ed. Brainstorming Cause Cause Cause Positive Forc es T hat C reate Growth Future Organiz ation Pre sent Organization

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1 xxxxxxxxxx xxxxxxxxxx xxxxxxxxxx *Use BOTH the Building Bullet Book and the Baldrige Feedback Report along with the annual Baldrige Survey Results to identify OFIs. ed. e Driving Restraining Forces Forces s Imagineering CHECKLIST Date 1 Data Data 2 Data Data 3 Data Data 4 Data Data ed. Positive Forc es T hat C reate Growth Pre sent Organization CHECKLIST Date 1 Data Data 2 Data Data 3 Data Data 4 Data Data Des cri be t he OF I iden ti fie d in th e Bald rige Asse ssme nt. Id e nt ify ca us es fo r th e cu rre nt situa tion. Future Organiz ation Ne gat ive Forces That Crea te Gro wt h 2.a. I d en tif y th e te am memb er s wh o w ill a dd ress the issue. De ve lop a p la n for impr o veme nt an d ho w succ ess will b e mea sured. Start Process Step Decision Stop Co lle ct d ata re ga rd ing the current situati on. Report results. r Project Bulletin Board RED ITEMS REQUIRE ACTION WITHIN 30 DAYS. Completed Items move to the Successful Projects Boa rd. YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED. Items must be organized into segments ca pable of being addressed within 30 days. GREEN ITEMS CAPTURE ALL IM PRO VEMEN T SUGGESTIONS. Items move into yellow as space permits. COLUMN CHART Number Act Study xxxxxxxxxx xxxxxxxxxx xxxxxxxxxx CORRELATION CHART Factor 1 No Factor 2 Delighted Customers Correlation Plan Do The Plan-Do-Study-Act [PDSA] Cycle 90 % 80 % 70 % ETC. Frequency Consensogram HISTOGRAM Scores A Alone A and B Combined B Alone Pie Chart Ganntt Chart PROJECT STEPS Imagineering Flow Tree Capacity Matrix Aim or Capacity Breakdown Result Parking Lot What is going well?? I/O What are the issues or observations. What question do you have?. What needs improvement e Driving Restraining Forces Forces s CONTROL CHART Upper Control Limit [UCL] Lower Control Limit [LCL] A Quality Tool Belt: Using Storyboards and Other Quality Tools 5 A PowerPoint Presentation Copyright, 2002 Brenda Barnes & Jim Van Wormer Slide 1 SAMPLE Describe the OFI identified in the Baldrige Assessment.* Identify causes for the current situation. and/or a. Identify the team members who will address the issue. Develop a plan for improvement and how success will be measured. ACTION PLAN Slide 3 Collect data regarding the current situation. Use any or all of the following: Report results. How To Use This Program Pilot Project This program contains 37 quality tools, a Story Board and 36 additional tools designed to be used in conjunction with a Story Board. Each is represented by an icon on the next slide. Each icon is explained on a separate slide. Select the desired icon. Copy the icon to the clip board. Paste the icon to the Story Board. An explanation for each icon is located in alphabetical order after the Story Board. Action Plan 1 Five Whys? 2 Pie Chart 1 Flow Chart 27. Pilot Project Bar Chart 1 Flow Tree 28. Plan-Do-Study-Act Bone Diagram 17. Force Field Analysis Gantt Chart 30. Project Bulletin Board and Effect Diagram 19. Histogram 3 7. Capacity Matrix 20. Imagineering 3 Radar Chart 8. Check List 2 Interrelationship 3 Run Chart 9. Column Chart 2 Nominal Group Technique 3 Story Board 10. Consensogram 2 3 Stratification 1 Control Chart 2 Pareto Chart 3 Survey 1 Correlation Chart 2 Parking Lot 37. Systems Progress 1 Define The Team Describe the OFI identified in the Baldrige Assessment. Identify causes for the current situation. Slide 5 a. Identify the team members who will address the issue. Develop a plan for improvement and how success will be measured. Slide 7 and/or Collect data regarding the current situation. Report results. The Strategic Plan refers to all aspects of organization level planning and the deployment of action plans. This includes primarily the development and deployment of an organizational mission, key measures of mission fulfillment, and strategies that take into account key student and stakeholder requirements. Strategic Planning has a results-oriented focus and seeks to align all daily work within the organization with the over-all organizational direction. Slide 9 Suggestion By The Authors Plan-Do-Study-Act was designed to serve as a resource in the continuous improvement of learning environments. Plan-Do-Study-Act is most effective if read in its entirety before the user opens the tool kit and begins Story Boarding a quality improvement. RULE #1: Icons are only be placed on a Story Board if they are representative of real artifacts of the quality improvement process. Brenda and Jim Slide 2 Purpose Plan-Do-Study-Act is designed to serve as a resource in the continual improvement of learning environments. Learning environment is the new speak descriptor for the old speak term classroom or school. Plan-Do-Study-Act is not a guide to TQM or QIP. The Deming approach to Quality Management has been described elsewhere by the authors. Rather it is an introduction to the quality tools designed to be used in conjunction with TQM. FLOWCHART Transition Period - Quality of Work Life Negative Correlation Positive Correlation Slide 4 A Quality Tool Belt Stratification ACTION PLAN Systems Progress Pilot Project Five Whys? Slide 6 Knowledge Understanding Application Analysis Action Plan refers to a series of connected steps that are designed to accomplish a goal or objective. Action plans include details of shorter- and longer-term performance projections, responsible personnel, resource commitments and time horizons for accomplishment. Action plan development represents the critical stage in planning when strategic ACTION PLAN objectives and goals are made specific so that effective organization-wide understanding and deployment are possible. Slide 8 The is the result of an interactive data collection method which allows groups of people to identify and process large quantities of ideas in a very short time. It is a non-judgmental way to collect and process ideas. A question is posed. Team members individually Brainstorm silently writing ideas on 3 x3 sticky notes. Team members randomly place them in the middle of the table. Ideas are grouped into like categories. Finally, a header note is placed at the top of each column. Slide 10

2 Present Organization Factor 1 Number A Bone Diagram is a systems reflection tool, which helps organizations clarify their current and desired state. It also identifies the forces driving and preventing progress toward the desired change. It combines the Systems Progress and Force Field Analysis Tools. Positive Forces That Create Growth Transition Period - Future Organization Negative Forces That Create Growth Quality of Work Life Slide 11 is a procedure that allows a group to express problem areas, ideas, solutions, or needs. It allows each participant to state their opinion in a nonthreatening environment. helps a group create many ideas in as short a time as possible. can be used in two ways: structured or unstructured. Slide 13 CAUSE & DIAGRAM [FISHBONE] A & Effect Diagram is used when you need to identify, explore, and display the possible causes of a specific problem or condition. Fishboning represents a sophisticated form of brainstorming. A Bar Chart displays collected data on parallel horizontal bars for comparative analysis. Lengths are proportional to collected data. Slide 12 Capacity Matrix Aim or Capacity Breakdown Result A Capacity Matrix is a charting device used to break down an aim or result into major capacities, minor capacities, and learning levels. A Capacity Matrix combines a Flow Tree Diagram and Bloom s taxonomy of learning levels. By filling in the boxes on the Capacity Matrix bar graphs are created. Slide 14 COLUMN CHART Knowledge Understanding Application Analysis A Column Chart is a vertical bar graph that displays collected data in parallel columns whose lengths are proportional to specific amounts in sets of data. 90 % 80 % 70 % ETC. Slide 15 A Consensogram is a statistical survey that measures an entire groups perception of effort, commitment, understanding, etc. The question asked is decided by the leader, group, team, or organization. The Consensogram is used when you have a group of people and wish to see their view on an issue. Consensogram Slide 17 A Correlation Chart measures the performance of one factor compared to another and helps determine what relationship. if any, exists. The correlation is based on the pattern of data points. CORRELATION CHART Negative Correlation No Positive Correlation Factor 2 Correlation Slide 19 Slide 16 A Control Chart is simply a Run Chart with statistically determined upper and lower control limit lines drawn on either side of the process average. Being in control [meaning no data points fall outside the control limits] simply means the process is consistent. CONTROL CHART Upper Control Limit [UCL] _ Lower Control Limit [LCL] Slide 18 Slide 20

3 Frequency The Five Whys? are simply a process of asking at least five times in a row to detect the root cause or meaning of a particular problem or situation. Five Whys? Slide 21 FLOWCHART Start Process Step Decision Stop A Flowchart is a pictorial representation showing all of the steps of a process. Flowcharts are used to document a process. By creating and studying flowcharts teams can often uncover sources of trouble as well as solutions to problems. Many of us are visual learners. Let s flowchart it is a most important step in problem solving. Slide 22 A Flow Tree helps to break down outcomes into major subcategories or capacities. It is an integral part of a Capacity Matrix [See]. Flow Tree Force Field Analysis is a visual listing of possible forces driving or preventing change. A Force Field Analysis is useful if a quality improvement team wants to find out what is driving, slowing, or not allowing change at all. Hint: removing a restraining force will make for more progress than creating driving forces. Driving Forces Restraining Forces PROJECT STEPS Slide 23 A Ganntt Chart is used for planning schedules and managing projects. A Ganntt Chart is useful when doing a project where one stage depends upon another. It also makes it obvious which steps can be done simultaneously. Ganntt Chart Slide 25 Imagineering is a technique used to identify what an individual or group envisions as the perfect project, process, or system. Another term used for Imagineering is idealized design. The facilitator or leader Imagineering must clearly state the objective of the Imagineering session. Example: What would be the perfect learning environment? Slide 27 HISTOGRAM Scores Slide 24 A Histogram is a specialized Column Graph used to illustrate the stability of a process. The greatest number of units are pictured at the mid point with roughly an equal number of units on either side of that point. See the example below. Slide 26 Process A Process B Process C Process A illustrates greater variation than Process B. Process C illustrates even less variation than Process B. An Interrelationship Diagraph is used to study the relationship between the causes and discover the root cause of a problem. If a relationship can be established, lines are drawn between two causes. Analysis leads to drawing arrows between causes and effects. Slide 28 A Pareto Chart is a special form of vertical bar graph that helps you to determine which problems to solve in what order. Doing a Pareto Chart based on either a Check List or other forms of data collection helps direct attention and efforts to the truly important problems.* Raw Data Pareto Chart 75 % 50 % 25 % A Parking Lot is a place where group participants can anonymously communicate with facilitators or group leaders.. Parking Lot What is going well?? I/O What question do you have? What needs improvement What are the issues or observations? A B C D Other *You will generally gain more by working on the tallest bar than tackling the smaller bars. Slide 29 Slide 30

4 Document the initial conditions. What is the probletunity? Define the sys tem, project, problem, opportuni ty, s ituati on, or need. Develop and implement a theory for improvement. Study the results.. Copyright, 1998 Brenda Barnes & Jim Van Wormer Study the current situation. Analyze the causes. 7. Standardize the improvements. 8. Establish future plans. Project Bulletin Board RED ITEMS REQUIRE ACTION WITHIN 30 DAYS. Completed Items move to the Successful Projects Board. YELLOW ITEMS ARE SCHEDULED TO MOVE INTO RED. Items must be organized into segments capable of being addressed within 30 days. GREEN ITEMS CAPTURE ALL IMPROVEMENT SUGGESTIONS. The Nominal Group Technique [] provides a way to give everyone in the group an equal voice in problem selection. Items move into yellow as space permits. Slide 31 Slide 32 definitions give a clear communicable meaning to a concept which enables individuals to work on a system based on basic guides of understanding. There are no gray areas. Slide 33 A Pie Chart is used to display data which is represented by a circle [100 percent] and is then broken down into slices. The Pie Chart shows the most important problem areas by giving them a larger piece of the pie. Pie Charts are easy to read and are effective with all age groups. Slide 34 Pie Chart Act Delighted Customers Plan Pilot Projects provide evidence that proposed innovations or improvements will work. Pilot Projects are the DO of the Plan-Do-Study-Act [PDSA] Cycle. Study Do The Plan-Do-Study-Act [PDSA] Cycle Slide 35 A is tool used to document a Probletunity. A is divided into three parts: the current situation or existing state of the problem, the impact the problem has on the organization, and the desired state one would like to achieve by solving the problem or improving the process. Slide 37 Pilot Project Slide 36 s are short, clear, understandable written statements that identify the team s reason for existence and focus efforts and resources towards continuous change and improvement in specific direction. Slide 38 r A Story Board is the graphic representation and documentation of a Plan-Do-Study-Act Cycle. Plan-Do-Study-Act A Radar Chart illustrates relationships between characteristics of plotted data points in relation to the whole picture. Radar Charts can give a second interpretation to the same set of data in a Bar or Column Chart. Slide 39 Slide 40

5 Stratification helps analyze cases in which data may actually mask the real facts. This is often the case when the recorded data is from many sources but is treated as one number. Stratification breaks down single numbers into meaningful categories to focus corrective action. Stratification A and B Combined Slide 41 A Alone A and B Combined B Alone A Run Chart is used to monitor a process to see whether or not the long-range average is changing. Run Charts are the simplest quality tool to construct and use. Surveys are used when a project is planned, to prove the need and demand of the customer, or to test a group for determining quality. xxxxxxxxxx Compile the results xxxxxxxxxx using a Checklist xxxxxxxxxx and display them using a Bar Chart, Column Chart, or Pareto Chart. Slide 42 Systems Progress is a visual technique used to answer the questions: Where did we start? Where are we now? Where are we going? Slide 43 Suggested Reading Note: The following is not an alphabetical listing, but a list in suggested order for reading. The MEMORY JOGGER, TEAM Handbook and The Deming Management Method are available through the Grand Blanc Change Team Office. GOAL/QPC. The MEMORY JOGGER for Education. McClanahan, Elaine, and Carolyn Wick. Future Force: Kids That Want To, Can, and Do! Joiner Associates Inc. TEAM Handbook for Education. Slide 45 Langford, David P. Tool : Choosing and Implementing Quality Improvement Tools. Langford, David P. and Barbara A. Cleary, Orchestrating Learning With Quality. Walton,. The Deming Management Method. Systems Progress Slide 44 One Minute Paper Overall, how much did you get out of Plan-Do-Study-Act? Little or Nothing A Fair Amount A Great Deal What was the most important thing you learned? What was the muddiest point? [What was most unclear?] What single change by the authors would most have improved the program? Slide 46