Tips On Writing A Gold AwardWinning Report

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Seminar on ITE ExCEL Convention

• Tips On Writing A Gold Award-Winning Report

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Presented By
Epac Consulting

• Syed Omar
• Aljufry

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Objectives

• To write an Award-Winning Report that speaks for
  itself
• To make an effective and powerful presentation

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Programme Coverage

• Current Innovation Trends of QCs
• Report Framework - PDCA
• Proper and Appropriate Usage Of Tools
• Speak Creativity and Innovation
• Pictures That Speak A Thousand Words
• Acceptable English
• Ways To Effective PowerPoint Presentation
• Presentation Style

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• We need to be innovative, to be able to think
  out of the box and be on the look out for new
  ideas of our own and new ways of doing things.
  Only then, can we achieve success in making that
  unique shift towards Ability Driven Education.
• Radm (NS) Teo Chee Hean
• Minister for Education and 2nd Minister for
  Defence

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• Productivity Redefined ..
• Singapore
• Achieving Global Competitiveness through
  Excellence and a World Class Workforce.
• Innovation must be the new Singapore mindset.

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REASONS

• To promote a Shift in the Culture of QC movement
  new scope, new methodologies, etc
• Teams to REFOCUS on getting RESULTS (not only
  Incremental but also Significant Phenomenal)
• Mode - Creativity Innovation

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Points To Ponder!

• Not all solutions need to be Innovative. If we
  can, we will!
• ILC is Not only about Results, but also the
  Process of achieving it.

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Re-Focusing Teams

• Problem Solving
• Cost Saving
• Project - Months
• Corrective Actions
• Re-Focusing within Organisation
• Cross-Functional within Organisation

• Creativity Innovation
• Value Creation
• Project Days/Weeks
• Continuous Improvement
• Joint-Alliance with other Organisations

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Report Framework
Language Of Quality

• Speak no Opinions
• Speak no Feelings
• Speak no Assumptions
• Speak with Facts
• Speak with Observable Experiences

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Efficiency Effectiveness of Reports

• An efficient Project Report and
• Presentation reflect a smooth flow of the
  PDCA.
• To be a star performer, the report or
  presentation needs to be effective.

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What is Project Report Writing?

• A SYSTEMATIC SUMMATION in writing of all the
  efforts of the ILC in accordance with the PDCA
  cycle.

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Golden Rule 5Cs of Communications

• Clear
• Concise
• Complete
• Correct
• Concrete

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HOW to write?

• Steps include
• Knowing the criteria
• How to plan the flow
• Moving the blocks
• Construction process
• Dos and Donts
• Checking the info / figures
• Checking the charts/diagrams
• Using a checklist
• Overview of the Report

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Plan 1. Select Topic 2. Plan activity
schedule 3. Know the present situation
4. Set target
5. Determine Causes 6.
Determine Solutions Do
7. Implement SolutionsCheck 8. Evaluate
ResultsAction 9. Standardization
Applying PDCA
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How Creative Thinking is used in ILC
decision-making process

• In generating different ways of looking at data
  and information collected.
• In generating different courses of action after
  choosing the final solution.
• In considering the consequences of a decision.

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How Creative Thinking is used in ILC
decision-making process

• Analytical thinking is concerned with proof -
  such as verifying root causes in ILC projects.
• The traditional WITS use information in a
  backward manner. They describe what has
  happened and proposed solutions.
• A creative thinker uses information in a
  forward manner.

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Proper Appropriate Usage of Tools

• Basic IQC Tools
• Decision Matrix Diagram
• Gantt Chart
• Check Sheet
• Graphs Charts
• Pareto Diagram
• Cause Effect Diagram
• Radar Chart

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Advanced IQC Tools

• Tree Diagram
• Affinity Diagram
• Arrow Diagram
• Histogram
• Relationship Diagram
• Scatter Diagram
• Process Decision Progress Chart (PDPC)

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ITE ExCEL Convention Judging Criteria
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Project Selection Definition (5 pts)

• 1. Reasons for selecting projects.

• Was the project in line with the companys policy
  objectives?
• How and why did the circle select the project?
• Having selected the project, how did the circle
  members identify the main areas for improvement?
• Were the problems clearly identified, defined and
  analyzed?
• Was the time frame of the project realistic?

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Project Selection Definition (5 pts)
2. Targets were explained.

• Was the target for the circle expressed in
  numerical value?
• How did the circle arrive at its target?

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Analytical Techniques (10 pts)
3. Approach and techniques in identifying
verifying the root causes.

• Was there a systematic approach?
• Were the techniques and methods effectively used?
• Were the causes of the area for improvement
  identified through analysis of data?
• How were the root causes verified?

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Innovative Action Implementation (25 pts)
4. New ideas/Innovations were made or existing
ideas being applied in a creative way.

• Are members challenging their own common sense.
  Did they first ask themselves why not instead
  of how to ?
• How were the solutions different from the current
  practice?
• How did the recommended solution fare with the
  practices of other government bodies?
• When an apparently adequate solution had been
  reached did the team go beyond this to find other
  solutions?

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5. Implementation of the recommended solution
involved calculated risk taking, with trial
testing and contingency / containment measures
provided

• Did the members feel free to experiment with new
  and different procedures and mistakes for the
  right reason did not result in negative feedback?
• Was the recommended solution innovative and
  practical?
• Did the team address the trade-off necessary to
  accomplish the change?

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6. Recommended solutions crate spin-offs which
could be adopted by and benefited from the project

• What was the impact on the other government
  bodies?
• Was there any evidence that other government
  bodies have benefited from the project?

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7. Implementations were well executed.

• What are the steps taken in implementing the
  solutions?
• Was the implementation stage done in the shortest
  possible time?
• It was not so much what innovation was being
  implemented, judges should also address how it
  was done

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Value Creation Results Achieved (20 pts)
8. Impact and extent of improvement are
far-reaching, such as producing higher quality
work/service, higher amount of monetary and / or
manpower saved

• Did the project increase yield and productivity
  for the organization?
• Generating a return isnt sufficient. Was the
  team able to generate the maximum return as a
  result of their solution - be those resources
  money, people, equipment and reputation?

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9. The effectiveness of solution was long lasting

• In most cases, creativity by itself is worth much
  less than effectiveness. Was the team able to
  convince the judges that their solution was long
  lasting one?

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10. Contribute to achievement of organisations
mission

• Was the solution in line with the organization's
  mission?
• Judges should cross check the solutions with the
  criteria the team used in selecting their project

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Standardization (10 pts)
11. Steps were taken to ensure that the new
procedures were documented.

• How were the new procedures formalized?
• Did the relevant departments or sections adopt
  the new procedure recommended by the circle?

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12. Actions were taken to ensure that the new
procedures were adopted and maintained.

• Did the circle monitor the results of the
  implementation closely and take actions when
  necessary?
• What was the follow-up action taken to ensure
  that the new procedures were maintained?

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Review Continuous Improvement (15 pts)
13. Review of the project for future improvements
was conducted.

• Did the circle carry out an evaluation to access
  its own limitations and other potential problems?
• What were the problems encountered during the
  execution of the project?
• How were they overcome?
• How could these be used and enhanced in future
  projects?

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14. Teams next project was stated with reasons.

• What is the status of the circles next project?
• What are the reasons for adopting it?

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Presentation (10 pts)

• 15. Presentation was clear, effective and easily
  understood.

• Were the charts, tables and slides properly
  presented?
• Were efforts taken to make the presentation
  understandable?
• Were the important points highlighted?
• Were the technical terms explained?

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16. Presentation was interesting with active
participation.

• Were all the members involved in the
  presentation?
• Was the circle presentation interesting?

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Acceptable English

• Simple and easily understood (no Queens English)
• Short sentences and paragraphs
• Every paragraph should illustrate a single idea
• No jargon (if needed, please explain)
• Check for grammar and spelling errors

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Example of Decision Matrix Diagram
Example - Selection of a problem topic as a
project
Points
Rating Scale
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Pitfalls for Decision Matrix Diagram

• Problems/Projects to be serially numbered.
• Consistency in listing Problems/Projects.
• Careful choice of criteria (considering both
  Managements and Teams interests/objectives).
• Total input of ratings by all members to show
  maximum attendance at critical decision-making.
• Management input via Facilitator would be
  appropriate.
• Accompanied by suitable/comprehensible rating
  scale or weightage scale.

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Example of Pareto Diagram
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Before
LEGEND
Lack of creativity and innovation in the use of
AVA
Lack of style/ liveliness in presentation
Poor coordination by team presenters
Poor vocal quality
Others
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Pitfalls for Pareto Diagram

• Bars need to be joined from Y-axis across.
• 80-20Rule (Vital Fewvs Trivial Many) should
  apply.
• Bars (quantities indicated above) in descending
  order with Others, if any, last.
• Others usually lt20 of total.
• Used only for 4 Bars and above.

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Pitfalls for Pareto Diagram

• If Nilvalue, still show a thick line over
  X-axis.
• Proper Cumulative Line drawn diagonally from
  zero to meet axis.
• Show both 100 (on axis) and absolute total
  value (on Y-axis)
• If used in pairs to apply same scale and the new
  
• 100 cumulative total, verifying target
  achieved.

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Example of Cause Effect Diagram
 
 
Machine
Material
Man
Insufficient terminals
                       
Overprint
Shortage of packing materials
Frequent breakdown of machines
Cashier is careless
Goods without price tags  
Long Queue at cash Counters
Delay in showing VIP cards
Damaged goods
Wrong layout of packing materials at counter
Rejected goods
Customer pays through personal travelers
cheques without personal particulars
Goods Exchange
Insufficient cash to pay
Fussy customer
Customer doesnt know requirements
Method
Customer
 
 
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Pitfalls for Cause Effect Diagram

• Fish-head should clearly be the Problem
  defined. (not confused with the project/solution)
• Not too many bones (over crowded confusing)
  nor too few (bare/scarce imply minimum
  thinking).
• Several sets of large, medium and small bones for
  thorough analysis (using 5W1H- especially the
  WHY?)
• Root causes (potential candidates) to be
  carefully selected with basis stated.
• Verifying Analysing these candidate root
  causes, preferably with data, to confirm the
  weight/impact of causal relations.

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Example of Relations Diagram
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Pitfalls for Relations Diagram

• Need to carefully establish with proper
  arrowheads and test causal relationships for
  logical consistency.
• Avoid insufficient factors/events leading to less
  than thorough analysis.
• Establish factor receiving maximum number of
  INarrows as the effector problem at hand.
• Establish factors with maximum number of
  OUTarrows as the main causal factors or root
  causes.
• Need to verify/test these conclusions with
  further analysis and data, wherever possible.
• Used only when factors (causes and problems) are
  interwined/inter-related, which would render
  Fishbone Diagram as not suitable.

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Example of Tree Diagram
Goal Counter Measures Alternative
Solutions Decision Matrix
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Pitfalls for Tree Diagram

• Good must be stated clearly as the project
  undertaken, ie. The reverse of Fish-head
  Problem.
• Measures or counter-measures can be in 1 or 2
  level with clear statements of Whatneeds to be
  done to achieve goal.
• Alternative solutions (How to be done) must not
  only be in good quantity but, more importantly,
  in especially good quality to yield powerful
  impact (e.g. to stress on Creativity Innovation
  aspects)
• Careful selection of criteria especially on
  practically, effectiveness (vs corporate goals)
  and innovation.
• Total ratings input with good rating scale
  indicated of all members needed to show maximum
  attendance at critical decision making.

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Creativity Innovation
CREATIVITY OR CREATIVE THINKING

• See what others see
• THINK what others dont think
• DO what others dont dare do!

INNOVATION OR INNOVATIVE SOLUTION
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Creativity Innovation
Necessity is the Mother of Invention
(Union)
CREATIVITY is the Father
Knowledge is the mid-wife
(Delivery)
INNOVATION (Baby)
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Seminar on ITE ExCEL Convention (Part II)

• Tips On Giving A Power Presentation

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Pictures That Speak A Thousand Words (Effective
Visuals)

• Interesting
• Less words but more pictures
• Use appropriate pictures / cartoons / photographs
  / video clips
• Use colours

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Ways To PowerPoint(Effective Visuals)

• Simple
• One or few ideas on each visual
• Key words
• Readable and Visible
• Use contrasting colours for words and background
• Make the letters big
• Neat
• Do not cluster
• Use effect

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Presentation Style

• Objective / Tone/Style Technique
• The choice of style / technique / tone of
  presentation is left to the circle.
• The contents during presentation must remain
  consistent with the contents in the main report.

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Useful tips

• Decide early on speakers / AVA support, sitting
  positions and the sequence
• Understand the allocation of the microphones

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• Useful tips

• Organise your notes well
• Be fit for the day, dress well as this will make
  you feel good
• Be early at the venue

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• Useful tips

• Be composed / collected look around the
  audience, including the judges
• A little anxiety is OK as it sharpens you and
  makes your talk sparkle
• When its time to speak, glance around the entire
  audience and begin talking with a smile.

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• THE INGREDIENTS
• Good Report ( Substance / Form)
• Self-Confidence / Belief
• Visual Aids
• Posture or poise / Gestures
• Eye Contact with Audience / Judge
• Voice Projection
• Pauses / Emphasis
• Attire
• Know Your Audience
• Time
• Rehearsing

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Common Mistakes Made By Circles

• Reluctance in revealing their weaknesses in
  coping with the technical aspects of their
  projects
• Failure to follow the steps of the PDCA approach
  correctly

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Common Mistakes Made By Circles

• Some members select their themes too easily
  without considering other alternatives
• Circles do not consider in-depth the reasons for
  selecting their themes

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Common Mistakes Made By Circles

• Circles do not describe or show a flow-chart of
  the workflow in relation to the projects
• Most circles have a tendency to give solutions
  and countermeasures to all the causes identified
  in the problem rather than concentrate on one or
  two of the probable causes
  

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Common Mistakes Made By Circles

• Circles do not clearly define their targets for
  improvements
• Circles do not examine the variations between
  results and original target
  

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Common Mistakes Made By Circles

• Circles do not document their standardised
  operating procedures after implementation
• Circles do not follow-up to ensure that the new
  procedures are maintained.