Essential Knowledge and Tools
for
Continuous Improvement
at
Eastern Michigan University
Training presented by
John C. Dugger III, Ph.D.
on behalf of the
Continuous Improvement Advisory Committee
October 13, 2006
Sequence of Activities
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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
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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
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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
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Requires commitment of top
management
Process focused
Utilizes teamwork
Requires controlled
experimentation before formal
change
Brief History
of Management Thought
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Scientific Management
Bureaucratic Management
Administrative Management
Human Relations Management
Contingency Management
Two approaches to designing a
management system
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Product/Service focus
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Quality checks at end
Process focus
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Quality checks throughout
Product/Service-Focus
Input
Process I
Process 2
Quality
Control
Rework
Output
1.
2.
3.
4.
5.
Work is checked at end.
Rework/interventions occur frequently.
Groups work in silos—little communication.
Large group sessions consist primarily of finger-pointing.
Example—Admissions decision at East Bahaman State U.
Process Focused
Input
Process I
Process 2
Output
Quality Control
1.
2.
3.
4.
5.
Work standards are developed and are checked at every step.
Rework occurs only in rare instances.
Groups periodically meet to promote better service.
Large group work is focused and systematic.
Example—Admissions decision at Perfect U.
Historical Development
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Shewhart
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Proposed stopping “end check” approach (Product/Service
focus) and replacing it with a process focused approach.
Deming
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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 FOCUSPDCA 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
F
Find a process that needs improvement
O
Organize a team that knows the process
C
Clarify knowledge of the process by charting
EMU IDEA Model
CIAC and/or Administration
I
Identify 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
Do what is necessary to implement
D
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.
Develop and assess potential solutions and
implement best alternative.
Teamwork Tools
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Code of Cooperation/Charter (Handout)
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Mission and Goals
Roles
Meeting Record
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Agenda control
Action items
Our EMU Model
Continuous Improvement IDEA
t
c
A
tif
en
Id
Act to standardize the
practice if solution has
the desired results.
Continue to identify
areas of ongoing
improvement
Identify issues
and areas of
opportunity for
improvement
y
EMU Mission
and Vision
e
at
alu
Ev
Evaluate the
solution post
implementation.
Measure and
evaluate results
against the initial
objects or goals
op
l
Develop and
ve assess
potential
e
D
solutions and
implement best
alternative.
Continuous Improvement IDEA
First Step
tif
en
Id
t
c
A
y
EMU Mission
and Vision
te
ua
al
Ev
op
l
e
v
De
Identify issues and
areas of
opportunity for
improvement.
Identify Step
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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
Input
Output
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
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Purpose Of A Pareto Chart
A Pareto chart is used to graphically summarize and display the
relative importance of the differences between groups of data.
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Sample Pareto Chart for rejections due to
incomplete application forms
What Questions the Pareto Chart
Answers
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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?
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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?
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If it can't be measured, it can't be
managed.
What gets measured gets watched.
What gets watched gets done.
SecondContinuous
Step Improvement IDEA
tif
en
Id
t
c
A
y
EMU Mission
and Vision
te
ua
al
Ev
p
o
l
e
v
e
D
Develop and
assess potential
solutions and
implement best
alternative
Develop strategy for
improvement
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Brain-storm possible
interventions/improvements
List criteria for success
Select the best intervention
Design the experiment
Carry out the experiment
Continuous Improvement IDEA
Third Step
tif
en
Id
t
c
A
y
EMU Mission
and Vision
te
ua
al
Ev
Evaluate the
results against
the initial goals.
op
l
e
v
De
Evaluate
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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
Continuous Improvement IDEA
t
c
A
tif
en
Id
Act to adopt,
adjust or
abandon.
y
EMU Mission
and Vision
te
ua
al
Ev
op
l
e
v
De
Act
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Based on the results of the evaluation, adopt,
adjust or abandon the intervention.
If the intervention is adopted, do the
following:
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Standardize the intervention (new process)
Carefully document
Error proof the process
If the decision is to adjust, then start the
IDEA cycle again.
Exercise
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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
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Complete the test.
Complete the training evaluation
Thank you
for your attention
and participation!