1. CQI (TQM) Tools and Time Management

2. CQI or TQM?? u CQI – Continuous Quality Improvement or u TQM – Total Quality Management Technically, there are some differences in these two terms but for all practical purposes they can be combined for this class.

3. What is CQI? u A systematic, organization-wide approach for continually improving all processes that deliver quality products and processes.

4. Four CQI Principles u Develop a strong customer focus u Continually improve all processes u Involve employees u Use CQI tools to improve decision making

5. CQI and Time Management u It has been said that committees (and meetings) keep minutes… but waste hours. This is why CQI tools have been developed - to aid in decision making!

6. Selected CQI Tools u Affinity Diagram u Interrelationship Diagraph u Matrix Diagram u Nominal Group Technique

7. Affinity Diagram u Used to gather and group ideas u Encourages creativity u Breaks down communication barriers u Encourages “ownership” of ideas u Overcomes “team paralysis”

8. Affinity Diagram u Typically uses flip charts and post-it notes

9. Affinity Diagram u Start by writing the issue under consideration in one sentence. u This sentence is written at the top of the flip chart. How can we increase membership in our organization?

10. Affinity Diagram u All participants write ideas on post-it notes and place on the flip chart in any position – Write large – Use at least a noun and verb – 4-7 words work well How can we increase membership in our organization?

11. Affinity Diagram u No talking or commenting on ideas u Be creative, brainstorm

12. Affinity Diagram u After brainstorming – SILENTLY arrange like ideas in columns – All participants involved – It ok to move a note even if someone else has placed it in a column How can we increase membership in our organization?

13. Affinity Diagram u For each column, develop a phrase that summarizes the column u Place the phrase on a post-it note at the top of each column. This is called the header.

14. Interrelationship Diagraph (ID) u Used to systematically identify, analyze and classify the cause and effect relationships that exist among items u Helps focus on a possible solution

15. Interrelationship Diagraph (ID) u Encourages thinking in multiple directions u Finds cause and effect relationships u Allows key issues to emerge naturally u Helps identify root causes

16. Interrelationship Diagraph (ID) u Use the statement and header cards from the Affinity Diagram u Arrange the header cards in a large circular pattern

17. Interrelationship Diagraph (ID) u Compare each card with every other card – Ask “Is there a cause/influence relationship?” – If yes, ask “Which direction of cause/influence is greater?” u Draw an arrow showing the relationship A B

18. Interrelationship Diagraph (ID) u Tally the number of outgoing and incoming arrows for each item E F A D C B O=4 I = 0 O=0 I=3 O=2 I = 2 O=1 I = 1

19. Interrelationship Diagraph (ID) u The item with the largest number of outgoing items is the root cause or driver – this is generally the item to focus on u The item with the most incoming arrows indicates a key outcome

20. Matrix Diagram u Sometimes, things don’t get done after meetings because people are not clear as to who is supposed to do what u The Matrix diagram is one tool that helps overcome this problem

21. Matrix Diagram u Makes patterns of responsibility clear u Insures an appropriate distribution of tasks u Helps teams to reach concensus

22. Matrix Diagram u Select the key factors (tasks, jobs) that need to be done (might be derived from the ID or affinity diagram) u Assemble the group or team who will be responsible for doing the tasks.

23. Matrix Diagram u Prepare a grid u List tasks to be done down the left side of the grid u List individuals or teams along the top of the grid

24. BobSueSam Get Meeting Speakers Get Food Get Door prizes

25. Matrix Diagram u Place one of three symbols in the cells – Primary Responsibility – Secondary Responsibility or Team Member – Resource or Need to Know

26. BobSueSam Get Meeting Speakers Get Food Get Door prizes

27. Nominal Group Technique (NGT) u Helps a group to quickly achieve consensus u There is equal participation u Makes consensus (or lack thereof) visible

28. Nominal Group Technique (NGT) u Generate the lists of issues, problems, or solutions to be prioritized (could come from the affinity diagram) u Write statements on a flipchart or board Solution A Solution B Solution C Solution D Solution E

29. Nominal Group Technique (NGT) u Each member records the corresponding letters on a piece of paper and rank orders the statements. The highest ranking item should receive the highest number. – 10 items, 10 is the highest – 7 items, 7 is the highest Solution A - 2 Solution B - 4 Solution C - 5 Solution D - 1 Solution E - 3

30. Nominal Group Technique (NGT) u Tally the votes u The item with the largest score is the choice u If two items receive close scores, discussion could ensue Solution A - 22 Solution B - 41 Solution C - 57 Solution D - 10 Solution E - 34

31. Nominal Group Technique (NGT) u Voting variations – For long lists, give team members “one half plus one” votes 20 items on the list = use 11 votes

32. Nominal Group Technique (NGT) u Voting variations (multivoting) – If folks feel strongly about certain options let them take the number of possible votes and divide the votes between options Option A – 3 votes Option B – 0 votes Option C – 1 votes Option D – 0 votes

33. F Maps out feasible events and contingencies X= No O=Yes Process Decision Program Chart (PDPC)