Quality Tools and Decision Making1

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10/3/2010

Quality tools and ProblemSolving

Quality Tools and Decision Making

Prepared by: Firas Abu-Haija



10/3/2010 Quality tools and ProblemSolving

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Goals and Objectives

Enable the trainees to:

~ Know some of the quality tools (problem

solving) and the attributes of every tool.

~ Enhance the decision making processthrough using quality tools to accomplish

every day work.




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Quality Tools

1. 5 Whys

³Quickly Getting to the Root of a Problem´When looking to solve a problem:

~ start at the end result and work backward(toward the root cause), continually asking:

"W

hy?³.~ repeat it over and over until the root cause

of the problem becomes apparent.




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Characteristics of 5 Whys strategy

~ Easy and often-effective tool for uncovering theroot of a problem.

~

Because it is so elementary in nature, it can beadapted quickly and applied to most anyproblem.

~ if it doesn't prompt an intuitive answer, otherproblem-solving techniques may need to beapplied.




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Group work activity

~ Use the 5 Whys? Tool to identify the reasonsof ³there is no water in the schools tanks?




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2. Cause and Effect Diagrams (FishboneDiagrams, or Ishikawa Diagrams)

~ Identifying the Likely Causes of Problems.

~ Help you to think through causes of a problemthoroughly.

~ Their major benefit is that they push you to consider

all possible causes of the problem, rather than justthe ones that are most obvious.




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How to Use the Tool:

~ Identify the problem:

1. Write down the exact problem you face in detail. Whereappropriate identify who is involved, what the problem is,

and when and where it occurs.2. Write the problem in a box on the left hand side of a large

sheet of paper.3. Draw a line across the paper horizontally from the box. This

arrangement, looking like the head and spine of a fish, givesyou space to develop ideas.

~ W ork out the major factors involved :identify the factors that may contribute to the problem.




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~ Draw lines off the spine for each factor, and label it.These may be people involved with the problem, systems,equipment, materials, external forces, etc.Try to draw out as many possible factors as possible. If youare trying to solve the problem as part of a group, then thismay be a good time for some brainstorming.

~ Identify possible causes:For each of the factors you considered in stage 2,brainstorm possible causes of the problem that may berelated to the factor. Show these as smaller lines coming off the 'bones' of the fish. Where a cause is large or complex,

then it may be best to break the it down into sub-causes.Show these as lines coming off each cause line.

~ Analyze your diagram:investigate the most likely causes further. This may involvesetting up investigations, carrying out surveys, etc. Thesewill be designed to test whether your assessments arecorrect.

How to Use the Tool:




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3. Affinity Diagrams

~ Organizing Ideas Into Common Themes

~ helps to synthesize large amounts of data by

finding relationships between ideas.

~ information is then gradually structured from thebottom up into meaningful groups. From there

you can clearly "see" what you have, and thenbegin your analysis or come to a decision.




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Affinity diagrams can be used to:

1. Draw out common themes from a largeamount of information.

2. Discover previously unseen connectionsbetween various ideas or information.

3. Brainstorm root causes and solutions to aproblem.



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Solving

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Notes

~ Because many decision-making exercises.

~ begin with brainstorming, this is one of the most

common applications of affinity diagrams.

~ After a brainstorming session there are usuallypages of ideas. These won't have been censoredor edited in any way, many of them will be very

similar, and many will also be closely related toothers in a variety of ways. What an affinitydiagram does is start to group the ideas intothemes.




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How to Use the Tool

1. Describe the problem or issue:

2. Generate ideas by brainstorming. Write eachidea on a separate sticky note and put theseon a wall or flip chart. Remember to:

Emphasize volume.

Suspend judgment.

Piggyback on other ideas.




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How to Use the Tool

3. Sort ideas into natural themes by asking:

What ideas are similar?

Is this idea connected to any of the others?

If you're working in a team:

Separate into smaller groups of 3 to 4 people.

Sort the ideas IN SILENCE so that no one isinfluenced by anyone else's comments.

Keep moving the cards around until consensus isreached.




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4. Create total group consensus:

Discuss the shared meaning of each of the sortedgroups.

Continue until consensus is reached.

If some ideas do not fit into any theme, separatethem as "stand-alone" ideas.

If some ideas fit into more than one theme, create aduplicate card and put it in the proper group.

Try to limit the total number of themes to betweenfive and nine.

How to Use the Tool




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How to Use the Tool

5. Create theme cards (also called affinity cards or headercards):

~ Create a short 3-5 word description for the relationship.

~ If you're working in a group, do this together, out loud.

~ Write this theme/header on a blank card and place at thetop of the group it describes.

~ Create a "super-headers" where necessary to groupthemes.

~ Use a "sub-header" card where necessary as well.




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6. Continue to group the themes/headers untilyou have reached the broadest, but stillmeaningful, categories possible:

Draw lines connecting the super-headers,themes/headers, and sub-headers.

You'll end up with a hierarchical structure that

shows, at a glance, where the relationships are.

How to Use the Tool




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Group work activity

~ Using the affinity diagram with your group toidentify the main reasons of violence

between students in the schools´ .




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4. Nominal Group Technique (NGT)

~ A sophisticated form of brainstorming, which allows ateam to come to a consensus on issues, problems, orsolutions.

~ makes it possible for a team or group to quicklycome to a consensus on the relative importance of issues, problems, or solutions

~ by completing individual importance rankings into ateam¶s final priorities.




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Benefits of NGT

~ Builds commitment to the team¶s choicethrough equal participation in the process.

~ Allows every team member to rank issueswithout being pressured by others.

~ Puts quiet members on an equal footing withmore dominant members.

~ Makes a team¶s consensus (or lack of it)visible; the major causes of disagreement

~ can be discussed.




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Procedure for NGT

1. Generate the list of issues, problems, orsolutions to be prioritized.

2. Write statements on a flipchart or board.

3. Eliminate any duplicates, and/or clarify meaningsof any of the statements.

4. Record the final list of statements on a flipchartor board.

~ For example: Why does the department haveinconsistent output?




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Procedure for NGT contd..

A. Lack of training

B. No documented process

C. Unclear quality standardsD. Lack of cooperation with other departments

E. High labor turnover Always use ³letters´ toidentify each statement.




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5. Each team member records the corresponding letterson a piece of paper and ³rank orders´ thestatements.

Example: Ahmed¶s sheet of paper looks like this:

A 3 ³5´-->most important

B 4 ³1´--> least important

C 5

D 1E 2





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6. Combine the rankings of all team members.Ahmed Mohammad Osama Fatima Total

~ A 3 2 3 5 13

~ B 4 4 2 4 14~ C 5 5 4 3 17~ D 1 3 5 1 10~ E 2 1 1 2 6

C -U

nclear quality standards would be given thehighest priority.





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5.Gap Analysis

Used to evaluate the current situation and compareit with the expected one.

That need answering the following questions:

1.W

here are we now?2. Where should we be?

3. Why are we here?

4. How our performance stable here?

~ Gap analysis process includes identifying,documenting, and approving the discrepancybetween the abilities and requirements(benchmarking)




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Procedure for Gap Analysis

1. Spider ChartsChart that shows performances and compares it with the desired

states (benchmarking)

Example: the performance of a school on 5 standards

School Performance

050

100

150Standard1

Standard2

Standard3Standard4

Standard5

desired

performance

Actual

performance




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2.Balance score cards

~ Important tool to evaluate performance , usually used bymanagers to monitor the performance

~ Example:

procedureobjectivemeasureGoalStrategicperformance

Professional growth forteachers, Meeting withstudents parents

Ratio is(88%) inMarch

Remedialplan

Successratio inMath(100%)

Teaching andlearning




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How to Use the Tool

To carry out a force field analysis, first download ourfree worksheet and then use it to follow these steps:

Describe your plan or proposal for change in the middle.

List all forces for change in one column, and all forcesagainst change in another column.

Assign a score to each force, from 1 (weak) to 5(strong).




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6.Force Field Analysis

~ For example, imagine that you are a manager decidingwhether to install new manufacturing equipment in yourfactory. You might draw up a force field analysis like theone in Figure 1:




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You have an employee that do not acceptsupervision ,criticizing or guidance, identify

the forces influencing in both direction try torate it, then try to solve the problem byenforcing the forces with, and weakeningthe forces against?

Group work activity




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7. Process decision program chart

~ Identify the primary and secondary tasks(sub tasks).

~ We made decisions for each sub taskaccording to the resources by giving O forthe possible task and X for the not possible

one.~ Example: identify the tasks and sub task

that affect the school environment




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7. Process decision program chart

Enhance

School

Environment

Enhance

cleanness

Enhance

Order

Recruiting Leasing Activating

Identify

tasks

responsibiliti

es

Corporal

punishment

Inspection

Take

disciplinary

measures

Motivation

X X X XO O O



10/3/2010

Quality tools and ProblemSolving

Six Thinking Hats

Prepared by :Firas .M Abu-Haija




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I. Review g .

II. Introduction.

1. Thinking rocess.

2. Decision king rocess.

III. Benefits of six h t thinking.

IV.Six h ts thinking strategy.1. Blue hat.

2. White hat.

3. Red hat.

4. Yellow hat.

5. Black hat.

6. Green hat.V. Ground Rules

VI. Facilitator¶s Role.

VII. Participant¶s Role.

VIII. Summar y.

Purpose: To enhance our decision making process

by using the six thinking hats for Edward de Bono




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Goals :

~ Identif y the six hats thinking strategy.

~Determine what is meant by each color of

the hat.

~Know how to use the six hats strategy in decision making process




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Introduction

~ Thinking Process: related to the ability to solve problems.

~

Decision making:

Choices made from among alternatives developed from data perceived as relevant.

~ Hats help a group use parallel thinking

You can ³put on´ and ³take off´ a hat




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~ Six hats thinking can be used to:

Create more creative Decision making.

Improve communication.

Train people to use a clearer way of thinking.

~ Six colors of hats for six types of thinking:

Each hat identifies a type of thinking

Hats are directions of thinking

Introduction




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Intuitive Informative Constructive

CautiousCreativeReflective

Six Thinking Hats




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SIX HATS, SIX COLORS

~ White Hat ± neutral and objective

~ Red Hat ± realm of the emotional view and feelings.

~ Black Hat ± caution. It points out weaknesses in an idea.

~ Yellow Hat ± positive, sunny and optimistic.

~ Green Hat ± creativity and new ideas.

~ Blue Hat ± cool, concerned with control, or ganization of the thinking process, and use the other hats




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THE BLUE HAT

³Lets put the blue hat on´

~ Define the problem.

~ Define the tar gets.

~ Instruction to think.

~ Control and respect of the rules.

~ Right and explorative questions.

~ Summaries ,conclusions.




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THE BLUE HAT

Open with the blue hat

~ Where should we start?~ What is the agenda?

~ What are the objectives?

~ Which hats should we use?

~ How can we summarize?

~ What should we do next?




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THE BLUE HAT

~ close with the blue hat

~ What we have achieved ?~ Outcome

~ Conclusion

~ Design

~ Solution

~ Next steps




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THE RED HAT

What are my feelings right now?

Emotional Thinking

What does my intuition tell me?

What is my gut reaction?

What do you like about the idea?

What don¶t you like about this?

³Lets put the red hat on´




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THE BLACK HAT

What are some possible problems?

What difficulties could we encounter?

What are points for caution?

What are the risks?

Will it work?

Does it fit?

Prepare contingency plans.

³Lets put the black hat on´




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THE YELLOW HAT

optimistic viewpoint.

What are the benefits?

What are the positives?

What are the values?

Spot opportunities that arise from the idea.

Can this be made to work?

³Lets put the white hat on´




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THE GREEN HAT

~ What creative ideas do we have?

~ New ideas ,concepts ,perceptions.~ What are the alternatives?

~ How can we overcome the black hat difficulties?

~ Beyond what is well known.

³Lets put the green hat on´




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BENEFITS OF THE SIX HAT METHOD

Quick and effective thinking.

Time saving approach.

looking at something from all of its different angles.

focus our thought process and filter out ideas and

outputs.




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Facilitator¶s Role

~ Clarif y the focus of the team¶s thinking.

~ Plan the sequence and timing of the thinking.

~ Ask for changes in the thinking if needed.

~ Manage requests from the group for changes in the

thinking.

~ Facilitate periodic or final summaries of the thinking

for consideration by the team.




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Participant¶s Role

~ Follow the lead of the facilitator.

~ Use and understand the nature of each direction

of thinking.

~ Work within the time limits.

~ Contribute fully and honestly under each of the

hats.




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Summary

~ White: objective facts & figures

~ Red: emotions & feelings

~ Black: downside, flaws & risks~ Yellow: upside, positive outcomes

~ Green: creativity & new ideas

~ Blue: organization of thinking




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~Questions?

Quality Tools and Decision Making1

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