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Continuous improvement
Published in John Oakland, Marton Marosszeky, Total Quality in the Construction Supply Chain, 2006
John Oakland, Marton Marosszeky
The nominal group technique (NGT) is a particular form of team brainstorming used to prevent domination by particular individuals. It has specific application for multi-level, multi-disciplined teams, where communication boundaries are potentially problematic.
An ANP model for risk response assessment in large scale bridge projects
Published in Civil Engineering and Environmental Systems, 2020
Fikri Yücelgazi, İbrahim yitmen
The nominal group technique (NGT) is used to scale and prioritise ideas by ensuring that brainstorming takes place with a specific structure. It allows prioritisation of a large number of views with joint participation (Kermanshachi et al. 2016). It enables the project team to reach consensus through scoring. This technique is preferred in large-scale projects because it facilitates quick and common decision-making within the group. According to the priority orders, risk responses were synthesised by implementing NGT with 10 experienced participants. Hereby, 42 risk responses were determined, with six significant risk responses itemised under each category. Table 4 quantitatively reflects the profile of experienced participants, including construction managers, structural engineers and project managers, as well as the region of their work and the length of their experience.
Achieving aggressive goals through Lean Six Sigma: A case study to improve revenue collection
Published in Quality Engineering, 2018
Alyson Deithorn, Jamison V. Kovach
To further narrow down the remaining potential causes depicted in Figure 5, the team used nominal group technique (NGT), which is a selection tool to aid in the brainstorming process that utilizes a rank-ordering approach (Boddy 2012). This approach, which is somewhat subjective in nature, was used because the organization did not regularly collect quantitative data regarding the occurrence of the potential causes identified. Hence, detailed data analyses could not be performed. Instead, eight employees, who collectively had more than 80 years of experience working in the billing process, were asked to individually rank-order the five causes of the problem (from Figure 5 not denoted in gray) that they felt had the highest impact on excessive time-to-invoice based on their experience working in the process, where “5” represented the cause having the highest impact and “1” represented the cause having the fifth highest impact. The results of this work are shown in Table 1. The individual rankings were summed across the participants to determine the total score for each potential cause, and the potential causes listed in Table 1 are organized from highest to lowest total score. Based on these results, the project team determined that the root cause of excessive time-to-invoice was “missing service tickets, timesheets, and trip reports in the invoice packages,” because it received the highest overall score.