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Team Guide

 

Mark Norman and Dalton Kehoe, The CORE Group

October 1996


 

WHAT NEEDS TO BE IN PLACE FOR A PROJECT TEAM TO BEGIN


 

What needs to be in place for a project team to begin

 

Management Planning

The top administrator (sponsor) of the area of implementing teams must conduct a Strategic CQI Planning Process within a reasonable time of team start-up. The planning consists of identifying processes in which the department or unit engages themselves on a regular basis and that have a high impact on the service receivers sense of quality. A team will be formed around each critical process identified for analysis.


 

Team Management

The Team Leader is usually a senior manager on the team responsible for the process. The Team Leader must at a certain points provide updates to the Sponsor in order to reduce the risk of investing a great deal of work in a way that doesn't fit with the work taking place in other parts of the unit or organization. This update is called a sign-off. Generally, there will be three sign-offs during the life of the project team.


 

A facilitator to assist your team during your project

It is recommended that each Team be assigned a facilitator. A pool of facilitators will be coordinated by the CQI Program coordinator: for each facilitator utilized, a department will eventually be able to donate a facilitator to be used in another department.


 

Training

The Team Leader and Facilitator are trained prior to team start-up. The team will be provided with initial tool training by the facilitator. Subsequent «just-in-time» training for team members will be provided by the Team Leader and/or Facilitator as needed.


 

Record Keeping

The Team Leader will keep a complete file of all documents related to the team's activities and accomplishments. This must include (but is not limited to): meeting notes, sign-off documents, copies of questionnaires, all charts and graphs.

 

After completing each step of the CQI Process, the team will produce a report, detailing their accomplishments. The report should contain narrative and graphical information about each step of the CQI Team Process. Teams may be asked to present their results to the Continuous Quality Improvement Council (CQIC). An actual report is included in the annexes of this manual.


 

How many meetings and how long?

Generally projects require 8 to 10 meetings. Teams meet one and a half to two hours per week using the CQI Team Process. After solutions are implemented, the team will continue to maintain the process performance measure. The team will reconvene periodically (approximately every 6 months) to evaluate the process performance measure and modify solutions as necessary. The Facilitator may or may not continue involvement with the team as determined by the team Leader and CQI coordinator.



THE TEAM ROLE IN CONTINUOUS QUALITY IMPROVEMENT

Continuous Quality Improvement involves everyone in decision making to improve services to better meet the needs of customers. Each team studies a critical process in detail, collects information from customers, and gathers data for the purpose of improving the quality of the critical process. Frequent questions about teams include:

 

What is a team?



CQI "TEAM PROCESS" PRINCIPLES

 



THE CQI TEAM PROCESS





 

Pareto Charts

An example:

 

What is it and why do we use it?

 


 

What is it and why do we use it?

 


Data collection

All teams are encouraged repeatedly to collect data around their work processes. A few tools are commonly used to do so"

 

Check sheets:

Example: Number of keyboard errors in class assignment

Mistakes/Date

01-03

02-03

03-03

Total

Centering

2

3

3

8

Spelling

7

11

5

23

Punctuation

15

10

15

40

Missed Paragraphs

2

1

1

4

Wrong Numbers

3

4

3

10

Wrong Page Numbers

1

1

2

4

Tables

4

5

4

13

Total

34

35

33

102


 

Benchmarking

 

Planning

1. Identify Process to Benchmark

2. Identify organizations for benchmarking

3. Determine data collection methods

Analysis

4. Collect Data

5. Define performance gaps

6. Establish new performance levels

Integration

7. Communicate results and obtain commitment to improve

8. Establish improvement objectives

Action

9. Develop an action plan

10. Implement and control results

11. Readjust performance levels

 

 

Cost of Quality

 

 

Costs of Conformance

 

Costs of Non-Conformance

 

Costs of Lost Opportunities

 

Cost of Quality Over Time

 

A simple formula to calculate the cost of a process:

 

 

Note taking during team meetings

This is often the most avoided role in the team because of the potential tediousness of the task. The task is important and is not related to minute taking. The important elements that must be reflected in the annals of the teams life consist of a few key items. The following table can be used to simplify the task and produce the needed results:



Annex 1: Tool Selection Guide

1. Identify and select a process or problem

 

  • Flow charts, Interviews and surveys, Data sheets, Pareto charts, Brainstorming, Consensus techniques

2. Describe the problem

 

  • Data sheets, Pareto charts, Bar charts, Control charts

3. Develop a broad perspective by identifying all possible causes

 

  • Data sheets, Brainstorming, Fishbone diagrams

4. Develop a consensus on root cause

 

  • Data sheets, pareto charts, Correlation charts, Brainstorming, Consensus techniques

5. Create a solution and an action plan

 

  • Brainstorming, Presentation techniques

6. Implement solution and measurement procedures

 

  • Pareto charts, Bar charts, Control charts

7. Maintain control procedures

 

  • Control charts