new employee orientation to qi awareness why are we here today? 1-1
TRANSCRIPT
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Quality Improvement - Why are we here today?
+ Techniques Vision+ ToolsProcess
A common vocabulary and problem-solving paradigm that focuses on process / customer.
Assumes that individuals are not the problem.
Quality improvement:
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•Increasing demands to improve quality: more students, more specialized, training needs, more world competition
•Few resources to spread around: tax limits, higher social costs, higher K-12 costs
•The pace of change is accelerating – the alternatives to proactive vision are third party oversight or obsolescence
•A shared vision of the future
Why are we doing Quality Improvement?
The environment tells us to do it!
It is what we want to be!
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•An integrated effort to improve quality at every level in an organization:
Quality
Customer Satisfaction
Staff Satisfaction
Productivity
Cost
Quality Improvement - Why we are here today
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Quality Improvement PyramidF2 PI FrameworkStrategic PlansVision
EfficientProcesses
Strategic Plans
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Leaders & Staff
Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed
Strategic PlansLeaders / Staff
QI System
Vision
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EfficientProcesses
Strategic Plans
Leaders Trustworthy Trusting of OthersApproachable, Inspiring
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Staff Trustworthy
Trusting of Others Collaborative, Committed
Finance & Facilities Vision
Vision
Vision
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Finance & Facilities Vision & Mission
•Vision•We are a global leader able to deliver
•outstanding service anywhere anytime.
•Mission•We help people who change the world.
FM Vision
Vision
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EfficientProcesses
Strategic Plans
Leaders Trustworthy Trusting of OthersApproachable, Inspiring
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Staff Trustworthy
Trusting of Others Collaborative, Committed
Strategic PlansStrategic Plans
Strategic Plans
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Strategy Map (Example from FM)
Strategic Plans
Strategic Plans
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Leaders & Staff
EfficientProcesses
Strategic Plans
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed
Leaders & StaffLeaders / Staff
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Trustworthy
Is technically competent and knowledgeable
Follows through on commitments Is willing to admit mistakes Discusses conflict directly with affected
parties Draws conclusions based on facts Commits to personal growth and
development Demonstrates a commitment to error free
work
Sets, communications and consistently applies standards for performance and behavior
Trustworthy Leadership Qualities Is technically competent and
knowledgeable Follows through on commitments Is willing to admit mistakes Discusses conflict directly with affected
parties Draws conclusions based on facts Commits to personal growth and
development Demonstrates a commitment to error free
work
Has clearly defined and articulated goals
Trustworthy Staff Qualities
Leaders & StaffLeaders / Staff
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Trusting of Others
Shares information willingly and openly Values others for their varied and unique
abilities Considers all points of view Maintains confidences Shows courtesy in working with others
Allows individuals to learn by making mistakes
Involves the right people in decision making
Trusting of Others Leadership Qualities Trusting of Others Staff Qualities
Shares information willingly and openly Values others for their varied and unique
abilities Considers all points of view Maintains confidences Shows courtesy in working with others
Tolerant of others’ mistakes Willing to be involved in decision making
Leaders & StaffLeaders / Staff
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Approachable Leaders - Collaborative Staff
Listens in an unthreatening and nonjudgmental way
Shows a genuine interest in others Seeks to build consensus
Coaches and mentors Sets a supportive climate where others can
do their best Is visible and available Allows others the freedom to take
reasonable risk Communicates and interprets the broader
context
Approachable Leadership Qualities Collaborative Staff Qualities Listens in an unthreatening and
nonjudgmental way Shows a genuine interest in others Seeks to build consensus
Takes initiative for learning and improving Works effectively with others in meeting
customer needs and improving work processes
Willingly and actively participates – in work unit, department, and on teams
Willing to challenge process and people using respect and understanding
Seeks to understand the broader context of job
Leaders & StaffLeaders / Staff
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Inspiring Leaders - Committed Staff
Encourages, recognizes and supports the contributions of others in the organization
Is committed to ongoing process improvement and preventative actions
Anticipates the need to change Encourages others to reach their full potential Walks the talk/is a good role model Instills confidence in others Develops and communicates a shared vision of
our future Keeps primary focus on the customer, taking time
to know customer needs and demands Seeks opportunities to develop process
partnerships Removes barriers
Inspiring Leadership Qualities Committed Staff Qualities Encourages, recognizes and supports the
contributions of others in the organization Is committed to ongoing process improvement
and preventative actions
Accepts challenges with eagerness Initiates self development to increase knowledge
and abilities Consistently demonstrates commitment to
quality improvement principles Believes in, shows excitement and dedication to
job Offers time, energy and ideas in reaching
common goals Develops effective relationships with customers
and co-workers Develops effective relationships with process
partners Seeks assistance with Type 2 or 3 problems
Leaders & StaffLeaders / Staff
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EfficientProcesses
Strategic Plans
Leaders Trustworthy Trusting of OthersApproachable, Inspiring
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Staff Trustworthy
Trusting of Others Collaborative, Committed
QI SystemF2 PI Framework QI System
Principles of QI F2 PI FrameworkQI System
What are the goals?
1. Customer Focus Our actions are measured through our customers’ eyes.
2. Continuous Improvement Constant, gradual and incremental improvement of processes by teams.
How is it done?
3. Quality Definition Articulates our shared goals, providing provides common direction and focus around a standard of performance.
4. Work Process Focus Studying and mapping the process produces results. Most problems come from process issues; people are not the problem.
5. Prevention Anticipating and planning for change creates a more productive, stress-free environment addressing rework, backlogs, scheduling issues, resource utilization, and efficiency.
6. Error-Free Attitude “Doing it right the first time," means the customer gets better service and we have more efficient processes.
7. Manage by Facts If we can measure something, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?"
Who does it?
8. Participation/Empowerment Involving the right people at all levels in decision-making generates better solutions.
9. Total Involvement Quality is everybody's business, from new employee to Vice President, as we work in teams to solve problems and improve processes.
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9 Principles & QI PyramidSimilar themes
2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
1. Customer Focus
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
EfficientProcesses
Strategic Plans
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed
Adopted March 25, 2008
Finance and Facilities’ Strategy Map for 2008-2013
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9 Principles & F2 Strategy MapSimilar themes
2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
1. Customer Focus
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
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Customer FocusOur actions are measured through our customers’ eyes
2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
1. Customer Focus
Organization Activities
Customer Needs
Organization Activities
TO
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
Customer Satisfaction
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Customer FocusOur actions are measured through our customers’ eyes
2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
1. Customer Focus
Customer expectations must be clearly understood and met.
Anything that does not add value to the customer is waste.
Customer / supplier partnerships must be developed at every level.
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
•Who is the Customer?
What do you need to know about the Customer?
The customer is the individual or organization receiving your services.
Internal or External
Key customers include:1. Research Faculty2. Students
QI System
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Continuous ImprovementsConstant, gradual and incremental improvement of processes by teams
1. Customer Focus
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
2. Continuous Improvement Continuous improvement is the constant, gradual and incremental improvements of operations
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
Continuous Improvements
Non-Standardization
80% of the improvements in an organization come from continuous improvement
Benefits /Improvements
Time
Innovation 20%
waste
Innovation
Innovation
Continuous Improvements
Non-Standardization
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Continuous Improvements vs. Innovation
1. Customer Focus
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
2. Continuous Improvement
Continuous Improvement
vs. Innovation
Effect Undramatic vs. Dramatic
Pace Small steps vs. Big steps
Change Gradual & Constant vs. Abrupt & Volatile
ApproachGroup effort
Systems approachvs.
IndividualismIndividual ideas
Orientation People vs. Technology
Suitability Slow growth economy vs. Fast growth economy
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
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Continuous Improvements vs. InnovationConstant, gradual and incremental improvement of processes by teams
1. Customer Focus
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
2. Continuous Improvement
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
W. Edwards Deming propose: Analyze and measure for variations that cause deviation from customer
requirements Built around a continuous feedback loop to improve the process
PlanDesign or revise business process components to improve results
DoImplement the plan and measure its performance
CheckAssess the measurements and report the results to
decision makers
ActDecide on changes needed
to improve the process
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Quality DefinitionArticulates our shared goals, provides common direction and focus around a standard of performance
1. Customer Focus2. Continuous Improvement
4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
3. Quality Definition
F2 PI Framework
Defining qualityOur customers are pleased with our service, which consistently meets their needs
Our customers often find we have given them “something extra”
We continuously improve our internal processes, serving our customers in a cost-effective manner
Why define qualityHave a “working” definition that everyone understands
So we can manage
Is measurable
What are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
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Work Process FocusStudying and mapping the process produces results. Most problems come from process issues; people are not the problem
1. Customer Focus2. Continuous Improvement
3. Quality Definition
5. Prevention6. Error-Free Attitude7. Manage by Facts
4. Work Process Focus
A process is a group of logically related activities which utilize the resources of the business to produce results
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
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PreventionAnticipating and planning for change creates a more productive, stress-free environment addressing rework,
backlogs, scheduling issues, resource utilization, and efficiency
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus
6. Error-Free Attitude7. Manage by Facts
8. Empowerment9. Total Involvement
5. Prevention
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?
Processes should be designed and operated so that poor service never reaches the customer
Plan ahead
Adopt a proactive vs. reactive mindset
Learn from past lessons Create a process that eliminates reoccurrence Standardize action plan in the event of reoccurrence
Be aware of leading indicators
Preventing problems before they occur
QI System
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Error-Free Attitude“Doing it right the first time," means the customer gets better service and we have more efficient processes
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention
7. Manage by Facts6. Error-Free Attitude
“ I will make a constant, conscious effort to satisfy my internal and external customers ”
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?
What does it mean to our customer if ourprocesses are right 95% of the time.
95% - Buyer
95% - Vendor
95% - Dept. Admin.
8. Empowerment9. Total Involvement
QI System
Example: Customer can potentially experience 15% variance
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Error-Free Attitude“Doing it right the first time," means the customer gets better service and we have more efficient processes
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention
7. Manage by Facts6. Error-Free Attitude
F2 PI Framework
“That’s good enough” Acceptable quality level
Traditional Attitude New Attitude Effectiveness Efficiency
What are the goals?
How is it done?
Who does it?If you do it right the first time, what does that mean?Reduce failuresReduce reworkReduced backlogMore accurate schedulingShorter lead timeBetter use of resources
8. Empowerment9. Total Involvement
QI System
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Manage by FactsIf we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude
7. Manage by Facts
F2 PI Framework
“ If we can measure something, then we canbegin to do something about it ”
What are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
Enhance ResourcesValue to You,Our Customer
Improve Operational Excellence
Attract & Retain aTalented and Diverse Staff
Balanced Scorecard
Balanced Scorecard DashboardsIf we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude
7. Manage by Facts
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
Unit BalancedScorecard
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Unit BalancedScorecard
Unit BalancedScorecard
Enhance ResourcesValue to You,Our Customer
Improve Operational Excellence
Attract & Retain aTalented and Diverse Staff
Department Balanced Scorecard
Unit BalancedScorecard
Unit BalancedScorecard
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Dashboard (Example from FM)
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude
7. Manage by Facts
F2 PI FrameworkWhat are the goals?
How is it done?
Who does it?8. Empowerment9. Total Involvement
QI System
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EmpowermentInvolving the right people at all levels in decision-making generates better solutions
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
9. Total Involvement8. Empowerment
F2 PI Framework
“ People are our greatest asset ”
Why empowerment?
Managers realize they can’t know about all problemsChanges are 2 – 10 times more effectiveProblems are best solved at the sourceIncreases productivity and moraleThe way to build commitmentTakes less time overall
What are the goals?
How is it done?
Who does it?
QI System
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Total InvolvementQuality is everybody's business (from employees to VP’s), as we work in teams to solve problems and improve processes
1. Customer Focus2. Continuous Improvement
3. Quality Definition4. Work Process Focus5. Prevention6. Error-Free Attitude7. Manage by Facts
8. Empowerment
9. Total Involvement
F2 PI Framework
“ Quality is everyone’s business ”
Inwardly focused on management directives
Problems/solutions identified by senior management
Communication top down based on “need to know”
The Traditional Approach The QI Approach Externally focused on customer needs Team problem-solving focused on
process & based on facts Open communication
What are the goals?
How is it done?
Who does it?
QI System
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Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed
QI SystemStrategic PlansFM Vision Leaders & Staff
Quality Improvement Pyramid
EfficientProcesses
Strategic Plans
Quality Improvement System Trained Staff Recognition Data AnalysisCustomer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems
Vision
Delighted Customers
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Building a Foundation and Realizing Results (Example from FM)
Develop strategy map
Expand EIT
Establish mentoring program
Audit diversity
Become knowledge driven
Create operational dashboard
Construct strategic plan
Support change throughout the UW: USER, GC1
Attract and grow good people. Roll out Employee Development Planning
Implement leadership team action plans with focus on coaching and front-line leaders’ teams
Develop staff qualities and behaviors. Train leaders
Cultivate leadership qualities and behaviors. Integrate and renew QI efforts
Broaden knowledge about our customers. Understand and measure major processes
Recognize needs and measure satisfaction of major customers: students and research faculty
Involve everyone in quality experience. Develop a common approach to problem solving
Understand quality principles and teamwork
92 94 96 98 00 02 04 06
Reorganize FM
08
Lead Univ. Wide Projects
2010
Automate process
Lean
•Finance & Facilities Vision
•We are a global leader able to deliver•outstanding service anywhere anytime.
•Financial & Facilities Mission
•We help people who change the world.