CQI 101

An Introduction to Continuous
Quality Improvement
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.

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.
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
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
The Operational Context
The Heart of CQI
Principles
and Values
Decision
Making For
Process
Improvement
Collaboration
Skills and
Tools
CUSTOMER
Knowledge
Management
CQI in Higher Education
Behavior
Beliefs
CQI/AQIP
Learning
Assessment
AQIP Criteria
Leverage
Innovation
Turning Values/Beliefs into Organizational Improvement
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


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
CQI Principles
Managers must support their unit strategically and
developmentally
Teamworkeveryone 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
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.
CQI Principles and Values
Decisions based on fact
Customer focus
Systems Thinking
Baldrige Criteria

Continuous Quality
ImprovementThe 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.
Student and Stakeholder Focus
External Customer

Internal Customer

Stakeholder

Student As Customer


? ? ?
A Case Study
What are
the facts?
Decision Making and
Process Improvement
Processes

Sets of related tasks
or activities by which
work is accomplished.
Team Problem-Solving Approach
The Shewhart Cycle
ACT
We integrate the lessons
learned from our check or
Study. We adjust our
methods. We identify
what more we need to
learn.
PLAN
We identify our purpose
and goals. We formulate
our theory. We define
how we will measure
success. We plan our
activities.
DO
We execute our plan,
undertaking the activities,
itroducing the
interventions, applying our
best knowledge to the
pursuit of our desired
purpose and goals.
STUDY
We monitor the outcomes,
testing the theory of our
plan. We study the results
for signs of progress and
success or unexpected
outcomes. We look for
lessons learned or
problems solved.
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.
Drawconclusions.
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
Systems Thinking
Seeing

Cause and effect

Interrelationships

Implications
Systems Principles - Systems Thinking
INPUTS PROCESSES OUTPUTS CUSTOMERS
EXTERNAL
INTERNAL
MEASURES OF PERFORMANCE
TIME; QUANTITY, QUALITY (Accuracy/ Fir for Use); COST; MANNER OF PERFORMANCE
Products
&
Services
Critical Process
Necessary to
Produce the
Outputs
METHODS
ENVIRONMENT
PERSON
POWER
FACILITIES
&
EQUIPMENT
SUPPLIES
A Contemporary Systems View
Selecting Processes
to be Improved
Selection Criteria for
Process Improvement

Criteria Matrix

Criterion: (Value = )
Criterion: (Value = )
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.
Idea Value Rank
This process gives the team a view of their consensus


Types of Data and Information
That Support the PDSA Cycle
Key Performance
Indicators
Gaps
Trends
Variations
Institutional Vital Signs
Key Performance Indicators
What are your colleges key functions?

What are the key indicators of the
effectiveness of these functions?
Data and Information
GAP Data

Trends Data

Process Variation
Data

Collaboration
Skills and Tools
Using the Baldridge Criteria
for Institutional Self-Assessment
The Continuous Quality
Improvement Culture
Closure
Post Assessment
In Parting
SCALING THE WALL
PEOPLE ARE THE PROBLEM
MANAGEMENT MUSCLES
IMPROVEMENT
PEOPLE ARE THE SOLUTION
PROCESSES DRIVE IMPROVEMENT
COGS
DATA
POINTS
CONTRI-
BUTORS
STAKE-
HOLDERS
I
M
P
R
O
V
E
M
E
N
T


B
A
R
R
I
E
R

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
BUILDING A HOUSE OF QUALITY
CONTINUOUS
IMPROVEMENT
C
U
S
T
O
M
E
R

F
O
C
U
S

H
I
G
H

E
X
P
E
C
T
A
T
I
O
N
S

I
N
V
O
L
V
E
M
E
N
T

A
S
S
E
S
S
M
E
N
T

&

F
E
E
D
B
A
C
K

SHARED VALUES AND GOALS
TRUST
MANAGEMENT BY FACT
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