1. CQI 101 An Introduction to Continuous Quality Improvement

2. Course Objectives Describe the basic principles of Continuous Quality Improvement. Describe the steps of the Continuous Quality Improvement Cycle for managing high quality programs. Explain how to facilitate collaborative processes.

3. Course Objectives Describe how the human side of quality improvement enables the transformation of the organization toward higher standards of excellence. Explain how AQIP/Baldrige can support CQI.

4. CQI and Performance Excellence What Does It Have to do With You? Think about a time when you wanted to improve your performance. What are the motivators for undertaking a new regimen in the quest for excellence? Here are a few of the factors that can aid us in persisting: A better quality of life A higher level of self-esteem Higher levels of personal mastery The fear of the status quo

5. Icebreaker 1.The Bridge on the River Kwai (1957) 2.Bringing Up Baby (1938) 3.The Conversation (1974) 4.American Grafiti (1973) 5.Ben-Hur (1926) 6.The Best years of our Lives (1946) 7.The Big Sleep (1946) 8.Frankenstein (1931) 9.Gone With the wind (1939) 10.Detour (1946) 11.The Great Train robbery (1903) 12.How the West Was Won (1962) Name/College/Film Title

6. The Operational Context The Heart of CQI

7. CQI in Higher Education Affinity Diagram Brainstorming Fishbone diagram Flowcharts Nominal Group Technique Multivoting Variation Force field Analysis Interrelationship Diagrams Prioritization Matrices Effective Meetings Team Charters Ground rules Team Development

8. CQI in Higher Education Behavior Beliefs CQI/AQIP Learning Assessment AQIP Criteria Leverage Innovation Turning Values/Beliefs into Organizational Improvement

9. CQI in Higher Education Quality Values Baldrige Values 1.Visionary Leadership 2.Learning Centered Education 3.Organizational/Personal Learning 4.Valuing Faculty, Staff, and Partners 5.Agility 6.Focus on the Future 7.Managing for Innovation 8.Management by Fact 9.Public Responsibility & Citizenship 10.Focus on Results & Creating Value 11.Systems Perspective AQIP Values 1.Focus 2.Learning 3.Involvement 4.People, Collaboration 5.Agility 6.Foresight 7.Foresight 8.Information 9.Integrity 10.Unstated but assumed 11.Unstated but assumed

10. CQI Principles The person doing the work is the expert “Us” –vs.- “Them” is outmoded and counterproductive Leadership needs to partner with all employees to empower them to make decisions that can improve our quality standards

11. CQI Principles Managers must support their unit strategically and developmentally Teamwork—everyone must work for the goal(s) of the unit Delivering value is an overarching goal Working together beats competition Learning about work is a never-ending process

12. CQI Principles Simple statistical, problem solving and team tools are effective and must be used Structured problem solving approach helps to standardize the process Focus our energy on fixing processes and systems, not people. People want to do good work.

13. CQI Principles and Values Decisions based on fact Customer focus Systems Thinking Baldrige Criteria

14. Continuous Quality Improvement—The Context The Macro Vision  Macro refers to the executive level of the institution. The Micro Vision  Micro refers to all of the managers, faculty, and staff.

15. Student and Stakeholder Focus External Customer Internal Customer Stakeholder Student As Customer ? ? ?

16. A Case Study What are the facts?

17. Decision Making and Process Improvement Processes Sets of related tasks or activities by which work is accomplished.

18. Team Problem-Solving Approach — The Shewhart Cycle

19. Shewhart PDSA Cycle PLAN – prepare the change DO – implement the change STUDY – monitor and analyze impact of the change ACT – revise and standardize the change

20. Design experiment and select measures Study Results & standardize improve- ments ID Root Cause— Why gaps exist & which to close Document performance, unpack data & determine what gaps exist Check Sheets Run, Trend & Pareto Charts 2.0 Using Data to Understand our Current Systems System Map Charter, Brainstorming Affinity Diagram Flow Pareto Control & Trend Charts Surveys 1. Develop Team charter, produce systems map 5. Plan pilot of improved process 3.0 Using Data to Identify OFIS 4. Flowchart improved process, establish measures Tree diagram Deployment Flowchart 6. Develop project management schedule 7. Plan the pilot process improvement 4.0 Using Data to test hypothesis Check sheets Surveys Flowchart Gantt Chart Check Sheets Surveys Histograms Pareto Charts Trend & Run Charts 8. Implement the pilot, gather data 9. Analyze data; evaluate the results Pareto Histograms Force Field Trend & Run Charts, Surveys 10. Draw conclusions. If not improved return to plan. Plan 11. Standardize the revised process. 12. Monitor the process. Look for additional improvements and start over at step 1. 5.0 Using Data To Evaluate Hypothesis Testing Pareto Charts Trend Charts Survey Results Force Field. Deployment Flowchart Check sheets Storyboards Flow- chart Focus Group Control charts System Map 3. ID root causes, potential solutions, prioritize and choose project Cause & Effect Affinity Force Field Pareto Charts QFD 2. Develop flowchart of current process, id problems, measure current process We integrate the lessons learned from our pilot and adjust our methods We monitor the outcomes, testing the validity of our theory and plan. We study the results for signs of progress. Act Do Study We identify our purpose and goals. We formulate our theory. We define how we will measure success. We plan our activities We execute our plan undertaking activities, introducing interventions. Process Improvement

21. Systems Thinking Seeing Cause and effect Interrelationships Implications

22. Systems Principles - Systems Thinking A Contemporary Systems View

23. Selecting Processes to be Improved Selection Criteria for Process Improvement

24. Criteria Matrix Criterion: (Value = )  Impact on the above criteria assign a number as follows: 1 = low impact; 3 = med impact; 5 = high impact; N/A = not applicable Opportunities to improve process A. B. C. D E. F. Tallies - in rank order (achieved my multiplying the Value of the criterion by the Impact number. IdeaValueRank This process gives the team a view of their consensus

25. Types of Data and Information That Support the PDSA Cycle Key Performance Indicators Gaps Trends Variations

26. Institutional Vital Signs— Key Performance Indicators What are your college’s key functions? What are the key indicators of the effectiveness of these functions?

27. Data and Information GAP Data Trends Data Process Variation Data

28. Collaboration Skills and Tools

29. Using the Baldridge Criteria for Institutional Self-Assessment

30. The Continuous Quality Improvement Culture

31. Closure Post Assessment

32. In Parting

33. SCALING THE WALL PEOPLE ARE THE PROBLEM MANAGEMENT MUSCLES IMPROVEMENT PEOPLE ARE THE SOLUTION PROCESSES DRIVE IMPROVEMENT COGS DATA POINTS CONTRI- BUTORS STAKE- HOLDERS IMPROVEMENT BARRIER Customer Surveys Assessment Systems Management by Fact Planning Processes Best Practices Tools and Techniques Empowered Teams Aligned Systems Prevention- Improvement-Based Assessment Best Systems Continuous Quality Improvement

34. BUILDING A HOUSE OF QUALITY CONTINUOUS IMPROVEMENT CUSTOMER FOCUS HIGH EXPECTATIONS INVOLVEMENT ASSESSMENT & FEEDBACK SHARED VALUES AND GOALS TRUST MANAGEMENT BY FACT

35. How Can Leaders “Cause” Quality? Manage with facts “Drive out fear” Follow the Socratic method Promote the use of comparisons and stretch goals Fix processes, not people Focus on the culture