Matrix Diagram Used to: Find relationships Page 85 Makes patterns of responsibilities visible and clear so that there is even distribution of tasks Helps a team come to consensus on small decisions, enhancing the quality and support for the final decision. Public Health Memory QI Tool What the Tool Does Jogger II Nominal Group Used to: Rank for consensus Page 91 Technique Allows every team member to rank issues without being pressured by others. Makes a consensus visible team’s Puts quiet team members on an equal footing with more dominant members Pareto Chart Used to: Focus on key problems Page 95 Helps teams focus on those causes that will have the greatest impact if solved. (Based on the Pareto principle ~ 20% of the sources cause 80% of any problem.) Progress is measured in a highly visible format that provides incentive to push on for more improvement. Prioritization Used to: Weigh your options Page 105 Matrices Forces a team to focus on the best thing(s) to do and not everything they could do. Increases the chance of because consensus is sought at each step in the process (from criteria to conclusions) Process Capability Used to: Measure conformance to Page 106
Matrix Diagram Used to: Find relationships Makes patterns of responsibilities visible and clear so that there is even distribution of tasks Helps a team come to consensus on small decisions, enhancing the quality and support for the final decision. Page 85 QI Tool What the Tool Does Public Health Memory Jogger II Nominal Group Technique Used to: Rank for consensus Allows every team member to rank issues without being pressured by others. Makes a team’s consensus visible Puts quiet team members on an equal footing with more dominant members Page 91 Pareto Chart Used to: Focus on key problems Helps teams focus on those causes that will have the greatest impact if solved. (Based on the Pareto principle ~ 20% of the sources cause 80% of any problem.) Progress is measured in a highly visible format that provides incentive to push on for more improvement. Page 95 Prioritization Matrices Used to: Weigh your options Forces a team to focus on the best thing(s) to do and not everything they could do. Increases the chance of because consensus is sought at each step in the process (from criteria to conclusions) Page 105 Process Capability Used to: Measure conformance to Page 106