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Step 1: Define
Table of Contents
- STEP 1: Define Page 1-
- Step 1: Define 1- Page #
- Brainstorming (Technique) 1-
- Multivoting (Technique).......................................................................... 1-
- Selection Matrix (Technique) 1-
- Survey (Technique) 1-
- Checksheets/Spreadsheets (Tool) 1-
- Graphs: Bar, Line, and Pie (Tool) 1-
- Flow Chart (Technique) 1-
- Performance Improvement Teams 1-
- Team Member Expectations................................................................. 1-
- Project Planning Worksheet (Technique) 1-
- Stages of Team Development 1-
- Consensus (Technique) 1-
Unit 1: Step 1: Define Page1-
Step 1: Define
Objective: Demonstrate the importance of improvement needs in measurable terms.
Description: STEP 1 demonstrates with data, why this particular improvement need is more important than any other. To accomplish this, we must identify the stakeholders and their needs. We must also measure our performance in meeting those needs. This will enable us to better prioritize improvement opportunities and focus our efforts. Finally, we must establish a preliminary schedule for conducting our improvement activities.
Checkpoints:
The stakeholders’ need(s) were identified. Performance improvement needs may be identified from many sources, including: External or internal customer surveys, reports or discussions, Department or company indicators, Management requests, and Information and ideas from individuals.
Tip It should be clear as to who the stakeholder is, what the need for improvement is, and why improvement is important to this particular stakeholder.
P C D
A
Unit 1: Step 1: Define Page1-
Step 1: Define (Continued)
Recommended Tools And Techniques:
Tools commonly used in STEP 1 may include: Checksheet (or spreadsheet) Control Chart Histogram
Graphs Bar Graph Line Graph Pie Chart Techniques that may be helpful include: Brainstorming Consensus Multivoting Priority Management Matrix Process Flow Chart
Project Planning Worksheet Survey Selection Matrix
GOOD
LINE GRAPH
SELECTION MATRIX
PROCESS FLOW CHART STEPWHO^ CUSTOMER^ SUPPLIER Need Supplies Reviews InformationCompletes Order FormSubmits Order Form
Secure Supplier On OerderSend To CustomerForm
Receive Form / InfoReview Form / Info Info Complete?
All OK? Send Payment For Supplies
Problem Impact OnCustomer x Need To Improve xOverall
Additional InfoRequest Receives SuppliesInspects Suppies Notify Supplier
YES
NO
REVIEWNEED COMPLETESUBMIT RECEIVE REVIEW REQUEST SECURESEND RECEIVESINSPECT NOTIFY SEND
PROCESSDESCRIPTION: ORDER SUPPLIES
Unit 1: Step 1: Define Page1-
Brainstorming (Technique)
Brainstorming is a method used by a group of people to produce a large number of creative ideas in a relatively short period of time. It is an effective technique because of two main principles:
- Delayed Judgment - People are able to produce more ideas when they delay evaluation of ideas until a later time.
- Extended Effort - More original and useful ideas are created when the group continues to generate ideas beyond the initial, more obvious responses by filling an agreed upon time limit or an agreed upon number of ideas. The emphasis in the Generation Phase of a brainstorming session is always on the "quantity" of ideas not the "quality." The quality will come later when ideas are clarified and evaluated.
How To Brainstorm:
- The leader selects the method of brainstorming that will be used and informs the team. It will usually be one of two popular types: Structured or Round Robin. In this type, each member of the group gives an idea as her/his turn arises in rotation around the table, or passes until the next "round." It is a good method to obtain everyone's participation but can also create a certain amount of pressure to contribute. Unstructured Open Forum or Green Lighting. In this type, group members give ideas as they come to mind in a spontaneous manner. It tends to create a more relaxed atmosphere but also risks domination by the most vocal members.
IDEA
Unit 1: Step 1: Define Page1-
- Evaluation Phase - Finally, during the Evaluation Phase , the team reviews the list to eliminate duplications, irrelevancies and issues that are off limits or cannot possibly be addressed or acted upon by this team.
Tip When Should You Use Brainstorming?
Brainstorming can be used to: Identify improvement opportunities and/or problem( s). Identify possible countermeasures. (see Step 4: Counter Measures) Identify barriers or aids to implementing action plans. (see Step 4: Counter Measures)
Multivoting (Technique)
Multivoting is a structured process of voting by a team that helps quickly reduce a list containing a large number of items down to a manageable few (usually four to eight). Multivoting helps the team accomplish a list reduction with a high degree of group consensus. It is often useful to reduce a "brainstormed" list of ideas before discussion takes place in order to move effectively utilize team members time on the more important ideas.
How To Multivote
Unit 1: Step 1: Define Page1-
- First vote: Each person votes for as many items as desired, but only once per item. Check the items receiving a relatively higher number of votes than the other items. Example: A team has ten members. After voting, items receiving five or more votes are checked.
- Second vote: Count the checked items from the first vote. Each person gets to vote a number of times equal to half the checked items. Example: if twenty items are checked after the first vote, then each person gets to vote ten times during the second vote.
- Subsequent vote(s): Continue multivoting until the list is reduced to a manageable number of items. If the list is reduced to less than four items, there may be a danger of selecting items that may later be determined "off limits" by management. It may also be indicative of a team driven to a foregone conclusion. If more than five items are selected, the team will have to evaluate with data each theme's "need to improve" for more themes than may be practical.
Unit 1: Step 1: Define Page1-
Problems may come from several sources, including:
- Team Members may be aware of specific conditions or problems in their immediate work areas.
- Team Members may brainstorm and reach consensus on issues they feel may need further investigation.
- Remaining problems from previous Performance Improvement Teams may be offered to the team for consideration.
- Management may provide the team with one or more problems that have direct impact on a corporate or department objective. Tip Whatever the source, the Selection Matrix is a valuable technique for prioritizing and/ _or ranking problems because:
- It considers the_ impact on the customer, or stakeholder. If it is important to our _customers, it must be important to us.
- It considers the_ need to improve. Current performance of outcome indicators can provide a factual basis for improvement needs.
It is this combination of "customer" importance and "need to improve" that provides the team a more objective approach for ranking or prioritizing problems.
Unit 1: Step 1: Define Page1-
Selection Matrix (Technique) (Continued)
SCALE:
1 = NONE
2 = LOW
3 = MODERATE
4 = HIGH
5 = EXTREME
1. LIST PROBLEMS: Problems should be:1. Within the team’s ability
to solve.
- Described in terms of an
“object” with a “defect”.
5. OVERALL: Multiply each rowsscore for eachproblem. Theproblem with thehighest score isselected for theQIC Story. 4. DETERMINE NEED TOIMPROVE: The team lists and evaluatesdata or indicators that identifythe problem. Facts are requiredto ensure objective ratings. Forexample, a theme with an extreme
Need to Improve would
be given a score of "
5 ".
3. ASSESS IMPACT ONCUSTOMER: The team determines thelevel of impact this problemhas on the customers orstakeholders listed. Forexample, a problem with high
customer impact would receive a score of “
4 ”.
2. IDENTIFYCUSTOMER ORSTAKEHOLDER: T h e
t e a m
s h o u l d
identify who directlyb e n e f i t s
f r o m
t h e
problem being solved.
PROBLEM
(OBJECT WITH DEFECT)
OVERALLSCORE
CUSTOMER/STAKEHOLDER
NEED TO IMPROVE
IMPACT ONCUSTOMER
X
SELECTION MATRIX
Unit 1: Step 1: Define Page1-
Survey (Technique) (Continued)
- Develop a set of questions or statements that you desire rater responses. If it is to be a written questionnaire, consider the following guidelines: Give the people answering the questions a clear idea of why you want the information. Make the survey as brief as it can be to obtain the information you need. Think "valid requirements" as you compose survey questions or statements. Make the survey easy to administer and to answer. Try to keep surveys to 1 or 2 pages if possible. Phrase the questions in clear language, appropriate to the audience. Leave enough space on the form so that responses can be recorded clearly and allow comments to be recorded for each survey question or statement. Try to structure the questionnaire so that the information received can be transferred to an excel spreadsheet or database easily from the survey instrument.
- Do a trial run on a small group and make survey adjustments based on the group’s feedback and/or survey results.
- Target the audience and administer the survey.
- Follow-up with participants to ensure as many surveys as needed are secured.
- Provide feedback to the participants if appropriate, on the results of the survey.
Unit 1: Step 1: Define Page1-
Checksheets/Spreadsheets (Tool)
A Checksheet (or Spreadsheet) is a form used to collect data. Each checksheet should be custom designed for the purpose desired. A thoughtfully developed checksheet permits the review of data from what, where, when and who viewpoints.
Checksheet Example:
In today’s computer environment, electronic spreadsheets have taken the place of manual checksheets. Electronic spreadsheets have many advantages over the old manual checksheet, including the ability to quickly sort by any collected data category. This sorting can aid the user in graph construction. The basic function remains the same for both checksheets and spreadsheets; and that is, to collect data for what, where, when and who categories that can be later used in trend and summary graphs for problem solving.
TypeB
Monday Tuesday Wednesday Thursday Friday
P.M.
A.M.
P.M.
A.M.
P.M.
A.M.
P.M.
A.M.
Wrong Orders Filled
Type
A
TypeC
TypeD
Totals 41 24 25 20 19
Time
Totals 23 18 19 14 31 9 8 7
15
40
33
41
N = 129
ABC Company
Phone Calls Received on wrong orders by one Representative When: 1/97 Source: Where: FLWho: JCE, x
Unit 1: Step 1: Define Page1-
Checksheets/Spreadsheets (Continued)
How To Collect Data
Collect data consistently and honestly, making sure there is enough time for the data- gathering task. Here are some important considerations to help ensure quality data are obtained.
Train Recorders. Your analysis will only be as good as the data you collect. Make sure everyone involved is trained on how to use the form.
Ensure Objectivity. Record the data as seen or formed, being careful not to introduce bias by summarizing or abbreviating what was seen or found. If others are collecting the data, this point must be stressed in the training.
Allow Time. Make sure sufficient time is allowed to collect the data.
Appropriate Time. Ensure the sample or data selected is drawn from a population or period representative of conditions in which the problem occurred.
Unit 1: Step 1: Define Page1-
Graphs: Bar, Line, and Pie (Tool)
Graphs are used to visually represent numbers. The type of graph used depends upon the purpose of the analysis and the message to be conveyed. There are three types of graphs that are associated with the seven (7) basic tools.
- Bar Charts – used to summarize quantities of multiple (generally three or more) categories.
- Line Graphs – used to display trends over time.
- Pie Charts – used to summarize the parts of a whole, showing each pie slices relative percentages. Graphs should contain the following:
BAR LINE PIE X X X ^ A title that describes what is portrayed in the graph. X X NA^ ^ A vertical, or Y, axis that represents frequency, units or the indicator. X X NA^ ^ The horizontal, or X, axis represents time (day, month, year, etc.) or by occurrences. X NA^ NA^ ^ The horizontal, or X, axis representing a what, where, or whocategory. X X X ^ Can show the number of data points that are represented. The symbol “n” (i.e. little “n”) is used to represent a sample of a population (e.g., n=50 data points), the symbol “N” (i.e. capital “N”) is used to represent an entire population (e.g., N=496 data points). X X NA^ Can show the average of the data points on the graph. X X NA^ ^ Display a “good arrow” to enable any reviewer to quickly determine what the graph is showing without having to pause and figure it out. X X X ^ Display source boxes indicating when, what and who. X X NA^ Display a target line (as appropriate or known).
Graph Element^ Legend:^ X = element in graphNA= not applicable
Unit 1: Step 1: Define Page1-
Bar Graph Tool (Continued)
How To Construct A Bar Chart
- Draw horizontal (X) and vertical (Y) axes. On the "X" axis, put marks to separate data groups or comparison units of measurement and label them appropriately (examples: product type, departments, district, worker, etc.). On the "Y" axis, draw marks representing the frequency or quantity and label the marks with the appropriate measurement unit designations (try to use ten marks or less).
- Collect data for each of the groups to be analyzed.
- Display the data using the axes by placing a point at the proper measured proportion over the proper data group.
- Draw vertical bars (usually non-touching) of uniform width from the "X" axis to the dot in each of the data groups. The left most bar should not touch the "Y" axis.
- Label the chart with other pertinent information (data, source, population or sample size, good arrow (if appropriate), axis labels, title of graph, etc.).
- Make sure all numbers and text are legible and large enough to read easily.
Unit 1: Step 1: Define Page1-
Line Graph (Tool)
The Line Graph displays trends over time. Data points are added in the order in which they occurred. These points are connected by straight lines. For outcome indicator line graphs, the line graph displays outcome performance along with a performance target. Outcome indicator line graphs will also contain a good arrow. (see the below example)
Outcome Indicator Line Graph Example:
