Designing and Conducting Performance Improvement Interventions

Designing and Conducting Performance Improvement InterventionsScott BohlinBellevue University MSOP 606 2015

Hello and welcome to todays instruction on Designing and Conducting Performance Interventions1

Where to Start?Benjamin Franklin said Without continual growth and progress, such words as improvement, achievement, and success have no meaning. So how does this apply to the subject at hand?

Designing and Conducting Performance Improvement Interventions- To design and conduct something is the ability to create and implement changes that bring about improvement to the performance of our organization. By doing so we intervene, we change the course or outcome of our business.

Benjamin Franklin said Without continual growth and progress, such words as improvement, achievement, and success have no meaning. So how does this apply to the subject at hand?

Designing and Conducting Performance Improvement Interventions is to design and conduct something and the ability to create and implement changes that bring about improvement to the performance of our organization. By doing so we intervene, we change the course or outcome of our business.2

Formulating StrategyTodays instruction will concentrate on the methods used in designing and conducting performance improvement intervention.

Todays instruction will concentrate on the methods used in designing and conducting performance improvement intervention. Lets begin.

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The 5 Whys method

The process is as follows- Write down the issue. Writing the issue down, formalizes the problem and describes it completely. It also helps everyone focus on the same thing.Ask why the problem happens and write it down below the problem.If the answer doesnt identify the root cause of the problem you wrote down in Step 1, ask Why again and write that answer down.Loop back to step 3 until everyone is in agreement that the problem is identified. This could take more than one try.

Click for Example

The Five Whys works by continuing to ask questions looking for the source of a problem instead of treating symptoms. This process allows for a more permanent solutionThe process is as follows-

-Write down the issue. Writing the issue down, formalizes the problem and describes it completely. It also helps everyone focus on the same thing.

-Ask why the problem happens and write it down below the problem.

-If the answer doesnt identify the root cause of the problem, you wrote down in Step 1, ask Why again and write that answer down.

-Loop back to step 3, until everyone is in agreement that the problem is identified. This could take more than one try.

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Tools of the TradeAnother tool in the use of the 5 Whys is the fishbone diagram.

Primary Cause

Issue

Another tool in the use of the 5 Whys is the fishbone diagram. 5

Developing that frameworkPDCA Model- is a repetitive four-stage model for continuous improvement in business process management. The PDCA Model works as follows-Plan: Define the problem to be addressed.Do: Develop and implement a solution; decide upon a measurement to gauge its effectiveness.Check: Confirm the results through before-and-after data comparison.Act: Document the results, inform others about process changes, and make recommendations for the problem to be addressed in the next PDCA cycle.

PDCA Model- is a repetitive four-stage model for continuous improvement in business process management.

The PDCA Model works as follows

First we plan, we define the problem to be addressed.

Second we Do, Develop and implement a solution.

Third Check, we confirm the results through before-and-after data comparison.

And fourth Act, to Document the results, inform others about process changes, and make recommendations for the next PDCA cycle.

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The PDCA works in an endless cycle always improving.

The PDCA works in an endless cycle always improving.7

The Seven New Quality ToolsHere we will briefly touch on the Seven New Quality Tools. Look below for examples of each in its graph form.

Matrix diagrams- Have six differently shaped matrices possible: L, T, Y, X, C and roofshaped, depending on how many groups must be compared).

Relations DiagramAffinity Diagram

Tree Diagram

Arrow Diagram

Process Decision Program Chart

Here we will briefly touch on the Seven New Quality Tools. Look below for examples of each in its graph form.

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The seven new quality tools are used to ease the quality improvement process in the area of statistics and trouble shooting.1. Affinity Diagram: organizes a large number of ideas into their natural relationships.2. Relations Diagram: shows cause-and-effect relationships.3. Tree Diagram: breaks down broad categories into finer and finer levels of detail.4. Matrix Diagram: shows the relationship between two, three or four groups of information and can give information about the relationship.

The seven new quality tools are used to ease the quality improvement process in the area of statistics and trouble shooting.

The Affinity Diagram organizes large number of ideas into their natural relationships.

Relations Diagrams show cause-and-effect relationships.

A Tree Diagram breaks down broad categories into finer and finer levels of detail.

And Matrix Diagrams show relationships between two, three or four groups of information and give information about those relationships.9

5. Matrix Data Analysis: a complex mathematical technique for analyzing matrices, often replaced in this list by the similar prioritization matrix. 6. Arrow Diagram: shows the required order of tasks in a project or process.7. Process Decision Program Chart (PDPC): systematically identifies what might go wrong in a plan under development.

(Excerpted from Nancy R. Tagues The Quality Toolbox, Second Edition, ASQ Quality Press, 2004)

Matrix Data Analysis is a complex mathematical technique for analyzing matrices and is often replaced by the similar prioritization matrix.

Arrow Diagrams show the required order of tasks in a project or process.

PDPC systematically identifies what might go wrong in a plan under development

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Six Sigma Methodology, DMAIC, and DMADV Six sigma is a method using a set of tools and techniques and following a defined set of steps in order to identify and remove defects and variables and improve business processes. Six Sigma has two primary methodologies to complete its goals DMAIC and DMADV.

Six sigma is a method using tools and techniques and following a defined set of steps in order to identify and remove defects. Six Sigma has two primary methodologies to complete these goals, DMAIC and DMADV.

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DMAICDefine- what is the issue, what is the goal.Measure- identifying capability's and measuring risks.Analyze- developing and designing alternatives.Improve- optimizing processes for future production.Control- correct deviations before they result in future defects.

DMAIC is toDefine- What is the issue, what is the goal.Measure- identifying capability's and measuring risks.Analyze- developing and designing alternatives.Improve- Optimizing processes for future production andControl- correct deviations before they result in future defects.12

DMADVDefine- design goals consistent with demandsMeasure- identify CTQs, measure capabilities and risks.Analyze- develop and design alternatives.Design- improved alternatives.Verify- verify designs, set up pilots, implement processes.

DMADV is toDefine- To design goals consistent with demandsMeasure-Is to Identify our CTQs or Critical To Quality characteristics and measure our capabilities and risks.Analyze-This is where we develop and design alternatives.Design- To implement improved alternatives andVerify- This is the time to verify designs, set up pilots, and implement processes.

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To end with a quote that is fitting,

You can't expect to meet the challenges of today with yesterday's tools and expect to be in business tomorrow. Unk.

With an appropriate mindset, ambition, and tools we will always find our success. Thank you for you time

To end with a quote that is fitting,

You can't expect to meet the challenges of today with yesterday's tools and expect to be in business tomorrow.

With an appropriate mindset, ambition, and tools we will always find our success. Thank you for you time.

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ReferencesiSix Sigmahttp://www.isixsigma.com/tools-templates/cause-effect/determine-root-cause-5-whys/Adams, Joan The Five Whyshttp://search.proquest.com.ezproxy.bellevue.edu/docview/220028560?accountid=28125Nancy R. Tagues, The Quality Toolbox, Second Edition, ASQ Quality Press, 2004Matthew Sanders, Ph.D, Putting DMAIC of Six Sigma in PracticeLevesque, Justin; Walker, H Fred The Innovation process and quality tools Jul 2007QASQ Seven New Management and Planning Toolshttp://asq.org/learn-about-quality/new-management-planning tools/overview/overview.htmlGupta, Praveen, Beyond PDCA-A New Process Management Model, Jul 2006

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