[{"data":1,"prerenderedAt":-1},["ShallowReactive",2],{"doc-seo-239836-105":3,"detail-sidebar-cat-1-en-105":81,"doc-detail-239836-en":127},{"code":4,"msg":5,"data":6},0,"ok",{"site_id":7,"language":8,"slug":9,"title":10,"keywords":11,"description":12,"schema_data":13,"social_meta":74,"head_meta":76,"extra_data":78,"updated_unix":80},105,"en","process-improvement-fixing-problems-focus-change-and-control-tools","Process Improvement - Fixing Problems - Focus, Change and Control Tools","","Process improvement focuses on identifying and correcting problems that commonly derail change initiatives, including defects and poor quality, delays in meeting timelines, and rising costs. The material outlines how to concentrate change efforts using structured focus methods, then explains strategies and tools such as process behavior charts, Pareto charts, cause-and-effect analysis, and process mapping to determine what actions drive improvement. It emphasizes understanding variation through control or process behavior charts, including interpreting month-to-month and year-over-year changes in crime performance across districts.",{"@graph":14,"@context":73},[15,34,56],{"@type":16,"itemListElement":17},"BreadcrumbList",[18,23,27,31],{"item":19,"name":20,"@type":21,"position":22},"https://docshare.wps.com","Home","ListItem",1,{"item":24,"name":25,"@type":21,"position":26},"https://docshare.wps.com/template/","Template",2,{"item":28,"name":29,"@type":21,"position":30},"https://docshare.wps.com/template/presentations/","Presentations",3,{"item":32,"name":10,"@type":21,"position":33},"https://docshare.wps.com/template/process-improvement-fixing-problems-focus-change-and-control-tools/239836/",4,{"url":32,"name":10,"@type":35,"image":36,"author":41,"headline":10,"publisher":44,"fileFormat":47,"inLanguage":8,"description":12,"dateModified":48,"datePublished":49,"encodingFormat":47,"isAccessibleForFree":50,"interactionStatistic":51},"DigitalDocument",{"url":37,"@type":38,"width":39,"height":40},"https://docshare.wps.com/thumbnails/process-improvement-fixing-problems-focus-change-and-control-tools/239836.png","ImageObject",442,249,{"name":42,"@type":43},"Adam","Person",{"url":19,"name":45,"@type":46},"DocShare","Organization","application/pdf","2026-10-20","2026-09-11",true,{"@type":52,"interactionType":53,"userInteractionCount":55},"InteractionCounter",{"@type":54},"ViewAction",8,{"@type":57,"mainEntity":58},"FAQPage",[59,65,69],{"name":60,"@type":61,"acceptedAnswer":62},"What problem types commonly cause failure in change projects?","Question",{"text":63,"@type":64},"Failure rates are attributed to problems such as defects, errors and poor quality, delays from not meeting timelines, and excessive costs (work costing more than desired).","Answer",{"name":66,"@type":61,"acceptedAnswer":67},"Which tools are used under the Focus and Change parts of the process improvement approach?",{"text":68,"@type":64},"The material recommends focusing on change efforts and then using strategies including process behavior charts, Pareto charts, cause-and-effect analysis, and process mapping.",{"name":70,"@type":61,"acceptedAnswer":71},"How should variation in performance numbers be understood and acted on?",{"text":72,"@type":64},"Control or process behavior charts are used to learn how to see and understand variation, then interpret changes over time (up/down) by examining likely reasons for the shifts in performance across periods and districts.","https://schema.org",{"og:url":32,"og:type":75,"og:title":10,"og:site_name":45,"og:description":12},"article",{"robots":77,"canonical":32},"index,follow",{"doc_id":79,"site_id":7},239836,1791719485,{"code":4,"msg":82,"data":83},"success",[84,88,93,98,103,108,113,118,123],{"id":85,"doc_module":22,"doc_module_name":25,"category_name":29,"show_sort_weight":86,"slug":87},11,90,"presentations",{"id":89,"doc_module":22,"doc_module_name":25,"category_name":90,"show_sort_weight":91,"slug":92},12,"Resumes",80,"resumes",{"id":94,"doc_module":22,"doc_module_name":25,"category_name":95,"show_sort_weight":96,"slug":97},14,"Invoices",70,"invoices",{"id":99,"doc_module":22,"doc_module_name":25,"category_name":100,"show_sort_weight":101,"slug":102},15,"Posters",60,"posters",{"id":104,"doc_module":22,"doc_module_name":25,"category_name":105,"show_sort_weight":106,"slug":107},16,"Social Media",50,"social-media",{"id":109,"doc_module":22,"doc_module_name":25,"category_name":110,"show_sort_weight":111,"slug":112},17,"Forms",40,"forms",{"id":114,"doc_module":22,"doc_module_name":25,"category_name":115,"show_sort_weight":116,"slug":117},18,"Letters",30,"letters",{"id":119,"doc_module":22,"doc_module_name":25,"category_name":120,"show_sort_weight":121,"slug":122},21,"Paper Templates",5,"papers-templates",{"id":124,"doc_module":22,"doc_module_name":25,"category_name":125,"show_sort_weight":4,"slug":126},158,"General","general-158",{"code":4,"msg":82,"data":128},{"doc_id":79,"user_id":129,"nickname":42,"user_avatar":130,"doc_module":22,"category_id":85,"category_name":29,"doc_title":10,"doc_description":12,"doc_content":131,"file_id":132,"file_url":133,"file_type":134,"file_size":135,"view_count":55,"is_deleted":4,"is_public":22,"is_downloadable":22,"audit_status":22,"page_count":86,"language":136,"language_code":8,"site_id":7,"html_lang":8,"table_of_contents":137,"faqs":138,"seo_title":139,"seo_description":12,"update_tm":140,"read_time":141},1374404737137,"https://ap-avatar.wpscdn.com/davatar_155a257f0dc6eb9ab79c44ca47cae57d","Process Improvement: Fixing Problems  \nDale Roenigk School of Government  \nCan’t we just fix our problems already?  \nFailure rates of change projects:  \n30‐70%  \nWhat kinds of problems do you have?  \n•Defects  \n•errors, mistakes, poor quality  \n•Delays  \n•taking too long, timelines not being met  \n•Dollars  \n•work costing more than we’d like  \nAlliterated problems from Jay Arthur, [www.qimacros.com](www.qimacros.com)  \nWe’re going to cover a few tools to help us focus on change efforts.  \nFocus  \n• Zeroing in to target our change efforts  \nChange  \n• Strategies to identify what to do to effect improvement  \n• Process Behavior Charts  \n• Pareto Charts  \n• Cause and Effect  \n• Process Mapping  \nControl Charts or Process Behavior Charts  \nLearning to see and understand variation to improve processes  \nOur numbers are always changing from one period to another. What should we make of the variation?  \nThe number of crimes is going… Up/Down?  \n• What are some of the reasons crime might be going up or down in our community?  \nMonthly Meeting of the Blue Heaven Police Stat  \nGroup Key Report  \nMay District Crime Report  \nPercent Percent  \nChange Change from  \nfrom Last Same Month Performance  \nCrimes Month Last Year Score  \nDistrict 1 928 3.8% ‐16.3% 0  \nDistrict 2 775 ‐7.7% 43.3% 0  \nDistrict 3 443  ‐6.1%  ‐1.1%  2  \nDistrict 4 1048  12.2%  36.8%  ‐2  \n7  \nJune District Crime Report  \nPercent Percent  \nChange Change from  \nfrom Last Same Month Performance  \nCrimes Month Last Year Score  \nDistrict 1 869  ‐6.4%  ‐30.1%  2  \nDistrict 2 728  ‐6.1%  21.3%  0  \nDistrict 3 435  ‐1.8%  2.1%  0  \nDistrict 4 1038  ‐1.0%  5.7%  0  \nJuly District Crime Report  \nPercent Percent  \nChange Change from  \nfrom Last Same Month Performance  \nCrimes Month Last Year Score  \nDistrict 1 715 ‐17.7% ‐36.1% 2  \nDistrict 2 796 9.3% 37.5% ‐2  \nDistrict 3 484  11.3%  23.8%  ‐2  \nDistrict 4 956  ‐7.9%  ‐3.7%  2  \nAre we confused yet?  \n• Who is doing a good job?  \n• Who’s performance is down?  \n• What actions if any should we be taking?  \n• Everyone had at least one green mark and everyone had at least one red mark.","cbCaibWMbVWQlibz","https://ap.wps.com/l/cbCaibWMbVWQlibz","pdf",6512616,"English","# Process Improvement: Fixing Problems\n## Problem Types in Change Projects\n## Focus and Change Tools\n## Learning and Using Variation with Control Charts\n## District Crime Reports and Performance Interpretation\n## Interpreting Green/Red Marks","[{\"question\":\"What problem types commonly cause failure in change projects?\",\"answer\":\"Failure rates are attributed to problems such as defects, errors and poor quality, delays from not meeting timelines, and excessive costs (work costing more than desired).\"},{\"question\":\"Which tools are used under the Focus and Change parts of the process improvement approach?\",\"answer\":\"The material recommends focusing on change efforts and then using strategies including process behavior charts, Pareto charts, cause-and-effect analysis, and process mapping.\"},{\"question\":\"How should variation in performance numbers be understood and acted on?\",\"answer\":\"Control or process behavior charts are used to learn how to see and understand variation, then interpret changes over time (up/down) by examining likely reasons for the shifts in performance across periods and districts.\"}]","Process Improvement - Fixing Problems - Focus, Change and Control Tools | PDF",1789153719,31]