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Overview of ContinuousProcess Improvement
Breakout Session # E01Henry F. Garcia, Adjunct Professor, Webster University
Date Tuesday, 5 December 2017Time 1400‒1515
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Definition
Continuous Improvement — The management philosophy that involves the relentless pursuit of product and process improvement through a never- ending exercise of achieving small wins.
It is an integral part of a Total Quality Management system that seeks to eliminate waste and reduce variation.
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Myths
• Continuous Improvement is too expensive
• Management does not understand/ support Continuous Improvement
• Processes do not need improvement in my area
• Continuous Improvement is only for large organizations
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Total Quality Management
Total Quality Management — A philosophy and system of management focused on internal or external customer (user) satisfaction
• Quality integrated throughout the organization’s activities
• Employee commitment to continuous process improvement
• Suppliers can participate in the improvement of the process
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Total Quality Management (Cont’d)
Tools for Introducing Ideas• Check Sheet ‒ Organized method of
recoding data• Scatter Diagram ‒ Graph showing the
value of one variable versus another variable
• Cause-and-Effect Diagram ‒ Tool that identifies process elements (causes) that may effect (create) an outcome (Think Fishbone Diagram)
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Total Quality Management (Cont’d)
Tools for Organizing Data• Pareto Chart ‒ Graph to identify and plot
problems or defects in descending order of frequency (Think Prioritization)
• Flowchart ‒ Chart that describes the steps in a process (Think Process Diagram in Project Management to identify Critical Path)
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Total Quality Management (Cont’d)
Tools for Identifying Problems• Histogram ‒ Distribution showing the
frequency of occurrences of a variable (Think Gantt Chart as a bar chart that illustrates a project’s schedule)
• Statistical Process Control Chart ‒ Chart with time on the horizontal axis to plot values of a statistic (Consider Upper Control Limit, Target Value, Lower Control Limit)
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Benchmarking
Benchmarking — Making improvements by selecting the current best practices of other organizations as a standard of performance
• Determine what to benchmark• Form a benchmark team • Collect and analyze benchmarking
information• Take action to match or exceed the
benchmark
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Deming PDCA Cycle
• Plan ‒ Plan improvements to presentprocesses
• Do ‒ Implement the plan initially on asmall scale
• Check ‒ Test to see if desired results areachieved
• Act ‒ Implement corrective action on awider scale
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Deming Wheel
Deming Wheel — Model for conductingcontinuous process improvement activities• Identify improvement area and
associated problem(s)• Implement and document change on a
small scale first• Evaluate implementation data for best
fit• Codify improvement as new standard for
replication
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Continuous Improvement
• Customer (User) Focus
• Cooperation
• Leadership
• Decisions Based on Data
• People/Culture
• Measurement and Metrics
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Winning Strategies
• Continuous Improvement or Total Quality Management strategies create opportunities for performance improvement through better definition of the systems and processes that enhance employee productivity by building a “culture of improvement” within the organization.
• These strategies represent “best practice”, but they must be carefully planned and implemented.
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Winning Strategies (Cont’d)
Management Support/Methods:
• Recognizing management’s support as essential to success
• Understanding Continuous Improvement as a permanent change from business as usual or “we’ve always done it that way”
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Winning Strategies (Cont’d)
Management Support/Methods: (Cont’d)
• Identifying key results• Signing “win-win” agreement with
support of executive management• Focusing on data and performance
issues rather than personalities• Using the direct approach
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Winning Strategies (Cont’d)
Management Support/Methods: (Cont’d)
• Communicating openly and honestly• Delegating to subordinates• Conveying accurately expectations and
following up on performance to those expectations
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Winning Strategies (Cont’d)
Front Line Leadership:
• Implementing basic principles to empower staff
• Gathering good information to make best decision
• Using positive reinforcement• Supporting “win-win” agreement
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Winning Strategies (Cont’d)
Performance Management:
• Using job description• Defining performance expectations for
each key responsibility in job description
• Providing frequent feedback on performance results compared to expectations
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Winning Strategies (Cont’d)
Continuous Improvement Measures:
• Applying a systematic approach to business operations
• Identifying key measurements and assigning functional or matrix leaders
• Focusing on important problem areas• Allowing leaders to select improvements for
Problem Solving teams
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Winning Strategies (Cont’d)
Continuous Improvement Measures: (Cont’d)
• Establishing regular team meetings and scheduling Problem Solving team training (if needed)
• Selecting problem areas and identifying measurement and metrics trends
• Linking measurements to problem solving and employee involvement — part of the “win-win” agreement
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Winning Strategies (Cont’d)
Continuous Improvement Measures: (Cont’d)
• Establishing key measurements/metrics
• Reviewing trends based on these key measurements/metrics
• Ensuring progress will be measured and reported
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Winning Strategies (Cont’d)
Employee Involvement:
• Providing training as required• Understanding available quality tools
used for measurement• Attacking the problem, not the person• Identifying the problem and selecting the
team to mitigate or resolve the problem
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Winning Strategies (Cont’d)
Rewards:
• Rewarding Problem Solving teams collectively and team members individually as they achieve their objectives
• Basing the type of reward on suggestions from the team (Think Quality Circles)
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Winning Strategies (Cont’d)
Effective Meetings:
• Starting and ending on time• Keeping meetings focused and short• Distributing agenda before meeting• Prioritizing agenda items• Avoiding meeting interruptions when
considering difficult/divisive tasks• Publishing meeting minutes shortly after
the meeting
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Winning Strategies (Cont’d)
Time Management:
• Restraining procrastination• Controlling events and taking action• Recognizing need to achieve objectives
on time, every time
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Winning Strategies (Cont’d)
Project Management:
• Learning how to set realistic objectives and priorities
• Understanding the need for focus on value-added tasks only
• Organizing work for team building• Using both quantitative and qualitative
measurements to evaluate performance of Problem Solving teams
By learning to monitor, control, and constantly improve how employees work, managers can provide not only job satisfaction but also professional and personal enrichment
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Continuous ImprovementAssessment
• Organizations compelled to accommodate present workload with legacy systems and processes
• More work, less staff, and greater task complexity suggest review of systems and processes
• Organizational culture, inertia, and/or incapacity precludes innovation
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Continuous Improvement Concerns
Need to address the following:• Identification and assessment of desired systems
and processes
• Requirement for closing the gap between what is desired and what can be accomplished
• Absence of pragmatic problem solving and continuous improvement program
• Scarcity of time and resources committed to the development and execution of an effective program
• Lack of organizational culture and infrastructure to sustain continuous improvement initiatives
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Continuous Improvement Concerns (Cont’d)
• Continuous Improvement is essential in today’s business environment, and it can make the difference between long-term stability and short-term disaster.
• Continuous Improvement benefits go far beyond the bottom line. It affects the employee culture by involving them in change management.
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Conclusion
Contact Information
Henry F. Garcia, MA, CPSM, C.P.M.Adjunct ProfessorWebster UniversityLackland AFB, TX Extended Campus1550 Wurtsmith St.Lackland AFB, TX 78236-5251Phone: 210-383-3558http://www.webster.edu/sanantonio/
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