The Principles and Tools for Running Better Faculty, Department, or Committee Meetings

1
Using Quality Tools and Teams "To Get Things
Done"

• The Principles and Tools for Running Better
  Faculty, Department, or Committee Meetings

November 18, 19, 2002 Facilitated By Walter A.
Jankowski, P.E. Consultant / Trainer (608)
271-7178 Walter.Jankowski_at_cunamutual.com
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Welcome and Introductions

• Write On One Side of Your Name Card
• Name
• Position
• Campus
• On Other Side
• One Thing You Want To Learn More About or Do

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ABOUT YOUR FACILITATORWalter JankowskiConsultant
/ Trainer
Walter Jankowski, Consultant / Trainer at
Blackhawk Technical College, is committed to
providing Quality services to business, industry,
education, and government. At BTC, he provides a
wide-variety of training, facilitation, and
strategic planning to various private businesses
and public agencies.   Prior to becoming a
Consultant / Trainer at Blackhawk, Walter spent
over fifteen years in consulting and
manufacturing. He has extensive experience in
helping organizations develop and implement
strategic plans. He also has worked with several
organizations to establish self-directed and
project teams in both manufacturing and service
environments. His first-hand experience with
teams, quality improvement, and organizational
strategic planning has enabled him to help teams
successfully resolve many policy, engineering,
and organizational structure issues. He has also
trained hundreds of supervisory and front-line
workers in the principles of quality, continuous
improvement and team development.   Walter has a
B.S. and M.S. in Structural Engineering from the
University of Wisconsin Milwaukee. As an
experienced trainer and facilitator, he has a
unique blend of technical and interpersonal
skills that make him successful in the
specialized technical workplaces of today. He
has been an active member of the Madison Area
Quality Improvement Network, is a senior examiner
for the Wisconsin Forward Award, and is also a
certified facilitator for Steven Coveys 7 Habits
of Highly Effective People and 4 Roles of
Leadership.   Walters goal is to help
organizations become more effective by helping to
unleash the potential in everyone and utilize
that wealth of knowledge for improvement.
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Welcome and Introductions

• Write On One Side of Your Name Card
• Name
• Position
• Campus
• On Other Side
• Nickname

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(No Transcript)
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Welcome and Introductions

• Write On One Side of Your Name Card
• Name
• Position
• Campus
• On Other Side
• What Strengths Do You Bring To a Team?
• What is your gift?

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Learning AssessmentWhat Do You Already Know?
7 Step Problem Solving 1.      Define the
Problem 2.      Assess Current Situation 3.     
Analyze Causes 4.      Develop and Try
Solutions 5.      Study Result 6.     
Standardize Improvements 7.      Develop Future
Plans
Basics of Teams What Makes a Team? Types of
Teams Benefits
Setting Up and Running a Project Team Determining
Team Members Project Statement/Missions
What would you like to get from today?
AQIP Criteria 1.Helping Students Learn
2.Accomplishing Other Objectives 3.Understanding
Students and Stakeholder Needs 4.Valuing
People 5.Leading and Communicating 6.Supporting
Institutional Operations 7.Measuring
Effectiveness 8.Planning Continuous
Improvement 9.Building Collaborative Relationships
Team Roles and Responsibilities Team
Leader Facilitator Sponsor Team Members
Why did you take this course?
Basic Quality Tools Check Sheets Pareto
Diagrams Run Charts Histograms Flow
Chart Fishbone Diagram
Planning Meetings Meeting Purpose and
Outcomes Setting Agendas
Running Meetings Facilitating Meeting
Roles Handling Difficult Team Members
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Objectives

• Increase Ability to Successfully Run a Project
  Team
• Appropriate Use of Basic Quality and Planning
  Tools
• Using Data to Solve Problems
• Guide Team In 7 Step Problem Solving
• Conduct Effective Meetings
• Deal Effectively With Team Dynamics
• Handle and Motivate Difficult People

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Day One Agenda

• Welcome and Introductions
• You Are Here (In The World of Quality)
• What Do You Already Know? Assessment
• Teams 101 - Overview of Teams
• Definition and Types of Teams
• Team Development Stages
• Three Keys to Improvement
• Work On Right Problem
• Focus Efforts
• Theory/Data

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Day One Agenda

• Overview of 7 Step Problem Solving Method
• Tools Assessment
• Management and Planning Tools
• Basic Quality Tools
• Management and Planning Tools
• Affinity Diagram
• Interrelationship Digraph
• Matrix Diagram
• Tree Diagram

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Day Two Agenda

• Basic Quality Tool Overview
• Check Sheets
• Pareto Diagram
• Run/Control Charts
• Histogram
• Tools Effective Meetings
• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram
• Matrix
• Practice on Your Issues
• QA
• Wrap-up and Check-Out

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Create the EnvironmentCarpe Diem Video

• How Did Mr. Ketting Create a Learning
  Environment?
• How Does This Relate To YOUR Job?
• Seize the Day
• Use This Time To Improve Your Team Leadership
  Skills

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You Are HereThe Quality Pyramid
Practice
Adapted From Dr. Mark Finster U.W. School of
Business
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AQIP Criteria
Valuing People
Leading and Communicating
Helping Students Learn
Supporting Institutional Operations
Accomplishing Other Distinctive Objectives
Planning Continuous Improvement
Building Collaborative Relationships
Measuring Effectiveness
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Teams 101

• Definition
• Types of Teams

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Team Performance
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Team
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Why Teams Activity?

• Objective
• To Complete Your Projects in The Shortest
  Amount of Time

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Definition of a Team

• A small group of people with complimentary skills
  committed to a common purpose, performance goals,
  and approach for which they hold themselves
  mutually accountable.
• Wisdom of Teams

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Empowerment

• Decisions are made where the work gets done.
  Wherever possible, people who actually do the
  work should have a say in how it is planned,
  organized, and implemented.
• Thrall Rental Car

Authority
Resources
Information
Accountability
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Types of Teams

• Project or Task Teams
• Short-Term
• Specific Project/Mission
• Self-Directed or Self-Managed Work Teams
• Group That Produces a Product
• Plans, Organizes, Implements Their Own Work

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Project Team ExampleDuke Power
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Team Development Stages
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Facilitators Role During Stages of Team
Development
Forming

• Establish mission and vision with the team
• Establish ground rules with the team
• Encourage all team members to express thoughts
  and feelings
• Teach about productive and unproductive behaviors
  and the formal process improvement methods

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Facilitators Role During Stages of Team
Development
Storming

• Keep the team focussed on the mission and vision
• Remind the team on agreed upon ground rules
• Identify and remind the team about key productive
  behaviors
• Encourage communication and interaction

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Facilitators Role During Stages of Team
Development
Norming

• Facilitate the use of problem solving and process
  improvement methods
• Provide positive feedback
• Help the team analyze all the facts and data
• Help the team organize an action plan

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Facilitators Role During Stages of Team
Development
Performing

• Allow the team to function independently
• Serve as an advisor
• Act as a catalyst for continuous improvement
• Encourage and reinforce success

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How High Performance Is Your Team?
Team Assessment
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High Performance TeamCharacteristics
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Introduction to Problem Solving
Facilitated By Walter A. Jankowski, P.E. Quality
Specialist [phone] wjankows_at_blackhawk.tec.w
i.us
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Three Keys To Improvement
1. Work On The RIGHT Problem
2. Focus Your Efforts
Theory
Verify
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Problem or Solution?
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Problem Definition
Desired
Observed
Problem is when there is deviation or gap
between what is desired and what is observed.
What are the top 2 Customer Complaints or
Problems?
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Three Keys To Improvement
1. Work On The RIGHT Problem
2. Focus Your Efforts
Theory
Verify
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Jefferson Memorial

• Work On The Right Problem

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Jefferson Memorial

• American Tourists / General Public
• Congress
• Park Maintenance

What Would You Do?
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The stones in the Jefferson Memorial are
deteriorating badly
Stones cleaned frequently
Too many pigeon droppings
huge
Feed on heavy spider pop.
Solution
Turn on lights 2 hours later
Attracted to huge moth pop.
Attracted to monument lights during twilight
swarming
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Jefferson Memorial

• What Are The Lessons Learned?

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Five Why Examples
Pool of Oil
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Five Why Example
 
     
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Whats the Real Problem?
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Three Keys To Improvement
1. Work On The RIGHT Problem
2. Focus Your Efforts
Theory
Verify
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Pareto Principle
80 of the trouble comes from 20 of the problems

• 80 of our sales are from 20 of our customers
• 80 of our sales are from 20 of our products
  offered
• 80 of our defective parts come from 20 of our
  most common problems
• 80 of manufacturing problems come from 20 of
  our processes
• 80 of our attendance problems are from 20 of
  our employees

Write One Pareto Statement
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Using Quality Tools and Teams "To Get Things
Done"

• The Principles and Tools for Running Better
  Faculty, Department, or Committee Meetings

November 18, 19, 2002 Facilitated By Walter A.
Jankowski, P.E. Consultant / Trainer (608)
271-7178 Walter.Jankowski_at_cunamutual.com
45
Day Two Agenda

• Set The Stage
• Concert Review of Day One
• Overview of 7 Step Problem Solving Method
• Tools Assessment
• Management and Planning Tools
• Basic Quality Tools
• Management and Planning Tools
• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram

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Day Two Agenda

• Basic Quality Tools
• 5 Why
• Cause and Effect (Fishbone) Diagram
• Flow Chart
• Check Sheets
• Pareto Diagram
• Histogram
• Run / Control Chart
• Scatter Diagram
• Running Effective Meetings
• Project Try As Many Tools As Possible
• QA How Do I
• Next Steps
• Wrap-up and Check-Out

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Task
7 Step Problem Solving
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Overview of 7 Step Improvement
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Put In OrderWhat Does Graph Mean?Present to
Management
Storyboard Example
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7 Step Improvement Method
Act
Plan
Study
Do
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Continuous Learning Cycle
Plan
Act
Do
Check
What do some organizations do?
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Management and Planning ToolsBasic Quality Tools
Tools
Affinity Diagram Interrelationship Digraph Matrix
Diagram Tree Diagram

• Cause Effect (Fishbone)
• 5 Why
• Check Sheets
• Pareto Diagram
• Flow Chart
• Histogram
• Run / Control Chart
• Scatter Diagram

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Tool AssessmentPictogram

• O Ive Never Heard of This Before
• 1 Ive Heard of It, But Could Not Explain
  it To Others
• 2 Ive Seen It Used and Could Explain It To
  Others
• 3 Ive Used It Myself
• 4 I Can and Have Taught This

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Management and Planning Tools
Tools

• Affinity Diagram
• Interrelationship Digraph
• Matrix Diagram
• Tree Diagram

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Affinity Diagram
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Pathfinder RetreatExternal Analysis - Trends
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Vision of Future
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Finding Key Drivers
Interrelationship Digraph
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Find Key Drivers
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Developing Your Implementation Plan
Tree Diagram
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Tree Diagram
How
What
Who Resources By When
_________ ________ ______ _________
________ ______ _________ ________
______
Goal
Objective
Action
Action
Action
Objective
_________ ________ ______ _________
________ ______ _________ ________
______
Action
Action
Action
Objective
_________ ________ ______ _________
________ ______ _________ ________
______
Action
Action
Action
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Goals, Objectives Summary

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Prioritizing Your Solutions
Matrix Diagram
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Step 4 Develop and Try SolutionsSolution vs.
Cause Matrix
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Basic Quality Tools
Tools

• Check Sheets
• Pareto Diagram
• Run / Control Chart
• Histogram
• Flow Chart
• Cause and Effect (Fishbone) Diagram

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Checksheet
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Check Sheets
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Check Sheet - Example
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Checksheet

• Method for collecting data in a uniform manner.
• Provides experience in data collection.
• Simple form where occurrences are marked
• With a check mark such as a Tally Sheet.
• Matrix showing number of times an event occurs in
  a process.

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Pareto Chart
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Creating a Pareto Chart
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Baby Formula ComplaintsApril 1999
727 Total Complaints
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Pareto Chart

• Bar graph of categorical or non-numeric
  information.
• Bar height indicates number of occurrences or
  impact
• of each category.
• Bar graph that ranks data by categories.
• Displays Pareto Principle -- Named after
  Vilfredo
• Pareto, a 19th century Italian economist, who
• discovered a large part of the wealth was held
  by
• a small proportion of the population. Often
• referred to as the 80/20 rule, since often 80
  of
• your problems come from 20 of the causes.

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Run / Control Chart
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Run / Control Chart

• Time or line chart.
• Used for numerical data.
• Displays data over time.
• Each data point is a measure or observation.

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Baby Formula Complaint TrendMay 1998 through
April 1999
Run / Control Chart
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Histogram
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Histogram
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Histogram

• Bar chart for raw data, each bar represents a
  class of observations where the height of the bar
  indicates the frequency of occurrence.
• Also called frequency distribution
• Visual display of variation in a process

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Flowchart
Loan Requested
Give Loan Application
Receive Completed App.
No
Recontact Applicant For Missing Info.
Yes
Review Application For Ommissions
Recommend Alternative Or Terminate Application
Loan Reviewed
No
Yes
Prepare Contract And Check
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Deployment Flowchart
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Top Down Flowchart - Example
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Flowchart

• Determine process to be Flowcharted and bring
  together a team of people knowledgeable about the
  process.
• Determine process boundaries (beginning and
  ending points).
• Brainstorm the process steps on Post-it Notes?
• Sequence the steps.
• Verify the Flowchart by walking through the
  process and make corrections as needed.

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Cause and Effect (Fishbone)
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Cause and Effect Diagram - Practice
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Cause and Effect (Fishbone)

• Identify potential causes - must verify with data
• Communicate the relationship of possible causes
  to a problem
• Identify root cause(s) for long term improvement

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Creative Problem Solving Video
Deep Dive

• What Did Ideo Do To Ensure Creativity and
  Innovation?

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Learning AssessmentWhat Do You Already Know?
7 Step Problem Solving 1.      Define the
Problem 2.      Assess Current Situation 3.     
Analyze Causes 4.      Develop and Try
Solutions 5.      Study Result 6.     
Standardize Improvements 7.      Develop Future
Plans
Basics of Teams What Makes a Team? Types of
Teams Benefits
Setting Up and Running a Project Team Determining
Team Members Project Statement/Missions
What would you like to get from the next two days?
AQIP Criteria 1.Helping Students Learn
2.Accomplishing Other Objectives 3.Understanding
Students and Stakeholder Needs 4.Valuing
People 5.Leading and Communicating 6.Supporting
Institutional Operations 7.Measuring
Effectiveness 8.Planning Continuous
Improvement 9.Building Collaborative Relationships
Team Roles and Responsibilities Team
Leader Facilitator Sponsor Team Members
Why did you take this course?
Basic Quality Tools Check Sheets Pareto
Diagrams Run Charts Histograms Flow
Chart Fishbone Diagram
Planning Meetings Meeting Purpose and
Outcomes Setting Agendas
Running Meetings Facilitating Meeting
Roles Handling Difficult Team Members
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Jump Starting Your Team
Using the Planning Tools

• Affinity Diagram
• Interrelationship Digraph
• Tree Diagram
• Matrix Diagram

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Brainstorming

• Structured Ideas Given In Turn
• Unstructured When They Come to Mind
• Rules
• DONT CRITIZE
• Go For Quantity
• Build on Others Ideas
• Get Out of Box Silly Outrageous

Reverse Brainstorming
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Bad Meetings
Affinity Diagram

• What are the top three things that drive you nuts
  at meetings?
• 1. Brainstorm Issues
• 2. Group By Like Categories
• 3. Develop Header Cards
• Whats the problem?
• Actionable Phrase - Improve, Reduce, etc.

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Finding Key Drivers
Interrelationship Digraph

• Which causes or influences?

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Tree Diagram
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Tree Diagram
How
What
Who Resources By When
_________ ________ ______ _________
________ ______ _________ ________
______
Goal
Objective
Action
Action
Action
Objective
_________ ________ ______ _________
________ ______ _________ ________
______
Action
Action
Action
Objective
_________ ________ ______ _________
________ ______ _________ ________
______
Action
Action
Action
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Tree Diagram

• Make a Tree Diagram on Your Top Driver
• What Are All The Things We Need To Do To Make
  This Happen?
• Sort / Group
• Headers are Goals
• Specific Tasks are Strategies

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Basic Quality Tools
Tools

• Check Sheets
• Pareto Diagram
• Run / Control Chart
• Histogram
• Flow Chart
• Cause and Effect (Fishbone) Diagram

• What is it?
• How Do You Create it?
• Example

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Finding a Focus Area
Your Turn

• Start a Project Team on One of the
  Following Issues
• Improve Proposal Information to Product Owner
• Proposal Cycle Time
• Reduce Run Around for Customer
• People are Overwhelmed - Dont Have Time
• Faculty and Staff Involvement
• __________ Person Was Not Helpful
• Student Status Is Not Changed

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1.0 Define The Problem

• 1.1 Determine Project Purpose
• Identify key customers and their needs

PT Program Students
FT Program Students
Deans
Registration Clerks
Counselors
COSMO Programmers
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1.0 Define The Problem

• 1.1 Determine Project Purpose
• Identify key customers and their needs

PT Program Students
Being bounced around
Easy admission
Too much paperwork/buracracy
Takes too long
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Goal / Problem Statement
Our project is to improve _______________ ________
________________, as measured (name of
process) by _________________________. (quality
characteristic(s)) Example Improve the order
entry system, as measured by mistakes and
timeliness.
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A Goal / Project Statement Should

• Reflect Shared Values and a Clear Purpose
• Not Mention either Causes or Remedies
• Define Problems and Processes of Manageable Size
• If Possible, Mention Measurable Characteristics
• Be Refined as Process Knowledge is Gained

Would You Know What to Do?
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Building Consensus
10/4 Voting
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0.0 Organize The Team

• 0.1 Determine the Nature of the Project
• Individually
• Describe Your Problem or Issue
• Why is this important? Why was this team formed?
  Why THIS strategy?
• 0.2 Determine Team Logistics
• Later
• 0.3 Determine Expectations and Support
• Later

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1.0 Define The Problem

• 1.1 Determine Project Purpose
• Identify key customers and their needs
• 1.2 Identify Reasons for Project Selection
• 1.3 Develop Improvement Measures
• How will you know you are successful?
• 1.4 Develop Project Plan
• What is your project statement (examples)
• Barriers (handout)
• Solutions File

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Team Charter
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2.0 Current Situation

• 2.1 Document History
• 2.2 Describe Process
• Flowchart (8 or 9 steps) See example
• 2.3 Identify Key Features of the Problem
• Which steps have the most problems
• Who, what, when, where fishbones
• Pareto theory statement

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Next 90 Days

• Task/Activity Who By When

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(That Are Most Under-Used)
Top Five Tools

• 5. Pareto Diagrams (Pareto Principle)
• 4. Radar Charts
• 3. Cause And Effect (Fishbone) Diagram
• 2. Five Why Analysis
• 1. Flow Charts
• Process
• Deployment

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Flowchart Questions

• Eliminate
• Does each step add value?
• Is there duplication?
• Can you eliminate the delays?  The inspection
  steps?  The filing steps?
• Are some operations rework?
• Change
• How can the operation be changed?  Different
  methods?  Technology?  Equipment?
• Less costly material or service?
• Reduce the frequency of the service?  The of
  people receiving the service?
• Reduce the time it takes?

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Flowchart Questions

• Rearrange
• Is the layout the most efficient?
• Can you eliminate transport steps?
• Is the sequence the most efficient?
• Combine
• Can any operations be combined?  With a
  supplier's operation?  With a customer's?
• Simplify
• What is the simplest way to achieve the
  objective(s) of the process?
• Are instructions easy to understand?

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Flowchart Questions

• Imagine
• What would be the perfect process?
• How much time would it take?
• Can you flow chart the perfect process?
• Should some parts of the process be examined with
  a Pareto chart?  A run chart?  A sub-process flow
  chart?

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Five Why
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Meeting Cycle
Plan

•        Set a clear purpose
•        Create an agenda
•        Identify meeting roles

Act
Do

• Continuously improve
• Design next meeting
• Assign tasks

•        Open meeting
•        Address main topics
•        Close/summarize meeting

Check

•        Evaluate meeting
•        Evaluate facilitation
•        Evaluate individual participation

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Best Practices
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Question and Answer
How Do I?
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What's One Thing You Will Apply By Next Week?