Test 2 Class Notes

• 1. The purpose
• 2. Topics
• 3. Lead person for each topic
• 4. Time estimates for topics
• 5. Warm ups
• 6. Agenda review
• 7. Meeting evaluation

• 1. Prepare
• 2. Start on Time
• 3. Who is doing what? (facilitator, time keeper, note taker)
• 4. Improving the process�evaluation (what works what doesn�t)

Est. appropriate pace, bridge comments, manage participation

Move team along by keeping track of times allotted for topics, and warn team when time is almost up.

Key topics, action items (who is assigned to what), what decisions were made Distributes minutes from the meeting to team members.

Post ideas on flipchart as discussion unfolds so everyone can see. Helps the team stay focused on the discussion and prevents �team memory� from changing. Acknowledges and encourages participation. Capture issues that do not directly relate to the topic, but deserve future consideration, on an issues board or �parking lot.�

• 1. Round-robin comments
• 2. Written evaluations
• 3. Open discussion
• 4. Thumbs up, sideways, down

• 1. Prepare for the discussion
• 2. Open the discussion
• 3. Listen
• 4. Clarification
• 5. Manage participation
• 6. Summarize
• 7. Manage time
• 8. Corral digressions
• 9. Close the discussion

• 1. State the topic
• 2. Give background information
• 3. Explain intended outcome
• 4. Suggest methods for discussion (when appropriate)
• 5. Start with an opening question

• 1. Exploratory
• 2. Narrowing
• 3. Defining

Generates ideas. Brainstorming, nominal group technique part 1

Affinity diagrams, multivoting, nominal group technique part2

Select the solution for ideas left. Prioritization Matrix, consensus, team leader chooses

• 1. Criticism is forbidden
• 2. Free thinking is encouraged
• 3. Numerous ideas are sought
• 4. Combine and build on the idea of others

People wait their turn to share while others are speaking, which is detrimental to the process.

• 1. Brainstorming
• 2. Nominal group technique
• 3. Affinity Diagram
• 4. Multivoting
• 5. Effort/Impact Grid
• 6. Simple prioritization matrix

Can be used by a collection of people, not necessarily a team. Leader states problem, people write down solutions privately and then shared publicly and anonymously where the responses are written down collectively. Questions are allowed, but critique is not. Next, all the ideas are rank ordered. Addresses only one issue at a time

Uses a series of written surveys to make a decision. Requires large amounts of time

deals with conflict while avoiding face to face conflict. Document circulated among team members who make comments, edit the document and forward it to other team members. After completing a cycle, the document is re-written and then it re-circulates.

Delphi and Ringi

Less

Used for creative vs. logical thinking

Team selects most important/popular items through a series of votes by cutting the list in half each round.

• Level of impact of the option, level of effort needed to implement the option.
• Low effort, high impact
• Low effort, low impact
• High effort, high impact
• High effort, low impact

• 1. Understand the context
• 2. Determine who should be involved
• 3. Choose a method

• 1. Everyone understands the decision and can explain why it�s beset
• 2. Everyone can live with the decision

• 1. Discuss the issues
• 2. Do a check
• 3. If consensus has not been reached repeat steps 1 and 2

1. Listen carefully

• 3. Seek out differences of opinion
• 4. Search for alternatives that meet the goals of all members
• 5. Avoid changing your mind only to avoid conflict
• 6. Don�t just argue for your point of view
• 7. Balance power
• 8. Make sure there is enough time
• 9. Check understanding

• 1. Tasks and timelines
• 2. Budget and resources
• 3. Stakeholders
• 4. Check and review
• 5. Potential problem analysis

• 1. Planning grids
• 2. Tree diagrams
• 3. Gantt chart
• 4. Process maps

• 1. ID what you want to accomplish
• 2. ID the final step or task
• 3. ID the starting point or first step
• 4. Brainstorm a list of separate and distinct activities
• 5. Organize and refine the brainstorm list
• 6. Prepare the grid
• 7. If necessary, revise

Ice breakers that facilitate self-disclosure, offsite team building activities. Done at the beginning of team formation.

• 1. Meeting roles
• 2. Challenging the assignment
• 3. Generating project ideas
• 4. Project planning
• 5. Project roles and ssignement

Method of project scheduling in the initial phases of planning. It is used for mapping task time. (how independent tasks lay over each other)

Time the task can be delayed before it affects the next task that relies on it.

• Time the task can be delayed before it affects the completion date of the project
• Pert- Program evaluation and review technique Chart
• O= optimistic time
• R= realistic time
• P=pessimistic time

• 1. Delays/breakdowns
• 2. Mistakes
• 3. Inefficiencies
• 4. You add no value to the process. You do the opposite. The solution is to error-proof the process as much as possible.

Systemic way for individuals and teams to solve problems and improve processes by collecting and using data to guide your thinking.

Precise definitions that tell how to get a numerical value for the characteristic you are trying to measure. You know precisely what to observe and how to measure it. You must reach an agreement as a team.

• 1. ID what to measure
• 2. ID how to measure it
• 3. Help ensure that no matter who does the measuring the results are essentially the same.

• 1. Check sheet
• 2. Concentration Diagram
• 3. Work-flow diagram

simple data collection form; has marks indicate how often something occurs

see where problems cluster. Advantages: fast, pictoral Disadvantages: too much data will muddle the diagram

show flow or movement within a space

helps pinpoint a problem by uncovering where it does and does not occur. The oil change example (right) shows that location B changes oil in cars faster than locations A or C. Helps teams focus their efforts

• 1. Process Maps
• 2. FMEA

• 1. Basic and Detailed Process Maps
• 2. Top down process maps
• 3. Deployment process maps
• 4. Opportunity process maps

Describe most or all of the steps in a process. The purpose or intended use will help decide which level of detail is most appropriate

Show both the few major steps in a process and the next level of substeps

Show both the flow of a process and which people or groups are involved at each step.

Highlight opportunities for improvement by separating value-added steps from non-value added steps

Failure Models and Effects Analysis; used to id potential process or product failures. High-risk areas can then be error proofed or improved before problems occur

• 1. Pareto charts
• 2. Time plots
• 3. Control charts
• 4. Frequency plots
• 5. Fishbone diagrams
• 6. Scatter plots

Help to focus improvement efforts by ranking problems or their causes

A graph of data points plotted in time order. Used to examine data for trends or other patterns that occur over time. Used when making long-lasting improvements. Also help identify whether the variation in a process is due to common or special causes.

Used to monitor a process to see whether it is in statistical control. The UCL and LCL (upper and lower control limits, respectively) indicate how much variation is typical. Points that fall outside the limits or into particular patterns indiddcdate the presence of a special cause of variation a cause that deserves investigation

Show the shape or distribution of the data by showing how often different values occur. Also called histograms. Usually the data falls into a bellcurve.

Organize potential causes of problems into chains of cause-and-effect relationships.

Display the relationship between two characteristics

• 1. No relationship
• 2. Positive relationship
• 3. Negative relationship

• 1. Project- define the purpose and scope
• 2. Current situation- focus your effort
• 3. Cause analysis- look for root causes
• 4. Solutions- analyze, select, and test small
• 5. Results- goals met? Evaluate execution
• 6. Standardization- control and monitor
• 7. Future plans- continuous improvement

Scientific approach that involves collecting data and testing theories

• Goal- Define the project�s purpose and scope
• Output- statement of the intended improvement

• Goal-focus improvement effort
• Output-focused problem statement and baseline performance

• Goal: ID root causes
• Output: tested and confirmed theory

• Goal: develop, test or pilot and implement solutions that address root causes
• Output: planned tested actions that reduce causes

• Goal: use data to evaluate the solutions and plans used to carry them out
• Output: data shows how well goals were met and the plan was followed

• Goal: to maintain the gains by implementing the new work methods or processes consistently throughout the organization
• Output:

Describe what is wrong WITHOUT including theories about causes or possible situations. (symptoms)

What, why, when, how, where, who

• Originated to improve manufacturing processes and eliminate errors
• Continuous efforts to achieve stable and predictable process results are of viatl importance to business success.

• A clear focus on achieving measurable and quantifiable financial returns from any Six Sigma Project, increased emphasis on strong and passionate management leadership and support, a special infrastructure of �champions, master black belts, black belts, green belts� etc. to lead and implement the Six sigma approach, a clear commitment to making decisions on the vasis of verifiable data, rather than assumptions and guesswork
• Six Sigma users: GE, Honeywell, Motorola,

• 1. Lack of originality- not a new idea
• 2. Role of consultants- people with rudimentary understanding claim their experts
• 3. Potential negative effective

Any process output that does not meet customer expectations

Defects per Million Opportunities (3.4 defects per million opportunities)

Define, Measure, Analyze, Improve, Control

Examines the relation between driving and restraining forces for change. Increase the driving forces, reduce the restraining forces.

• 1. Defining & outlining
• 2. Writing the sections
• 3. Reviewing, editing and proofreading- everyone should edit

• Watch for: gaps between sections
• Overlap of sections; repetition
• Terminology incompatibility
• Language and style differences

Central editor controls the process. Team members submit drafts to a central editor who finishes drafts and puts the paper together. Easier to read