Essential Knowledge and Toolsfor

Continuous Improvement at

Eastern Michigan University

Training presented byJohn C. Dugger III, Ph.D.

on behalf of theContinuous Improvement Advisory Committee

October 13, 2006

Sequence of Activities

Assess knowledge of training participants Share Assumptions and Reasons for Training Reveal Roots of IDEA Model Present Example of AQIP Project Reveal the Components of the Identify Step Break Reveal the Components of the Develop Step Present Evaluation and Action Steps Apply IDEA Model to proposed CI: Ex. AQIP project Assessment of Learning Assessment of Training

Pre-assessment

Use the next ten minutes to complete the test that is being distributed.

Please do not discuss this instrument until today’s training is complete.

Are you confused about all the jargon from the "experts”?

An expert is a man who has made all the mistakes which can be made in a very narrow field.

Niels Bohr (1893)

Assumptions

You are motivated and are high performers. A basic understanding of the “schools” of

management thought is useful to leaders and teams.

Some background information enhances understanding and the capacity to apply new concepts.

You like to learn and apply what you learn. You will question things that you do not

understand.

Continuous Improvement Program

Requires commitment of top management

Process focused Utilizes teamwork Requires controlled

experimentation before formal change

Brief History of Management Thought

Scientific Management Bureaucratic Management Administrative Management Human Relations Management Contingency Management

Two approaches to designing a management system

Product/Service focus Quality checks at end

Process focus Quality checks throughout

Product/Service-Focus

1. Work is checked at end.2. Rework/interventions occur frequently.3. Groups work in silos—little communication.4. Large group sessions consist primarily of finger-pointing.5. Example—Admissions decision at East Bahaman State U.

Input Process I Process 2Quality Control

Rework

Output

Process Focused

Input Process I Process 2 Output

Quality Control

1. Work standards are developed and are checked at every step.2. Rework occurs only in rare instances.3. Groups periodically meet to promote better service.4. Large group work is focused and systematic.5. Example—Admissions decision at Perfect U.

Historical Development

Shewhart Proposed stopping “end check” approach (Product/Service

focus) and replacing it with a process focused approach. Deming

Embraced Shewhart and proposed the “Shewhart” cycle as a tool to guide a process-focused approach

The cycle included four steps (Plan, Do, Check, and Act) This has since been expanded by some to the FOCUS-

PDCA Approach

Shewhart FOCUS-PDCA Cycle

F Find a process that needs improvement

O Organize a team that knows the process

C Clarify knowledge of the process by charting

U Uncover causes of poor performance

S Start the P-D-C-A cycle

P Plan a pilot to test the improvement

D Do what is necessary to implement

C Check whether performance improved

A Act to adopt, adjust, or abandon the change

Comparison of Shewhart Cycle and EMU IDEA Model

Shewhart Cycle EMU IDEA Model

F Find a process that needs improvement

CIAC and/or AdministrationO Organize a team that knows the process

C Clarify knowledge of the process by charting

IIdentify issues and areas of opportunity for improvement.

U Uncover causes of poor performance

S Start the P-D-C-A cycle

P Plan a pilot to test the improvement

D

Develop and assess potential solutions and implement best alternative.

D Do what is necessary to implement

C Check whether performance improved E Evaluate the results against the initial goals.

A Act to adopt, adjust, or abandon the change A Act to adopt, adjust or abandon.

Teamwork Tools

Code of Cooperation/Charter (Handout) Mission and Goals Roles

Meeting Record Agenda control Action items

Our EMU Model

EMU Mission and Vision

Continuous Improvement IDEA

Identify issues and areas of

opportunity for improvement

Develop and assess potential

solutions and implement best

alternative.

Evaluate the solution post

implementation. Measure and

evaluate results against the initial objects or goals

Act to standardize the practice if solution has

the desired results. Continue to identify

areas of ongoing improvement

First Step

EMU Mission and Vision

Continuous Improvement IDEA Identify issues and areas of opportunity for improvement.

Identify Step

Process analysis tools–systems model, cause and effect, charting, mapping

Problem Identification Designing Data Collection Activities Use of Pareto Diagram Histograms Identification of Measures Using qualitative and quantitative

measures

Analyzing Processes

Input Process Output

Process Variables

People

Methods

Materials

Output

Mac

hines

Enviro

nmen

tInput

Process Variables to Analyze

Variables Admissions Example

People Application clerks

Materials Forms

Methods Operation sequence

Machines Computer/Software

Environment Physical, psychological, emotional, etc.

Fishbone Diagram

The Fishbone diagram was invented by Japanese quality guru Kaoru Ishikawa, and is named "Fishbone" because the diagram looks like a fish's skeleton. The Fishbone diagram is a tool for identifying as many root causes of quality or other problems as possible.

Fishbone Diagram Example

Pareto Charts

Purpose Of A Pareto ChartA Pareto chart is used to graphically summarize and display the relative importance of the differences between groups of data.

Sample Pareto Chart for rejections due to incomplete application forms

What Questions the Pareto Chart Answers

What are the largest issues facing our team or business?

80/20 Rule - What 20% of sources are causing 80% of the problems?

Where should we focus our efforts to achieve the greatest improvements?

Brief Exercise

An analysis of the East Bahaman State University admissions area suggests that there is a problem with employee tardiness. Data were collected regarding reasons for tardiness and 168 cases of tardiness were documented.

What reasons do you think were given by employees for their tardiness?

East Bahaman State U. Chart

What is a performance measure?

A tool to help you control the outcomes of your association.

It enables you to be the driver rather than a passenger on your organization’s journey.

It establishes parameters for the “end” that you desire for your organization. 

Why are performance measures important?

If it can't be measured, it can't be managed.

What gets measured gets watched. What gets watched gets done.

Second Step

EMU Mission and Vision

Continuous Improvement IDEA

Develop and assess potential solutions and implement best alternative

Develop strategy for improvement

Brain-storm possible interventions/improvements

List criteria for success Select the best intervention Design the experiment Carry out the experiment

Third Step

EMU Mission and Vision

Continuous Improvement IDEA

Evaluate the results against the initial goals.

Evaluate

Design data collection approach Collect data that will be used to compare pre

and post intervention. Analyze data Compare results with what was

expected/desired.

Fourth Step

EMU Mission and Vision

Continuous Improvement IDEA Act to adopt, adjust or abandon.

Act

Based on the results of the evaluation, adopt, adjust or abandon the intervention.

If the intervention is adopted, do the following: Standardize the intervention (new process) Carefully document Error proof the process

If the decision is to adjust, then start the IDEA cycle again.

Exercise

Review the exercise sheet Complete the sheet Get into your AQIP groups Review each item to determine the level of

agreement Report the level of agreement

Test and Training Evaluation

Complete the test. Complete the training evaluation

Thank you

for your attention

and participation!