[精选]GM现场实用管理工具.pptx

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1、ToolsGoFast!Workshop ToolsStoryboardingPay-off matrixDot VotingIn-frame/out-of-frame FishboneCircles of influenceFist to Five/Thumbs upFifteen WordsFive WhysRAMMPO MWIPIs/Is NotSIPOCStoryboardingWhat is it?Storyboarding is a highly visual process of gathering,organizing and evaluating information us

2、ing cards to record and display ideasWhy use it?Used to select a themeUsed to identify a problemFacilitator takes on a back seat,coaching roleSteps:1.Distribute post-its or cards and markers2.Arrange room with participants facing the wall and able to see each other3.Frame the task4.List ideas and as

3、k each participant to create 3-5 storyboard cards 1 item per card,markers,block print,post-it glue at the top of the sheet5.Participants post ideas on cards6.Have the group work as a team to understand each authors thinking and edit and organize the cards in a logical way clusters can help7.Discard

4、or add cards as the conversation develops8.Refine and prioritize the ideas as many times as needed9.At the end,distribute the final set of ideas on paperTips:Vary the pace of information collection to“spice up the data collectionAlternate NGT with candid discussions of the ideas to introduce some va

5、riabilityStoryboarding ToolMany ManualProcessesToo Little on ComputerBad SystemsToo Many ApprovalsSlow CultureToo Much Team-workMany Constituencies to SatisfyMany People Need to Know Whats HappeningMany People Need to Know Whats HappeningSlow CultureToo Many PeopleToo Many PeoplePeopleApprovalsSyste

6、msToo Little on ComputerMany ManualProcessesToo Many ApprovalsToo Much Team-workMany Constituencies to SatisfyBad SystemsTopic:Why is this system bureaucratic?What is it?Payoff Matrix is a two-by-two table that helps sort and evaluate ideas.Typical dimensions are Payoff vs.Ease of Change;Level of Di

7、fficulty vs.Urgency;Cost vs.Benefit;Customer Impact vs.Organization Impact;Required Resources vs.Time Required to Implement;and Global vs.Local.Why use it?The primary reason to use a payoff matrix is to sort and prioritize actions or ideas.It serves as a discussion format to take a range of ideas an

8、d narrow down how best to spend the groups time and energy.The matrix is a visual tool that helps the group to:1.Determine which ideas have the most benefit or require the most work related to two important dimensions2.Discuss each idea or issue in an organized manner resulting in thoughtful discuss

9、ions before beginning to problem solve3.Begin the process of identifying where the team wants to focus their energy by sorting priorities and understanding the thinking behind other peoples ideas4.Uncover support,resistance,and areas of agreement or disagreementPayoff MatrixPayoff Matrix,continuedSt

10、eps:1.Select the two dimensions that best fit the discussion topic to construct the matrix2.Decide on the words that describe the extremes high to low,difficult to easy3.Draw the matrix on a flip chart to facilitate engagement and discussion4.Draw the matrix so the most desirable box is the upper ri

11、ght hand corner;explain the matrix to the group before beginning to add the post-it notes5.Brainstorm ideas and put each idea on a post-it note as a total group,discuss each post-it note and place into the matrix6.Depending on the situation,this can be solutions to address the specific issue or on b

12、igger topics,aspects of the problem to tackle7.Encourage the group to identify and add any other ideas they e up with during the discussion8.After all post-it notes are on the matrix,discuss and decide which ones to tackle to begin problem solving and action planning9.Address each post-it note with

13、action plans or make a decision not to resolve the itemTips:1.Encourage the group to work on items that fall in the most optimum boxes2.Actively facilitate the process so it doesnt get bogged down in debate regarding where an idea falls;if there is major disagreement,check to see if the idea can be

14、rewritten more clearly or broken into multiple ideas3.Encourage the group to make a decision about all the items to resolve,eliminate,or defer so that items arent left hanging4.When possible,have the group stay very actively involved in this sorting process5.If it be es necessary to stop and problem

15、 solve an item during the sorting process,go with the groups energy and return to the matrix if necessaryPayoff Matrix ToolPayoffhighlowhardeasyEase of ChangeNot Worth the EffortJust Do ItHard Work but Worth ItQuick HitsDot VotingWhat is it?Dot Voting is a mechanism for polling the group and visuall

16、y capturing the responses.It helps group members sort priorities from among several ideas or options.Often used with a Gallery of Issues to help select the most important issues for action re mendations.Why use it?Dot voting is used to reduce the number of items to a workable number and to select to

17、p choices from a larger list of items,i.e.,Gallery of Issues.The visual display can help facilitate dialog and increase participation in group decision-making.Steps:1.Give everyone a limited number of colored dot stickers two to three can also use marker pens2.Using the posted list of options,instru

18、ct everyone to distribute dots among options3.Count dots and identify which are top priorities according to votes4.Have the group review and discuss the results for agreement on the top priorities5.Reduce the list to items with greatest number of dotsSmall Group Ranking Technique1.Each member select

19、s top five among the posted list of options2.Small groups then work together to select a single list of top five choices3.Collect,tabulate,and write choices on flip chart4.Narrow choices to top choiceDot Voting,continuedSteps continued:5-3-1 Dot Ranking1.Distribute one dot sticker of each of three c

20、olors to each participant,Red is five points,Yellow is three,Blue is one 2.Post list of options3.Ask participants to place their red sticker on the area they feel most strongly about and the other two in decreasing order of priority4.Tabulate the scoresTips:1.Dont use these as hard and fast votes,ra

21、ther to narrow attention and create more focused discussion2.Push back on“why didnt this make your list?if necessary3.Okay to vote on individual ideas or categories be clear when giving the directionsDot Voting ToolGallery of IssuesTopic 1Topic 2In the Frame/Out of the FrameWhat is it?In the Frame/O

22、ut of the Frame is used to clarify the scope of the groups initiative.It helps leaders and group members define parameters of what is in-and out-of-bounds for the meeting or project as well as to sort ideas and identify those that fit within the scope of work.This gives guidance and direction for wh

23、ere the group should spend its time and energy.Why use it?This tool is useful during the scoping phase and at the beginning of the first working session to:1.Enable the leader to define the initiative/project 2.Provide a framework for the group to clarify expectations and boundaries3.Identify and/or

24、 clarify parameters of what is in/out-of-bounds related to this session4.Look at aspects and plexities of an issue from different perspectives5.Clarify the team charter and expectations Steps:1.Draw a large square picture frame on a flip chart or use tape on a wall or on a large white board;the fram

25、e represents the problem or issue that needs to be resolved2.Explain we need to identify what falls inside the boundaries of the project and what falls outside3.After reviewing the initiative and its objectives with the group,the leader and group members identify what is in-scope and out-of-scope by

26、 identifying significant details or aspects of the issue4.Discuss each idea and agree whether it is in-or out-of-scope before placing it inside the frame for in-scope items,outside-the-frame for out-of-scope items,and on-the-frame for those items which need clarification5.Discuss the on-the-frame it

27、ems once all the ideas have been reviewed6.If there are any significant issues,details,or aspects that may be different from the discussions between the group leader,resolve them before working on a solutionIn the Frame/Out of the Frame,continuedTips:1.Using the aspects of the issue generated,ask th

28、e group where each falls;engage in further discussion on on-the-frame items2.Leaders should think through possible examples of what is in/out-of-scope ahead of time3.The leader may have to assert his/her view on what is and is not in-the-scope of the initiative;group members may not all be in agreem

29、ent4.Keeping the scope focused increases the chance of successful implementation5.Go to the appropriate level of detail on each issue or idea that passes through the frame6.Remember to get consensus on what is in-and out-of-frameIn the Frame/Out of the Frame ToolInstructions:1.Have the leader and gr

30、oup list all potential aspects/ponents e.g.,end results,timeframe,product lines,geographic,organizations/groups involved of the initiative using post-it notes2.As a total group,place each idea either in-the-frame,outside-the-frame,or on-the-frame if uncertainty or disagreement exists3.Discuss“on-the

31、-frame items in more detail to reach agreement4.Review the groups understanding of the scope with the appropriate leadersFishboneWhat is it?Fishbone helps a group analyze causes of an issue or problem in a systematic way.Why use it?When group members are asked to determine the various causes for the

32、 problem/issue and re mend solutions with action plans to address them,this tool is useful for detailing logical connections contributing to the larger problem/issue.It can also help the group prioritize the most likely causes and identify root causes.It categorizes and provides an open systems fram

33、ework for discussing the problem.Steps:1.Build the fishbone diagram on the wall using masking tape or draw on flip charts2.Clarify and validate the problem with the group3.Ask group members to identify things that are causing this problem through small group discussion or working in pairs4.Collect t

34、heir input and display the individual causes on the fishbone5.Ask group members to cluster causes in“related clusters6.Test for a logical connection with the problem and label each cluster7.Select one cluster at a time to focus on for the next step of solution generation to eliminate these causesTip

35、s:1.Make sure that the causes are not symptoms2.Take time to agree on the“head of the fish,the key issue3.Ask“why five times to get to the root cause4.bine storyboarding with this toolFishbone Tool ProblemorIssuePossibleCausePossible Cause BTechnicalHumanPossible CausePossible Cause EPossible Cause

36、BPossible CausePossible Cause EPossible Cause EPossible CauseWrong Procedures UsedInspectors Lack SkillPoor TrainingTraining MaterialsUnskilled InstructorsMeasurement Procedures70%Poor LocationWeak DocumentationUnavailableWrong Tools UsedInconsistent Procedures UsedCleanlinessHumidityPeersPressuresM

37、anagementDont Understand ProcessLow SkillCleanlinessUninterestedLack Knowledge20%PeopleExcess TemperatureVibrations10%EnvironmentNo Criteria ExistNo Operational Definitions10%Errors onQA InspectionsTopic:Why is the QA inspection error rate so high?Circles of Control,Influence,Concern What is it?Circ

38、les of Control,Influence and Concern is a framework for groups to use to sort information.The goal is to use this tool to identify what the group has control and influence over so they spend their time working on things they can truly impact.Why use it?The power of this tool is to focus the group in

39、 arenas that they can impact.It is a visual that can facilitate great discussions.It is especially useful when a group member or members are stuck on a topic that is out-of-scope.Usually,this tool helps name this situation and allows the group to move on to more fruitful discussions.If the subject i

40、s critical and be es a roadblock to progress,yet is not within the groups circle of control or influence,a group may need to involve others to address the issue.Steps:1.Draw circles on a chart and post for easy reference2.Present the model as a framework for determining what to work on3.Explain that

41、 it is based on Stephen Coveys work about effective people spending the majority of their energy working on things within their control or influence4.If using it to sort ideas,have the group members place ideas in the appropriate circles5.If using it to brainstorm things to work on,have the group me

42、mbers generate topics and then place the ideas in the appropriate circles6.For important issues that fall in the concern ring,identify the stakeholders to involve and plan how to influence them7.Encourage the group to be realistic in assessing what they have control over yet not be too conservative8

43、.Move to problem solving or action planning,focusing on the items in the inner circlesCircles of Control,Influence,Concern,continuedTips:1.Always have the chart posted so it can be referenced when the group goes off track2.When many items fall in the“concern ring,ask the group if the leader needs to

44、 be involved to reframe their task,or if other people who have control or influence need to be engaged3.For key items that fall in the“concern ring,ask if some aspect of it can be within their control or influence get specific4.Use this chart as a parking lot for issues that fall out-of-scope for th

45、is session5.Can be used before the workshop with the leader in identifying appropriate participants and decision panel members6.Can also be used to remind people before brainstorming or problem solving to focus on areas within their circles of control and influence7.Use as a check point for re menda

46、tions is this something within our control?Can we influence the stakeholders to support our re mendation?8.Use as a point of clarification at a gallery prior to people“dot voting on topics to work on see Dot Voting toolCircles of Control,Influence,Concern Tool Instructions:1.Explain the three rings

47、of the model,explain most productive work falls into the inner two rings2.Agree on what our group has control,influence,or just concern3.Post information on the chart in the appropriate area4.Discuss the“concern and“influence aspects,identify key stakeholders you should involve and plan how to incre

48、ase your control or to exercise your influenceControlConcernInfluenceFist to Five&Thumbs UpWhat are they?Fist to Five and Thumbs Up are methods for checking consensus and reaching group decisions.Why use them?When a group is working on solving a problem or reaching a decision,having a visual means f

49、or polling the group is very helpful.Either of these techniques gives a quick visual read on level of agreement,identifies who needs to discuss things more and who is ready to move on to a decision.Fist to Five and Thumbs Up enables the group to determine if there is agreement or disagreement among

50、the group members and assures everyone is heard.Steps:1.After some amount of discussion,anyone in the group can ask to check for consensus2.Choose one of the methods and explain how it worksa.Fist to Five:use the#of fingers on one hand to signify level of agreement fist not at all up to five total a