25 Mar 10 – WDM 204 – Session Two

Cape Area Management Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board

25 Mar 10 – WDM 204 – Session Two Today’s Topics  Learning Objectives  Organizational Issues Affecting Quality  Key Quality Definitions  Keys to an Effective Quality System  Quality System Tools Overview  Breakout Session – Defining a Quality System

25 Mar 10 – WDM 204 – Session Two 4 Learning Objectives In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.). The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided. They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies. Additional reading reference(s) will be provided.

WDM 204: Continuous Improvement Understanding Quality - Part Two The Application of Quality in the Modern Workplace Managing Quality Improvement

25 Mar 10 – WDM 204 – Session Two 6 What Issues Do We Face?  Greater internal demands on performance?  Fewer resources?  Greater reliance on suppliers?  Increased use of computer systems?  More demanding customers?

25 Mar 10 – WDM 204 – Session Two 7 Conflicting Organizational Metrics?  Cost – why does this get the most attention?  Speed – is this only a capacity issue?  Quality – control by the process user?

25 Mar 10 – WDM 204 – Session Two 8 Are Our Systems More Complex?

25 Mar 10 – WDM 204 – Session Two 9 Do You Have Time to Improve?

25 Mar 10 – WDM 204 – Session Two 10 Do You Have Time to Improve?

25 Mar 10 – WDM 204 – Session Two 11 Define “Improved?”  Ultimately, “Stakeholder Satisfaction” is your metric – how can you measure that?  What metrics support “Stakeholder Satisfaction?” – how do you get there?

25 Mar 10 – WDM 204 – Session Two 12 Leading vs. Lagging Metrics “Great Cookies!” Delivered Hot Delivered Fresh Good Price 110°F Thermal Packed Multiple Trucks Shipped Hourly High Volume Low Margin Packed in 5 Min. Containers Ready Loaded in 10 Min. “Leading” “Lagging” Are “key drivers” lagging or leading metrics?

25 Mar 10 – WDM 204 – Session Two 13 So What Kind of C.Q.I. System Is Required? Mission Statement, Goals & Objectives, Key Metrics  Current State: What is our Mission? Where is our business starting this year? What metrics are important to us?  Future State: What is our Mission? What Goals have we set for the year? How will we measure that success?  Gap Analysis: What will it take to achieve the Future State? What may be preventing us from doing so?

25 Mar 10 – WDM 204 – Session Two 14 So What Kind of C.Q.I. System Is Required? Quality Tools  Simple  Universal  Scalable  Visual  Data driven  Focused on key metrics: – speed, – quality

25 Mar 10 – WDM 204 – Session Two 15 Small, Positive Doses  Help others learn from mistakes, and not be afraid of them.  Recognize development efforts, not just results.  People master tasks in small steps. Find the most important one for each team member to focus on first.  Be a role model in accepting feedback, and exhibiting desired behaviors. Role play with them!

25 Mar 10 – WDM 204 – Session Two 16 So What Kind of C.Q.I. System Is Required? People & Processes  Driven by people doing the work  Respectful of their experience  Motivational  Sustainable

25 Mar 10 – WDM 204 – Session Two 17 It’s This Simple*…  Increase an individual’s accountability for their work by removing some controls.  Give people responsibility for a complete process or unit of work.  Make information available directly to employees rather than sending it through their managers first.  Enable people to take on new, more difficult tasks they haven’t handled before.  Assign individuals specialized tasks that allow them to become experts. * see recommended reading article

25 Mar 10 – WDM 204 – Session Two 18 So What Kind of C.Q.I. System Is Required? Stakeholder Feedback  The ultimate measure of success  Internal and external customers  Relationship based on “data”  Creating a “win/win” partnership

25 Mar 10 – WDM 204 – Session Two 19 Quality Improvement System Tools  We need tools – a common language – to tell us: – where we stand versus our competition? (S.W.O.T.) – what do we need to work on (Impact/Maturity Matrix)? – how are we doing things now? (Process Mapping) – what we need to do our job? (S.I.P.O.C) – why isn’t it working? (Root Cause Analysis) – how can we best do our jobs? (Standard Work) – what do our stakeholders think? (Stakeholder Feedback)

25 Mar 10 – WDM 204 – Session Two 20 S.W.O.T. Analysis  Useful for understanding your overall business “current state” – Strengths: what do you do which is superior to your competition? – Weaknesses: what do you do which is inferior to your competition? – Opportunities: what don’t you do that would increase your “market share?” – Threats: what do others do which may take away from your “market share?”

25 Mar 10 – WDM 204 – Session Two 21 Impact Maturity Matrix  Useful for targeting your improvement efforts: – which processes are most important (impact)? – which processes need the most work (maturity)? Less Process Maturity More Process Impact B A C D E Most Important, Least Mature Process

25 Mar 10 – WDM 204 – Session Two 22 Process Mapping  Useful for understanding what truly happens, and seeing opportunities for improvement:

25 Mar 10 – WDM 204 – Session Two 23 S.I.P.O.C. Analysis  Useful for understanding what you need from another organization: – Supplier: who gives you the “stuff” you use in your process? – Inputs: what is that “stuff,” in terms of a measurable need? – Process: what do you do with that “stuff?” – Outputs: how does the customer of your process measure your “stuff?” – Customer: who uses your “stuff” in their process? Supplier InputProcess OutputCustomer

25 Mar 10 – WDM 204 – Session Two 24 Root Cause Analysis  Find out why errors occur, to fix them once and for all: Why? Why did that occur?

25 Mar 10 – WDM 204 – Session Two 25 Standard Work  Determining the best way, and letting everyone know how it is done

25 Mar 10 – WDM 204 – Session Two 26 Stakeholder Feedback  Objective opinions with agreement to improve  Internal as important as external  Four key areas: – Quality – Delivery – Responsiveness – Overall  What would “world class” look like?

25 Mar 10 – WDM 204 – Session Two 27 What Do You Think We Need? Mission Statement, Goals & Objectives, Key Metrics Quality Tools People & Processes Stakeholder Feedback

Breakout Session Form Teams of Three to Five People

25 Mar 10 – WDM 204 – Session Two 29 Measure Speed to Finish Breakout Session – Designing a C.Q.I. System 1) Individually use “stickies” to make your list – one idea per sticky 2) Discuss as a team 3) Group by C.Q.I. element 4) Report out Celebrate Group’s Success Metrics Tools Processes Feedback Give Feedback on Goals Survey the Billing Group Measure Speed to Finish Give Feedback on Goals Survey the Billing Group Celebrate Group’s Success Give Feedback on Goals Measure Speed to Finish 1) 3)

Class Discussion Your Workplace’s C.Q.I. System

25 Mar 10 – WDM 204 – Session Two 31 Personal Practicum Checklist Project Charters What do I need to know to try this at work? When before the next class will I try? What is my greatest concern in doing so?

25 Mar 10 – WDM 204 – Session Two 32 Discussion of Personal Practicum Checklists  Any questions on the how?  Let’s hear a couple of examples of the when?  Let’s hear a couple of examples of concern?  Let’s practice working through those concerns…

Questions or Comments Before We End?