Quality Progress - January 2016 - (Page 42)

BACK TO BASICS Best of JUNE 2011 BY CECELIA MCCAIN Make a Choice Use a selection matrix to pick projects, evaluate solutions A SELECTION matrix, also known as a criteria to use. In other cases, the team prioritization matrix, is a ranking tech- brainstorms to generate a list of potential nique used to evaluate potential projects, criteria and reaches consensus on the compute an overall score by multiplying problems, alternatives or remedies based criteria to be used. the individual alternative ratings in the remedies A and C. When all of the ratings are complete, on specific criteria or quality dimensions. After consensus is reached, place the respective columns (see Online Table 1 at The selection matrix has many uses, criteria items under the criteria column on www.qualityprogress.com). For example, such as when a quality group is selecting the matrix. In the example in Table 1, an to compute the overall score for remedy A the right type of project for improvement. improvement project team agreed on the in the example: Does the group want a project with the criteria to be used to rate and rank three greatest return on investment (ROI) or proposed remedies. 3 * 3 * 2 * 3 * 2 = 108. After the overall score is computed for each alternative, rank the alternatives and one that can be implemented quickly? Next steps agree on the most suitable option. In this quality improvement projects to help Rate the alternatives against each of the example, remedy B has the highest overall project teams evaluate proposed remedies criteria using a scale of 1 to 5, with 5 score and an alternative ranking of 1, mak- or solutions to a problem. being closest to ideal. This can be done ing it the most suitable alternative. The matrix can also be used during The proposed remedy should still be by collecting and analyzing actual data Using the matrix if it exists or by rating the alternatives tested for suitability using quality tools, such Create a simple matrix template to list subjectively. as a failure mode and effects analysis. QP the desired criteria and available alterna- In the example, the cost of implemen- tives. The matrix lists the criteria in the tation (criteria item A) for remedy A is left-hand column and the alternatives in higher than the cost of implementation for columns to the right. remedies B and C (see Table 2). Remedy CECELIA MCCAIN is a quality consultant in Detroit. She is a senior member of ASQ and a certified Six Sigma Black Belt. C has the lowest implementation cost To begin completing the matrix, the project team agrees on the criteria to be and is rated a 5. Similarly, the return on used or the ideal items that satisfy the investment (criteria item E) for remedy criteria. Sometimes, a team is told which B is rated a 4-higher than the ROI for Selection matrix template / TABLE 1 Selection matrix template with scores / TABLE 2 Selection matrix Selection matrix Alternatives Criteria Remedy A Remedy B Alternatives Remedy C Criteria Remedy A Remedy B Remedy C A. Cost of implementation A. Cost of implementation 3 4 5 B. Training time B. Training time 3 5 1 C. Time to implement C. Time to implement 2 5 3 D. Alignment to strategy D. Alignment to strategy 3 5 2 E. Return on investment E. Return on investment Overall score Overall score Alternative ranking Alternative ranking 42 QP * www.qualityprogress.com 2 4 1 108 2,000 30 http://www.qualityprogress.com http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - January 2016

According to Plan
Solid Proof
Use Your Head
Stakeholder Management 101
Customer Delight
All About Data
Eight Simple Steps
Minimizing Chaos
Take Note
Pyramid Scheme
Assessing Failure
Which Six Sigma Metric Should I Use?
Turning ‘Who’ Into ‘How’
In the Beginning
Outputs and Outcomes
That’s So Random—Or Is It?
Understanding Variation
Improving a System
Putting It All on the Table
Know the Drill
It’s Fun To Work With an F-M-E-A
Solve Problems With Open Communication
Tell Me About It
Separate the Vital Few From the Trivial Many
To DMAIC or Not to DMAIC?
Breaking It Down
Smart Charting
1 + 1 = Zero Defects
QFD Explained
Curve Your Enthusiasm
Make a Choice
What Is a Fault Tree Analysis?
Successful Relationship Diagrams
The Benefits of PDCA
Creative Combination
Return on Investment
The Art of Root Cause Analysis
Why Ask Why?
Get to the Root of It
Checks and Balances
Calculated Risk
Sufficient Evidence
Sample Wise
Clearing SPC Hurdles
Supplier Selection and Maintenance
Team Advantage
Building a Quality Team
Plan Experiments to Prevent Problems
Substantiation Test
Training Day

Quality Progress - January 2016

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