CQI 101 An Introduction to Continuous Quality Improvement

Course Objectives Describe the basic principles of Continuous Quality Improvement. Describe the steps of the Continuous Quality Improvement Cycle for managing high quality programs.

Explain how to facilitate collaborative processes.

Course Objectives Describe how the human side of quality improvement enables the transformation of the organization toward higher standards of excellence. Explain how AQIP/Baldrige can support CQI.

CQI and Performance Excellence What Does It Have to do With You? Think about a time when you wanted to improve your performance. What are the motivators for undertaking a new regimen in the quest for excellence? Here are a few of the factors that can aid us in persisting:
A better quality of life A higher level of self-esteem Higher levels of personal mastery The fear of the status quo

Icebreaker
Name/College/Film Title
1. The Bridge on the River Kwai (1957) 2. Bringing Up Baby (1938) 3. The Conversation (1974) 4. American Grafiti (1973) 5. Ben-Hur (1926) 6. The Best years of our Lives (1946) 7. The Big Sleep (1946) 8. Frankenstein (1931) 9. Gone With the wind (1939) 10. Detour (1946) 11. The Great Train robbery (1903) 12. How the West Was Won (1962)

The Operational Context The Heart of CQI

Collaboration Skills and Tools
CUSTOMER

Principles and Values

Decision Making For Process Improvement

Knowledge Management

CQI in Higher Education

Beliefs

Learning Assessment AQIP Criteria Leverage Innovation CQI/AQIP

Behavior

Turning Values/Beliefs into Organizational Improvement

CQI in Higher Education

1. 2. 3. Visionary Leadership Learning Centered Education Organizational/Personal Learning 4. Valuing Faculty, Staff, and Partners 5. Agility 6. Focus on the Future 7. Managing for Innovation 8. Management by Fact 9. Public Responsibility & Citizenship 10. Focus on Results & Creating Value 11. Systems Perspective

Quality Values AQIP Values Baldrige Values

1. 2. 3. 4. 5. 6. 7. 8. 9.

Focus Learning Involvement People, Collaboration Agility Foresight Foresight Information Integrity

10. Unstated but assumed 11. Unstated but assumed

CQI Principles
The person doing the work is the expert Us vs.- Them is outmoded and counterproductive Leadership needs to partner with all employees to empower them to make decisions that can improve our quality standards

CQI Principles
Managers must support their unit strategically and developmentally Teamworkeveryone must work for the goal(s) of the unit Delivering value is an overarching goal Working together beats competition Learning about work is a never-ending process

CQI Principles
Simple statistical, problem solving and team tools are effective and must be used Structured problem solving approach helps to standardize the process Focus our energy on fixing processes and systems, not people. People want to do good work.

CQI Principles and Values Decisions based on fact Customer focus Systems Thinking Baldrige Criteria

Continuous Quality ImprovementThe Context

The Macro Vision

Macro refers to the executive level of the institution.

The Micro Vision

Micro refers to all of the managers, faculty, and staff.

Student and Stakeholder Focus

External Customer
Internal Customer

???

Stakeholder
Student As Customer

A Case Study

What are the facts?

Decision Making and Process Improvement

Processes
Sets of related tasks or activities by which work is accomplished.

Team Problem-Solving Approach The Shewhart Cycle

ACT
We integrate the lessons learned from our check or Study. We adjust our methods. We identify what more we need to learn.

PLAN
We identify our purpose and goals. We formulate our theory. We define how we will measure success. We plan our activities.

STUDY
We monitor the outcomes, testing the theory of our plan. We study the results for signs of progress and success or unexpected outcomes. We look for lessons learned or problems solved.

DO
We execute our plan, undertaking the activities, itroducing the interventions, applying our best knowledge to the pursuit of our desired purpose and goals.

Process Improvement
2.0 Using Data to Understand our Current Systems Check Sheets Run, Trend & Pareto Charts Deployment Flowchart Check sheets Storyboards 11. Standardize the revised process. 12. Monitor the process. Look for additional improvements and start over at step 1. Act Plan 10. Draw conclusions. If not improved return to plan. Study Study Results & standardize improvements Pareto Histograms Force Field Trend & Run Charts, Surveys We integrate the lessons learned from our pilot and adjust our methods 3. ID root causes, potential solutions, prioritize and choose project System Map Charter, Brainstorming Affinity Diagram 1. Develop Team charter, produce systems map Flow Pareto Control & Trend Charts Surveys 2. Develop flowchart of current process, id problems, measure current process

5.0 Using Data To Evaluate Hypothesis Testing

Pareto Charts Trend Charts Survey Results Force Field .

9. Analyze data; evaluate the results

We monitor the outcomes, testing the validity of our theory and plan. We study the results for signs of progress. Do

We identify our purpose and goals. We formulate our theory. We define how we will measure success. We plan our activities

Cause & Effect Affinity Force Field Pareto Charts QFD

3.0 Using Data to Identify OFIS

4. Flowchart improved process, establish measures

We execute our plan undertaking activities, introducing interventions. 8. Implement the pilot, gather data 7. 6. Plan the pilot process Develop project improvement management schedule 5. Plan pilot of improved process

Flowchart Focus Group Control charts System Map

ID Root Cause Why gaps exist & which to close

Check Sheets Surveys Histograms Pareto Charts Trend & Run Charts

Tree diagram Deployment Flowchart

Check sheets Surveys Flowchart Gantt Chart

Document performance, unpack data & determine what gaps exist 4.0 Using Data to test hypothesis Design experiment and select measures

Systems Thinking

Seeing
Cause and effect

Interrelationships
Implications

Systems Principles - Systems Thinking

INPUTS
PERSON POWER

PROCESSES

OUTPUTS

CUSTOMERS

METHODS

EXTERNAL

ENVIRONMENT

Critical Process Necessary to Produce the Outputs

Products & Services

INTERNAL

FACILITIES & EQUIPMENT

SUPPLIES

MEASURES OF PERFORMANCE TIME; QUANTITY, QUALITY (Accuracy/ Fir for Use); COST; MANNER OF PERFORMANCE

A Contemporary Systems View

Selecting Processes to be Improved

Selection Criteria for Process Improvement

Criterion: Criterion: (Value = ) (Value = )

(Value = )

Criterion:

Impact on the above criteria assign a number as follows: 1 = low impact; 3 = med impact; 5 = high impact; N/A = not applicable Opportunities to improve process A.

B.
C. D E. F.

Tallies - in rank order (achieved my multiplying the Value of the criterion by the Impact number.
Idea Value Rank This process gives the team a view of their consensus

Types of Data and Information That Support the PDSA Cycle

Key Performance Indicators

Gaps Trends Variations

Institutional Vital Signs Key Performance Indicators What are your colleges key functions? What are the key indicators of the effectiveness of these functions?

Data and Information

GAP Data Trends Data Process Variation Data

Collaboration Skills and Tools

Using the Baldridge Criteria for Institutional Self-Assessment

The Continuous Quality Improvement Culture

Closure Post Assessment

In Parting

SCALING THE WALL

PEOPLE ARE THE PROBLEM PEOPLE ARE THE SOLUTION

IMPROVEMENT BARRIER

COGS

DATA POINTS

CONTRIBUTORS

STAKEHOLDERS

MANAGEMENT MUSCLES IMPROVEMENT Customer Surveys Assessment Systems Management by Fact Planning Processes Best Practices Tools and Techniques

PROCESSES DRIVE IMPROVEMENT Empowered Teams Aligned Systems Prevention- Improvement-Based Assessment Best Systems Continuous Quality Improvement

BUILDING A HOUSE OF QUALITY

CONTINUOUS IMPROVEMENT
HIGH EXPECTATIONS CUSTOMER FOCUS ASSESSMENT & FEEDBACK INVOLVEMENT

MANAGEMENT BY FACT TRUST SHARED VALUES AND GOALS

How Can Leaders Cause Quality?

Manage with facts Drive out fear Follow the Socratic method Promote the use of comparisons and stretch goals Fix processes, not people Focus on the culture