Why are we here today? 1-1
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New Employee Orientation to QI Awareness Why are we here today? 1-1 Quality Improvement - Why are we here today? Quality improvement: A common vocabulary and problem-solving paradigm that focuses on process / customer. Assumes that individuals are not the problem. Process + Tools + Techniques Vision 1-2 Why are we doing Quality Improvement? The environment tells us to do it! •Increasing demands to improve quality: more students, more specialized, training needs, more world competition •Few resources to spread around: tax limits, higher social costs, higher K-12 costs •The pace of change is accelerating – the alternatives to proactive vision are third party oversight or obsolescence It •A is what wevision wantof tothe be!future shared 1-3 Quality Improvement - Why we are here today •An integrated effort to improve quality at every level in an organization: Customer Satisfaction Staff Satisfaction Quality Productivity Cost 1-4 Vision Quality Improvement Pyramid Strategic Plans Leaders / Staff QI System Vision Strategic Plans Leaders & Staff F2 PI Framework Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-5 Vision Finance & Facilities Vision Vision Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-6 Finance & Facilities Vision & Mission Vision FM Vision •Vision •We are a global leader able to deliver •outstanding service anywhere anytime. •Mission •We help people who change the world. 1-7 Strategic Plans Strategic Plans Strategic Plans Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-8 Strategic Plans Strategy Map (Example from FM) Strategic Plans 1-9 Leaders & Staff Leaders / Staff Leaders & Staff Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-10 Trustworthy Leaders / Staff Leaders & Staff Trustworthy Leadership Qualities Trustworthy Staff Qualities Is technically competent and knowledgeable Follows through on commitments Is willing to admit mistakes Discusses conflict directly with affected parties Draws conclusions based on facts Commits to personal growth and development Demonstrates a commitment to error free work Sets, communications and consistently applies standards for performance and behavior Is technically competent and knowledgeable Follows through on commitments Is willing to admit mistakes Discusses conflict directly with affected parties Draws conclusions based on facts Commits to personal growth and development Demonstrates a commitment to error free work Has clearly defined and articulated goals 1-11 Trusting of Others Leaders / Staff Leaders & Staff Trusting of Others Leadership Qualities Trusting of Others Staff Qualities Shares information willingly and openly Values others for their varied and unique abilities Considers all points of view Maintains confidences Shows courtesy in working with others Allows individuals to learn by making mistakes Involves the right people in decision making Shares information willingly and openly Values others for their varied and unique abilities Considers all points of view Maintains confidences Shows courtesy in working with others Tolerant of others’ mistakes Willing to be involved in decision making 1-12 Approachable Leaders - Collaborative Staff Leaders / Staff Leaders & Staff Approachable Leadership Qualities Collaborative Staff Qualities Listens in an unthreatening and nonjudgmental way Shows a genuine interest in others Seeks to build consensus Coaches and mentors Sets a supportive climate where others can do their best Is visible and available Allows others the freedom to take reasonable risk Communicates and interprets the broader context Listens in an unthreatening and nonjudgmental way Shows a genuine interest in others Seeks to build consensus Takes initiative for learning and improving Works effectively with others in meeting customer needs and improving work processes Willingly and actively participates – in work unit, department, and on teams Willing to challenge process and people using respect and understanding Seeks to understand the broader context of job 1-13 Inspiring Leaders - Committed Staff Leaders / Staff Leaders & Staff Inspiring Leadership Qualities Committed Staff Qualities Encourages, recognizes and supports the contributions of others in the organization Is committed to ongoing process improvement and preventative actions Anticipates the need to change Encourages others to reach their full potential Walks the talk/is a good role model Instills confidence in others Develops and communicates a shared vision of our future Keeps primary focus on the customer, taking time to know customer needs and demands Seeks opportunities to develop process partnerships Removes barriers Encourages, recognizes and supports the contributions of others in the organization Is committed to ongoing process improvement and preventative actions Accepts challenges with eagerness Initiates self development to increase knowledge and abilities Consistently demonstrates commitment to quality improvement principles Believes in, shows excitement and dedication to job Offers time, energy and ideas in reaching common goals Develops effective relationships with customers and co-workers Develops effective relationships with process partners Seeks assistance with Type 2 or 3 problems 1-14 QI System F2 PI Framework QI System Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-15 Principles of QI F2 PI Framework QI System What are the goals? 1. Customer Focus Our actions are measured through our customers’ eyes. 2. Continuous Improvement Constant, gradual and incremental improvement of processes by teams. How is it done? 3. Quality Definition Articulates our shared goals, providing provides common direction and focus around a standard of performance. 4. Work Process Focus Studying and mapping the process produces results. Most problems come from process issues; people are not the problem. 5. Prevention Anticipating and planning for change creates a more productive, stress-free environment addressing rework, backlogs, scheduling issues, resource utilization, and efficiency. 6. Error-Free Attitude “Doing it right the first time," means the customer gets better service and we have more efficient processes. 7. Manage by Facts If we can measure something, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?" Who does it? 8. Participation/Empowerment Involving the right people at all levels in decision-making generates better solutions. 9. Total Involvement Quality is everybody's business, from new employee to Vice President, as we work in teams to solve problems and improve processes. 9 Principles & QI Pyramid Similar themes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-17 9 Principles & F2 Strategy Map Similar themes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Finance and Facilities’ Strategy Map for 2008-2013 How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Adopted March 25, 2008 1-18 Customer Focus Our actions are measured through our customers’ eyes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Customer Needs How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Organization Activities Organization Activities TO Customer Satisfaction 1-19 Customer Focus Our actions are measured through our customers’ eyes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts •Who is the Customer? The customer is the individual or organization receiving your services. Internal or External Key customers include: 1. Research Faculty 2. Students Who does it? 8. Empowerment 9. Total Involvement What do you need to know about the Customer? Customer expectations must be clearly understood and met. Anything that does not add value to the customer is waste. Customer / supplier partnerships must be developed at every level. 1-20 Continuous Improvements Constant, gradual and incremental improvement of processes by teams F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? Continuous improvement is the constant, gradual and incremental improvements of operations Benefits / Improvements Innovation Innovation Innovation 8. Empowerment 9. Total Involvement Continuous Improvements 20% 80% of the improvements in an organization come from continuous improvement Non-Standardization waste Time 1-21 Continuous Improvements vs. Innovation F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Continuous Improvement vs. Innovation Effect Undramatic vs. Dramatic Pace Small steps vs. Big steps Change Gradual & Constant vs. Abrupt & Volatile Approach Group effort Systems approach vs. Individualism Individual ideas Orientation People vs. Technology Suitability Slow growth economy vs. Fast growth economy Who does it? 8. Empowerment 9. Total Involvement 1-22 Continuous Improvements vs. Innovation Constant, gradual and incremental improvement of processes by teams F2 PI Framework QI System What are the goals? 1. Customer Focus W. Edwards Deming propose: 2. Continuous Improvement How is it done? Analyze and measure for variations that cause deviation from customer requirements Built around a continuous feedback loop to improve the process 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Plan Design or revise business process components to improve results Who does it? 8. Empowerment 9. Total Involvement Act Do Decide on changes needed to improve the process Implement the plan and measure its performance Check Assess the measurements and report the results to decision makers 1-23 Quality Definition Articulates our shared goals, provides common direction and focus around a standard of performance F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Defining quality Our customers are pleased with our service, which consistently meets their needs Our customers often find we have given them “something extra” We continuously improve our internal processes, serving our customers in a cost-effective manner Who does it? 8. Empowerment 9. Total Involvement Why define quality Have a “working” definition that everyone understands So we can manage Is measurable 1-24 Work Process Focus Studying and mapping the process produces results. Most problems come from process issues; people are not the problem QI System F2 PI Framework What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement A process is a group of logically related activities which utilize the resources of the business to produce results 1-25 Prevention Anticipating and planning for change creates a more productive, stress-free environment addressing rework, backlogs, scheduling issues, resource utilization, and efficiency F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Processes should be designed and operated so that poor service never reaches the customer How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Preventing problems before they occur Plan ahead Adopt a proactive vs. reactive mindset Who does it? 8. Empowerment 9. Total Involvement Learn from past lessons Create a process that eliminates reoccurrence Standardize action plan in the event of reoccurrence Be aware of leading indicators 1-26 Error-Free Attitude “Doing it right the first time," means the customer gets better service and we have more efficient processes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ I will make a constant, conscious effort to satisfy my internal and external customers ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts What does it mean to our customer if our processes are right 95% of the time. Who does it? 8. Empowerment 9. Total Involvement Example: Customer can potentially experience 15% variance 95% - Vendor 95% - Buyer 95% - Dept. Admin. 1-27 Error-Free Attitude “Doing it right the first time," means the customer gets better service and we have more efficient processes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Traditional Attitude How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention “That’s good enough” Acceptable quality level New Attitude Effectiveness Efficiency 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement If you do it right the first time, what does that mean? Reduce failures Reduce rework Reduced backlog More accurate scheduling Shorter lead time Better use of resources 1-28 Manage by Facts If we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“ F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ If we can measure something, then we can begin to do something about it ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude Balanced Scorecard 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Value to You, Our Customer Enhance Resources Improve Operational Excellence Attract & Retain a Talented and Diverse Staff 1-29 Balanced Scorecard Dashboards If we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“ F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude Department Balanced Scorecard Value to You, Our Customer Enhance Resources Improve Operational Excellence Attract & Retain a Talented and Diverse Staff 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard 30 Dashboard (Example from FM) QI System F2 PI Framework What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement 1-31 Empowerment Involving the right people at all levels in decision-making generates better solutions F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement “ People are our greatest asset ” Why empowerment? Managers realize they can’t know about all problems Changes are 2 – 10 times more effective Problems are best solved at the source Increases productivity and morale The way to build commitment Takes less time overall 1-32 Total Involvement Quality is everybody's business (from employees to VP’s), as we work in teams to solve problems and improve processes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ Quality is everyone’s business ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement The Traditional Approach Inwardly focused on management directives Problems/solutions identified by senior management Communication top down based on “need to know” The QI Approach Externally focused on customer needs Team problem-solving focused on process & based on facts Open communication 1-33 Quality Improvement Pyramid FM Vision Strategic Plans Leaders & Staff QI System Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems 1-34 Building a Foundation and Realizing Results (Example from FM) Lean Automate process Reorganize FM Lead Univ. Wide Projects Expand EIT Develop strategy map Establish mentoring program Audit diversity Become knowledge driven Create operational dashboard Construct strategic plan Support change throughout the UW: USER, GC1 Attract and grow good people. Roll out Employee Development Planning Implement leadership team action plans with focus on coaching and front-line leaders’ teams Develop staff qualities and behaviors. Train leaders Cultivate leadership qualities and behaviors. Integrate and renew QI efforts Broaden knowledge about our customers. Understand and measure major processes Recognize needs and measure satisfaction of major customers: students and research faculty Involve everyone in quality experience. Develop a common approach to problem solving Understand quality principles and teamwork 92 94 96 98 00 02 04 06 08 2010 1-35 •Finance & Facilities Vision •We are a global leader able to deliver •outstanding service anywhere anytime. •Financial & Facilities Mission •We help people who change the world.
