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A Practical Approach A T OOLKIT FOR C ONTINUOUS I MPROVEMENT : Angel M. Fonseca, Faculty Sarah G. Petsis, Administrator Ellen S. Young, Staff.

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Presentation on theme: "A Practical Approach A T OOLKIT FOR C ONTINUOUS I MPROVEMENT : Angel M. Fonseca, Faculty Sarah G. Petsis, Administrator Ellen S. Young, Staff."— Presentation transcript:

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2 A Practical Approach A T OOLKIT FOR C ONTINUOUS I MPROVEMENT : Angel M. Fonseca, Faculty Sarah G. Petsis, Administrator Ellen S. Young, Staff

3 T HE J OURNEY  Joined AQIP in 2003  Launched three Action Projects  Launched writing team for Systems Portfolio  Appraisal Feedback enlightened us

4 AP4 AND T RAINING  CQIN (Continuous Quality Improvement Network) 2008 project  Launched Action Project 4: Sustaining a Quality Culture  Initiated quality tools training

5 L ESSONS L EARNED  Discovered we already used some tools, but inconsistently  Documented all tools we found useful, and how we might use them

6 C ONSENSUS B UILDING  Consensus Building  Difficult to attain with different perspectives  NOT a unanimous or majority vote  Can be supported by everyone, no one opposes

7 S CENARIO  Arrange in work groups  Scenario – Who gets the money?  Department has $1,000 of a $20,000 budget remaining  Four different faculty request the full $1,000  Read the Scenario

8 B RAINSTORMING  To build consensus, brainstorm criteria for decision making…  Select a recorder  Allow all contributions  Don’t censor and don’t criticize  No discussion required….  You have 60 seconds…………..GO!

9 B RAINSTORMING C OMPLETED Previous funds given # Students enrolled # Sections taught Original budget allocation Rank Useful life of purchase Additional cost of use Seniority Can purchased items be shared Popularity among students Popularity among faculty Frequency of using purchase Sabbatical leave request If replacement, age of replaced items Similar products recently purchased

10 M ULTI -V OTING  How do we narrow our brainstorming list to something manageable?  How do we get everyone’s ideas included?  How do we establish consensus?

11 M ULTI -V OTING  Vote on 1/3 of total items  Place a tally next to the five (5) items you think are the most important criteria  You have 5 minutes… VOTE!

12 M ULTI -V OTING R EVIEW  Continue rounds of voting as many times as necessary  Identifies most important criteria  Reduces the list

13 W EIGHTED V OTING  More votes = more weight Professor Previous Funds Given Yes = 1, No = 5 (Value = 10) Additional Cost of Use Yes = 1, No = 5 (Value = 7) Purchased Items can be shared Yes = 5, No = 1 (Value = 4) Total Score Professor Doyle1 x 10 = 105 x 7 = 351 x 4 = 449 Professor Douglas5 x 10 = 501 x 7 = 75 x 4 = 2077 Professor Daniels1x 10 = 101 x 7 = 71 x 4 = 421 Professor Dorsey1 x 10 = 105 x 7 = 355 x 4 =2065

14 PDCA AS A QI T OOL  Four step problem- solving process  Shewhart cycle, made popular by Deming  Other tools were organized by the PDCA cycle…

15 PDCA AS A S TORY B OARD

16 JCC’ S Q UALITY T OOLKIT – A W AY OF D OING B USINESS  PDCA  Meeting Mechanics  Planning, Consensus Building, Decision Making  Problem Solving  Facilitation Guide Agenda Minutes Plus / Delta Evaluation Ground Rules Issue Bin Brainstorming Multi-Voting Weighted Voting Affinity Diagram Consensus Force Field Analysis Benchmarking Fishbone Diagram Flow Charts Expert Advice Check Sheet Pareto Chart Gantt Chart Interview/Survey Charter Evaluation Executive Summary

17 Thank you for attending! Q UESTIONS ? Angel M. Fonseca Sarah G. Petsis Ellen S. Young


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