Process Tools - Stockton Universityintraweb.stockton.edu/eyos/hshs/content/docs/ICD...Process Tools Your Management Judgment Toolbox Presented by: Office of Human Resources October

Process Tools

Your Management

Judgment Toolbox

Presented by:

Office of Human Resources

October 16, 2008

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What Is It?

a technique for generating a large number of ideas in a short period of time

Brainstorming

When to Use It?

• When a broad range of options is desired

• When creative, original ideas are desired

• When participation of the entire group is desired

Brainstorming

How to Do It?1. Review the topic or problem

• Phrase as Why, What, How

• Make sure everyone understands

2. Allow a moment or two for silent thought

3. Invite team members to call out their ideas

4. Record ALL ideas on a flipchart

• use original language of owner

5. No discussion or evaluation is allowed

6. Continue to generate ideas until the group runs out of steam

Brainstorming

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Some Considerations

• No criticism (includes laughter & groans)

• Avoid evaluation – including positive comments

• The more the merrier

• The crazier the better

• Hitchhike – build on someone else’s idea

• Keep all ideas visible

• Keep things moving

Brainstorming

What Is It?

is a structured method for group brainstorming that encourages contributions from everyone

Nominal Group Technique (NGT)

When to Use It?

• When some group members are much more vocal than others

• When some group members think better in silence

• When there is concern about some members not contributing

• When all or some members are new to the team

• When the issue is controversial or there is conflict


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How to Do It?

1. State the problem to be addressed & clarify as needed

2. Each team member silently writes down as many ideas as possible (5-10 minutes)

3. Each team member states aloud one idea. Record ALL ideas on a flipchart

• No discussion is allowed, even for clarification

• Ideas do not have to be from the written list

• A member may “pass” on his/her turn

• Continue until all members have “passed” or a pre set amount of time runs out


How to Do It?4. Discuss ideas to clarify content or to combine duplicates.

• Change wording with owner’s agreement

• Strike ideas with unanimous consent only

• Relative merits are not discussed


What Is It?

It is a group decision-making technique used to reduce a long list of items to a manageable number by means of a structured series of votes. The result is a short list identifying what is important to the team.

Multivoting

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When to Use It?

Use Multivoting whenever a Brainstorming session has generated a list of items that is too extensive for all items to be addressed at once. This tool can be helpful when you need to:

Multivoting

Reduce a large list of items to a workable number quickly

Prioritize a large list without creating a situation in which there are winners and losers

Identify the important or popular items on a large list.

How to Do It?

Multivoting

1. Brainstorm a list of items

2. Number (or letter all items

3. Decide # of choices each team member will vote for (at least 1/3 of total #)

4. Each member votes (orally, one at a time or write them down)

5. Tally votes

How to Do It?

Multivoting

6. Reduce list by eliminating those with fewest votes

0,1,2,3,416+

0,1,2,36 to 15

0,1,25 or less

Eliminate Votes# of Team Members

7. Repeat Steps 3-6 until a clear favorite emerges

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What Is It?

a diagram that organizes large numbers of ideas into their natural relationships

a method that that taps the team’s creativity

Affinity Charts

Affinity Charts

When Are They Used?

• Facts or thoughts are in chaos

• Issues see too large or complex to grasp

• A breakthrough to new ideas is desired

• Group consensus is necessary

• Following brainstorming

How to Do It?Step 1 - Generate ideas. Use the Brainstorming tool to generate a list of ideas.

•Record each idea onto an index card or post-it note.

Step 2 - Display the ideas. Post the ideas on a wall or a table in a random manner.

Affinity Charts

Step 3 - Sort the ideas into related groups. The team members physically sort the cards into groupings, without talking, using the following process:

• Start by looking for ideas that seem related in some way. Place them together in a columns.

•Look for ideas that are related to those you've already set aside and add them to that group.

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How to Do It?

Affinity Charts

Step 4 - Create header cards for the groups. A header is an idea that captures the essential link among the ideas contained in a group of cards.

•This idea is written on a single card or post-it and must consist of a phrase or sentence that clearly conveys the meaning, even to people who are not on the team.

Step 5 - Draw the finished Affinity Diagram.

• Write a problem statement at the top of the diagram.

• Place header and superheader cards above the groups of ideas.

• Review and clarify the ideas and groupings.

• Document the finished Affinity Diagram

Affinity Charts

Affinity Charts

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What is it?

• it is an analytical tool that clarifies opposing aspects of a desired change

Driving or positive forces that support an action or situation

Restraining or negative forces that try to prevent it

Force Field Analysis

When to Use It?

• When the team is planning implementation of a solution

• When the team is identifying causes of a problem

• When the team is identifying problems in a process


How to Do It?

1. State the desired action or outcome

2. Brainstorm all the positive or driving forces


3. Brainstorm all the negative or restraining forces

4. Discuss means to take advantage of the positives

5. Discuss means to diminish or eliminate the negatives

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Notes

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often called an Ishikawa diagram, the diagram is useful as a cause-and-effect analysis tool to help in generating ideas, and in identifying the root cause of a problem for investigation.

The fishbone diagram, named because it somewhat resembles the skeleton of a fish, provides a graphic display of the relationship between items.

A fishbone diagram consists of a central “spine” with a fish’s head (the effect or main topic) on the right side. There are a number of diagonal ribs coming from the main spine with the end of each rib indicating major process categories. Sub categoriesare noted by branches off the ribs.

Fishbone Diagram (Cause & Effect)

What Is It?


When to Use It?

• When broad thinking about possible causes is required

• When the team’s thinking begins to fall into a rut


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How to Do It?

1. Agree on a problem statement (the effect).

2. The “fish head” is the effect. Brainstorm possible causes.

3. Develop the major categories (the ribs off the spine). If you have difficulty, use generic headings like methods, machines, people, materials, measurement, environment, etc..

How to Do It?

4. Refine the categories by asking:

• What causes this?

• Why does this condition exist?

5. Work through the fishbone developing little bones that represent sub categories that reflect a structure of logic leading from cause to cause.



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Notes

What Is It?

an Activity Chart lays out the tasks of a project in sequential order

indicates when each task must take place

Activity (GANTT) Chart

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When to Use It?

• When planning a project

• When the project (process) steps, sequence & duration are known

• When monitoring the progress of a project



How to Do It?1. Review the topic or problem

• Phrase as Why, What How

• Make sure everyone understands

2. Allow a moment or two for silent thought

3. Invite team members to call out their ideas

4. Record ALL ideas on a flipchart

• use original language of owner

5. No discussion or evaluation is allowed

6. Continue to generate ideas until the group runs out of steam


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Gantt chart is a graphical representation of tasks over a specific period of time. In its correct form, the Gant chart should represent the tasks, resources, time frame and required founding needed by the project manager to complete its intended purpose.



What Is It?

a structured, prepared form for collecting and analyzing data

can be used to confirm and record that the steps of a process were done

Checksheet

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Checksheet

When Is It Used?

when collecting data on the frequency or patterns of events, problems, defects, defect location, defect causes, etc.

when collecting data from a production process

when data can be observed and collected repeatedly by the same person or at the same location

when standardizing a long list of actions, such as multiple preventive maintenance checks on a piece of equipment

ChecksheetHow to Do It?

1. Decide what will be observed. Develop definitions.

2. Decide when data will be collected and for how long.

3. Design the form. Set it up so that data can be recorded simply by making check marks, X’s, or similar symbols.

4. Label all spaces in the form.

5. Test the check sheet for a short trial period.

6. Each time an observation occurs, record the data on the check sheet.

Checksheet

If you are involved in a production oriented

function and you need to know what the degree of variation is in a particular

measurement for a process, you can use a

data checksheet such as the one shown.

Different ways to collect data

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Checksheet Different ways to collect data

This type of checksheetautomatically shows a

frequency distribution of the data. Information can also be collected in pictorial form. The example is a checksheet for

recording defects in the finish on car bumper bars.

Notes

What Is It?

a picture of the separate steps of a process in sequential order

can show a sequence of actions, materials or services entering or leaving the process, decisions that must be made, and people involved

Flowchart

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When to Use It?

• When a team begins to study an existing process for improvement

• When designing a new process

• When planning a project

• When better communication is needed between people involved in the process

Flowchart

How to Do It?

1. Decide on the process to flowchart.

2. Define the boundaries of the process: the beginning and the end.

3. Describe the beginning step of the process in an oval.

4. Ask yourself "what happens next?" and add the step to the flowchart as a rectangle. Continue mapping out the steps as rectangles connected by one-way arrows.

Flowchart

How to Do It?

5. When a decision point is reached, write the decision in the form of a question in a diamond and develop the "yes" and "no" paths. Each yes/no path must reenter the process or exit somewhere.

6. Repeat steps 4 and 5 until the last step in the process is reached.

7. Describe the ending boundary/step in an oval.

Flowchart

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Flowchart Symbols

Defines the boundaries of a process; shows the start or stop of a process.

Designates a single step in a process. Briefly describe the step inside the box. Usually, only one arrow goes out of the box.

A diamond signifies a decision point in the process. Write the type of decision made inside the diamond in the form of a question. The question is answered by two arrows-- "yes" and "no" --which lead to two different branches.

A small circle that surrounds a letter signifies where you pick up a process on the same page; represents a connection.

Shows the direction of moving from one step or decision to another

Flowchart

Process Flowchart

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Deployment Flowchart

Decision Flowchart

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Process Tools

Exercises

Presented by:

The Office of Human Resources

The Issue

Your organization wants to run a bus trip, for staff, to New York City during the winter break. What things need to be considered to make it a successful trip?

Brainstorming - Practice

In your group, BRAINSTORM a list of considerations.

Worksheet

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Nominal Group Technique - Practice

The Problem

For 2008 your organization will select an “employee of the year.” The person selected will be recognized at a dinner. In addition to $1,000 cash award, she/he will also receive a gift. $2,500 has been budgeted for the gift. We need to develop a list of gift options to present to the Board of Directors.

Worksheet

The Task: Develop a Affinity Chart for the following situation:

Affinity Chart Exercise

The Quality Improvement Team for the ZZ-400 Manufacturing Group was charged with developing a list of potential performance indicators. The indicators would be used to enhance the production process of the ZZ-400 chemical mixing machine. A team brainstorming session resulted in a solid list of indicators. Now they need to organize them in a logical fashionand have decided to create an Affinity Chart.

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Performance Indicators

Affinity Chart Exercise

% purity

% trace elements

Maintenance costs

# of emergency jobs

Lbs. Produced

Environmental accidents

Material costs

Overtime costs

# of pump seal failures

Viscosity

Safety

Days since last lost time

% rework or reject

Hours downtime

% uptime

# of OSHA recordables

# of customer returns

Customer complaints

Overtime/total hours worked

$/lb. produced

Raw material utilization

Yield

Utility costs

ppm water

Color

Service factor

Time between turnarounds

Hours worked/employee

Lb. Waste

% capacity filled

Worksheet

Force Field Analysis Exercise

The Issue: as part of Stockton College’s future expansion plans, they want to develop a retail complex on the college grounds (the complex would include lodging, dining and shopping outlets).

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Worksheet

Forces For Forces Against

The Task: Develop a Fishbone Diagram to assess causes of auto accidents.

Fishbone Exercise

As the manager of a local automobile club you are writing an article on driving safety for publication in a regional magazine. Recently there have been a rash of accidents where the drivers have lost control of their cars. People were hurt in these accidents which cannot be attributed to driver intoxication.

You feel that if the problem can be presented in a graphic format, the article might be more likely to get your readers seriously thinking about the problem. You call your staff together to construct a fishbone diagram to show the major and minor issue involved in causing drivers to lose control of their vehicles.

Worksheet

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The Task: Develop a Flowchart of the Cut Grass Process.

Your team’s flowchart should include the following:

• Starting and ending points of the process

• Sequence of the steps

• Decision points

• Appropriate symbols and connectors to use

Flowchart Exercise

Flowchart Symbols

Defines the boundaries of a process; shows the start or stop of a process.

Designates a single step in a process. Briefly describe the step inside the box. Usually, only one arrow goes out of the box.

A diamond signifies a decision point in the process. Write the type of decision made inside the diamond in the form of a question. The question is answered by two arrows-- "yes" and "no" --which lead to two different branches.

A small circle that surrounds a letter signifies where you pick up a process on the same page; represents a connection.

Shows the direction of moving from one step or decision to another

Worksheet

Documents

Process Tools - Stockton Universityintraweb.stockton.edu/eyos/hshs/content/docs/ICD...Process Tools Your Management Judgment Toolbox Presented by: Office of Human Resources October