Training Pro Improvement

7/30/2019 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



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DO: Develop and Implement Solutions

Step 5 Generate and Select

Potential Solutions

Step 6 Implement the

Solutions



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CHECK:Test the Solutions

Step 7 Gather and AnalyzeData on the Pilot

Implementation



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ACT: Widely Implement Solutions

Step 8 Standardize the

Solutions

Step 9 Implement Widely

Step 10 Look for Other

Opportunities



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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



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Repeated Use of the Cycle

Hunches

Theories

Ideas

Changes That

Result in

Improvement

A PC D

A P

C D


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]

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