1. System Maps
Critical process mapping, also called system diagramming, is useful tool for helping define the critical processes at work within the organization and the degree to which these processes are connected.
Used in strategic planning applications as well as corporate wide improvement initiatives, system maps provide a means of defining how the organization accomplishes its work and provides employees and improvement teams with a 'systems view' of the organization.
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2. Flowcharts
One of the standard tools of improvement, flowcharts provide a visual depiction of the process at work and a basis for making improvements. The flowchart module contains details on how to create flowcharts, useful interviewing technques as well as how to interpret flowcharts including the ten places to look for waste and value lost.
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3. Cause and Effect Diagrams
Cause and effect diagrams, also called Ishikawa or fishbone diagrams, are another indispensable tool of improvement. They present a visual model of the cause and effect system at work leading to some specific problem or performance level. This module covers not only the cause and effect diagram but also various supporting tools designed to help improvement teams identify root causes. Among these supporting tools are Is/Is Not Analysis, and frequency classification.
Also covered is the SEADAC system -- using the cause and effect diagram as a basic framework for documenting root causes, planned solutions as wellas the relative success of various change initiatives.
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4. Dealing With Data
The pathway to improvement is found in having data. But do you know what to do with it when you get it?
Dealing With Data emphasizes the PiT approach -- that there are only 4 things you can do with data. This simplifies topics as far ranging as sampling and sampling design, statistics, data organization and interpretation -- making the field far more accessible and understandable to those working with the numbers.
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5. Enumerative Analysis
Enumerative analysis helps employees understand the basics of enumerative studies in statistics including topics as the importance of sampling in enumerative designs, basic statistical methods, estimation, hypothesis testing and related topics. The focus is on the business applications of enumerative studies.
Those familiar with Dr. Deming's famous distinction between enumerative and analytical studies will recognize the importance of keeping discussions of clearly distinguishing enumerative and analytic studies. In this module, comparisons of appropriate enumerative versus analytic applications are made to enhance particpant understanding of where and when to use enumerative (as oppossed to analytic) methods
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7. Run Chart
The basic analytical tool with widespread application -- the run chart is famous for its simplicity and ease of preperation. Some have interpreted this as a lightweight approach analysis. But run charts can help identify special and common causes of variation and are essential for analysis of field experiements -- testing new approaches against the old or examing the performance of one production system against another.
This module details the means of preperation, including the three essential rules, as well as the basic methods of interpretation.
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8. Measured Control Chart
The center of any performance measurment program is, or ought to be, the measured control chart. This module covers the basics of measured control charts, their construction and applications. The module covers the three basic Shewart charts -- XmR, X-Bar, R and the X-Bar, s charts. Exercises are provided for each chart type.
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9. Attribute Control Chart
Attribute control charts are more difficult to apply than measured control charts but the payback often comes in the form of more easily communicated results. It is important to do attribute charts right. This module ensures participants know the limitations and underlying assumptions of attribute control charts, their proper application and interpretation. All four of the basic attribute charts are covered -- the np, p, c and u charts.
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10. Histograms
Histograms are the performance profile of a process. Proper chart creation is essential, however. The histogram is not a bar chart and the use of histograms without knowledge of proper chart construction has led more than one organization into a minefield of poor decision making.
This module will focus on the proper creation of histograms as well as interpretation.
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11. Capability Analysis Tools
Capability may be one of the most often quoted, least understood areas of performance measurement. This module covers the range of approaches including sigma analysis (ST and DNS), capability indexes (Cp and Cpk), defect/six sigma approaches (DPMO) and Taguchi Loss Function. The advantages, disadvantages and relations among the various approaches are presented and discussed.
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12. Pareto Charts
Pareto charts are invaluable when dealing with qualitative data that has been grouped in some fashion or when dealing with categories. Special attention is paid to Pareto chart applications, interpretation and the Pareto one-two punch discussed in the PiT.
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13. Box and Whisker Plots
Box and whisker plots, along with their analytical cousins the dot plot, are key tools in analyzing stratified data and when examing processes for cause and effect relationships -- that is root cause analysis. This module presents both tools with supporting examples and exercises.
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14. Scatter Diagrams
Scatter diagrams are a key tool in examining processes for cause and effect relationships. Unfortunately, the errors associated with scatter diagrams are numerous. Learn the basics of scatter diagram construction, typical applications and most importantly, proper interpretation of results.
Topics covered include proper sampling design, the use of least squares regression, non-metric quadrant analysis, proper graph creation and interpretation hints.
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15. Real Time Experimental Design
The basics of experimental design using run and control charts for analysis. Focus is on the application of experiments on existing, functioning processes that limit the ability to create more formal structured designs. Topics include the basic types of experiements, levels of formality, planning for experiements, the single factor experiment and the two factor experiment.
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16. Brainstorming & Multi-voting
Brainstorming is a useful and flexible process which is used to help bring out a variety of creative ideas or solutions and can be used alone or by groups of people.
Multivoting is a voting procedure often used following a brainstorming session. Its purpose is to select the ideas the team considers most important or relevant to the problem or issue at hand.
Multivoting should not be avoided when final decisions must be made or when there is contentious issues among team members. In these situations of higher risk, decision techniques using evaluative criteria should be used.
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17. Mind Mapping
Resembling cause and effect diagrams with their branch like organization, Mind Mapping combines the divergent properties of brainstorming allowing for wild ideas and for individuals to build upon the ideas of others.
Mind map branches radiate from a central core in all directions. The branch like effect can help contribute to the brainstorming effort as making things visible helps people build on the ideas of others and can also make gaps apparent.
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18. Nominal Group Technique
The Nominal Group Technique attempts to generate and then reduce information in a single session, but minimizes the interaction between team members. Voting takes place in silence, as opposed to voting in groups, which allows team members to work more as individuals but within a group setting.
Using this method keeps minds focused on the issues at hand when the team is stuck in some form of disagreement or when a highly controversial or emotionally charged issue is at hand. The technique is also useful when the team leader wants to encourage participation from everyone.
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19. Crawford Slip and Affinity Charting
Crawford Slip uses individual “slips” of paper, to gather and organize data. Pieces of qualitative and quantitative data are put on to slips and worked together in the process allowing the team to recombine what it knows in new and different ways.
Affinity charting takes large ammounts of unstructured data and groups the data elements based upon some perceived affinity among the elements allowing us to better understand problems or see old issues in new ways. Having the grouping process done in silence forces individuals to think about what is going on.
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20. Tree Diagrams
Tree Diagrams are very effective for organizing large groups of data or information in to heirarchical levels. By organizing the data according to some logical order, we can see how all the elements of the issue or plan relate to the overall goal or issue. This ability to present both the big picture as well as all the smaller elements contributing to it, in a clear logical format is the real strength of the Tree Diagram.
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21. Preference Tools
Used as an information gathering technique, Preference Tools assess how much agreement exists between team members. Team leaders and facilitators can quickly assess the current thinking on the team as well as the current situation among team members and the strength of differences of opinion if any.
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22. Pugh Concept Selection Matrix
The Pugh Concept Selection Matrix is a tool for evaluating the new concepts and comparing them to existing and/or world-class benchmarks. This tool allows a number of alternative concepts to be evaluated simultaneously against a great many criteria if so required. Additionally, the evaluation takes place against a reference concept with which the team is already familiar or whose performance characteristics are already known. This provides for a more grounded, real world evaluation framework than is provided by alternative approaches.
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23. Analytical Data Matrix
The Analytical Data Matrix is a versatile tool which can be used to help teams deal with a host of decision making and priority setting problems. For this tool, x and y axis represent the two basic decision criteria against which various alternatives will be evaluated. Usually these criteria are some measures of organizational effort (cost) on the x axis and potential return or impact (benefit) on the y axis. Each decision alternative is plotted on the matrix by their respective effort and impact scores.
By reducing the decision criteria to two, the analytical matrix simplifies representation of the issues and can provide for effective communication of complex decisions.
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24. Criteria Rating Technique
The criteria rating technique uses a matrix to compare various decision alternatives against evaluative criteria. The alternatives are placed along the top of the matrix creating the set of columns. Evaluative criteria are placed along the sides of the matrix to create the rows. The intersection points record the rating given each alternative relative to the criteria. The team first rates the importance of each criterion and then rates each alternative against each criterion. The alternative scoring highest is selected.
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25. Analytical Hierarchy Process
The Analytical Hierarchy Process is similar to the Criteria Rating Matrix, but with the analytical hierarchy, a method of paired comparisons is used combined with a scale that elicits the strength of the comparison. Personal computer software designed specifically for this process has made it easier to complete the mathematical manipulations which are needed for this process.
Nothing, compares with the process for evaluating complex situations and providing a foundation for sound decision making.
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26. Force Field Analysis
Force field analysis is a tool designed to help teams identify and analyze the forces acting to support or resist a proposed change by presenting a graphical representation of the forces either supporting or resisting change. The rate of change will be determined by the relative strength of the forces at work. If the forces supporting the change are greater than those opposing it, change will come about.
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27. Responsibility Charting
Responsibility charts are a matrix or table of how human resources are deployed or assigned to different tasks or roles. Resources such as people or departments are placed across the top of the table while activities such as task assignments or specific jobs are placed down the side. A coding system is then defined to describe the relationship between the resource and the activity.
Responsibility charting should be used whenever levels of complexity are such that the team may become confused as to who is responsible for what, who is to be consulted before going ahead, approvals required and so forth.
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28. GANTT Charting
GANTT charts are a special form of deployment chart presented as a table or matrix, however, GANTT charts deploy time instead of deploying people to a specific task. They present how long each task will take including when it starts and finishes.
As the number or complexity of the tasks requiring completion increases, or as the importance of time increases, so too does the applicability and usefulness of GANTT charts.
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29. PERT
PERT (Program Estimating and Review Technique) attempts to determine the time a task should take asking three questions. What is your most pessimistic estimate? What is your most optimistic estimate? What is your most likely estimate?
After mathematically manipulating the answers given, a probabilistic estimate of the time it will take to complete a project or specific task can be attained.
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30. Relationship Diagram
The relationship diagram is a visual representation of the causal, sequential or logical connections among the components of a complex issue or system. Basically, it allows teams to break out of the linear thinking patterns or methods of analysis and graphically represent the real world with all its complexity.
Creating the relationship diagram assumes the basic components of the system to be analyzed are known through the use of process mapping, affinity charting, tree diagrams, etc. The purpose of the relationship diagram is to help the team explore and analyze the interrelationships between these components.
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31. Matrix Diagrams
Matrix diagrams are basic planning tools used to show and analyze the relationship between two or more elements or factors. Taking the form of a table, matrix diagrams use special symbols at the intersection points to detail the nature and strength of the relationship between the element in the row and the element in the column.
Matrix diagrams can be used to analyze the relationship between demanded product features and customer segments, types of operational problems and process components or between objectives and strategies.
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32. Deployment Chart
The deployment chart provides a visual map of how each component of the organizational system contributes to higher order purpose. The links between what is demanded (by the organization or its customers) and how it is to be obtained allows for critical review and creation of alignment.
The deployment chart provides a clear line of site across the organization, allowing people to see and understand how they contribute to the bigger organizational picture.
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