Problem Solving

1
Problem Solving Continuous Improvement
2
Objectives

• To introduce a structured approach to problem
  solving and continuous improvement.
• To introduce a variety of problem solving tools
  techniques.
• To show how these tools and techniques can be
  applied to a Real Life improvement project.
• To identify the critical success factors for
  involving employees

3
Problem Solving

• Problem solving process
• Brainstorming
• Teamwork team roles
• Problem definition
• Gathering data
• Pareto analysis
• Meeting Skills
• Process analysis
• Cause Effect analysis

• Resistance to change - Force Field analysis
• Prioritising by criteria / Ranking by Paired
  Comparisons
• Solution effect analysis
• Holding the gains action planning
• Making your case
• Critical Success Factors for Involving Employees

4

• -Continuous Improvement-
• Total Quality
• Business Improvement

5
Mental barriers
It will never work here
Its not broke so why fix it!
We would never be allowed to do this ...
This stuff is great but I do have a real job
Wheres the resources?
Weve done it this way for 25 years
6
Organisational barriers
Too many priorities

• Goals
• intangible
• vague

Lack of accountability
Incomplete plans
7
Cultural barriers
Do not follow through Lack of commitment
Unwilling to take risks
Fire-fighting
Willingness to accept poor performance
8
Involvement Mechanisms

• Training
• Strategic Quality Planning
• Quality Networks
• suggestions
• good ideas
• Quality Circles
• TQM Co-ordinating
• Cross-functional project teams
• Breakthrough Teams

• Self-directed teams
• Natural work teams
• Steering group
• Problem Solving / Improvement teams
• Communication systems
• Customer / Supplier teams
• Whatever is appropriate

9
Hidden cost of poor quality
10
Continuous Improvement

• Improvement is step by step

COPQ
Current levels
Target
Time
11
Why do teams work?
Performance
Time
12
Factors that lead to this

• People work together
• Enthusiasm
• Team spirit
• Risk taking
• Doing things differently - cutting the red tape
• Senior management focus
• Sense of urgency
• Can see results quickly
• Feedback is measurable
• Understand the need

13
Symptom to Remedy
Symptom Cause Remedy
Diagnostic Journey discovering what is the root
cause of the problem
Remedial Journey seeking a remedy to
eliminate or reduce the problem
14
High
Business Process Re-engineering
Six Sigma
Benchmarking
Self Directed Teams
Process Improvement Teams
Innovation / Risk
Breakthrough Teams
Problem Solving
Suggestions
Low
Fresher
Graduate
Maturity Experience
15
Typical Approach

• Establish Improvement project teams
• A team leader is selected and trained
• A team is selected to address the issue (4 - 6
  people)
• Typical timescale 8 -12 weeks
• Using various improvement tools and techniques,
  along with their own knowledge and experience
  the team apply
• The 8 step improvement process

16
8 Step problem solving
17
Brainstorming
18
Brainstorming

• Purpose
• to generate as many ideas as possible
• each member brings own unique knowledge
• Rules
• define and write out topic
• nominate group member to act as scribe
• take turns in sequence to present ideas
• record information as given
• do not discuss ideas
• maximise quantity (rather than quality)
• wild ideas welcome
• do not criticise ideas or people
• OK to pass

19
Brainstorming exercise

• In your group, brainstorm for as many different
  possible names for a hairdressing salon.
• Use the flipchart provided.
• 10 minutes
• In your group, brainstorm
• for potential problem areas
• in your organisation that
• could be addressed during
• this training
• 15 minutes

Brainstorming
20

• Teams, Teamwork Roles

21
Empowerment - Where are you
Take action, report as you deem necessary
Take action, and lets talk if it doesn't work out
Take action, but let manager know what you did
Bring you problems with recommendations. If you
dont hear anything, go ahead prior to agreement
Bring your problems to the manager with
recommendations
Bring your problems to the manager with ideas
Bring your problems to the manager
You ask what to do next
Manager tells you what to do
Brains left at door
22
Good teams use common strategies

• Establish urgency, performance standards and
  direction.
• Clear plans with milestones
• Pay particular attention to first meetings and
  actions.
• Set clear rules of behaviour.

23
Experience has shown that

• Optimum size for project team is usually 4 - 6
  members.
• Teams of 10 members tend to loose their
  cohesiveness and effectiveness.
• Teams of fewer than 4 members tend not to have
  sufficient breadth or interaction.
• There is no right or wrong size of team - the
  team leader will know what is the right size of
  team.

24
Typical Improvement teams include

• Team leader
• Team members
• Sponsor
• Internal Experts
• Ideally 4 -6 people

Sponsor
Improvement Team
Experts
Experts
25
The team leader is

• Someone familiar with improvement tools and
  techniques and is confident of LEADING a team
  successfully through the improvement project
  process.
• Projects are identified through
• suggestions
• project defined by Executive Team / Senior
  Management.
• Customer comments / complaints ...

26
The role includes

• Providing clarity of purpose.
• Leading ensuring effective meetings.
• Guiding team through problem solving process.
• Maintaining team involvement.
• Developing and monitoring project plan.
• Communicating and publicising team achievement.

27
The Team Leader should

• Provide a structure / guidance to allow full
  participation.
• Lead by example.
• Allocate actions and influence how they are
  carried out.
• Support the team members.
• Co-ordinate team / group activities.
• Treat all members equally.
• Be part of team.

28
Keep Records of

• Problem resolution
• symptoms ? data collected
• data analysis ? causes identified
• remedies ? audits and procedures
• Total hours spent on project.
• Other project costs.
• Benefits.
• Recommendations

29
Sponsors have a role to play ....

• Usually someone in a management/supervisory
  position
• Have a vested interest in successful completion
  of project
• Provide support for team leader and team -
  resources, time, people, advice etc..
• Assists the team leader with difficult situations
• Provides the link between the project team and
  the support / Improvement structure.

30
Team members role

• Participating in team activities.
• Attending meetings when required.
• Bringing and sharing experience and knowledge.
• Participating in problem solving process.
• Promoting and tracking solution effectiveness.
• Tracking effectiveness of solutions.

31
The Facilitator

• COACH provide support to managers, team
  leaders and team members
• COMMUNICATE Keep everyone informed
• COORDINATE Links teams, management and
  other departments
• PROMOTE Ensures process and team momentum
  is maintained
• TEACH Instructs on tools techniques

32

• Problem Definition

33
Problem Definition Statements

• Describes in specific, concrete terms what is
  wrong. It describes the present undesirable
  situation while avoiding hidden solutions.
• It states the effect what is wrong, not why it
  is wrong.
• It focuses on the gap between what is and what
  should be. The gap may be a change or deviation
  from the norm, standard or the reasonable
  expectation.
• It is measurable. It says how often, how much,
  when.
• It is specific. It avoids broad categories,
  i.e. morale which can have a different meaning
  to different people.

34
Problem Definition Statements

• It is positive. Avoid lack of statements -
  these imply solutions. Do not state problems as
  questions - this implies that the answer to the
  question is in the solution.
• It focuses on the pain. It highlights how
  people are affected, the areas of discomfort,
  hurt or annoyance.
• Problem definition statements must provide
  clarity and objectivity

35
The 4 Ws and 1 H

• The questions below will help you develop an
  objective statement of the problem (use
  selectively - some are not applicable to some
  problems).
• Who Who is affected by the problem (people,
  areas, disciplines, units, organisations)?
• What What is involved (procedures, equipment,
  services)?
• Where Where is it happening?
• When When is it happening (what time of the
  day, during which part of the process)?
• How much What is the size of the problem (how
  much, how often, etc.)?

36
Poor problem definition statements

• Lack of a central filing system causes
  duplication
• in training costs.
• What makes this a poor problem statement!
• Lack of a central filing system - this presumes
  the
• solution.
• Lack of is inappropriate to effective problem
• statements.
• What is the problem?
• Duplication in training costs.
• A better statement would be

Duplication exists in costs for training
programmes, materials and personnel.
37
Poor problem definition statements

• Computer down time
• What makes this a poor problem statement?
• It is much too general.
• It does not convey what is problematic or how
  much it affects people.
• What is the problem?
• Delays in processing computerised purchase
  orders.
• A better statement would be

Computerised purchase orders are processed late
50 of the time.
38
Problem definition sheet
Current Situation
Objective
Improvement
General Statement
Measures
Quantification of Measures
Cost Estimate for Improvements
Time Scale for Project
39
Problem definition sheet
Current Situation
Objective
Improvement
To improve my golf not be embarrassed
My Golf is terrible
To improve my overall game
General Statement
Handicap Stroke Average Putts per round
Measures
Quantification of Measures
Handicap 3 Stroke Average 10 Putts per round
6
Handicap 25 Stroke Average 95 Putts per round
30
Handicap 28 Stroke Average 105 Putts per
round 36
Cost Estimate for Improvements
4 months
Time Scale for Project
40
Problem definition sheet
Current Situation
Improvement
Objective
Poor quality and performance on sub-assembly
High quality finish achieve budget hours on
time performance
Improved quality and reduced man hours
General Statement
Concessions Snags Man hours
Measures
1 concession 10 snags 270 man hours
1 concession 5 snags 30 man hours
2 concessions 15 Snags 300 Man hours
Quantification of Measures

• 8,100

Cost Estimate for Improvements
4 months
Time Scale for Project
41
Groupwork - Problem Definition

• Based on your brainstorm session select one of
  the problems / issues to work with and in your
  team develop a problem definition sheet.
• You may use problem definition sheets, develop
  your own or use text.
• Whoever initially identified the issue should act
  as team leader for the group
• 40 minutes
• be prepared to share your outcomes with rest of
  class use flip-chart provided

42
Groupwork - Problem Definition

• Read Rainbow Textiles instruction sheet and in
  your team develop a problem definition sheet.
• You may use problem definition sheets, develop
  your own or use text.
• 30 minutes
• be prepared to share your outcomes with rest of
  class use flip-chart provided

43

• Data Gathering Techniques

44
Data gathering

• 3 types of data
• Variable data - measurement (length, time
  etc.).
• Attribute data - good/bad, right/wrong, is/is
  not.
• Subjective data - relates to senses

45
Data

• Numbers - enable you to measure compare. They
  have an exact meaning which makes it less subject
  to interpretation i.e. volumes, speeds, numbers
  off etc
• Words - useful for expressing judgements,
  describing a sequence of actions, summarising
  decisions labels. Are best used for describing
  qualities rather than quantities i.e operating
  procedures, minutes, reports, titles etc.
• Pictures - illustrate spatial relationships,
  motion location. They often capture sequence,
  patterns relationships better than words or
  numbers - videos, flowcharts, drawings,
  photographs etc.

46
Data gathering techniques

• Sampling - selecting a small group of items that
  reflects the whole population in which you are
  interested - people, objects, opinions etc.
  Allows you to get accurate information when you
  cant measure all the items you want to know
  about.
• Survey - ask people for their opinions,
  reactions, knowledge, ideas etc. Can be
  conducted face-to-face, questionnaire or
  combination.
• Checksheet - tells you how many times something
  has happened. Provides a clear record of the
  data that has been collected.

47
Ask the following

• When does the problem occur (time of day, day of
  week, month?) When did it start occurring.
• Where is it located?
• What does it consist of? (types of complaints,
  products)
• Who is involved? (what types of people are
  complaining, which workgroup etc)
• Why is it happening? (reasons for each instance)
• How does it happen? (how is it caused, does it
  happen quickly or slowly)

48
Check Sheets

• To assist the collection of data a check sheet
  has to be designed, 4 steps
• decide how to organise the data
• specify the time period
• design the check sheet
• collect the data

49
Example

• Data Sheet

Error Type
Company / Supplier
A
C
D
E
F
G
B
?
?
?
Damaged item
?
?
?
?
Missing parts
?
?
?
Delivered to wrong location
?
?
?
Paperwork missing
?
50
Example

• Time to Time analysis

51
Scatter diagram











52
Group work

• In your teams identify possible sources of data
  for the selected problem that could be used in
  the problem solving process
• How often
• When
• Performance measures
• Process process operators
• 20 minutes

53
Group work

• In your teams prepare your 10 questions for
  Rainbow Textiles as detailed in the instruction
  sheet
• 30 minutes

54

• Pareto Analysis

55
The Pareto Principle

• Is that a few causes account for the highly
  significant problems, while many other causes are
  relatively unimportant. Some call this principle
  the 80 - 20 rule, meaning that approximately 80
  of the costs arising from the problems result
  from 20 of the causes.

56
Preparing a Pareto diagram

• Identify the problem.
• Collect the data and costs of failure.
• Record the data to show the frequency of
  occurrence.
• Reorganise data in bar chart, range from
  highest to lowest.
• Plot a cumulative curve.
• Take action on the important areas.

57
Pareto Analysis example ....

• Pareto worksheet of customer survey.

Complaint type
Number of Complaints
of total
Cumulative
1
142
37.6
37.6
Queues
2
83
22
59.6
Poor performance of free deliveries
50
13.2
72.8
3
Car parking
43
11.4
84.2
4
Out of stock items
26
6.9
91.1
5
Variety available Price
6
19
5
96.1
Opening hours
7
Location of items
15
3.9
100
378
58
Pareto Analysis example ....

• Transfer the data onto a pareto diagram.

400
100
350
300
75
250
200
50
150
142
100
25
83
50
50
43
26
25
19
1
2
3
4
5
6
7
59
Pareto Analysis Group Work

• From your information sheet (to be supplied) in
  your teams prepare a Pareto chart and present
  back to the group your findings - What are the
  areas to address.

60

• Process Analysis

61
Process Analysis

• A process is the combination of people,
  machines, materials and procedures in planned
  and organised activities.

62
Process Analysis

• State problem / unwanted effect in right hand
  box.
• Working back from problem / unwanted effect,
  list previous steps in the process until the
  complete process is represented.

63
Process Analysis

• For each sub-process / step brainstorm for
  possible causes of the unwanted effect.
• Finish one sub-process / step before moving to
  the next.
• Highlight areas of commonality.

64
25 of Items delivered to Customer damaged
Internal Transport
Transport to Customer
Packaging
Store
Raw Material Store
Detail Manufacture
Assembly
Transport from Supplier
Inspection
65
Group work

• In your team conduct a process analysis on the
  following
• Leaving for work in the morning arriving late
• Going to lodge money at the bank taking 1 hour
• Boiling a soft boiled egg it turns out hard
  boiled
• Leaving work on time and arriving home late
• 20 minutes
• Prepare flip-chart present to group.

66
Group Work

• Prepare your next set of 10 questions for Rainbow
  Textiles as detailed in the instruction sheet
• 30 minutes

67

• Cause and Effect Analysis

68
Cause and effect analysis

• Summarise your problem statement.

Poor Sole adhesion 45 of all returns
69
Cause and effect analysis

• Determine your headers.

People, Processes, Plant, Product / Service, Place
Material, Machine, Measurement, Manpower
(People), Methods
Policies, people, Paper, Technology, Methods
Equipment, People, Materials, Methods, Money
70
Cause and effect analysis

• Brainstorm for likely / possible causes under
  each header in sequence

• Now clean out the diagram before testing
  theories.
• Narrow down your theories

71
Cause and effect analysis
Miscellaneous
Equipment
lack of I.V pumps
high patient census
Audits
computer malfunction
code blue
lack of tele- metry beds
equip not ready in room
patients unstable
all beds need to be trportable instead of moving
patients from AE bed to stretcher
not enough RNs for patient census
nurse doing non-nursing chores
shifting patients in aft due to smoking status
Excess time from AE to bed
1 RN will not take report for another
RN doing swan
residents changing orders
RN to unit with patient
nurses busy with other patients
X Ray en route to floor with patient
no private rooms
all staff busy or at lunch
doctors delay
lack of clean beds
AE sending patients to floor during shift change
no transport
lack of beds
transfer delay
Work Force
Method
72
Group work

• In your team conduct use process analysis and /
  or cause effect analysis on the problem
  identified
• Prepare flip-chart present to group.
• Discuss key learning points from the exercise.

73
Analyse data groupwork

• In your teams apply cause effect analysis to
  the following
• Moving house - length of time it takes to
  physically move
• Eggs are damaged on return from supermarket
• Car will not start
• Washing machine does not work
• 20 minutes

74
Group Work

• Prepare your final set of 10 questions for
  Rainbow Textiles as detailed in the instruction
  sheet
• 30 minutes

75
Agenda, Day 2

• Review day 1
• Meetings Skills
• Resistance to change - Force Field analysis
• Prioritising by criteria / Ranking by Paired
  Comparisons
• Solution effect analysis
• Holding the gains action planning
• Making your case
• Critical Success Factors for involving employees

76

• Meeting Skills

77
Making Meetings Productive

• Planning
• Pre-notification
• Preparation
• Processing
• Put it on Record

78
Making meetings productive

• Structure
• Details of meeting - What, When, Where.
• Note attendees and apologies.
• Go through agenda, summarise discussion, record
  decisions and note actions.
• Number actions using meeting number and action
  number 1.2 1st meeting, action number 2.
• Details of next meeting if any.
• Write up, sign and circulate.

79
Meetings code of practice

• Issue an agenda in advance.
• Agree chairperson.
• Start on time.
• Review actions.
• Listen - dont interrupt, listening is not merely
  waiting for your turn to speak.
• Value differences of opinion.
• Feedback - positives and negatives.
• Be consistent in verbal and non-verbal messages.

80
Meetings code of practice

• Assist all attendees in contributing.
• Review achievements.
• Review meeting process.
• Limit discussion to meeting objectives.
• Schedule as far in advance as possible.

81
Teamwork in meetings

• Teams can work through
• Full meetings.
• Sub groups.
• Individual work.
• Teamwork does not always mean large meetings.

82
Effective meeting checklist

• Before meeting
• Review what was accomplished at the last
  meeting and what action items where agreed to.
• Prepare an agenda for the meeting.
• Anticipate potential problems that might
  interfere with a productive meeting (more
  information, attendees).
• Plan strategies for what to do to avoid
  potential problems or to minimise the effects if
  they do occur.
• Prepare questions to stimulate discussion.
• Discuss plans with your sponsor if you need
  assistance.
• Do not hold meetings if there is no need.

83
Effective meetings checklist

• During meeting
• At the beginning review what was accomplished
  at the previous meeting, discuss agenda
  objectives.
• At the end summarise agreements made, should
  include
• what will be done.
• who will do it,
• when will it be done.
• where it will be done.
• how it will be done.
• After meeting
• Have minutes typed and distributed to team
  members and interested parties.

84

• - Resistance to Change -
• Understanding and Coping with Change

85
Resistance to change exercise

• Identify areas of change within the organisation.
• What negative thoughts did you have about the
  change why?

86
Resistance to change
Number of people
Rate of adoption
Innovators
Most people (adopters)
Laggards
Early
Late
Time
87
Force Field Analysis ...
88
Force Field Analysis exercise
Where we are now!
Desired State
Exploring Problem Solving
Problem Solving teams in place
Helping
Hindering
89
Preparing to change

• Change always involves people.
• Successful change depends on people as much as
  the idea.
• People do not resist change, they resist being
  changed.
• Less resistance is likely if
• easy to understand.
• not too costly.
• results in a big benefit or saving.
• consistent with past practice.
• Involvement communication is addressed

90
Rules of the road

• Provide participation.
• Provide enough time for
• planning.
• evaluation / modification.
• implementation.
• Start small.
• Avoid surprises.
• Choose the right time to introduce change.

91
Rules of the road

• Keep to the main issues, not side issues.
• Treat people with dignity - Put yourself in their
  position.
• Agree calmly with true criticism.
• Deal directly with the resistance
• try persuasion
• offer a quid pro quo - something for something.
• Change the proposals to meet objections.
• look for solutions.
• forget it !

92
Group work

• For your identified problem
• Review your work to date
• Brainstorm potential solutions
• 40 minutes

93
Selecting the best solution

• Prioritise by Criteria

94
Prioritise by Criteria
Problem
5easy 1difficult
5easy 1difficult
5high 1low
Total
5high 1low
95
Prioritise by Criteria
Problem
Total
5high 1low
96

• Ranking by Paired Comparisons

97
(No Transcript)
98
Ranking by paired comparisons

• By group consensus ring the most likely/
  probable cause or feature.
• Total how many times number is ringed and enter
  in total column.

No.
Features
Tot
Comparisons
1 2
1 3
1 4
1 5
1 7
1 6
1 8
1 11
1 9
1 10
1 12
Poor storage of essential supplies
1
2
2 3
2 4
2 5
2 6
2 8
2 7
2 9
2 12
2 10
2 11
Male female used to tport female patient
3
2
3 4
3 5
3 6
3 7
3 9
3 8
3 10
3 11
3 12
All personnel busy at lunch
3
6
4 5
4 6
4 7
4 8
4 10
4 9
4 11
4 12
Computer malfunction
6
4
5 6
5 7
5 8
5 9
5 11
5 10
5 12
Lack of IV pumps, monitors
5
4
6 7
6 8
6 9
6 10
6 12
6 11
Equipment not ready in room
6
7
7 8
7 9
7 10
7 11
7 12
Nurses doing non-nursing chores
7
10
8 9
8 10
8 11
8 12
Patients unstable
4
8
9 10
9 11
9 12
Getting new patients back to back
8
9
10 11
10 12
Residents changing orders
9
10
11 12
Lack of beds
Cause of time delay in admitting patient
from emergency department to inpatient room
11
7
Title
12
No telemetry beds
0
99
Problem / Solution-Selection Matrix
ISSUES UNDER CONSIDERATION
EVALUATION CRITERIA
IMPACTON THECUSTOMER
NEED FOR IMPROVEMENT
RELATIONSHIP TO BUSINESS OBJECTIVES
RESOURCES REQUIRED
TOTAL
3 HIGH 2 MEDIUM 1 LOW
100
Problem / Solution-Selection Matrix
ISSUES UNDER CONSIDERATION
EVALUATION CRITERIA
IMPACTON THECUSTOMER
NEED FOR IMPROVEMENT
RELATIONSHIP TO BUSINESS OBJECTIVES
RESOURCES REQUIRED
TOTAL
Equipment not properly installed
5
1
2
1
1
Operators not trained
3
1
7
2
1
Not enough time to comply with operating standards
1
2
3
2
8
Work space too cluttered
1
3
6
1
1
3 HIGH 2 MEDIUM 1 LOW
101
Select best solution group work

• In your teams apply either prioritising by
  criteria or Ranking by Paired comparisons on the
  following
• when you buy a car what are the most important
  features - engine capacity, air bags, ABS brakes,
  air conditioning, CD player, finance (low),
  residual value
• OR
• Based on the following criteria Cost, Safety,
  Performance, Comfort, rank the following cars -
  Vauxhall Corsa, Vectra, Ford Escort, V.W. Golf,
  BMW 320i Skoda Felicia

102
Select best solution group work

• In your teams apply either prioritising by
  criteria or Ranking by Paired comparisons or
  solution selection matrix to select the best
  solution to address your problem.
• 40 minutes

103

• Solution Effect Analysis

104
Using Solution Effect Analysis

• Purpose - to identify possible effects of
  proposed solutions
• Define Solution.
• Decide on branch headers.
• Draw the diagram.
• Brainstorm for possible effects of the proposed
  solution against each header.
• Evaluate the possible effects.

105
Solution effect tips

• Use same branch headers as in cause and effect
  analysis or use PEM PEM
• Plant, equipment, materials, people,
  environment, methods.

106

• Determine your headers.

Solution
107
Example
108
Group work

• Part of your solution involves the reorganisation
  of the office. The office is made up of 7 people
  each of whom have their own desktop PCs
  (networked) telephones, 1 Xerox machine, 10
  bookcases, 3 printers, 1 water font, 3 plants 2
  filing cabinets.
• Apply solution effect analysis and identify the
  issues that you will have to take account of
  (adverse or otherwise).

109
Group work

• Use solution effect analysis to test out the
  impact that your proposed solution will have and
  to identify potential risks or barriers to its
  successful implementation.
• 30 Minutes

110

• Reproducing Results / Holding the Gains

111
Two types of change

• Irreversible Change
• The means of making the old mistakes have been
  removed. A troublesome piece of equipment is
  replaced (and the old piece removed), an adequate
  carpark is created etc. It is difficult if not
  impossible to revert to the old ways.
• Reversible Change
• The success of the project depends upon people
  remembering or choosing to do the job the new way
  i.e. training staff in new procedures, introduce
  self checking for data preparation etc. In these
  cases monitoring should be built into the
  remedial plan.

112
Reproducing results holding the gains ....

• Evaluate what the actual performance is.
• Compare this actual performance with the standard
  expected.
• Take corrective action if out of control or
  deviating.
• This is a continuous process.

113
It is a continuous process
Define problem
1 2
Gather data
3
Analyse data
4
5
Generate solutions
Select solution
6
Implement
7
Improve
Monitor
8
Holding the gains
Potential benefits become real benefits
114

• Action Planning

115
Key steps in action planning

• State the end result that would signify a
  significant improvement or enhancement to your
  process.
• Identify the actions needed to achieve the result
  and resources needed to complete each action.
• Put these steps in sequential order (i.e. a flow
  chart).
• Identify potential problems and how you plan to
  prevent or handle them.
• Assign responsibilities and set performance
  expectations.

116
Key steps in action planning

• Determine the deadline for completing the overall
  plan and start - to - finish dates for each step.
• Identify your methods for monitoring
  implementation and intended and unintended
  effects - in time for corrective action.
  Identify indicators figure out the hows, who's
  and whens for using them and plan on checkpoints
  for when the right people will review and act on
  the data.
• Decide who if anyone, must approve your plan
  before implementation.

117
Action planning

• Template for a Gantt chart.

Time intervals / Period
1
2
3
4
5
6
7
8
9
10
11
12
1
2
3
4
5
6
7
8
118
Action planning
Time schedule Week
1
2
3
4
5
6
7
8
9
10
11
12
Who
1 Collect current written materials PAT
2 Convene nurses to review quality HAL
3 Review with customers JACK
4
5
6
7
8
Objective To improve written brochures and
checklists that describe the post process.
119
Group Work

• In your teams prepare your findings and
  recommendations for action for Rainbow Textiles
• You have 10 minutes to present the root cause,
  your solution and pitch for the business.

120
Critical Success Factors
121
Critical Success Factors

• Leadership
• Link activity to normal work
• Focus on doing things differently
• Maintain Customer Focus
• Total Participation
• Teamwork
• Data Driven

• Continuous Improvement becomes a way of life

122
A Traditional Approach!!

• Senior leaders announce new programme
• Company-wide awareness sessions
• Cross-functional committees set up to meet
  discuss the way forward
• Resources are re-allocated - desks moved, PCs
  plugged in elsewhere
• Somewhere along the way, the reasons focus for
  change get lost

123
Suggestions ...

• Create an environment that is conducive for
  Empowerment
• Educate and Train continually
• Walk the Talk
• Recognise success
• Stay involved and provide guidance along the way
• Be patient, it takes time and effort to create a
  World Class Workforce
• Remember the Job is never finished

124
Suggestions

• Stick with it
• Find ways to get quick results and celebrate
  success
• The System is usually the barrier not the
  employees
• Guide Vs Direct
• Believe show that the staff doing the job has
  good ideas on how to do it better
• Given the chance employees will improve
  processes and increase productivity

125
Suggestions

• When management is not involved, the effort is
  not sustained
• When it takes too long to see results, people
  become demotivated - Quick Hits
• The effort takes - Planning, Teams and Daily
  work. Training people in the tools isnt enough
• Use common sense, monitor your programme
• When successes are not rewarded and celebrated,
  employees lose commitment because they do not
  feel valued

126
Suggestions

• The continuous improvement concept needs to be
  managed - avoid the feeling of nothing we ever
  do is good enough
• Team effort produces more than individual effort
  -
• 2 2 5
• Teams need a strong leader
• Management sometimes is the barrier Vs breaking
  down the barriers
• Where empowerment happens, significant results
  follow

127
Suggestions

• This type of effort requires as much, if not
  more, management attention as the financial
• Teams do not just happen, they require a lot of
  work on everyones part to make the team effort
  successful
• Communication is the key to management being an
  integral element in the effort
• If you cant measure it, you cant control it

128
Action Plan

• How will projects be selected?
• Impact on quality costs
• Impact on on time delivery
• Increased customer satisfaction
• INITIAL PROJECTS MUST BE SUCCESSFUL
• Projects must focus on some tangible outcome
• Will there be any constraints placed on projects
  e.g. Minimal or no investment in new equipment

129
Action Plan (continued)

• How many projects will there be?
• How frequently will projects be reviewed by the
  sponsors and the steering group?

130
Typical Supporting Structure
STEERING GROUP
SPONSOR
SPONSOR
FACILITATORS
SPONSOR
PROJECT TEAM
PROJECT TEAM
PROJECT TEAM
131
Recognition Examples
132
Next steps

• Management team plan to begin improvement teams
• Communicate the plan
• Determine critical problems and assign teams
• Select team leaders and team members
• Set a schedule for results from the teams
• Provide training to teams
• Coach teams and monitor progress

133
Teams in Action
134
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135
LEAKS
136
Examples ...
Information services reduce time to procure PCs
from months to 3 weeks
Medical manufacturer increase output from dental
machine by 30 within 2 months
Clearing bank secure 20 signed contracts from
300 potential clients within 2 months
137
8 Step problem solving
138
Matrix of problem solving techniques and uses
Problem Definition
Statistical Process Control
Departmental Task Analysis
Solution Effect Analysis
Concentration Diagrams
Taguchi
Brainstorming
Process Analysis
Cause Effect Analysis
Pareto Analysis
Paired Comparisons
Prioritise by Criteria
Quality Costing
Force Field Analysis
Flow Charts
Scatter Diagrams
Identify Improvement Opportunity X X
X X X X
X
Gather Data X X X
X X X X
X
Analyse Data - Find Root Cause X
X X X X X
X X
Generate Solutions X X X
X X X
X
Select Best Solution
X X X X
X X
Plan Implementation X
X X
X
Implement Test
X X
X
Continue Improvement Start All Over Again