ผศ.เสาวลักษณ์ สุขประเสริฐ มหาวิทยาลัยขอนแก่น มหาวิทยาลัยสงขลานครินทร์ พ.ค. 2559
A VISUAL method for displaying a quality Improvement story!
They: Tell you QI story in an organized way Harness the ‘power of the visual’ Depict your process improvement Give users real content that is easy to digest Provide an embraceable approach that needs little explanation Highlight your accomplishments!
Strategic Casual
“ A storyboard is a means of communicating work process improvement efforts using text and data- based graphics. It includes the steps taken, the findings, and the results achieved.”
“The process of visual thinking and planning that allows a group of people to brainstorm together, placing their ideas on a board and then arranging the story on the wall. This fosters more ideas and generates consensus inside the group.”
Uses graphics to inform, not for decorative or artistic purposes Forms a logical, easy-to-follow sequence Tells who and how to contact for additional information Has the right amount of information for the intended audience Speaks for itself and its creators Tells a complete story from start to finish Emphasizes critical inspection points of a process Balances graphics and text for ease of understanding
Communicates an entire story quickly and accurately Helps organize and display information Helps determine where a team is in pursuit of its improvement goals Helps management focus inspection questions on the critical few steps Is flexible in that it can be used for all facets of process management e.g. improvement tool, benchmarking
Allows internal benchmarking by communicating to others where a team is, how they got there, and what they have learned Can motivate a team by showing their progress and/or promoting their success Avoids the extra work of “preparing a presentation”. A team can create a storyboard as they perform process improvement
Focus less on format, more on meaningful content Can be used in future stage of university/faculty self assessment Provides an opportunity for mentor engagement Provides simpler alternative to application document Can be used as “living” year-over-year improvement plan
Quality Improvement process 1.Identify output 2.Identify customer 3.Identify customer requirement 4. Translate Customer into specification 5.Identify steps in Work process 6.Select measurements 7.Determine Process capability Can it produce Output? Exit to Work Process 8. Evaluate results Is there a problems? 9. Recycle Problem Solving No Yes Produce Output
Quality Improvement process (1) TEAM (2) REASON FOR IMPROVEMENT (3) FACTS (4) ANALYSIS(5) SOLUTION (6) RESULTS (7) IMPACT ON PRIORITIES (8) NEXT STEPS
Problem solving process (1) TEAM (2) PROBLEM IDENTIFICATION (3) PROBLEM ANALYSIS(4) SOLUTION GENERATION/SELECTION (5) IMPLEMENTATION AND EVALUATION
PERFORMANCE/CONTRIBUTING FACTORS STRENGTHSIMPROVEMENT AREAS ACTIONS Area of FOCUS: OWNER Storyboard – Key Questions to Ask Rating Y 1 Y 2 Y 3
PERFORMANCE/CONTRIBUTING FACTORS STRENGTHSIMPROVEMENT AREAS ACTIONS Area of FOCUS: OWNER Storyboard – Key Questions to Ask Rating Y 1 Y 2 Y 3 -Is the most appropriate summary of performance chosen against the desired state? -Have the key processes and measure been identified? -Is there evidence of trends and back-up indicators? -What is the root cause of the current performance? -Is the analysis rigorous enough? -Why is the performance at the current stage? -How do these strengths relate to performance? -Why are these strengths? -How pervasive is the agreement on these strength? -What is the basis of their identification- linkage to root causal or management by fact? -Why are these improvement? -How will these actions improve results? -What is the linkage of these improvement areas to achieving operational excellence? -What is the process capability? -Are the actions specific enough? -Who own the actions? -What is the management review and follow-up process?
The A3 report is a storyboard that follows the PDCA cycle. While there is no firmly set format for the A3 report, a typical version contains the following sections: Background Current Conditions Goal(s) Root-Cause Analysis Countermeasures Effect Confirmation Follow-Up Actions
Authors of the A3 report should feel free to adjust this problem solving tool to suit their needs, but should never stray far from the guiding principles: using the PDCA cycle, taking a team approach, back and forth communication, guidance from an experienced mentor, deeply understanding the problem, creating agreement about goals, and making decisions based on fact.
A3 Storyboard Layout Background Current state Goal & Objective Root Cause Analysis Future state and countermeasures Check Results and Impacts Follow-up 7 Element of A3 Thinking Logical Thinking process Objectivity Results and Process Synthesis, Visualization, Distillation Alignment Coherency Within and Consistency Across System Viewpoint
PDCADMAICA38D/PSP Plan Define Clarify the problem1. Create Team & collect information 2. Describe the problems Measure Breakdown the problem Set the target3. Define Containment Actions Analyze Analyze the root cause4.Analyze the root cause Develop Countermeasure 5. Define possible corrective Actions DoImprove See Countermeasure6. Implement corrective Actions Check Control Evaluate Results & Processes 7. Define Actions to avoid recurrence 8. Congratulation your Team Act Standardize Success
DMAIC Storyboard
Based on your organization self assessment soring and OFIs Select one or two aspects of a problems/issue and create storyboard โดยใช้ Storyboard – Key Questions to Ask
PERFORMANCE/CONTRIBUTING FACTORS STRENGTHSIMPROVEMENT AREAS ACTIONS Area of FOCUS: OWNER Storyboard – Key Questions to Ask Rating Y 1 Y 2 Y 3