1A CQI 101 Powerpoint Slides 5-27
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Transcript of 1A CQI 101 Powerpoint Slides 5-27
CQI 101An 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 ExcellenceWhat 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
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)
Name/College/Film Title
The Operational ContextThe Heart of CQI
Principlesand Values
DecisionMaking For
ProcessImprovement
CollaborationSkills and
Tools
CUSTOMER
KnowledgeManagement
CQI in Higher Education
BehaviorBeliefs
CQI/AQIP
LearningAssessmentAQIP CriteriaLeverageInnovation
Turning Values/Beliefs into Organizational Improvement
CQI in Higher EducationQuality Values
Baldrige Values1. Visionary Leadership2. Learning Centered Education3. Organizational/Personal
Learning4. Valuing Faculty, Staff, and
Partners5. Agility6. Focus on the Future7. Managing for Innovation8. Management by Fact9. Public Responsibility &
Citizenship10. Focus on Results & Creating
Value11. Systems Perspective
AQIP Values1. Focus2. Learning3. Involvement
4. People, Collaboration
5. Agility6. Foresight7. Foresight8. Information9. 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
• Teamwork—everyone 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 QualityImprovement—The 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
ACTWe integrate the lessons
learned from our check orStudy. We adjust ourmethods. We identifywhat more we need to
learn.
PLANWe identify our purposeand goals. We formulate
our theory. We definehow we will measuresuccess. We plan our
activities.
DOWe execute our plan,
undertaking the activities,itroducing the
interventions, applying ourbest knowledge to thepursuit of our desired
purpose and goals.
STUDYWe monitor the outcomes,
testing the theory of ourplan. We study the resultsfor signs of progress andsuccess or unexpected
outcomes. We look forlessons learned orproblems solved.
Design experiment and select measures
Study Results & standardize improve-ments
ID Root Cause—Why gaps exist & which to close
Document performance, unpack data & determine what gaps exist
Check SheetsRun, Trend & Pareto Charts
2.0 Using Datato Understand our Current Systems
System MapCharter, BrainstormingAffinity Diagram
Flow ParetoControl & Trend Charts Surveys
1.Develop Team charter, produce systems map
5.Plan pilot of improved process
3.0 Using Datato Identify OFIS
4. Flowchart improved process, establish measures
Tree diagramDeploymentFlowchart
6.Develop project management schedule
7.Plan the pilot process improvement
4.0 Using Data to test hypothesis
Check sheetsSurveysFlowchartGantt Chart
Check SheetsSurveysHistograms Pareto ChartsTrend & RunCharts
8.Implement the pilot, gather data
9.Analyze data; evaluatethe results
ParetoHistogramsForce FieldTrend & RunCharts, Surveys
10.Draw conclusions. If not improvedreturn to plan.
Plan
11.Standardize the revised process.
12.Monitor the process. Look for additional improvements and start over at step 1.
5.0 Using Data ToEvaluate Hypothesis Testing
Pareto ChartsTrend ChartsSurvey ResultsForce Field.
Deployment FlowchartCheck sheetsStoryboards
Flow-chart Focus GroupControl chartsSystemMap
3. ID root causes, potential solutions, prioritize and choose project
Cause& Effect Affinity Force Field Pareto Charts QFD
2.Develop flowchart of current process, id problems, measure current process
We integrate the lessons learned from our pilot and adjust our methods
We monitor the outcomes, testing the validity of our theory and plan. We study the results for signs of progress.
Act
Do
Study
We identify our purpose and goals. We formulate our theory. We define how we will measure success. We plan our activities
We execute our plan undertaking activities, introducing interventions.
Process Improvement
Systems Thinking
Seeing
• Cause and effect
• Interrelationships
• Implications
Systems Principles - Systems Thinking
INPUTS PROCESSES OUTPUTS CUSTOMERS
EXTERNAL
INTERNAL
MEASURES OF PERFORMANCETIME; QUANTITY, QUALITY (Accuracy/ Fir for Use); COST; MANNER OF PERFORMANCE
Products&
Services
Critical ProcessNecessary toProduce the
Outputs
METHODS
ENVIRONMENT
PERSONPOWER
FACILITIES&
EQUIPMENTSUPPLIES
A Contemporary Systems View
Selecting Processesto be Improved
Selection Criteria for
Process Improvement
Criterion: (Value = )
Criterion: (Value = )
Criterion: (Value = )
Impact on the above criteriaassign 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 college’s 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 Criteriafor Institutional Self-Assessment
The Continuous Quality Improvement Culture
ClosurePost Assessment
In Parting
SCALING THE WALLPEOPLE ARE THE PROBLEM
MANAGEMENT MUSCLES IMPROVEMENT
PEOPLE ARE THE SOLUTION
PROCESSES DRIVE IMPROVEMENT
COGSDATAPOINTS
CONTRI-BUTORS
STAKE-HOLDERS
IMP
RO
VE
ME
NT
BA
RR
IER
Customer Surveys
Assessment Systems
Management by Fact
Planning Processes
Best Practices
Tools and Techniques
Empowered Teams
Aligned Systems
Prevention- Improvement-Based Assessment
Best Systems
Continuous Quality Improvement
BUILDING A HOUSE OF QUALITY
CONTINUOUSIMPROVEMENT
CU
ST
OM
ER
FO
CU
S
HIG
H E
XP
EC
TA
TIO
NS
INV
OL
VE
ME
NT
AS
SE
SS
ME
NT
&F
EE
DB
AC
K
SHARED VALUES AND GOALS
TRUST
MANAGEMENT BY FACT
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