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Training Pro Improvement
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Transcript of Training Pro Improvement
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Office of the Provost
A Culture of Process Improvement
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Agenda
Welcome
Learning Objectives
Leader Role & Responsibilities
Evolution of Improvement
Improvement Approaches
The People Factor
Bringing it All Together
Improvement Tools
Close
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Learning Objectives
Overview of Continuous Improvement (CI)
Understand a Leaders role in Improvement
Experience the PDCA cycle; the cycle of investigating,analyzing, and improving a process.
Plan for an improvement project
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Leader Role: To Transform
More than resources, more than technology, transformational
change requires the following leadership qualities: clarity, courage,
and commitment.- Naida Grunden PRHI Editor
Clarity of Purpose: Never lose sight of the essence of UW the
learning and development of all students.
Courage: Demonstrating these values everyday in behaviors anddecisions in the face of resistance/opposition.
Commitment: Sustained and uncompromising focus to initiating
change.
Adapted from Pittsburgh Regional Healthcare Initiative Executive Summary, 2003.
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Leader Responsibilities
Create the desire for continuous improvement.
Create an environment that nurtures mutual respectamong people.
Provide encouragement.
Promote cooperation.
Adapted from The Improvement Guide, Langley et. Al.
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Activity
Capturing Improvement IdeasWhat changes could you make to improve the experience of
students, faculty and staff?
Consider these factors:
Changes that align with your strategic direction
Impact of the problem
Measurability
Causes a lot of pain
Use post-its to capture your ideas; one idea per post-it.
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Bain and Company has typically found several
common drivers of inefficiency in higher educationAdministrative inefficiency examples we (B&C) have heard:
We have numerous student services organizations spread out under five Vice
Chancellors
Fragmentation
There are 1000+ people who prepare purchase orders and each department has
its own process
Lack of
standardization
We have to reduce the number of supervisors staff are incented to become
supervisors to get paid betterUnneeded hierarchy
There are multiple approvals required for every sign off
We need to track fund source for every activityComplexity
There is duplication of effort as HR people in each department have to figure
out how to do the same workRedundancy
Many people fill out time sheets with pen and paper
Lack of
automation
Misaligned incentives
Individuals optimize locally at the expense of the University
Departments are not billed for the energy they consume
Theres no funding strategy for common goods
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Evolution of Improvement
Post WWIIJapans industrial system destroyed. Had reputationfor cheap imitation products and illiterate workforce.
Early 1950s Influenced by American gurus Deming, Juran, andFeigenbaum, Quality Management practices developed in
Japanese plants and became a national preoccupation over thefollowing 10 years.
Late 1960s/Early 1970sJapans imports to US & Europeincreased significantly due to its cheaper, higher quality products
compared to Western counterparts. Early 1980s Total Quality Management (TQM) programs
introduced in Western companies.
1990s Lean Thinking and Toyota Management Principles
Department of Trade & Industry, www.dti.gov
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An Evolution of Approaches
Total Quality Management (TQM): A management approach for an
organization, centered on quality, based on the participation of all its
members and aiming at long-term success through customer satisfaction,
and benefits to all members of the organization and society.
Reengineering: The radical redesign of an organizations processes.Introduced in 1995, massive layoffs were often a result.
Management by Walking Around (MBWA) Tom Peters: Leadership is central to
the quality improvement process. MBWA accomplishes the following:
Listening, Teaching, and Facilitating.
Lean Thinking: Based on manufacturing engineering principles with the
primary goal of eliminating waste.
Toyota Way - Toyota Production System: Two key principles in Toyotas
approach: Continuous Improvement (Kaizen) and Respect for People.
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Framework for Improvement
Structure influences
Behavior influences
Performance
Nine Quality Improvement
Principles
Align Work with your
Strategic Direction
Continuously Improve
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Nine Quality Improvement Principles
Customer Focus
Continuous
improvement
Quality Outcomes
Work Flow Focus
Prevent Problems
Error-free Attitude
Manage by Facts
Empowerment
Total Engagement
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Customer Focus
Who is the customer?
The person or organization receiving your servicesinternal and external
Who are your customers? Research Faculty
Students
??
What do you need to know about the customer?
Expectations must be clearly understood and met
Customer-process partnership must be established at
every level
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Activity
Select an Improvement Effort
Prioritize your improvement ideas and select oneto focus on today.
Use the Prioritization Matrix to sort multipleimprovement ideas.
Select one idea and complete the first box onthe Improvement Planning worksheet.
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Successful Improvement Efforts = People
Ingredients for Success
Develop the right culture for
quality to flourish. Attract & retain the right
people to promote quality.
Give staff the right tools to do
the job.
Devise & update the right in-
house process for quality
improvement.
Leader Responsibilities
Create the desire for
continuous improvement. Create an environment that
nurtures mutual respect
among people.
Provide encouragement.
Promote cooperation.
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Develop the Culture for Quality to Flourish
Foster an attitude of Continuous Improvement
People are motivated to improve the customer experiencewhen they:
Believe the purpose of the organization is worthwhile.
Enjoy their work and take pride in the outcomes.
Are recognized and appreciated in their efforts to improve.
Adapted from The Improvement Guide, Langley et al.
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Attract & Retain the Right People
to Promote Quality
Workplace environment of mutual respect
Motivation
Knowledge workers
Team players
Early adopters
Resilience in the workplace
Retention conversations
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Give Staff the Tools to do the Job
Clearly Define the Process Boundaries
Charge of team
Beginning and End Points
Identify team members
Identify Customers and Process
Partners
Identify Type of outcomes:
recommendations,implementation plan, etc.
Identify Resources
Encouraged Team = Results
Permission to explore
Communication of charge and
team members to organization
Recognition of efforts
Implementation
Ongoing measurement
Institutionalize the changes
Form another improvement
team, repeat process
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Devise & Update an In-house Process
for Quality ImprovementCreating a Continuous
Improvement Team
Types of teams
Crisis
Task
Continuous Improvement
Team Size: 6 - 8
Team Sponsor Team Leader/Process Owner
Team Members
Customers
Facilitator (optional)
Implementing a Continuous
Improvement Team
Initial Team Meeting
Review & finalize Scope document
Identify Customers
Identify Stakeholders
Develop plan to understand the
customer requirements Begin process map or
Current State value
stream map
Define & review
communications plan
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Improvement Teams
Selection of team members:
Credible change leaders
Process owners Process doers
Customers
Other Stakeholders (UW process owner/expert)
Most great learning happens in groups, collaboration is the stuff of growth.
- Sir Ken Robinson
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Activity
Select the Team
Who is going to be on the improvement team?
What unique contribution do each of these
people bring to the effort?
Remember: limit your team size to 6-8 peoplefor best results.
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Documentation
Scope Components:
Problem Statement /
Background (What is the
problem and why is it
important)
Event Mission / Goals
Goals / Objectives
Process Description
Process Metrics
Project Sponsor, Project
Lead and Team Members
Event Dates
Other documents:
Communications Plan
Current metrics/
measurements (if any)
Current state/process maps
Current policies &
procedures (as necessary)
Lessons Learned
Report template
Future state maps
Presentations/Story Boards
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Improvement Approach: PDCA Improvement Cycle
Walter Shewhart
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Improvement Approach:
PDCA Improvement Cycle
From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
Step 1 Select a process & form a team
Step 2 Understand the current process
Step 3 Collect & analyze baseline data
Step 4 Determine root causes
Step 5 Generate and Select Potential Solutions
Step 6 Implement the Solutions
Step 7 Gather and Analyze Data on the PilotImplementation
Step 8 Standardize the Solutions
Step 9 Implement Widely
Step 10 Look for Other Opportunities
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PLAN: Identify & Analyze the Problem
Step 1 Select a process & form
a team
Step 2 Understand the currentprocess
Step 3 Collect & analyze
baseline data
Step 4 Determine root causes
From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
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DO: Develop and Implement Solutions
Step 5 Generate and Select
Potential Solutions
Step 6 Implement the
Solutions
From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
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CHECK:Test the Solutions
Step 7 Gather and AnalyzeData on the Pilot
Implementation
From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
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ACT: Widely Implement Solutions
Step 8 Standardize the
Solutions
Step 9 Implement Widely
Step 10 Look for Other
Opportunities
From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
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ACT:Implement Widely
Gain sponsorship to spread to others
Create a communication plan to share your
improvement
Implement the improvement
Revise Policies and Procedures Train staff and customers affected
Adapted From University of Washington Finance & Facilities Introduction to Continuous Improvement training materials
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Activity
A Case for PDCA CyclesThe Peg Exercise
1
2 3
4 65
7 8 9 10
11 12 13 14 15
2004 Institute for Healthcare Improvement
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PDCA Testing Cycles
Increases confidence that the change will result inimprovement.
Documents how much improvement can be expected from
the change.
Modifies and adapts the change to conditions in the local
environment.
Evaluates costs and side-effects of the change.
Minimizes resistance upon implementation.
Adapted from Institute for Healthcare Improvement, Breakthrough Series.
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Repeated Use of the Cycle
Hunches
Theories
Ideas
Changes That
Result in
Improvement
A PC D
A P
C D
2005 Institute for Healthcare Improvement
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Repeated Use of the Cycle
Hunches
Theories
Ideas
Changes That
Result in
Improvement
A PC D
A P
C D
2005 Institute for Healthcare Improvement
Very Small
Scale Test
Follow-up
Tests
Wide-Scale Tests of
Change
Implementation
of Change
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Goal: Improve student satisfaction regarding instructions given for
how to apply to the UW through student interviews and walkthroughs
A PC D
A PC D
Cycle 1: Define a small number of students to do walkthroughs
Cycle 2:
Cycle 3:
Cycle 4: Standardize changes
Cycle 5: Educate staff
in new standards
Compare feedback of students for one week
Test the changes with 1-3 staff
Adapted from Institute for Healthcare Improvement 2005
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Successful Cycles to Test Changes
Plan multiple cycles for a test of a change
Think a couple of cycles ahead
Scale down size of test (# of students, location)
Test with volunteers
Do not try to get buy-in, consensus, etc.
Be innovative to make test feasible
Collect useful data during each test
Test over a wide range of conditions
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Activity
Success Enablers & Potential Barriers
What is your units current attitude about
change? What has helped other improvement or
positive change efforts in your area?
What are some potential barriers toyour/teams success?
What can you do to overcome those barriers?
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Challenges to Successful
Improvement Initiatives Creating time to focus on the change
Thinking of a change that others can predict would be
an improvement
Overcoming resistance to change
Lack of internal infrastructure, systems and procedures
Recognizing when a change is an improvement Satisfying diverse or changing viewpoints
Adapted from The Improvement Guide, Gerald Langley et. al.
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Goals and Metrics
SMART goals
Specific, Measurable, Attainable, Relevant,
Time Bound
Success Measures and Metrics Accessibility of data
Frequency of tracking
Reliability of data Communicability of concept
Span of control
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Activity
Goals, Metrics and Other Success Indicators
How will your team test its changes?
How will they know that they are good enough toimplement?
What are some potential measures for success?
What are some ongoing measures to ensure thegains are maintained and spread?
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Steps to Improve Quality
(what weve learned from others) Understand customers expectations and requirements.
Review service or product to see if they meet your customers
wants and needs.
Review your processes and metrics.
Identify areas where errors can create defects in product orservices.
Identify root causes of errors.
Establish performance metrics to evaluate solution and monitorsustainability.
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Engage in Continuous Learning
& Spread Success Make the process visible so variations from process
expectations are easily seen
Have the team build a presentation or storyboard andpresent it at department meetings/other events
Assess if the improved work flow can be used to improve adifferent problem
Assess if some parts of the solution can be applied to otherproblems
Engage the team in teaching the continuous improvementmethods to others
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More Improvement Tips . . .
Alwayscommunicate before changes with:
your team, manager, sponsor and
anyone impacted by the change Alwayshave a feedback mechanism to know what
impact the change has made to customers in
particular! Never Sub-Optimize: Dont change something to
make your life easier that negatively impacts
someone else
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Bringing it All Together
Do you have clear goals, plans, and milestones
established for your improvement effort?
What will you do to inspire and motivate the right
people? How can you provide encouragement? What is the most important contribution you can
make as a leader to encourage a culture of continuous
improvement?
How will you increase peoples ability to make
decisions and take responsibility? And reward them
for trying?
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Focus on Whats Important
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Improvement Tools &
Resources
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Brainstorming
(Creating Bigger and Better Ideas) Encourages open thinking when a team is stuck.
Gets all team members involved and enthusiastic.
Utilizes the expertise and experiences within a group. Allows team members to build on each others creativity.
Success Factors
Go for as many ideas as possible
Write everything down
Refrain from criticizing or analyzing others ideas
Dont censor yourself; there is no such thing as a bad idea
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Prioritization Matrix
Prioritization Matrix
Organization Need/Goal Importance*Current
Performance*
GAP (Highest Possible Score -
Current Performance)
Target
(Importance* x GAP)
* Importance Scale: 5 = Crucial 4 = Very Important 3 = Important 2 = Somewhat Important 1 = Not Important
Current Performance Scale: 5 = Excellent 4 = Good 3 = Okay 2 = Poor 1 = Awful
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Scope of Work
Background/Problem Statement: Active Dates:What are we here to solve?
Milestones:
What are clear points in our timeline where certain tasks need
to be accomplished in order for the work to be successful?
Mission/Vision: Sponsor:
What are we here to accomplish?Lead:
Consultant:
Goals/Objectives: Process Measures/Metrics:
What specifications will drive our work? How will we know that we are successful?
Process Description: Team Members:
Description of the process we are trying to solve
- Scope of Work as of
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Communication Plan
The value of the awareness and opportunity for feedback
on your process improvement project directly impacts
acceptance of change and success
Identify Customers and Key Stakeholders
What questions do team members want to ask?
Provide opportunity for general input/feedback
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Sample Communication Plan
Who
Purpose or
Questions to
Ask
Type of
Delivery/
Channel
Responsibility
/ Complete By
Dates/
Milestones
Summary
Email
Letter to home
Town hall
Phone call
Focus groupCustomer
Identify
Requirements or
What is Important
Team Member/
by XX date
Identify Solution,
Results of Pilot,
Final Rollout
Customer
Requirements
Communication Planning Tool
Stakeholder
Awareness, Data
Needs, Get
Feedback/ Input
Team Member/
by XX date
Data Analysis,
Identify Solution,
Piloting etc.
Priorities/
Concerns
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Affinity Diagram
(Gathering and Grouping Ideas)The team/group is drowning in a large volume of ideas.
Breakthrough thinking is required.
Broad issues/themes must be identified.
Key Success Factors Discuss, dont dominate
Suspend solutions until process is complete
Listen, listen, listen; keep your mind and ears engaged
Encourage everyone to make unusual connections among ideas
How to: Each person writes down one idea per post it note.
Put all notes on a wall. Organize in like-categories, discuss as team, prioritize.
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Cause & Effect/Fishbone Diagram
(Find and Cure Causes/NOT Symptoms)Focuses the team on root causes and impacts.
Encourages different perspectives.
Identifies potential leverage points.Often leads to more effective solution generation.
Key Success Factors
Clearly state the problem
Ask Why several times (e.g. What does this cause? or why is thishappening? until ultimate impact or results are reached)
Look for recent changes as likely causes
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Fishbone Example
Problem or
Effect
Causes (factors or concerns)
Too many . . .
Note: Causes are the Bones (major cause categories)
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What is a Process?
From University of Washington Finance & Facilities Lean training materials
Materials
Goods
Supplies
Resources
Physical
Non-physical
Data
Event
Manufacturing
Service
Physical
Non-Physical
End product
Service
Performance
Physical
Non-Physical
A resource that you will
add value to:
TRANSFORMING
input to a desired output
An input after you
have added value
INPUT OUTPUTValueAdded Tasks
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Flowcharting; AKA Process Mapping
(Picturing the Process)Flowcharting creates a word picture of the events and decisions that
comprise a process.
It documents an agreed-upon process.
It diagnoses the difference between an ideal process and the way it actuallyperforms.
Benefits
Shows unexpected complexity, problem areas, redundancy, and where
simplification and standardization may be possible
Compares and contrasts the actual versus the ideal flow of a process toidentify improvement opportunities
Allows a team to agree on the steps of the process and examine which
activities may impact the process performance
Serves as a training aid to understand the complete process
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Flowcharting Example (Process Mapping)
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Problem Solving Model
Define the problem a good problem definition implies or
states explicitly not only the current
situation, but also the desired situation.
Establish criteria for evaluating
solutions
criteria define general characteristicsthat a solution should have, without
describing a specific solution.
the solution should be one that
the solution should be one that does
not
the solution should be implementedin a way that
each unnecessary criterion
needlessly reduces the number of
potential solutions
Identify root causes, and (when
appropriate) impacts
Generate alternative solutions important to focus on generation
here, not evaluation
people are sometimes constrained by
assumptions
every unnecessary assumption
reduces the number of potentialsolutions
Evaluate alternative solutions
Select the best solution
Develop an action plan
Implement the action plan
Evaluate outcomes and the process
Adapted from The Skilled Facilitator, Roger Schwarz
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Bibliography Bridges, William. Managing Transitions, Reading, MA: Addison-Wesley Publishing Company, Inc.,
1991.
Goleman, Daniel. Emotional Intelligence, New York, NY: Bantam, 1995.
Kaye, Beverly L. and S. Jordan-Evans. Love Em or Lose Em: Getting Good People to Stay, Berrett-
Koehler, 1999
Langley, Gerald J., et al. The Improvement Guide, Jossey-Bass, 2009
Pink, Daniel H.A Whole New Mind: Why Right-Brainers Will Rule the Future, The BerkleyPublishing Group (Penguin Group), 2006
Pink, Daniel H., Drive: The Surprising Truth About What Motivates Us, New York, NY, Riverhead
Books (Penguin Group), 2011
Robinson, Sir Ken, Out of Our Minds: Learning to be Creative, Capstone Publishing Ltd (a Wiley
company), 2001, 2011
Schein, Edgar H., Organizational Culture and Leadership, 4
th
Edition (the Jossey-Bass Business &Management Series, Jossey-Bass, 2010
Schwartz, Roger. The Skilled Facilitator, 2ndEdition, San Francisco, CA, Jossey-Bass, 2002
Senge, Peter. The Fifth Discipline: The Art & Practice of The Learning Organization, Doubleday,
1990, 2006
Studer, Quint. Hardwiring Excellence, Fire Starter Publishing, 2003
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Deborah Flores, Director
[email protected], 206 616 0804
Laurin Gaudinier, Metrics Analyst & Reporting [email protected], 206 616 7174
Sherry Steinaway, OD & Process Improvement Specialist
[email protected], 206 685 6071
website: https://depts.washington.edu/oei/
email: [email protected]
Organizational Effectiveness Initiative
Contact Information
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]