Author: Christina Harrington

MOD SQUAD PDSA PROJECT
FISHBONE DIAGRAM
April 12, 2010

Communications

Current Process

Multiple SP Processes

Talking Points from MS are not being consistently shared in
divisional staff meetings

Knowledge of the MS process and terminology are insufficient

MS Member time commitment
is to long in duration

Feedback and Input process is not defined for 360° communication

Manuals used are not relevant for subsequent years of planning

New terminology and acronyms provide a learning curve

Staff unclear how it all fits together and whether it needs to
(MAPP, Kresge, QI)

Knowledge is lost between
MS groups. Those that make the plan do not carry it out

Confidentially was breached among the membership

Phase 3 of the current process was never repeated after MS1

Operational items that are not
sustained/documented well

Lack of supervisor buy-in

Mistrust in the Process

Not user friendly documents/layout/presentations

Confidentiality breached in MS2

Staff are in day to day
“survival” mode focus

Lack of Staff/MS member buy-in

Labeling of Staff as “Naysayers”

Lack of knowledge
of the SP process

Evolution of the Plans
(internal to external focus)

No end product—sense of
satisfaction by staff t
hat develop it

Lack of co-worker support to allow MS members to attend mtgs

Evolution of the Plans (internal to external focus)

MS member attendance
no longer mandatory

Lack of plan balance
(people/product/process)

Attitudes/Perceptions

Commitment from Staff

SP Product

Disconnect of staff from the current SP process and that process with other SP
processes

Those that make the plan
do not directly carry it out

Lack of relevance of the plan to day to day activities for staff

Evolution of the Plans
(internal to external focus)

EFFECT: (Problem Statement)
There is a disconnect of staff from the current strategic planning process and there is uncertainty of how our current strategic planning process connects with community strategic planning.

Org. 04/16/10; Rev. 04/19/10