The document discusses teams and their role in quality improvement initiatives. It describes when teams are needed, the typical stages of team growth, and the responsibilities of management, the team, team leaders, facilitators, and members. It also covers topics like meeting management, techniques for team evaluation and brainstorming, and quality tools such as flowcharts, fishbone diagrams, and control charts.
Root cause analysis is a combination of the art and science used to find the underlying reasons for a given effect. One of the most widely used root cause analysis tools is the 5 Whys. It is a simple, effective method of problem solving that can help teams identify and eliminate the root cause of a problem
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
Root cause analysis is a combination of the art and science used to find the underlying reasons for a given effect. One of the most widely used root cause analysis tools is the 5 Whys. It is a simple, effective method of problem solving that can help teams identify and eliminate the root cause of a problem
A3 Thinking:
A3 thinking is a structured technique of working through problems or opportunities for improvement. The ‘A3’ itself is literally just that: a piece of A3 paper summarising the logical thought processes that have been agreed by the team in defining the opportunity for improvement or solving the problem they face.
CAPA management, corrective and preventive action, Rootcause analysis, RCA, Problem mapping, FMEA, Failure Mode effect and Analysis, Fault Tree analysis, Fishbone : ISHIKAWA, CTQ Tree (Critical to Quality Tree), AFFINITY DIAGRAM, 5 Why’s, Human errors,
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
To increase the effectiveness of the incident analysis in improving care, analysis can’t be addressed in isolation from incident management (the multitude of activities that take place before and after an incident). Three main topics will be covered in this module: the main steps in the incident management continuum; differentiating between incident analysis (focused on system improvement) and accountability reviews (focused on individual performance), and selecting an incident analysis method.
FISH BONE DIAGRAM IS OFTEN USED FOR SOLVING PROBLEMS AND IS ALSO AN IMPORTANT TOPIC FOR M.D. COMMUNITY MEDICINE POST GRADUATES .THIS PRESENTATION COULD BE OF SOME HELP TO THEM .
A Guide to Effective Incident InvestigationOlivier Serrat
Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study "what people do" in various situations.
Introduction
Definition of Root Cause Analysis(RCA).
Benefits of RCA
Techniques and tools of RCA
Examples
Corrective Action (CA)
Preventive Action (PA)
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
To increase the effectiveness of the incident analysis in improving care, analysis can’t be addressed in isolation from incident management (the multitude of activities that take place before and after an incident). Three main topics will be covered in this module: the main steps in the incident management continuum; differentiating between incident analysis (focused on system improvement) and accountability reviews (focused on individual performance), and selecting an incident analysis method.
FISH BONE DIAGRAM IS OFTEN USED FOR SOLVING PROBLEMS AND IS ALSO AN IMPORTANT TOPIC FOR M.D. COMMUNITY MEDICINE POST GRADUATES .THIS PRESENTATION COULD BE OF SOME HELP TO THEM .
A Guide to Effective Incident InvestigationOlivier Serrat
Organizations are often challenged to identify and resolve workplace problems. The Critical Incident technique gives them a starting point and a process for advancing organizational development through learning experiences. It helps them study "what people do" in various situations.
Changing Group to High Performing Teams with SOBATWAY (Intro)Seta Wicaksana
Teamwork is important because it promotes a positive work environment where employees can achieve more opportunities and overcome more obstacles.
Businesses and organizations need teamwork the most when a project is time-sensitive and requires a diverse set of skills and experiences.
Teamwork can improve efficiency and productivity.
Efficiency rules when work is appropriately divided within a team, responsibilities are shared, and tasks are more likely to be finished within a set time frame. Good teamwork also enhances group outcomes and the measurable effectiveness of organizations.
Health service Planning, Team work, Delegation and Motivation in Management....MUTESI ISABELLA
Health service management lecture notes , 2 of 9 series for skilling leaders and administrators in healthcare system, these series will help in leadership skills, management skills , team work development, avail healthcare workers with high ethics and team work based approach to work for maximum efficiency
Team facilitation is a process in which a neutral person (who is accepted by all group members and has no decision authority) helps the group identifies, solve problems and identify in an effective way.
Facilitative Leadership is an approach that promotes a collaborative, strategic, and effective leadership styles. Drawing on the frameworks from the Interaction Associates, this short workshop for VISTAs in the Bonner Network explored some of the attributes of facilitative leadership including balancing results, process, and relationships and levels of decision making.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Leadership Ethics and Change, Purpose to Impact Plan
The art and science of managing quality
1.
2. THE TEAM
“A specially constituted group chosen to address
an issue that impacts operations of a process.”
Usually consists of five to eight people
The team is the basic unit of quality structures.
No single individual can improve quality.
Managing teams is an art and science.
Success in managing quality teams is the
foundation of any quality improvement initiative
3. WHEN A TEAM IS NEEDED?
To achieve a common purpose and better results
than individuals working alone would achieve;
To maximize the expertise and perspectives
available in the organization;
When a planned change or new process design will
impact current work practice.
When the problem or process has many "owners" of
its complexity or outcomes;
When resistance to change is high, but change is
inevitable.
5. MANAGEMENT RESPONSIBILITY
Helps the team secure needed resources
(time, budget, expertise)
Works with team leader to secure
support from other department
Assures that the team comes up with an
“implementable solution”
6. TEAM RESPONSIBILITY
Describe the specific problems/opportunities
Gather and analyze data
Identify root causes
Develop alternative processes
Apply alternative processes and track
results
Feedback helpful experiences (lessons
learned)
7. TEAM LEADER
Role
• Guide team to reach established goal (s)
• Provides direction and support to Team
Key Responsibilities
• Coordinates & conducts Team meetings
• Encourages member participation
• Interacts with QM/PI Committee on Team
issues/programs
• Functions as an equal Team Member
8. MEETING MANAGEMENT
QUALITIES OF THE CHAIR
Vision: The ability to imagine the meeting in your
head before it takes place and to align the meeting
with the fundamental goals of the group, the cause,
or the organization.
People Skills: Managing a meeting is managing
people: Motivating and leading in a positive way;
Listening and hearing what meeting members are
saying;
Sensing when there is confusion or harmony,
discord, or agreement;
9. Bringing people and ideas together in a
constructive way.
Wisdom - The ability to Accept people as they are,
not as you would like them to be;
Flexibility : Adhering to the fundamental goals of
the meeting but permitting a deviation if it appears
that such will more clearly move the meeting group
toward the desired goal.
MEETING MANAGEMENT
QUALITIES OF THE CHAIR
10. TEAM FACILITATOR
Role
• Promotes effective team dynamics
• Serves as consultant/coach to the Team
Key Responsibilities
• Provide training in QI concepts & methods
• Assist team members in building strengths
• Assist Team Leader in team process
11. Not a member of the team,
Keep the team focused
Seek opinions of all team members
Coordinate ideas and test for consensus
Assist team in applying Ql tools and techniques
Summarize key points
Provide feedback to the team
TEAM FACILITATOR
12. TEAM MEMBER
Role
• Shares knowledge & expertise of process/issues
Key Responsibilities
• Active participant in team process
• Performs assignments
• Represents/communicates with the work group
13. THE ROLE AT THE HEALTHCARE
QUALITY PROFESSIONAL
The healthcare quality professional is
predominantly a coordinator of the “team
process”
He or she is the resource person, a centralized
repository for both receipt and dissemination of
information about the organization's quality
strategy, structure, processes, and outcomes.
In team coordination he or she may oversee
multiple teams and activities; orchestrate
information flow to the Quality Council, governing
body, and organization; and may serve as trainer
and/or facilitator for certain teams.
14. There are occasions when the healthcare
quality professional is asked to serve as team
leader, but these should be rare requests,
such as when the organizationwide quality
strategy is being redesigned and the quality
professional is the obvious expert closest to
the issue.
The quality professional may serve as a team
member on certain systemwide strategic
initiatives or the organization's strategic
planning team.
THE ROLE AT THE HEALTHCARE
QUALITY PROFESSIONAL
15. MEETING PROCESS STEPS
Clarify the objective of the meeting;
Review roles of participants;
Review and clarify the agenda;
Work through agenda items;
Review meeting documentation and decisions;
Plan next steps and agenda;
Evaluate the meeting (what went well and what to
improve)
16. Fundamental Principles of
Meeting Management
Envision what is going to happen
Define the role of the Chair in relation to the other
meeting members;
Prepare a working Agenda
Arrange for minutes to be taken;
Arrive early;
Unite with the group; Start on time;
Begin the meeting with confidence and strength.
17. Get announcements out of the way as quickly as
possible;
State the purpose, objectives, and estimated time for
the meeting;
Do not draw attention to someone entering late;
Restrict interruptions
Restate the objectives periodically;
Remain impartial or at least demonstrate an
appearance of impartiality; Separate fact from beliefs
and opinions;
Fundamental Principles of
Meeting Management
18. Be sensitive to the time and the feelings and
comfort needs of the group;
Be on the lookout for emotional buildups;
Seek contributions;
Make people feel important;
Clarify;
Take on one issue or task at a time;
Protect the weak;
Fundamental Principles of
Meeting Management
19. Divide big problems into sub-problems and address
them separately whenever possible;
Keep the meeting moving;
End the meeting by summarizing accomplishments,
relationship to the original intent of the meeting,
and review the next steps;
Try to end the meeting on time.
Fundamental Principles of
Meeting Management
20. EVALUATING TEAM
PERFORMANCE
Develop measures to evaluate performance in three
areas:
• Task completion: How did we meet our objectives?
• Team dynamics: How did we perform together?
• Individual performance: What did I contribute?
Develop performance measures to:
• Assess progress at each stage of the task;
• Measure team performance;
• Evaluate overall effectiveness in task and personal
achievements.
21.
22. BRAINSTORMING
It’s a tool used by teams to bring out the ideas of
every individual & present them in an orderly
fashion to the rest of the team.
Benefits:
1. It encourages creativity.
2. It equalizes the involvement of all team members.
3. It fosters the sense of ownership.
24. It’s a pictorial representation
displaying the actual sequence of
steps and their interrelationships
in a specific process in order to
identify hand-offs, inefficiencies,
redundancies, inspections, and
waiting steps & ideal sequence of
steps, once the actual process is
known.
FLOW CHART
25. FISHBONE DIAGRAM
It’s a tool generally used to gather all possible
causes as an overview.
The ultimate goal being to uncover the root cause
of a problem.
26. It’s a graph with limit lines called control lines.
It’s used to detect any change in the process that
should be evident by any abnormal points listed on
the graph.
CONTROL CHART
27. MULTIVOTING
Process to select or narrow a set of
items where each member to express
“strength of opinions” through voting.
List all items & Count them
Rank order the items based on total
votes received
Repeat the process until clear
prioritization can be viewed