution

design (for

rollout) rollout

implementation

schedule

Rollout

communication

plan

Preventive

actions (for

rollout)

Implementing the Solution on Pilot

It may be necessary to test the solution on pilot when:

You need to confirm the expected results and practicallity of the solution

You want to reduce the risk of failure

The scope of the change is large and reversing the change would be difficult

Implementing the change would be costly

Changes would have far-reaching unforseen consequences.

Testing the solution should follow the implementation plan prepared earlier (in Step

7). The following are some reminders when doing the pilot:

Determine where to test, e.g. what school area or grade level, and ensure that

the selected area will provide adequate demonstration of the solution’s

effectiveness

Ensure that the full range of process conditions is tested

Ensure that the process is properly measured and monitored

Minimize disruptive impacts on the schools schedule or student learning while

ensuring the validity of the testing

Evaluate the results of the test as an input to refining the solution

Fine-tuning the Solution

Depending on the results of the pilot test, some adjustments mayu need to be done to

the process improvements.

1. Review the pilot process performance results and feedback from customers and other

stakeholders

2. Review the process maps and identify any needed adjustments in the piloted process

improvements

3. Draft the revised process maps and update related supporting documents and

materials.

Step 9: Roll Out Your Solutions


1. Standardize

the solution

Objective

statements

Best solution

rollout

Rollout

implementation

schedule and

budget

Rollout

communication

plan

Process

performance report

(comparison to

baseline)

Project status

report

Budget variance

report

Activity

flowchart

Potential

problem

analysis matrix

Updated solution

design for rollout

Updated process

documentation

(including

policies,

guidelines, and

performance

standards)

Standardization

schedule and

budget

Standardization

communication

plan

Preventive

actions for

standardization

2. Rollout the

improved

process

Rollout

implementation

plan schedule and

budget

Rollout

communication

plan

Implemented

improvements

3. Monitor and

evaluate

process

performance

Rollout

implementation

schedule and

budget

Rollout

communication

plan

Data analysis

charts (as

applicable)

Process

performance

report

(comparison to

baseline)

4. Monitor and

evaluate

progress

against the

rollout plan

Objective

statements

Rollout

implementation

schedule and

budget

Rollout

communication

plan

Gnat chart Project status

report

Budget variance

report

Step 10: Check Your Progress


1. Monitor and

evaluate

process

performance

(regular

process

monitoring)

Process

performance

measures and

standards

Data analysis

charts (as

applicable)

Process

performance

report

2. Monitor and

evaluate

process

compliance

Process

documentation,

including policies

and guidelines

Process

compliance

report (checked

against process

documentation)

3. Assess

achievement

of project

objectives

Objective statement Data analysis

charts (as

applicable)

Project

assessment

report

4. Close the

project

Process

performance report

Process compliance

report

Project assessment

report

Closure of project

report