Agendas, Minutes, and Status Reports

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来自 University System of Georgia 的课程

Six Sigma Advanced Define and Measure Phases

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University System of Georgia

Six Sigma Advanced Define and Measure Phases

184 个评分

课程 2（共 4 门，Specialization Six Sigma Green Belt）

This course is for you if you are looking to dive deeper into Six Sigma or strengthen and expand your knowledge of the basic components of green belt level of Six Sigma and Lean. Six Sigma skills are widely sought by employers both nationally and internationally. These skills have been proven to help improve business processes and performance. This course will take you deeper into the principles and tools associated with the "Design" and "Measure" phases of the DMAIC structure of Six Sigma. It is highly recommended that you complete the "Yellow Belt Specialization" and the course "Six Sigma and the Organization (Advanced)" before beginning this course. In this course, your instructors will introduce you to, and have you apply, some of the tools and metrics that are critical components of Six Sigma. This course will provide you with the advanced knowledge of team dynamics and performance, process analysis, probability, statistics, statistical distributions, collecting and summarizing data, measurement systems analysis, process and performance capability, and exploratory data analysis associated with Six Sigma and Lean. Every module will include readings, videos, and quizzes to help make sure you understand the material and concepts that are studied. Registration includes online access to course content, projects, and resources but does not include the companion text The Certified Six Sigma Green Belt Handbook (2nd edition). The companion text is NOT required to complete the assignments. However, the text is a recognized handbook used by professionals in the field. Also, it is a highly-recommended text for those wishing to move forward in Six Sigma and eventually gain certification from professional agencies such as American Society for Quality (ASQ).

从本节课中

Yellow Belt Refresher - Team Basics

This module is a Yellow Belt Refresher Area, since some learners may have entered this course without having taken the previous yellow belt material. This refresher area does not serve as a "replacement" for taking the yellow belt specialization. It is only a "patch" for those who already have some knowledge of six sigma, but find the yellow belt specialization to be too introductory for their current situation. If you find yourself struggling with the green belt material in this course, it is highly recommended that you travel through the yellow belt specialization before attempting the green belt content. In this module you will learn about team development, different types of teams, tools for decision making, and tools for communication.

Explaining Yellow Belt Refresher Areas1:26

The Importance of Teams in Quality Improvement4:13

Types of Teams3:54

Stages of Team Development5:52

Brainstorming4:34

Team Decision Tools5:41

Agendas, Minutes, and Status Reports6:29

与讲师见面

Christina Scherrer, PhD
Professor of Industrial Engineering
Department of Systems and Industrial Engineering
Gregory Wiles, PhD
Interim Chair and Assistant Professor
Department of Systems and Industrial Engineering
Bill Bailey, PhD
Assistant Professor of Industrial Engineering
Department of Systems and Industrial Engineering

Have you ever attended a meeting and wonder what it was about?

Have you've been in meetings that seem to go on forever without focus?

Have you ever been in a meeting where there was endless discussion and

no decisions?

Communication within a team and to stakeholder is critical for team success.

One agenda item for the first meeting might be a written communication plan.

What should be communicated, to whom, when, and how?

In this presentation we'll talk about some tools that help you run efficient and

effective meetings.

First, some basic elements.

Every meeting should have a specific purpose.

What do you hope to accomplish with this meeting?

If there's not a purpose, why are you having a meeting?

Identifying the purpose helps to keep the team on task.

An agenda should be created and distributed well before the meeting, so

everyone knows what will be discussed and decided.

After the meeting, minutes should be distributed to reinforce

what decisions were made and who is responsible for action items.

Finally we will look at status reports and

how to communicate the progress of your team.

Teams have roles and responsibilities, meeting do too.

The roles and responsibilities may be the same for the meeting as for the team but

they do not have to be.

There should always be designated meeting leader.

This could be the team leader in an early meetings it probably will be.

If possible it's a good idea to have an experienced facilitator

particularly in early stages.

The facilitator can help to keep the team on task.

A time keeper could help to keep the team on time.

Finally, you need a scribe to prepare the agenda in conjunction with the leader

to record decision on action items and to distribute the minutes.

These roles may be static particularly in early stages of team development.

Later when the team is in the performing stage it might

be desirable to rotate roles.

No one wants to be described all of the time.

As team members gain skill and confidence, they can take turns leading or

facilitating meetings.

Think of this as cross training and career development.

This is a sample template for a meeting agenda.

You can customize this any way you want.

This template can be used electronically or in paper form.

Begin to create the agenda by filling out the top of the form.

Who is having a meeting?

What is its purpose?

Fill in the date, the beginning and ending times, and the location.

We've numbered the team members, but put in actual names of all the team members.

If you're expecting any guests, be sure to include them both on the agenda and

in your distribution.

Then assign roles of meeting leader, time keeper, scribe and possibly facilitator.

The bottom part of the agenda addresses what will happen in the meeting.

List the topics or items that will be discussed and decided.

Be realistic,

don't put things on the agenda that you know you will not have time to get to.

For each topic assign a specific amount of time.

Your agenda is now complete.

Be sure to distribute this to all team members and guests.

You might want to copy your sponsor for informational purposes.

In order to use the agenda, start you meeting on time,

if members are missing, do not wait.

This maybe a problem in the first couple of meetings but

it will quickly reinforce the importance of being on time.

First, mark who is in attendance from a list team members.

During your meeting, the scribe will fill out the last three columns and

the remarks row.

If your meeting room has the capability it is a good ideas to project the agenda and

fill in the teams decisions as they're made.

This makes for clear communication, and

also reinforces consensus and support for team decisions.

As you go through the agenda,

the timekeeper should remind the leader about allotted time.

If the time for

an agenda time is used up it should not be extended unless the team agrees.

The team should be made aware that if we extend the time for topic one for

example, we may not have time for topic five in this meeting.

For this reason it may be good idea to arrange agenda items

in the order of importance.

Now you need to create the minutes, when the meeting is concluded and

resolve of all agenda, topics are filled in, you can create the minutes.

The simplest way to do this is to go to the top left of the form and

change the word agenda to minutes.

Immediately after the meeting, distribute the minutes

to the same list that you sent the agenda to, plus any new guests or

stakeholders that the team may have added to the distributions list.

Using a standard form or template like this makes it simple to create an agenda,

keep the team on task and

on time then to convert the agenda to minutes for distribution.

Periodically you will need to provide status reports to your sponsor,

perhaps to steering committee and others.

This might be the part of toll gate review or another intervals.

These reports can be easily prepared from your meeting minutes and

the results of your used quality tools.

Remember, you might want to communicate your process as well as your results.

You can easily prepare a template for

these reports as we did with the meeting agenda.

This slide lists a number of things that might be included on that template.

A structured and organized approach to communication using tools such

as these will great improve your team's chances for success.

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