PROBLEM-SOLVING and
DECISION-MAKING TOOLS
Presented by:
Karen Deering,
Jon Ross, Mark Kesler
THE PDSA CYCLE
CONTINUOUS PROCESS
IMPROVEMENT CYCLE
THE SEVEN PHASES TO THE
PROBLEM SOLVING METHOD
6 PRINCIPLES OF TQM
Mark…
Leadership and Customer Service
Jon…
Employee Involvement and
Continuous Process Improvement
Karen…
Supplier Partnerships and
Performance Measures
LEADERSHIP
As organizations are searching for new and/or better ways
to be successful, more attention and accountability are
being placed on those responsible for charting the
course, navigating the changes, and keeping the
organization afloat. The forces and factors impacting
organizations in the new millennium are more
interdependent, dramatic, fast paced, and
unpredictable. The complexity of what decision makers
in organizations must know and be able to do if
organizations survive and thrive is being influenced by
its leaders…
Leadership…Why, What and How?
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Why…to motivate and inspire to a common
goal or purpose. Providing direction,
engagement, and encouragement
What…ethical, realistic, consistent,
responsible, courageous, visionary
How…”know where to go”. Have a vision
and create cohesion of the team
Empower your employees to allow
them to have the confidence, ability,
and commitment to take the
responsibility and ownership to
improve the process and initiate the
necessary steps to satisfy customer
expectations – within well-defined
boundaries in order to achieve
organizational values and goals
TEAM PROBLEM-SOLVING
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Is a process that uses a group of people in a
team setting with the objective of resolving a
problem or improving an existing process at
any level of the organization
Six Sigma
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Refers to the number of standard deviations
found between the process central tendency
and the closest specifications.
Six Sigma Methodology
Disciplined team problem solving approach
using metrics and measurements to track
loss…statistical tools to ensure best results
“8D”
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8 Disciplines in problem solving which
follows a fact based approach that fits well
with Decision – Making and PDSA models
DO - Prepare for the 8D Process
D1 - Establish the team
D2 – Describe the problem
D3 – Develop the Interim Containment Action
and Verification
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D4 – Define and Verify Root Cause and Escape
Point
D5 – Choose and Verify Permanent Corrective
Actions for Root Cause and Escape Point
D6 – Implement and Validate Permanent Corrective
Action
D7 – Prevent Recurrence
D8 – Recognize Team and Individual Contributions
OTHER LEADERSHIP TOOLS
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Psychological Type Theory (MBTI)
ORJI
Left – hand Column
Herman’s Brain Model
Dialogue
MODELS and THEORIES
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THE NORMATIVE DECISION MODEL
THE SITUATION LEADERSHIP THEORY
THE CONTINGENCY MODEL
THE PATH GOAL THEORY
POST-HEROIC LEADERSHIP
TRANSACTIONAL AND
TRANSFORMATIONAL LEADERSHIP
7 HABITS OF HIGHLY EFFECTIVE PEOPLE
CUSTOMER SERVICE
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WHY FOCUS ON CUSTOMERS?
WHO ARE OUR CUSTOMERS?
WHAT DO CUSTOMERS WANT?
HOW DO WE BETTER UNDERSTAND OUR
CUSTOMERS?
HOW DO WE TRANSLATE CUSTOMER
NEEDS INTO
SPECIFICATIONS/STANDARDS?
CUSTOMER SERVICE
Why? Customers are the most important
asset. They determine the “bottom line”.
 Who? External and Internal Customers
 What? Quality, durability, and price.
Most critical or important…
function or reliability
How? Standards such as ISO 9000
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HOW DO WE BETTER UNDERSTAND
OUR CUSTOMER
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Comment cards
Surveys
Focus Groups
Telephone
Customer Visits
Report Cards
Internet
Employee Feedback
MEET SID THE CAB DRIVER
Academic Assessment
Employee
participation
and
continuous
improvement
What is Academic Assessment?
(Employee involvement)
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A continuous improvement tool
Involving all employees and management
Not a method to grade student work
Students and employees grade course or
program
How do we assess academics
(Continuous improvement cycle)
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Review mission and purpose statement
Review program goals
Identify assessment methods / intended
outcomes
Gather data – or make the measurement
Analyze the information
Take Action
Review of mission and purpose /
Program goals
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Courses and programs must be aligned with
mission and purpose of the entire
organization
Changes should be made at this level if
alignment is not found
Measurement tools
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Timing of assessment
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Pre enrollment data
Process – (during course) data
Post enrollment data
Assessment tools
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Direct measures
Indirect measures
Direct Measurement Assessment
Tools
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Pre/post test
Course embedded tests
Portfolios
Capstone exam/project
Standardized exams
Performance assessment
Primary trait analysis
Professional certification
Indirect Measurement Assessment
Tools
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Focus groups
Graduate survey / interview
Employer/faculty survey
Interpretation of measurements
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What did you measure?
Are the results what you predicted?
Can you use the data?
What other factors may have influenced the
data?
Help in statistical measurement maybe
needed
Use the data to make changes
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Slight variation may require small changes
Larger variations require new curriculum or
further study
Repeated large variations may require new
focus in mission or purpose.
Variations of assessment plans
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Plans and methods will vary between
institutions
Plans and methods will vary internal to the
institution
Plans will vary based on needs and
resources
How to be sure assessment
successful
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Why is assessment being done?
Management must support and provide resources
for assessment
Employees must understand the benefits and use
the method
Multiple sections of a course and multiple instructors
will complicate method
Communication is vital
Success should be rewarded
Review
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Assessment (PSDA) cycles are not just for
manufacturing business
Assessment methods can be used on small
scale projects or large scale operations
Find a process and follow it.
Several cycles will be needed to have valid
data
Tools for Solving Problems
and Making Decisions
Supplier Partnerships
and Performance Measures
Supplier Partnerships
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Long Term Commitment 
Mutual Trust
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Goals and Objectives
Expectations and Values 
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Increased Efficiency
Lower Costs
Innovation
Continuous Improvement
Equal Quality Standards
Cost, Quality, Overall
Value Added
Understand Philosophy
Dependent &
Independent
Performance Measures
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Set Performance
Expectations
Benchmark
Continuously Improve the
Process
Customer Satisfaction,
On-time Delivery,
Absenteeism, and
Turnover
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Customer Focused
East to Interpret
Valued by the Employee
Vision, Mission, Quality
Policy Statements
Baseline - Benchmark
Record Findings
Analyze Results
Review and Update
Making
Decisions
Solving
Problems
The PDSA Cycle
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PLAN carefully what is to be done.
DO carry out the plan.
STUDY the results.
ACT on the results.
Act
Study
Plan
Do
Continuous Process Improvement Cycle
Phase 1: Identify the
Opportunity
Phase 7: Plan for
the Future
Phase 2: Analyze the
Process
Phase 6: Standardize
the Solution
Act
Phase 3: Develop the
Optimal Solution(s)
Study
Phase 5: Study the
Results
Plan
Do
Phase 4: Implement
Using a systematic, orderly approach will yield
the highest probability of success.