PROBLEM-SOLVING and DECISION-MAKING TOOLS

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

3. THE PDSA CYCLE CONTINUOUS PROCESS IMPROVEMENT CYCLE THE SEVEN PHASES TO THE PROBLEM SOLVING METHOD

4. 6 PRINCIPLES OF TQM Mark… Leadership and Customer Service Jon… Employee Involvement and Continuous Process Improvement Karen… Supplier Partnerships and Performance Measures

5. LEADERSHIP As organizations are searching for new and/or better ways to be successful, more attention and accountability are being placed on those responsible for charting the course, navigating the changes, and keeping the organization afloat. The forces and factors impacting organizations in the new millennium are more interdependent, dramatic, fast paced, and unpredictable. The complexity of what decision makers in organizations must know and be able to do if organizations survive and thriveis being influenced by its leaders…

6. Leadership…Why, What and How? • Why…to motivate and inspire to a common goal or purpose. Providing direction, engagement, and encouragement • What…ethical, realistic, consistent, responsible, courageous, visionary • How…”know where to go”. Have a vision and create cohesion of the team

7. Empower your employees to allow them to have the confidence, ability, and commitment to take the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer expectations – within well-defined boundaries in order to achieve organizational values and goals

8. TEAM PROBLEM-SOLVING • Is a process that uses a group of people in a team setting with the objective of resolving a problem or improving an existing process at any level of the organization

9. Six Sigma • Refers to the number of standard deviations found between the process central tendency and the closest specifications. Six Sigma Methodology Disciplined team problem solving approach using metrics and measurements to track loss…statistical tools to ensure best results

10. “8D” • 8 Disciplines in problem solving which follows a fact based approach that fits well with Decision – Making and PDSA models • DO - Prepare for the 8D Process • D1 - Establish the team • D2 – Describe the problem • D3 – Develop the Interim Containment Action and Verification

11. D4 – Define and Verify Root Cause and Escape Point • D5 – Choose and Verify Permanent Corrective Actions for Root Cause and Escape Point • D6 – Implement and Validate Permanent Corrective Action • D7 – Prevent Recurrence • D8 – Recognize Team and Individual Contributions

12. OTHER LEADERSHIP TOOLS • Psychological Type Theory (MBTI) • ORJI • Left – hand Column • Herman’s Brain Model • Dialogue

13. MODELS and THEORIES • THE NORMATIVE DECISION MODEL • THE SITUATION LEADERSHIP THEORY • THE CONTINGENCY MODEL • THE PATH GOAL THEORY • POST-HEROIC LEADERSHIP • TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIP • 7 HABITS OF HIGHLY EFFECTIVE PEOPLE

14. CUSTOMER SERVICE • WHY FOCUS ON CUSTOMERS? • WHO ARE OUR CUSTOMERS? • WHAT DO CUSTOMERS WANT? • HOW DO WE BETTER UNDERSTAND OUR CUSTOMERS? • HOW DO WE TRANSLATE CUSTOMER NEEDS INTO SPECIFICATIONS/STANDARDS?

15. CUSTOMER SERVICE • Why? Customers are the most important asset. They determine the “bottom line”. • Who? External and Internal Customers • What? Quality, durability, and price. Most critical or important… function or reliability How? Standards such as ISO 9000

16. HOW DO WE BETTER UNDERSTAND OUR CUSTOMER • Comment cards • Surveys • Focus Groups • Telephone • Customer Visits • Report Cards • Internet • Employee Feedback

17. MEET SID THE CAB DRIVER

18. Academic Assessment Employee participation and continuous improvement

19. What is Academic Assessment?(Employee involvement) • A continuous improvement tool • Involving all employees and management • Not a method to grade student work • Students and employees grade course or program

20. How do we assess academics(Continuous improvement cycle) • Review mission and purpose statement • Review program goals • Identify assessment methods / intended outcomes • Gather data – or make the measurement • Analyze the information • Take Action

21. Gather data Analysis Academic Assessment Cycle Objectives Action Program Goals Foundation

22. Review of mission and purpose / Program goals • Courses and programs must be aligned with mission and purpose of the entire organization • Changes should be made at this level if alignment is not found

23. Measurement tools • Timing of assessment • Pre enrollment data • Process – (during course) data • Post enrollment data • Assessment tools • Direct measures • Indirect measures

24. Direct Measurement Assessment Tools • Pre/post test • Course embedded tests • Portfolios • Capstone exam/project • Standardized exams • Performance assessment • Primary trait analysis • Professional certification

25. Indirect Measurement Assessment Tools • Focus groups • Graduate survey / interview • Employer/faculty survey

26. Interpretation of measurements • What did you measure? • Are the results what you predicted? • Can you use the data? • What other factors may have influenced the data? • Help in statistical measurement maybe needed

27. Use the data to make changes • Slight variation may require small changes • Larger variations require new curriculum or further study • Repeated large variations may require new focus in mission or purpose.

28. Variations of assessment plans • Plans and methods will vary between institutions • Plans and methods will vary internal to the institution • Plans will vary based on needs and resources

29. How to be sure assessment successful • Why is assessment being done? • Management must support and provide resources for assessment • Employees must understand the benefits and use the method • Multiple sections of a course and multiple instructors will complicate method • Communication is vital • Success should be rewarded

30. Review • Assessment (PSDA) cycles are not just for manufacturing business • Assessment methods can be used on small scale projects or large scale operations • Find a process and follow it. • Several cycles will be needed to have valid data

31. Tools for Solving Problems and Making Decisions Supplier Partnerships and Performance Measures

32. Long Term Commitment Mutual Trust Goals and Objectives Expectations and Values Increased Efficiency Lower Costs Innovation Continuous Improvement Equal Quality Standards Cost, Quality, Overall Value Added Understand Philosophy Dependent & Independent Supplier Partnerships

33. Set Performance Expectations Benchmark Continuously Improve the Process Customer Satisfaction, On-time Delivery, Absenteeism, and Turnover Customer Focused East to Interpret Valued by the Employee Vision, Mission, Quality Policy Statements Baseline - Benchmark Record Findings Analyze Results Review and Update Performance Measures

34. Making Decisions Solving Problems

35. Plan Act Do Study The PDSA Cycle • PLAN carefully what is to be done. • DO carry out the plan. • STUDY the results. • ACT on the results.

36. Plan Act Do Study Continuous Process Improvement Cycle Phase 1: Identify the Opportunity Phase 7: Plan for the Future Phase 2: Analyze the Process Phase 6: Standardize the Solution Phase 3: Develop the Optimal Solution(s) Phase 5: Study the Results Phase 4: Implement

37. Using a systematic, orderly approach will yield the highest probability of success.