Friday 11 November 2011
Tuesday 8 November 2011
Run Chart Rules! - What you need to know about run charts...
Run chart can be used to detect any nonrandom process behavior. Data for run chart is plotted sequentially with a reference line called median. In Minitab, Run chart can detect oscillation, clustering, mixtures and trends by the two tests for nonrandom behavior.
There are four rules you can apply to validate if an improvement is the endresult of any changes you made to the process.
Rule one: shift.
This rule is in force when there are six or more consecutive points either all above or all below the median. Skip values that fall on the median because value that fall on the median neither add to nor break a shift.
Rule two: trend.
This rule is in force when there are five or more consecutive points all going up or all going down. When using this role, ensure that you are not counting points which as same values.
Rule three: number of runs.
This rule is in force when there are too few or too many runs. Determine the
number of runs by counting the number of times the line connecting the data
points crosses the median and add one.
Rule four: astronomical point.
These are the data points which are unusually high or low in value compare to other values. Don't get confused with the regular high and low end of the run chart points.
There are four rules you can apply to validate if an improvement is the endresult of any changes you made to the process.
Rule one: shift.
This rule is in force when there are six or more consecutive points either all above or all below the median. Skip values that fall on the median because value that fall on the median neither add to nor break a shift.
Rule two: trend.
This rule is in force when there are five or more consecutive points all going up or all going down. When using this role, ensure that you are not counting points which as same values.
Rule three: number of runs.
This rule is in force when there are too few or too many runs. Determine the
number of runs by counting the number of times the line connecting the data
points crosses the median and add one.
Rule four: astronomical point.
These are the data points which are unusually high or low in value compare to other values. Don't get confused with the regular high and low end of the run chart points.
Sunday 31 July 2011
Use carrot-and-stick approach to coax fractious team on project
Change Management in Action - From Leader-post colum.
QUESTION: My company has a “make or break” project that I’ve been assigned to lead. The problem is that there are two factions with strong interests in this project and they don’t agree on the direction we should take. How can I get them to come together? ANSWER: Try a carrot-and-stick approach. What’s in it for them if they compromise? What’ll it cost them if they don’t?
Success will depend on keeping the collective benefit from this project front and centre despite pressure from both sides, and will require great effort on your part. Start by listing your strengths, including tangibles such as organizational, communication, and negotiating skills, and intangibles such as resilience and determination. Other people who can provide knowledge and support, and who may have leverage over people in the two factions are also assets.
Then create a road map of successes, starting with your ultimate project goal. How will this project benefit your company as a whole? This will give you the “greater good” perspective that you’ll need. Then look specifically at the ways that subgroups within the company will be affected to help you build a case that will support forward movement for both parties. Working backward, establish a set of intermediate successes that will help you bring the parties together toward the collective goal.
Develop an equally clear statement of the risks of failure, including multiple perspectives — the whole organization, departments within the organization, and the individual employees.
Finally, list as many “derailers” as you can think of, their likelihood, and ways around them. Involve some of your allies to help develop as complete a view as possible.
Plan to work with each group separately when needed, bringing them together when you’ve found even small bits of common ground. Your starting point may have to be very high-level; for example, “We are committed to our company’s financial stability.” Then work with them to define the ways that this project supports that goal. Be direct if they appear to be putting their factional benefit ahead of the common good; remember that you’re holding the line on behalf of the company, so be resolute.
As you achieve areas of agreement, build on them to develop specific action strategies. You may find that the sides have made some tactical retreats and are putting up barriers at a new level. Continue to call this out so that covert disagreements don’t fester. Try having them advocate the other’s position to increase their understanding.
Use escalation and visibility as tools, when needed. If resistance doesn’t look substantive — and is made public — co-operation can magically appear. Just be sure that you’re being neutral rather than taking sides, so that you don’t undermine your credibility. Your project’s executive sponsor should take an active role in resolving disagreements, and a council of leadership with authority over the factions (and agreement on the project) may also help.
Be clear on the benefits of success and costs of failure, cajole when appropriate, be blunt when necessary, and be in it for the long haul — these will build your chances of bringing these groups together.
Liz Reyer is a credentialed coach with more than 20 years of business experience. Her company, Reyer Coaching & Consulting, offers services for organizations of all sizes. Submit questions or comments about this column at www.deliverchange.com/coachscorner or email her at liz@deliverchange.com.
Thursday 7 July 2011
Juran's Quality Planning and Analysis for Enterprise Quality, 5/e
Juran's Quality Planning and Analysis for Enterprise Quality, 5/e
http://highered.mcgraw-hill.com/sites/0072966629/Elementary Statistics: A Step-By-Step Approach, 8/e
Elementary Statistics: A Step-By-Step Approach, 8/e
http://highered.mcgraw-hill.com/sites/0073386103/student_view0/chapter1/Wednesday 6 July 2011
Statistical Engineering”
https://www1.gotomeeting.com/en_US/island/webinar/registrationPost.tmpl?Action=rgoto&_sf=4
Statistical Engineering: Overview and Discussion
By Roger Hoerl, GE Global Research and Ronald Snee, Snee AssociatesMuch has been written about how statisticians can be more impactful and influential as a profession. One potential opportunity recently proposed is that society may need us to function more as an engineering discipline in the future, rather than solely as a pure science.
One can define engineering as the study of how to best utilize scientific and mathematical principles for the benefit of mankind. In other words, engineers do not focus on advancement of the fundamental laws of science, but rather on how existing science might be best utilized for practical benefit, i.e., putting the "parts" together in novel ways rather than inventing new "parts".
The recent performance of the IBM computer "Watson" on the game show Jeopardy is one such example of an engineering versus a scientific breakthrough. This is not to say that engineers do not perform research, or do not develop theory. Rather, it suggests that engineers’ theoretical developments tend to be oriented towards the question of how to best utilize known science to benefit society. If this need for an emphasis on statistical engineering in addition to statistical science is true, then one could argue that our ability to make this transition will largely determine our future vitality as a discipline.
The presenters will discuss the need for enhanced focus on statistical engineering, provide an operational definition, and give tangible examples of its application. They will share their thoughts on how statistical engineering should be integrated with such things as statistical theory, applied statistics, statistical methods, and statistical thinking, in order to view the statistics discipline as a system.
We hope that you will take advantage of this opportunity as well as future webinars, which we be communicated as they are scheduled!
Statistical Engineering: Overview and Discussion
By Roger Hoerl, GE Global Research and Ronald Snee, Snee AssociatesMuch has been written about how statisticians can be more impactful and influential as a profession. One potential opportunity recently proposed is that society may need us to function more as an engineering discipline in the future, rather than solely as a pure science.
One can define engineering as the study of how to best utilize scientific and mathematical principles for the benefit of mankind. In other words, engineers do not focus on advancement of the fundamental laws of science, but rather on how existing science might be best utilized for practical benefit, i.e., putting the "parts" together in novel ways rather than inventing new "parts".
The recent performance of the IBM computer "Watson" on the game show Jeopardy is one such example of an engineering versus a scientific breakthrough. This is not to say that engineers do not perform research, or do not develop theory. Rather, it suggests that engineers’ theoretical developments tend to be oriented towards the question of how to best utilize known science to benefit society. If this need for an emphasis on statistical engineering in addition to statistical science is true, then one could argue that our ability to make this transition will largely determine our future vitality as a discipline.
The presenters will discuss the need for enhanced focus on statistical engineering, provide an operational definition, and give tangible examples of its application. They will share their thoughts on how statistical engineering should be integrated with such things as statistical theory, applied statistics, statistical methods, and statistical thinking, in order to view the statistics discipline as a system.
We hope that you will take advantage of this opportunity as well as future webinars, which we be communicated as they are scheduled!
Out of Another Crisis
Out of Another Crisis
In this entertaining and thought-provoking event, Demingite and quality expert, Mike Micklewright walks us through his new book, Out of Another @#$% Crisis, where he resurrects Dr. W. Edward Deming’s famous principles and assesses how our current society and business practices measure up.https://asq.webex.com/ec0605ld/eventcenter/recording/recordAction.do?theAction=poprecord&actname=%2Feventcenter%2Fframe%2Fg.do&actappname=ec0605ld&renewticket=0&renewticket=0&apiname=lsr.php&entappname=url0107ld&needFilter=false&&isurlact=true&rID=2216262&entactname=%2FnbrRecordingURL.do&rKey=a8e1f2aaa536b234&recordID=2216262&siteurl=asq&rnd=2238637033&SP=EC&AT=pb&format=short
Root Cause Analysis in Healthcare: Optimizing the Process in Healthcare
Root Cause Analysis in Healthcare: Optimizing the Process in Healthcare
Released: January, 2010Root Cause Analysis (RCA) has become the most widely used quality “"tool" in healthcare. This webinar will explore the history and future of RCA, as well as review its basic steps. However, the focus of the presentation will be on how to optimize this set of tools to achieve the desired results. Learn how to avoid common misuse of the process and how to "hardwire" for its success in your organization.
Presenter: Martha (Marti) E. K. Beltz, Senior Consultant, Massachusetts General Hospital Center for Performance Excellence
View the Webinar
Other webinars: http://asq.org/hctools/available.html
Journey to Excellence
Journey to Excellence
These three pre-recorded webinars, each lasting about one hour, showcase how Baldrige helps organizations address the challenges facing health care today. In addition, they address the recognizable stages and common pitfalls in the journey to excellence using the Baldrige framework.Leaders from 2008 Baldrige Award-winning Poudre Valley Health System, a regional network of health care services for the people of northern Colorado, southern Wyoming and western Nebraska, share their perspectives and learning about the Baldrige process. Each webinar is moderated by Journey to Excellence authors Kate Goonan, M.D., Executive Director, Goonan Performance Strategies, and Joe Muzikowski, Senior Consultant, Goonan Performance Strategies.
Part 1: Rulon Stacey, President and CEO, Poudre Valley Health System
Rulon Stacey discusses the leadership role in the selection and implementation of the Baldrige improvement model.Part 2: Priscilla Nuwash, Director, Process Improvement, Poudre Valley Health System
Priscilla Nuwash discusses how Poudre Valley communicated the vision of Baldrige within the organization and created a framework for improvement and excellence.Part 3: Dr. William Neff, MD, Chief Medical Officer, Poudre Valley Health System
Dr. William Neff explains how Poudre Valley engaged their physicians as partners in the process, resulting in improved teamwork, reduced turnover, and ultimately better patient care.Critical Interventions to Improve Performance
https://asq.webex.com/asq/lsr.php?AT=pb&SP=EC&rID=3281542&rKey=02e746215a1a388d
The Betsy Lehman Center serves as a clearinghouse for the development, evaluation, and dissemination, including, but not limited to the sponsorship of training and education programs, of best practices for patient safety and medical error reduction.
The 2010 award theme focuses on improvements in safety through the adoption of best practices/tools to address better patient care transitions across the health care continuum.
Listen to leaders from Vanguard Health Systems discuss the critical interventions employed to improve the performance MetroWest Medical Center, the 2010 Betsy Lehman Patient Safety Recognition Award. Performance improvement areas to be addressed include:
- Engagement of the Patient Family Advisory Council in work to improve discharge
- Re-engineering of the discharge process
- Transitions in Home Health Visits
- PCP and Cardiologist Engagement
- Telephonic calls into the home and nursing home
- Transition Coach and Web-based Care Planning
- Trials of managing the data
The Betsy Lehman Center serves as a clearinghouse for the development, evaluation, and dissemination, including, but not limited to the sponsorship of training and education programs, of best practices for patient safety and medical error reduction.
The 2010 award theme focuses on improvements in safety through the adoption of best practices/tools to address better patient care transitions across the health care continuum.
ISO 9001:2008 Explained
ISO 9001 experts Charles Cianfrani and Jack West, provide an overview of the standard and it's key changes. They'll also share tips and templates from their recently published "ISO 9001:2008 Explained: Third Edition."
https://asq.webex.com/ec0605ld/eventcenter/recording/recordAction.do?theAction=poprecord&actname=%2Feventcenter%2Fframe%2Fg.do&actappname=ec0605ld&renewticket=0&renewticket=0&apiname=lsr.php&entappname=url0107ld&needFilter=false&&isurlact=true&rID=2236907&entactname=%2FnbrRecordingURL.do&rKey=6fda1eb564aee9ab&recordID=2236907&siteurl=asq&rnd=0568379909&SP=EC&AT=pb&format=short
https://asq.webex.com/ec0605ld/eventcenter/recording/recordAction.do?theAction=poprecord&actname=%2Feventcenter%2Fframe%2Fg.do&actappname=ec0605ld&renewticket=0&renewticket=0&apiname=lsr.php&entappname=url0107ld&needFilter=false&&isurlact=true&rID=2236907&entactname=%2FnbrRecordingURL.do&rKey=6fda1eb564aee9ab&recordID=2236907&siteurl=asq&rnd=0568379909&SP=EC&AT=pb&format=short
Seven-Lean Six Sigma (7-LSS) Tools
| ASQ Webcast: Series Overview Seven Lean Six Sigma Tools (7-LSS): link | |
| ASQ Webcast: 5S System: link | |
| ASQ Webcast: 7 Wastes: link | |
| ASQ Webcast: Value Stream Mapping: link | |
| ASQ Webcast: Kaizen: link | |
| ASQ Webcast: Flow : link | |
| ASQ Webcast: Visual Work Place: link | |
| ASQ Webcast: Voice of the Customer (VOC): link |
Nominal Group Technique
What is it?
1) It is a variation of Brain Storming technique
When to use?
1) For Effective Descison making
2) For Team based problem solving
Why use it?
1) Allows all parts of organization
2) Allows team to express balance view
How to use it?
1) Write down the ideas on post-it
2) Facilitator writes all ideas on flip chart
3) Once all the ideas have been written down, begin the team discussion.
4) Allow members to explain their ideas and if opportunity arises, combine the ideas
5) Prioritize the ideas
6) Create a Kaizen / Continuous improvement plan.
1) It is a variation of Brain Storming technique
When to use?
1) For Effective Descison making
2) For Team based problem solving
Why use it?
1) Allows all parts of organization
2) Allows team to express balance view
How to use it?
1) Write down the ideas on post-it
2) Facilitator writes all ideas on flip chart
3) Once all the ideas have been written down, begin the team discussion.
4) Allow members to explain their ideas and if opportunity arises, combine the ideas
5) Prioritize the ideas
6) Create a Kaizen / Continuous improvement plan.
Wednesday 22 June 2011
Permutations and Combinations
Permutation: It is an ordered arrangement of objects from a group without repetitions.
For example, there are two ways to order the boxes 12 without repeating a sequence. The two permutations are 12 and 21.
In general, the number of permutation of n items chosen k at a time is:
nPk = n!
(n − k)!
Why these are important?
If there are only two possible outcomes then permutations can be used to calculate the probability of an event in that experiment.
Why these are important?
For example, there are two ways to order the boxes 12 without repeating a sequence. The two permutations are 12 and 21.
In general, the number of permutation of n items chosen k at a time is:
nPk = n!
(n − k)!
Why these are important?
If there are only two possible outcomes then permutations can be used to calculate the probability of an event in that experiment.
Combination: A selection of objects from a group, when the order of the selection does not matter. For example, the combinations of the number 123 taken two at a time are 12, 13, and 23.
The subgroups 12 and 21 are considered the same combination, because order does not matter.
In general, the number of combinations of n things taken k at a time is:
nCk = n!
(n − k)! k!
In statistics, this expression is used in the formula to calculate the probability of observing k events (successes) in n trials in an experiment with only two outcomes (a binomial experiment).
Friday 17 June 2011
Types of Errors
There are two types of errors one can make in their decision - to reject or fail to reject the null hypothesis (Ho ).
If you reject the null hypothesis when it is true, you make a Type I error.
If you fail to reject the null hypothesis when it is false, you make a Type II error.
Consider a researcher interested in comparing the effectiveness of two drugs. The null and alternative hypotheses are:
Null hypothesis (Ho ): d1 = d2
Alternative hypothesis (H1 ): d1 is not = d2
If someone commits a Type I error, they reject the null hypothesis by concluding that the two drugs are different when they are not.
If the drugs are the same in effectiveness, they may not consider this error as too serious because patients are receiving the same level of effectiveness.
If someone commits a Type II error, they fail to reject the null hypothesis when you should have rejected it.
That is, when someone concludes that the drugs are the same when, in fact, they are different.
The probability of making a Type I error is a, which is the level of significance you set for your hypothesis test. An a of 0.05 indicates that you are willing to accept a 5 percent chance that you are wrong when you reject the null hypothesis.
The probability of making a Type II error is b, which is a value that you typically cannot know. However, you can lessen your risk of committing a Type II error by making sure your test has enough power. You can do this by making sure you sample size is large enough to detect a difference when one truly exists.
Tuesday 14 June 2011
Saturday 11 June 2011
Some notable comments on developing organizational culture
Jeffrey Liker - the author of Toyota Under Fire made many remarkable comments in his book about how to develop the organization's culture. Below are some really important and notable comments made by him.
Jeffrey Liker on Toyota Culture
John Shook on Toyota Culture
- Process and procedures are never enough to ensure excellence.
- Acheiving consistent excellenace is extraordinarily difficult and rare.
- Excellence, where it does occur is a result of culture rather than just processes.
- Yesterday's solutions no longer apply to today's context.
Jeffrey Liker on Toyota Culture
John Shook on Toyota Culture
Wednesday 8 June 2011
What is an elevator speech?
An elevator speech is a change management tool, which can be used effectively to get "Buy-in" from very Senrior Stakeholders whithin your organization. The idea here is that if you happen to catch your CEO or VP in an elevator, how could you maximize your chances for the success of your project.
Typical elevator speech is between 20 seconds to 6o seconds.
Typical structure of elevator speech:
Video Guide
As per the above video following are the components of the 3 minute elevator speech.
Typical elevator speech is between 20 seconds to 6o seconds.
Typical structure of elevator speech:
- The project or solution
- The need for change
- The vision of the desired state you are working towards
- What you would like from the person or their staff
Video Guide
As per the above video following are the components of the 3 minute elevator speech.
- Introduction - 30 sec
- Body - three interesting ideas - 90 sec
- Conclusion - 30 sec
- Close with specific call to action - 30 sec
Video Guide
As per the above video the elevator speech must pass 4 key test
- Succinct
- Easy to understand
- Greed inducing / adrressing "What's in it for me"
- Irefutable
Example Elevator Pitch
I am the Risk Coordinator for the SCA. I am leading the SCA's Unusual Occurrence Management Project. I am responsible for putting together the focus group to understand the needs of the organization with regards to its occurrence reporting process. I have established the methods which are primarily focused on making the frontline staff reporting process simple and easy. I am people oriented and have recognized the needs of various stakeholders within the organization. I am a lean six sigma practitioner developing a standard reporting method which will be the key in driving this project a success. Our goal is to have this project live by early August.
Video Guide:Ted Talk
Additional Reading & Tools
How to Craft an Effective Elevator Speech
http://www.creativekeys.net/powerfulpresentations/article1024.html
Harvard Business School - Elevator Speech Builder
http://www.alumni.hbs.edu/careers/pitch/
http://www.change-management.com/Prosci-Elevator-Speech-Webinar-Slides.pdf
Tuesday 7 June 2011
How to Change Your Culture: Organizational Culture Change
How to Change Your Culture: Organizational Culture Change
http://humanresources.about.com/od/organizationalculture/a/culture_change_2.htm
Online Book - Overview of Elementary Concepts in Statistics.
http://www.statsoft.com/textbook/
Chapters
Chapters
Online Book - Engineering Statistics
http://www.itl.nist.gov/div898/handbook/
Chapters
- Exploratory Data Analysis (5.4 Mb)
- Measurement Process Characterization (3.1 Mb)
- Production Process Characterization (1.1 Mb)
- Process Modeling (3.1 Mb)
- Process Improvement (3.7 Mb)
- Process or Product Monitoring and Control (2.1 Mb)
- Product and Process Comparisons (1.2 Mb)
- Assessing Product Reliability (1.9 Mb)
Change Management Tips
Enterprise Change Management:
- The psychology of change: understanding the guiding principles of effective change management
- Principle 1 - the disconnect between senders and receivers
- Principle 2 - Understanding resistance
- Principle 3 - Authority for change, the role of leadership during change
- Principle 4 - Value systems: change management and culture
- Principle 5 - Incremental vs radical change: scaling your efforts
- Principle 6 - The right answer is not enough
- Principle 7 - Change is a process
- Five tips for: Succeeding in change management
Five levers of change management:
- The What, Why and How of change management - The "harder" side of change
- Five change management levers
- Positioning change management
- Examining the definition of change management - the three clauses
- Five tips for: Succeeding in change management
- Communications: with and without change management
- Five tips for: Better communications
- Five tips for: Managing resistance
The sponsors of change:
- Role and importance of sponsors
- Neutralizing threat #1 - the missing sponsor
- Five Bs of Executive Buy-in
- Principle 3 - Authority for change, the role of leadership during change
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