Section 1



Section 1

Introduction to Continuous Improvement

|3-Day Team Training Agenda/Schedule |3 |

|Team Training Workshop Objectives |4 |

|History of Continuous Improvement |5 |

|Continuous Improvement Process / TQM Defined |6 |

|Working Definitions |7 |

|Cultural Transformation |9 |

|Organizational Culture for Continuous Improvement |11 |

|Service Cycle |12 |

|Understanding Process Improvement |13 |

|Designing an Efficient Process |14 |

|Juran Quality Trilogy |16 |

|Cost of Quality |17 |

|Why Continuous Improvement at ASU |18 |

|University Continuous Improvement at ASU |19 |

Notes

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3-DAY TEAM TRAINING AGENDA/SCHEDULE

8:30a.m. - 4:30 p.m.

| | | |

|Day 1 |Day 2 |Day 3 |

| | | |

|Introductions |Review Learnings from Day 1 |Fun Review |

| | | |

|Session Objectives |"Business of Paradigms" |Step 3 (Continued) |

| | | |

|"Quality: The Big Picture" |CI Model Overview |Step 4 - Identify/Select Solutions |

| | | |

|CI History & Philosophy |Milestone Checkpoints | |

| | | |

|Cost of Quality |Step 1 - Define Process | |

| | | |

|ASU's Strategy |Step 2 - Issue Statement | |

| | | |

|Team Roles & Responsibilities |Discuss Group Process | |

| | | |

|LUNCH |LUNCH |LUNCH |

| | | |

|Stages of Team Development |Step 3 - Collect & Analyze Data |Discuss Benchmarking Lunch |

| |on Causes | |

|Communication Skills | |Step 5 - Develop Implementation |

| |Homework - Case Study Part II |Plan |

|Constructive Feedback | | |

| |Issue Bin |Case Study Part III |

|Types of Team Decision Making | | |

| |Process Check |Step 6 - Implement Solutions |

|Effective Meetings | | |

| | |Step 7 - Evaluate Results |

|Homework-Case Study Part I | | |

| | |Dealing with Team Behaviors |

|Issue Bin | | |

| | |Issue Bin |

|Process Check | | |

| | |Graduation |

| | | |

| | |Evaluation |

Team Training Workshop Objectives

As a result of this session, participants will be able to:

! Describe the development and philosophy of continuous improvement principles

! Work collaboratively to create or improve a process

! Select from multiple approaches to problem solving and improvement efforts

! Describe the ASU support system for Continuous Improvement Initiative

! Identify team composition and skills

! Demonstrate effective small group communication skills

! Outline the steps of ASU’s continuous improvement model

! Identify the appropriate tools and techniques to use at each step of the continuous improvement model

! Apply continuous improvement tools to a case study

! Improve the Team Training Workshop and materials through feedback

HISTORY OF CONTINUOUS IMPROVEMENT

! Began during the 1950's in Japan

! Leading proponents:

W. Edwards Deming

Joseph M. Juran

Philip Crosby

Masaaki Imai

Kaoru Ishikawa

Armand Feigenbaum

! 1980's - United States focus on Aquality@ began

! 1987 - Department of Commerce created the Malcolm Baldrige National Quality Award:

Manufacturing

Service

Small Business

Education

CONTINUOUS IMPROVEMENT PROCESS

TOTAL QUALITY MANAGEMENT

(TQM) DEFINED

"A structured system for creating organization-wide participation in the planning and implementation of a continuous improvement process that exceeds the needs of the customer/client."

--GOAL/QPC

Key Principles

! Dedication to customer satisfaction

! Organizational philosophy and set of values

! Employee involvement / teamwork

! Commitment to employee development

! Management commitment and involvement at all levels

! Continuous incremental improvement

! Integrated with organizational strategic planning

! Focus on processes & systems

! Decisions based on fact and data via structured analysis

! Recognition

Adapted from Oregon State University's Total Quality Management Training Manual

WORKING DEFINITIONS

Stakeholder

! Whoever receives your services

! Determines standards of expectation that need to be met

! Both internal and external to the organization

Employee Involvement

! All ASU employees, no matter what they do or where they work, have ideas about how to do their work more productively

! Employees represent a source of knowledge and creativity that we often fail to utilize

! The people closest to the problems often have the best ideas on how to make improvements

! Most employees are willing, even eager, to share their ideas

! People involved in making the decisions are more committed to implementing those decisions

! Management does not have all the answers

Continuous Improvement

! Make changes that matter--both large and small

! Don't just wait for big changes, make lots of small improvements whenever possible

! People respect changes that they have involvement in

Management's Role

! Identify the mission of the organization

! Supply the resources that the employees need in order to do their work

! Encourage, facilitate, and help employees to do their work

! Encourage everyone to "do it right the first time"

Process

! A sequence of tasks leading to a particular end

! The people, methods, materials, and equipment that are used to accomplish some purpose. Everything that gets done is part of a process

! 80%-90% of the problems are in the process

! Teams of employees can improve processes by working together to identify

and solve problems

Data

! Decisions are based on fact and data, not hunch or intuition

! Identify specific problems and reduce the magnitude of non-value added work

! Measure progress/improvement with well defined performance measures

! "In God we trust; all others must have data"

Quality

! The desired characteristics or attributes of a product or service as defined by the stakeholder's "perception."

Ask the following questions to determine if stakeholder service is being provided:

1. What is my service or product?

2. Who are my stakeholders?

3. What do they need or expect?

4. Does my service or product meet or exceed their expectations?

5. What is my process for providing my service or product?

6. What corrective action is needed to improve my process?

Adapted from Oregon State University's Total Quality Management Training Manual

CULTURAL TRANSFORMATION

| | | |

|Category |Traditional Organization |New Culture |

| | | |

|Mission |Management by Objectives |Stakeholder Satisfaction |

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|Operating Style | | |

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|Top Management |Think/tell |Think/ask |

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|Supervisors |Plan, organize, assign control & enforce |Communicate, participate, coach, promote trust |

| | | |

| | |Hearts/brains |

| |Hands/muscle |Participate |

|Employees |Do | |

| | | |

|Stakeholder Requirements |Incomplete |Systematic approach to understand and satisfy |

| |Ambiguous | |

| | | |

|Improvement |Acceptance of some error, subsequent corrective |Striving for continuous improvement |

| |action | |

| | | |

|Problem Solving/ Decision Making |Unstructured, individualistic |Participative, process-oriented based on |

| | |substantive data |

| | | |

|Jobs |Functional, narrowly defined |Employee involvement, teamwork, integrated |

| | |functions |

| | | |

|Rewards/Recognition |Pay for each job |Individual & group recognition & awards |

Adapted from Coopers and Lybrand Seminar, "The TQM Experience", Phoenix, AZ, April 4, 1991.

Continuous Improvement IS: Continuous Improvement IS NOT:

|! A philosophy/operating methodology | |! A new program |

| | | |

|! Breakthrough thinking | | |

| | |! Same old way |

|! A structured disciplined approach by identifying and solving problems; and | | |

|institutionalizing the improvements gained | |! Fire fighting |

| | | |

|! Conveyed by actions of management | | |

| | | |

|! Long term | | |

| | |! Conveyed by slogans |

|! Supported by statistical tools | | |

| | | |

|! A permanent solution, a way of life | |! Short term |

| | | |

| | |! Driven by statistical tools |

| | | |

| | |! A quick fix |

Source: TQC/Service Video "The Stakeholder, The Process, The Data." Encyclopedia Britannica Educational Corporation, Training and Development, 1488 S. Lapeer Road, Lake Orion, Michigan 48035

Organizational Culture for Continuous Improvement

Rate the following behavioral characteristics for their impact on a culture for CI. Give a “+” to those items that contribute to a CI culture, a “O” to those that have a neutral impact and a “-“ to those that have a negative impact.

_____ 1. Doing things perfectly

_____ 2. “Going along” with others

_____ 3. Thinking in unique and independent ways

_____ 4. Helping others to grow and develop

_____ 5. Waiting for others to act first

_____ 6. Outperforming one’s peers

_____ 7. Following orders – even when they’re wrong

_____ 8. Thinking ahead and planning

_____ 9. Blaming others for a mistake

_____ 10. Cooperating with others

_____ 11. Personally taking care of every detail

_____ 12. Being supportive of others

_____ 13. Accepting the status quo

_____ 14. Using the authority of one’s position

_____ 15. Challenging tasks

_____ 16. Always trying to be right

_____ 17. Never taking on/challenging superiors

_____ 18. Opposing new ideas

_____ 19. Doing things for the approval of others

_____ 20. Never relinquishing control

_____ 21. Maintaining one’s personal integrity

_____ 22. Not “rocking the boat”

_____ 23. Sharing feelings and thoughts

_____ 24. Being hard to impress

SERVICE CYCLE

[pic]

New Paradigms of Quality

1. We no longer think high quality costs more, we know quality actually costs less.

2. We no longer think of quality as defined by the technical expert, we know quality is defined by the customer.

3. We no longer think you can only make things so good, we know all products and services can be continuously improved.

4. We no longer think of quality only in terms of tangible products, we know quality applies equally to services and white-collar work.

5. We no longer think today=s performance will ensure our future success, we know today=s excellence is tomorrow=s mediocrity.

6. We no longer think excellence is defined by the local competition, we know we must benchmark against the best processes and organization=s in the world.

UNDERSTANDING PROCESS IMPROVEMENT

1. All work is a process.

2. A process receives work from a supplier, adds value to it and delivers the output to a stakeholder.

3. Anyone from whom the process receives a product or service is a supplier.

4. Anyone to whom the process delivers a product or service is a stakeholder.

5. Stakeholders have needs and expectations.

6. Stakeholders will define and measure quality in terms of their own needs and expectations.

7. Quality is meeting stakeholder needs and reasonable expectations.

8. Improving processes increases productivity.

9. Processes can be identified, understood, measured, and improved.

10. The people who operate the processes know best how to improve them.

[pic]

Source: U.S. Office of Personnel Management

DESIGNING AN EFFICIENT PROCESS

Questions to make a nuisance of yourself

1. How long has it been since someone questioned whether this step/activity is still necessary? Is it time to ask the question again?

2. What value, if any, is achieved by doing this step? Who receives value from this step?

3. Are any activities or steps currently being performed linearly that could be performed concurrently or in a staggered manner?

4. Why are we doing this step?

5. Do we have to perform this step in every instance, or could it be performed only in certain situations/instances?

6. Would it help to change the order in which the steps of the process are done?

7. How often is it used?

8. Would anyone miss it if it wasn=t done?

9. Can you change who does the step?

10. Are you being more precise than is required for the task? Is greater precision needed?

11. How do you know?

12. How many Ahand offs@ are built into the process?

13. Are you making the same decision over and over again? If so, standardize.

14. Would having multiple versions of the process for different scenarios be useful?

15. What would make a very big difference (pro or con?)

16. Is it worth it?

17. Why?

18. What really counts?

19. How would you do it in crisis mode?

20. What are the true leverage points of the process where a little change would have the greatest impact?

21. What rules and assumptions underlie the structure and performance of the current process? What is being taken for granted?

22. What knowledge and skills are truly required to perform the steps?

23. Do customers really value the work being done?

24. How are others, both inside and outside our industry, doing it?

25. Are we easy to do business with? Why not?

26. Is this step also being performed by someone else? (E.g. entering information on the computer)

Simplicity

1. Complex is bad. Error prone, slow and inflexible, coordination overhead

2. Simple is good. Flexible, accurate, easy to understand

What makes a process simple?

1. Few elements

2. Few inter-connections

3. Familiar terminology

Process patterns

1. Relocate work to customers

2. Relocate work from customers

3. Minimize number of interconnections and dependencies

4. Reconfigure and reorder steps to reflect potential parallelism and required precedence

5. Create hybrid centralized and decentralized structures

6. Integrate and compress tasks (case workers and case teams)

7. Introduce an intermediary to coordinate a diverse set of experts performing very complex tasks (case manager)

8. Eliminate intermediaries and non-value-adding work

9. Decrease the range of alternatives; sacrifice precision for simplicity and convenience

10. Increase range of alternatives; pay for precision

11. Make decisions early for efficiency of labor and capital: predict, don=t= react

12. Make decisions late for flexibility: avoid premature choices. Sacrifice efficiency in order to gain flexibility.

Characteristics

1. Simplicity and integration

2. Multiple process versions

3. Shared common information resources

4. Exploitation of non-linearity

Constraining rules and obsolete assumptions

Problem - Rules - Assumptions; define a problem, identify the rules (real or unspoken) that you've been operating under, identify the assumptions under which this rule was formed. Is the assumption still true?

JURAN QUALITY TRILOGY

[pic]

AOne-third of all quality problems originate in the product=s design.

One-half result from flaws in purchased components.@

J.M. Juran

COST OF QUALITY

Cost of Quality = Prevention + Appraisal + Internal Problems + External Problems

Definitions

Prevention Efforts to prevent service problems such as errors, excessive processing time, and complaints. Includes the cost of quality planning, training, forms to minimize error rates, and all other costs incurred to avert service problems.

Appraisal Evaluation of service. Includes the cost of designing and using measuring instruments, doing audits, and time spent evaluating and inspecting.

Internal Costs associated with errors, omissions, excessive delays. Problems that

Problems are incurred in the process of delivering the service. Includes rework, redesign, scrap, repair, and added handling.

External Costs associated with problems either discovered by the

Problems stakeholder or identified by other means after delivery of the service. Includes returns, recalls, and handling complaints.

Management philosophy must change from one of finding service problems to that which prevents them.

Prevention Vs. Detection

|Χ The employee checks for quality. | |Χ The "inspector@ checks for quality. |

| | | |

|Χ Checking occurs during the process. | |Χ Checking occurs at the end of the process. |

| | | |

|Χ Checking occurs at every or nearly every step. | |Χ Checking occurs at a limited number of points. |

| | | |

|Χ Employee=s have the authority to stop the process if exceptional| |Χ Mangers and inspectors usually have control over quality related |

|variation occurs. | |decisions. |

| | | |

|Χ Rework is usually done by the individual or team. | |Χ Rework is often done by a rework teams rather than by those who did|

| | |the original work. |

| | | |

|Χ The CI department can assist teams in monitoring improvements. | |Χ The CI department is responsible for processes and removing causes |

| | |of variation. |

|Χ Employees who are close to a problem study its causes and | | |

|identify solutions. | |Χ Managers and technical experts study problems and determine |

| | |solutions. |

WHY CONTINUOUS IMPROVEMENT AT ASU?

• People Involvement

• Better Educational Experience for Students

• Better University Environment for Faculty and Staff

• Best Ideas / Suggestions

• Governor=s Project Slim

• Period of No Resource Growth

• Desire for Proactive, Positive Change

UNIVERSITY CONTINUOUS IMPROVEMENT AT ASU

President Lattie F. Coor

President Coor has made a personal commitment to improve the quality of service of Arizona State University. He will set the vision for attaining or exceeding quality in everything we strive to do. Continuous improvement is a process, not an event, that will require the leadership and commitment from the President and every individual within the university.

MISSION

University Continuous Improvement supports the mission of Arizona State University by promoting the use of systems and process approaches for positive change.

We are distinctive in our…

• University-wide scope and responsibilities

• Systems and process focus

• Customized service

• Project management

• Long (and short) term involvement with clients

• Certified instructors for specialized courses

• Specific programs are self- supporting course offerings

We accomplish our mission through...

• Supporting improvement efforts

o Project management

o Consultation

Examples: improvement methodology, identifying critical processes for improvement, process analysis and redesign, tool usage, team dynamics, meeting structure, referrals

o Facilitation

Examples: meetings for organizational planning and/or problem solving, group interventions, focus groups

• Building employee skills - courses, resource library, web tools

o Process analysis

o Process redesign

o Measurement systems

o Group effectiveness (does not include team building)

Examples: understanding group process, facilitation skills, personal development (What Matters Most, Seven Habits for Highly Effective People), tools

• Publicity and communication

o Linking and leveraging projects

o Sharing successes

Examples: web, news articles, reports

VISION

Continuous improvement is a core component of the university culture.

This vision will be realized when…

all units…

• View UCI as a key partner.

• Use effective measurements.

• Plan effectively.

• Integrate continuous improvement activities in the context of university efforts.

and…

• Continuous improvement efforts dissolve organizational silos (barriers).

• Processes are managed and people are led.

• Every unit has its own certified facilitator/liaison(s)

• Meetings are highly effective.

• Continuous improvement courses are foundational to every employee's development.

• Self-facilitation is common practice.

Organizational performance is measured through outcomes and employee and process performance

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