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A Practical ApproachA Toolkit for Continuous Improvement:Angel M. Fonseca, FacultySarah G. Petsis, AdministratorEllen S. Young, Staff

1The JourneyJoined AQIP in 2003Launched three Action ProjectsLaunched writing team for Systems PortfolioAppraisal Feedback enlightened usMaking quality improvement a way of doing business required some toolsquality tools.2AP4 and TrainingCQIN (Continuous Quality Improvement Network) 2008 projectLaunched Action Project 4: Sustaining a Quality Culture Initiated quality tools training

SALE3Lessons LearnedDiscovered we already used some tools, but inconsistentlyDocumented all tools we found useful, and how we might use them

4Consensus BuildingConsensus Building Difficult to attain with different perspectivesNOT a unanimous or majority voteCan be supported by everyone, no one opposes

Once the decision is madeCan I live with it?5ScenarioArrange in work groupsScenario Who gets the money?Department has $1,000 of a $20,000 budget remainingFour different faculty request the full $1,000Read the ScenarioFour requests for $1000..Who gets the money?

6BrainstormingTo build consensus, brainstorm criteria for decision makingSelect a recorderAllow all contributionsDont censor and dont criticizeNo discussion required.You have 60 seconds..GO!

What criteria should be considered for award?

7Brainstorming CompletedIf we had spent more time brainstorming8Multi-VotingHow do we narrow our brainstorming list to something manageable?How do we get everyones ideas included?How do we establish consensus?

9Multi-VotingVote on 1/3 of total items Place a tally next to the five (5) items you think are the most important criteriaYou have 5 minutes VOTE!

Every vote countseveryone gets a voice!

10Multi-Voting ReviewContinue rounds of voting as many times as necessaryIdentifies most important criteriaReduces the list

11Weighted VotingMore votes = more weightProfessorPrevious Funds GivenYes = 1, No = 5(Value = 10)Additional Cost of UseYes = 1, No = 5(Value = 7)Purchased Items can be sharedYes = 5, No = 1(Value = 4)Total ScoreProfessor Doyle1 x 10 = 105 x 7 = 351 x 4 = 449Professor Douglas5 x 10 = 501 x 7 = 75 x 4 = 2077Professor Daniels1x 10 = 101 x 7 = 71 x 4 = 421Professor Dorsey1 x 10 = 105 x 7 = 355 x 4 =2065

Consensus is gainedDecision is upheld.12PDCA as a QI Tool Four step problem-solving processShewhart cycle, made popular by DemingOther tools were organized by the PDCA cycle

13PDCA as a Story Board

PlanDoCheckAct.continuously

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JCCs Quality Toolkit A Way of Doing BusinessPDCAMeeting MechanicsPlanning, Consensus Building, Decision MakingProblem SolvingFacilitation Guidehttp://www.jccmi.edu/AQIPAgendaMinutesPlus / DeltaEvaluationGround RulesIssue BinBrainstormingMulti-VotingWeighted VotingAffinity DiagramConsensusForce Field AnalysisBenchmarkingFishbone DiagramFlow ChartsExpert AdviceCheck SheetPareto ChartGantt ChartInterview/SurveyCharterEvaluationExecutive Summary

15Thank you for attending!Questions?Angel M. FonsecaSarah G. PetsisEllen S. Young

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