100-Metodos-de-Qualidade-Total

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IDEA GENERATION 145 Method 63 Nominal group technique Purpose A way of generating ideas from a group and identifying the level of support within the group for those ideas. When to use When a group is trying to reach a conclusion on a collective course of action or when one individual is dominating a group and you want to involve others. It can also be used at the end of a brainstorming session to bring together the ideas. How to use This is a very simple technique that involves six steps: 1 Agree a group leader to record the ideas on a flip chart. 2 The leader asks each group member in turn to give an idea or suggestion and records this on the flip chart. There is no discussion or evaluation of the ideas at this stage. As with brainstorming, the ideas should be there for all to see. 3 Repeat step 2 until all the ideas that the group has have been exhausted. 4 Allow the group members to seek clarification of any suggestions that they do not understand. 5 Ask each group member to write down on a piece of paper their five most important ideas in order, giving the score of 5 to the most important, down to 1 for the least important. When this is complete, the members are asked to record their scores on the flip chart next to the idea being evaluated. 6 The group leader adds up all the scores and reports the results. If the group began with a lot of ideas it may be necessary to go through the process twice to reach a conclusion. Benefits To add structure and therefore control to an idea-generating session. The group leaves the session committed to the outcome. It can also be useful for a workshop leader needing to exert control and bring a group back to order.
146 100 METHODS FOR TOTAL QUALITY MANAGEMENT The technique can be varied, for example, by giving group members coloured markers and using these to do the final scoring, or by simply giving five votes and allocating these between ideas. Example Nominal group technique was used at the end of a workshop where the leader was having difficulty bringing the session to a close. The technique was used to generate and agree a list of critical barriers to the implementation of total quality. The approach was especially useful as the atmosphere was emotionally charged and the leader needed to calm the situation. Reference T. Boumer, V. Martin and P. Race (1993) Workshops that Work. New York: McGraw-HilI.
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100 METHODS FOR TOTAL QUALITY MANAG
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PREFACE An essential part of the de
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THE ROLE OF TQM METHODS Total quali
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LIST OF METHODS (BY CATEGORY) Manag
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MANAGEMENT METHODS Method 1 Accepta
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REFERENCES Akao, Y. (1991) Hoshin K
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INDEX acceptable quality level (AQL
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100-Metodos-de-Qualidade-Total

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