StrongWare ® for Total Quality Management and Decision Support

If you like integrated safety and quality for decision support, you can download an MS Word 6 journal article about Computerized Operational System Modelling for Integrated Control, * COSMIC (246k)

You can see more about structured problem-solving with the Kolb Learning Styles Inventory at * Hayes


Note: The example templates shown on this webpage are the word processing text templates that you can * Download

You can view examples of screens by clicking on the hotlinks for *__ Screen, such as * LaPS Screen for Access.

You can manage your Total Quality and Management Information System program with your Learning and Problem-Solving, LaPS, module. Much of the decision process takes advantage of a Suggestion Program. The suggestions may be input to the database and displayed in the problem-solving forms.
You can view an example at * Suggestion Screen

Your LaPS templates will provide you with a single integrated database form and reports for recording data about any particular operation in your organization. After you have described your operations as they really are, then you can use your StrongForm for documenting problem-solving and decision-making information. The form provides for tracking data for: Quality Control; Production Quantity; Financial Planning; Scheduling; Structured Problem-Solving; and coordination.

If you want to record more data than the screens provide space for, then you can use a word processor text file to contain the extra data. Your StrongWare provides reports that you can use to print to file and then open with your word processor so you can add as much as you want to, for your WorkPlans or LaPS.
You can then develop spreadsheet models and budgets for your organization as described in * Modelling and * Budgetting .

The following is an Extract from System Operator's Guide for LaPS

Planning, Modeling, and Structured Problem-Solving
You can customize your Team and your spreadsheet model to suit your organization. You can create your scheme for distributing, aggregating, and integrating their sub-COSMICs into your model, based on inputs and outputs.
You, as System Operator, SysOp, can begin your LaPS for TQ Program by sending the LaPSTeam form letter report to inform all concerned.

StrongWare gives you a way to solve problems in a structured method that uses industrial psychology. The method suggests using a team composed of folks who have identified their learning styles as one of four types and then organizes the folks to solve parts of the problem in a four-step sequence that takes advantage of their strengths. You can check it out in the * Learning Styles Inventory, LSI .
If you decide to use the LSI method, you can also send the LSI spreadsheet that has LSI matrices, as in Plate 13 of COSMIC WISDOM, to all concerned. You can use your LSI, to fill in to find your own particular style and those of your Team Members.

You and your Team Members can scan your LargSyst example spreadsheet and your COSMIC WISDOM booklet, p.16, para. 25 and paras. 9.4 and 9.9 and your Justices example spreadsheet model to see a Computerized Organizational System Model for Integrated Control, COSMIC, then create their own sub-COSMICs.

Modeling via LLaPSSS Translators. You can create your COSMIC of your organization, similar to a 'fishbone' TQM diagram in COSMIC WISDOM, page 9, para. 15. 

+----------------------------------------------------------+    
|                    To Customers >>>                      |    
|   >         >          >           >            >>       |    
|  /         /          /           /           /          |    
| /         /          /           /           /           |    
|======================= Team ==========================>> |    
|               /               /              /           |    
|              /               /              /            |    
|            >               >             >               |    
|              >>> From Suppliers                          |    
|__________________________________________________________|    
|                                                          |    
| +--------\    +----------\               +-------------+ |    
| Customers >>>>Requirements>\           >> Satisfaction | |    
| +--------/    +----------/  \          / +-------------+ |    
| +--------\    +--------\     \ +-----\ /                 |    
| TQM Team  >->- Process  >->->-> Solve >/                 |    
| +--------/    +--------/     / +-----/                   |    
| +--------\    +----------\  /                            |    
| Suppliers >>>> Resources  >/                             |    
| +--------/    +----------/                               |    
+----------------------------------------------------------|    
|             Plate 12 - Fishbone to COSMIC                |    
+----------------------------------------------------------+

15. Fishbone to COSMIC. See Plate 12.  The well-known TQM
fishbone is an excellent starting point for defining the process
and the people and functions that are involved in the process. 
Simply converting the fishbone into a COSMIC might improve
structuring the process and setting it up for including the
other COSMIC capabilities described above.



            |         |       |        |       |      |      |      |       ³
            | Planning| Design| Mrkt'g | Proto | Test | Proc |  Mfg | Sales ³
____________|_________|_______|________|_______|______|______|______|_______³
 Management |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Personnel  |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Finance    |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Testing    |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Engineering|         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Production |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Facilities |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
 Equipment  |         |       |        |       |      |      |      |       ³
____________|_________|_______|________|_______|______|______|______|_______³
                                                                            ³
                         Plate 19 - LaPSMap                          ³

You can download an Excel 5 version of a * LaPSMap

/SW\             Learning and Problem-Solving, LaPS, Record           RECNO:   1     
About: TQM Mgmt Info Syst LaPS Team  Date: 10/27/1997  HAZBEN Rec#: Hap10   
DB FileName: LAPS0001  LAPS Rec#: LaPS0001  Prev: na       TXT: na        Prs#: 002
SS FileName: LAPSBEN   C-R: G6    Budget Item: Software/StrongWare WrkRecId: SW0001
Line / Sub-Item:Top management     Phase: All decision-making   

1. Diverger/Idea Generators choose a goal and distinguish it from reality.
a. Goals/ Objectives: Manage with best information efficiently and effectively.
b. Reality/ Concerns: Knowledge engineers with tools to identify problems quickly.
c. Suggestion/Concern: Multiple isolated documents/ poor optimizing/ graphing.

2. aSIMmilators identify factor, metric and select a suggestion/ problem to solve.
a. Problem/Suggestion: Information is not set up for efficient decision-making.
b. Select-PRO_______: Share on PC E-Mail. Rapid updates & searches & translation.
c. Select-CON_______: Still need some printing. Cost of PCs & software & training.

3. Converger/Optimizers/Judges consider alternate solutions and evaluate them. 
a. Solution Set_____: Off-shelf software cuts development/ training costs.
b. Evaluation_______: Detail in database related to spreadsheet for dynamic model.
c. Recommendations__: Survey for interest & develop standard screens & forms.

4. Worker/Accomodator/Implementers select one solution and implement it. 
a. Solution Selectd_: Demonstrate with current system/ compare with old methods.
b. Implementation___: Gather feedback from users about their reactions and desires
c. Recommendations__: COSMIC databases and models are better/ cost-effective!

6. SCHEDULE: Duration:  Real: 50.00  Prob:    .    Pro:    .    Con:    .    Imp:    .    ~ hhh.hh  Prob.Duration    50.00           .            .            .            .
Probable Avoidance of Schedule:   50.00  Re>  50.00  minus     .    =>     .

If you use Microsoft Access 7 and you prefer to enter more text in each field, then you can use the LaPS2 database, form and report that provides twice as much space for each field.

The Strongware LaPS database StrongForm is shown above and the LaPSMOST StrongForm is shown below. The main sections are for: - administrative data; - quality control and assurance data; - modeling an event and problem-solving; - evaluation in terms of dollars and quantities for periods and life cycle; - scheduling events, in the model; and - coordination among team members.
Note: The example templates shown on this webpage are the word processing text templates that you can *Download To view examples of screens, click on the hotlinks for *__ Screen. 


/SW\             Learning and Problem-Solving, LaPS, Record          RECNO:   1 
             
About: TQM Mgmt Info Syst LaPS Team  Date: 10/27/1993  HAZBEN  Rec#: ap10   
DB FileName: LAPS0001  LAPS Rec#: ap10      Prev: ap0.00    TXT:  Prs#: 002
SS FileName: LAPSBEN   C-R: G6  Sub-Phase: All decision-making  WrkRecId:J00001
Line / Sub-Item:Top management        Budget Item: Software/STRONGWARE

Quality Control: Target;  100.00  Upper Limit;  110.00  LowerLimit;   90.00

1. Diverger/Idea Generators choose a goal and distinguish it from reality.
a. Goals/ Objectives: Manage with best information available efficiently and effectively.
b. Reality/ Concerns: Knowledge engineers with tools to identify problems quickly.
c. Suggestion/Concern: Multiple isolated documents/ poor optimizing/ graphing.

2. aSIMmilators identify factor, metric and select a suggestion/ problem to solve. 
a. Problem/Suggestion: Information is not set up for efficient decision-making.
b. Select-PRO_______: Share on PC E-Mail. Rapid updates & searches & translation.
c. Select-CON_______: Still need some printing. Cost of PCs & software & training.

3. Converger/Optimizers/Judges consider alternate solutions and evaluate them. 
a. Solution Set_____: Off-shelf software cuts development/training costs.
b. Evaluation_______: Detail in database related to spreadsheet for dynamic model.
c. Recommendations__: Survey for interest & develop standard screens & forms.

4. Worker/Accomodator/Implementers select one solution and implement it. 
a. Solution Selectd_: Demonstrate with current system/ compare with old methods.
b. Implementation___: Gather feedback from users about their reactions and desires
c. Recommendations__: COSMIC databases and models are better/cost-effective!

5. Evaluation and Decision-Making :  
Period(MQYDC):  Y  Life~Per:  10.0  Ops/Per:  9999  Invest Rate: 0.080  Borrow Rate: 0.120

Units:  93US$k                    REAL:  PROB/SUG:      PRO:     CON: IMPLEMENT:  
      
P- Probable Occur per Period:    0.910     0.090     0.050    0.050     1.250  Total
M- Money Cost Expenses /Cash:   -99.00    -99.00    -90.00   -10.00    -20.00 Startup:
O- Operational Effect Output:   200.00      0.00    200.00     0.00      0.00  -50.00
S- Safety/ Environ/ Insuranc:   -10.00    -40.00    -10.00   -45.00    -10.00  
T- Time/ Schedule/ Opportuny:   -50.00   -250.00    -10.00  -100.00    -10.00  
F- Spec.Fac.special factor  :     0.00     50.00      0.00     0.00      0.00 Startup
Q- Qual.Met.quality metric  :     2.00    -10.00      0.00     0.00      0.00 Payment:
PPVs, Probable Period Values:    39.13    -31.41     85.50    -7.75           -8.85

Compare Problem vs. Pro+Con+Imp:    7.72 <vs.>   68.90=>   61.18 Avoid Break Even:  1.45

Probable Future Value, PFV:      112  <VS.>      998 =>    886  GAIN  Gain Ratio:  8.92

Quantity: Real;  100.00  Problem;  -10.00  Pro;  110.00  Con;  -5.00  
Prob.Per.Qty:     91.00            -  .90        104.50        -0.25  

Compare R+B vs. P+C:    90.10 vs. 104.25 => 14.15 Gain    141.50 Life Gain

6. SCHEDULE: Start Date: 04/15/1995      Duration:  397    EndDate: 05/16/1996  
             Start Time:    7.75         Timespan:   9.50  End Time:  17.25   

7. LaPS TEAM INTEGRATION AND COORDINATION:
Person 1: SIC;       Job Code;     0 Age;  0  Person 2: SIC;      Job Code;    
0 Age;  0 
 ______DIGers______   _______SIMmers______  _______COJers______  _____WAIers_____
Plans: ok  S & V: tb  Finan: tb  ProgM: tb  Facil: tb  HuFac:tb  Labor: tb  Test: tb  
SSafe: tb  SEngr: tb  Legal: tb  C&DM : tb  Prodn: tb  Envir:tb  QualA: tb Opern: tb  
R & D: tb  SReli: tb  Purch: tb             Persl: tb            Sales: tb     

8. CONTACT: Name: Dick      Strong       Address: Safety Analysis Systems Co. 
Telephone: 513-236-0361       FAX: 513-236-2113          E-MAIL:
RichStrong@aol.com  
Remarks: Example with fictitious numbers; CTRL-F9 for recalculation. 

OLE BMP: (Copy / Paste )             OLE Spreadsheet: ( Copy / Paste or Insert as Icon )
+-------------------------------+    +------------------------------------------------+
|                               |    |                                                |
|                               |    |                                                |
|                               |    |                                                |
|                               |    |                                                |
+-------------------------------+    +------------------------------------------------+
LaPSLog Summary Reports. You can use your LaPSLog summary report to run a listing of your entries grouped by NameLast and, depending on your SCOTS, by Line Item. 

  /SW\                   L a P S L o g   R e p o r t            AS OF: 10/27/1993   Page #:   1    

  LaPSRec#:  Date:        Budget Item:                                              
  Reality:                                                                          
  Problem:                                                       Probable Periodic  
  Pro:                                                                Gains In      
  Con:                                                            Value   Quantity  
  --------------------------------------------------------------------------------  
  Last Name: Strong                                                                 
  Line Item: Top management                                                         

  LaPS0001  10/27/1997  Software/StrongWare                                         
  Knowledge engineers with tools to identify problems quickly.                      
  Information is not set up for efficient decision-making.         39.13     91.00  
  Off-shelf software cuts development/ training costs.           -31.41      -0.90  
  Still need some printing; cost of PCs & software & training.     68.90    104.25  
  Gain= Pro + Con - Real - Problem                                 61.18     14.15  
 
                  Sub-Totals by Last Name:    Reals + Problems:    7.72     90.10  
                                          Alternative Solutions:   68.90    104.25  
                             Strong Sums                  Gains:   61.18     14.15  

                             TOTAL SUMS        Reals + Problems:    7.72     90.10  
                                          Alternative Solutions:   68.90    104.25  
                                                          Gains:   61.18     14.15

You can use your Windows LaPSP report, printed in landscape on viewfoil, for presentations at meetings.

Problem-Solving Process

In Stage 1, you can create a database of record-events for your system with your DIGgers' inputs describing your organization as it is, 'Real', and a model, or "System LaPS MAP", or "Strategic Business Plan", using your LLaPSSS translator. You can survey your Team to define Special Factors and Quality Metrics for your organization.

As an alternative and cross-check, you can use the blank LLaPS100 spreadsheet to create a set of preliminary flowcharts.
Members can then evaluate their sub-COSMICs with estimates of the Money Cost and Output Revenues, using their WorkPlan input to MOST4IRS*.
They can use a Record ID for a particular event using the column-row, with the suffixes shown in 5..3., using the notion that each sub-org is related to a row as a line item.
They can feedback their LaPS records to you, who can then import them into your LaPS database.
You can then query/find their records for the event, then use the TeamLog report to aggregate their records, then enter the sums data into your main record and into your System LaPS MAP.
Experience has shown that a big benefit of using LaPSMap is clarifying relationships between sub-orgs. 

*Example of using MOST4IRS spreadsheet for determining figures.
REAL / DESIRED
"M-Money"
Pt II  EXPENSES
 8 Advertising                0 "O-Operational Effectiveness"
 9 * Bad debts                0    Pt I  INCOME:
10 Car expense                0   1 Gross receipts              66
11 Commissions & Fees (Bank   0   2 Returns/Allowances           1
12 Depletion                  0   3 Subtract 2 from 1           65
13 Depreciation expense       0  Pt III  CoGS From Workplan Inserted
14 Employee benefits          0  33 Inventory @ begin year       3
15 * Insurance               11  34 Purchases less personal      1
16 Interest Mortgage/other    0  35 Cost of labor                1
17 Legal & professional       0  36 Materials & Supplies         1
18 Office expense            11  37 Other costs                  1
19 Pension & profit-sharing   0  38 Sum L33..L37                 7
20 Rent or lease              0  39 Inventory @ end of year      3
21 * Repairs & maintenance    9  40 Cost of Goods Sold           0
22 Supplies                   0   4 Cost of Goods Sold           0
23 Taxes & Licenses (ProfEn   0   5 Gross Profit                65
24 Travel,meals, entrtnmnt   12   6 Other Income                 1
25 Utilities                  0   7 Gross Income                66
26 Wages (less jobs credit)   0
27 Other expenses             1
28 TOTAL EXPENSES            44
   -Bad Debts-Ins.-Repairs   24
29 Tentative Profit          22

Money Cost              24
Output                  66
*Safety                 20
You can scan ahead to Phase 10, Modelling, paragraph 10.1, to see how you can conclude your COSMIC models with columns for totals that you can summarize in your "bottom line", that is, your organization's 'Organizational Output Effectiveness' and 'Organizational Output / Money Gain Ratio' that you can calculate into a 'Organizational % Rate of Return'. You can allocate this 'OROR' to sub-organizations on a pro rata basis by applying it to each event's Real Money Cost to get your Event Real ROR., 'EROR'. As an example, if your OROR is 30%, and your Real Event Money Cost is $100, then your Event Real Output would be $130.

Translating LLaPSSS. You can use your LLaPSSS ( "Little LaPSSS" ) reports for translation for preliminary modelling with information about your Reals, including scheduling phases. You can review 2.8 and 2.9. 

  ( Name) Strong  ( Tel#: )   937-237-8204                                        
  (About) TQM Mgmt Info Syst  LaPS Team                                       
  (Line Item)  Top Management                                                 
  (Phase)  All decision-making                                                
  04/15/1996 ;  397 ; 05/16/1997                                              
       7.75  ; 9.50 ;     17.25                                               
  ( Col-Row:) G6  ( LaPSRec#: )   LaPS0001                                    
   Knowledge engineers with tool to identify problems quickly. ; 39.13; 91.00
You can enter your data, translate into your spreadsheet, and arrange your model to look like this: 
                             +----------------------+------+----------+
                             | All decision-making  |      |          |
                             | 04/15/1996           |   397|05/16/1997|
                             |        7.75          |  9.50|   17.25  |
                             +----------------------+------+----------+
+-----------------------+    +----------------------+------+----------+
| Strong      236-0361  |    |  G6   LaPS0001       |      |          |
| TQM Mgmt Info Syst     >>>>  Knowledge engineers  | 39.13|     91.00|
| LaPS Team             |    |with tool to identify |      |           >>
|  Top Management       |    | problems quickly     |      |          |
+-----------------------+    +----------------------+------+----------+
Process Translator. You may want to expand your model with your 'Problem'; you can describe your Real and Problem losses.
You can set up multiple records for multiple problems with the same 'Real', e.g., a record for Real with Problem A, a record for Real with Problem B, and so on. In Stage 2, your SIMmers can expand your LaPS Map with your ProceSS translator by adding item '2.a. Problem'. Your ProceSS translator is the same as your LLaPSSS translator, except for the additional data concerning the problem.
You can refer to your ProceSS spreadsheet example for guidance on rearranging your cell blocks, with the additional data arranged below the LLaPSSS blocks and scan the diagram on the next page. You can stack the problems in your LaPS MAP model in rows with 'And' gates. You can consider your ProceSS LaPS Map as typical of most organizations, without the benefit of solving the problems.
You can then use your LaPS Map model to determine the Total Problem PPV by adding the outputs of the problems to summary columns with a formula. You can scan ahead to para.10.2..
You can focus on a specific problem and evaluate it with your model relative to how it affects the organization in terms of money and quantity and re-allocate the changes in the RORs to the events. If an event or a chain of events causes changes in the organizational output and quantity, then you can allocate those changes to the causal event or chain of events. As an example, if a problem in Event A causes an organizational loss of $1,000, then you can include this $1,000 in the Money for Event A, so you can identify the cause or source of the loss, rather than the end effect, so you can evaluate and prioritize and plan actions for problem-solving.
You can send copies of the revised records to Team Members for re-evaluation and problem-solving.

LaPSSS Translators. You can use your LaPSSS to input solution information as in Step 3. As your Team progresses with the: 2.a. 'Pro'; 2.b 'Con'; 3.a. 'Evaluation', and 4.b. 'Implementation' and decision to improve, you can insert another set of rows into your model for your third stage solution.
In Stage 3, your COJers can add in alternative solutions and evaluate them. You can use the LaPSSS translator in this stage to revise the LaPS Map with 'Pro' and 'Con' and 'Imp' data. You can distribute the revision to the Members, who can then determine impacts and return them to you. You can aggregate and revise the LaPS Map and distribute again. 

  Strong  800-267-6420                                                           
  TQM Mgmt Info Sys LaPS Team                                                    
  Top Management                                                                 
  Decision-making                                                                
  04/15/1996; 397; 05/16/1997                                                    
       7.75;       17.25;  9.50                                                  
  G6                LaPS0001                                                     
  Knowledge engineers with tool to identify problems quickly.   ; 39.13 ;  91.00 
  Information is not set up for efficient decision-making.      ;-31.41 ;   -.90 
  Real + Problem                                                ;  7.72 ;  90.10 
  Share on PC E-Mail. Rapid updates & searches & translation.   ; 85.50 ; 104.50 
  Still need some printing. Cost of PCs & software & training.  ;- 7.75 ;  -0.25 
  Gather feedback from users about their reactions and desires  ;- 8.85 ;        
  Pro + Con + Implement                                         ; 68.90 ; 104.25 
  Prob. Periodic Value Gain                                     ; 61.18 ;  14.15 
  Prob. Future Value Life Gain                                  ;886.29 ; 141.50
You can rearrange your object to standard format to look like this: 
         +======================================+
         | G6          LaPS0001 |      |        |
         |----------------------+------+------  |
         | Knowledge engineers  | 39.13| 91.00   >>>>>>>>>>>>>>> Real Path >>>>>>>>>>>>
>X>>>>X>>  with tool to identify|      |        |  
>\Or  \An| problems quickly.    |      |        |   First and second stage modelling.
 \    \  |----------------------+------+------  |   with LLaPSSS and Process.
 \    \  | Information is not   |-31.41|-  .90  |
 \    \>>  set up for efficient |      |         >>>>>>>>>>>>>>>>>> Problem Path >>>>>>>
 \       | decision-making.     |      |        |
 \       |----------------------+------+------  |
 \       | Real + Problem       |  7.72| 90.10  |
 \       +======================================+
 \       +======================================+
 \       | Share on PC E-Mail.   | 85.50|104.50 |
 \>>>>X>>  Rapid updates/        |      |         >>>>>>>>>>>>>>>> Pro Path >>>>>>>>>>>>
      \An| search/translate.     |      |       |   This is third stage problem-solving
      \  |-----------------------+------+------ |   and fourth stage implementation and
      \  | Still need some       |- 7.75| -0.25 |   verification with LaPSSS.
      \>>  printing. Cost of PCs |      |         >>>>>>>>>>>>>>>> Con+Imp Path >>>>>>>>
         | software/training     |      |       |
         |-----------------------+------+------ |
         | Gather feedback from  |- 8.85|       |
         | users about their     |      |       |
         | reactions/ desires.   |      |       |
         |-----------------------+------+------ |   Note: you can stack additional
         | Real + Pro + Con + Imp| 68.90|104.25 |   problems below, then paste in
         |-----------------------+------+------ |   corresponding solutions below,
         | Prob. Periodic Gain   | 61.18| 14.15 |   with paths to the system.
         | Prob.Future Value Gain|886.29|141.50 | 
         +======================================+
You can scan ahead to Phase 10, paragraphs 10.1 on page 47, to see how to arrange your model with right-hand columns for success and problems and solutions as relates to your organizational COSMIC. You can scan the Note about doing 'Quick Looks'. b. In Stage 4, your WAIers can implement and verify your Solutions COSMIC and feed back their recommendations. Implementation may be pilot projects so you can verify or modify the estimated figures. If the solution proves out and a decision is made to implement it, then you can update your data and models.

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