Professional Documents
Culture Documents
CI School Training Manual v2
CI School Training Manual v2
• Characteristic or property
• Personal trait or character trait
• Essential character
• Superiority
• Degree of excellence
• A distinguishable attribute
10
Dimensions of Quality
• Performance • Aesthetics
• Reliability • Features
• Durability • Conformance to
• Serviceability Standards
QUALITY IN EDUCATION
12
Quality in Education
13
14
What is Quality in Education?
(UNICEF, 2000, paraphrased)
15
What is Quality in Education?
(UNICEF, 2000, paraphrased)
16
Quality in Education
• Education must be understood as a complex
system embedded in a political, cultural, and
economic context.
• It is important to keep in mind education’s systemic
nature, where interdependent dimensions influence
each other in ways that are sometimes
unforeseeable.
WHAT IS TOTAL QUALITY
MANAGEMENT
What is Total Quality Management?
TIME: 10 MINS.
Workshop 2: Identification of
Key Performance Indicators
• Work with your team.
• Identify existing KPIs in your school that can tell
the team whether or not the process meets the
stakeholders’ needs (refer to the process and
stakeholders’ needs identified by the team in
Workshop 1)
• List down these KPIs (if any) and the
corresponding goals/targets for each KPI (if any)
using meta-cards.
Workshop 3: Mapping of Process,
Stakeholders and KPIs
• Connect KPIs to stakeholders and the specific
need(s) that the KPI is supposed to address
• Connect the process to the KPIs using arrows.
Note that a Process can directly or indirectly
drive the achievement of the identified KPIs.
• Refer to the sample workshop output diagram in
the next slide.
KPIs Stakeholder
(Goals) External Need 1
KPIs Stakeholder
(Goals) External Need 2
Process
KPIs Stakeholder
(Goals) Internal Need 1
KPIs Stakeholder
(Goals) Internal Need 2
Possible Outcomes of the Mapping Workshop
Measuring
the Distance Target landing
area
Measurement 2
Measurement 1
Reference point for
measurement
Launching/
throwing area
Additional Instructions:
• Measure and record the following:
a. Time it takes to produce (cut, fold and label) each plane
b. Number of folds made in producing each plane design
c. Wingspan of each plane design (straight distance
measured from the tip of the left wing to the tip of the
right wing)
• Each team will be given 10 minutes to PLAN the
execution of the Paper Airplane Game Activity.
47
Define the Project
STAGE 1: ASSESS
Review: What is the Assess Stage?
• Usually begins by examining
“results” or “outcomes” measures
and asking the question: “How are
we performing in the eyes of our
customers?”
• Defines the objectives of the project
and its respective measures from
the perspective of the customers
http://howtorunsuccessfulprojects.com/wp-content/uploads/2011/09/projectpuzzle.jpg
The Assess Steps
Identify
Get Talk with Your Walk the Priority
Organized Customers Process Improvement
Areas
CI Team Leader
CI Coach
CI Team
Members
CI Team
Who composes the team?
• Creative and open minded
• Good team players
• Well respected among peers, stakeholders,
and other school leaders
Team Selection Criteria
• Ideal team size: 3-8
• Smaller Team Size: 3 to 4 - work faster
• Teams greater than 8 require additional
facilitation and often require sub-teams
Who Are Your Stakeholders?
SH
Other Stakeholders:
-Process Owner
-Teachers, Students,
Parents,
Community, etc
CI Team
56
Process Owner
Process
Owner
Overall
Process
2-62
CI Project Template
PROJECT TITLE FUTURE STATE
STAGE 1: ASSESS
STAGE 2: ANALYZE
Team Members Solution Generation
BACKGROUND Value Analysis
Improved Process Diagram
Broad Problem Statement + VOC +
Project Scoping (SIPOC)
IMPLEMENTATION PLAN
CURRENT STATE
Tasks and Timeline
Budget and Resources
VOC + Process Map + Data Gathering and Stakeholder Analysis
Presentation Evaluation of Implementation
Risks
Piloting
STAGE 3: ACT
Problem Definition
Root Cause Analysis Cost Benefit Analysis
Validation of Causes
LESSONS LEARNED
Project Closure
Project Sharing
CI Project Template Definitions
• PROJECT TITLE
• Name of the Project
• Team Leader and Team Members
• PROJECT BACKGROUND
• Brief information/data on the school issue
• State the broad organization performance problem
• Identify VOC and Project scope
CI Project Template Definitions
• CURRENT STATE Storm Clouds
• Map the current process
• Provide baseline data (time, output, cost)
• What specific outcomes are required?
• How will we know the implementation is successful?
• What will be the measure of performance?
• Use storm clouds to represent problems
• Problems can be:
• Customer complaints (defects or reworks)
• Gap between actual and target KPI
• Inefficiency and Wastages
CI Project Template Definitions
• PROBLEM ANALYSIS (For each storm cloud)
• Do root cause analysis
• Use the WHY-WHY Analysis
• Example: Wrong Grade
• 1st WHY – Error in computation
• 2nd WHY – Confused with another student
• 3rd WHY – Student name is wrong
• 4th WHY – Incomplete student registration
• 5th WHY – Error/Glitch in the registration procedure
• No need to actually reach up to 5 WHYs.
CI Project Template Definitions
• FUTURE STATE
• Describe the proposed solutions and the
possible interventions on the process
• Do Value Analysis
• Map the Improved Process
CI Project Template Definitions
• IMPLEMENTATION PLAN
• Spells out the WHAT (needs to happen), WHO (will
do it), WHEN (it will be completed), and OUTCOME
(expected results)
• Determine tasks and timeline
• Prepare budget and resource requirements
• Perform stakeholder analysis
• Evaluate implementation plan
• Do risk assessment
CI Project Template Definitions
• TEST RESULTS
• This refers to any PILOT, TRIAL RUN, or RAMP
UP of changes that need to be done.
• Test can be progressive.
• Show before and after results
• Long term follow up of the improvements by
recording the measures/metric of the process
and its outcome
CI Project Template Definitions
• When the desired results are not achieved,
then CI starts again.
• Cost refers to the cost of the
implementation plan
• Benefit refers to the waste reduction (may
not be monetary) i.e. safety, quality,
customer satisfaction, workplace
appreciation, etc.
CI Project Template Definitions
• LESSONS LEARNED
• Identify project learning
• Project sharing
• Recognition and Reward
• Project Closure
PROJECT TITLE FUTURE STATE
BACKGROUND
Teacher Collect Check Return to
Exams Exams Students
Student Submit
Exam
Receive
Examination
Dissemination of New
Design DBH, RVP, BOG 100%
Results Simulation EAF, VPR, DBS 100%
Gathering of Feedback
from Teachers EAF, VPR, DBS 80%
PROBLEM ANALYSIS Refinement of Process
Design Team 80%
TEST RESULTS
15
10
5 Feedback Time
0
LESSONS LEARNED
Improve on Information Dissemination
Teachers should be trained to the new process to be followed on
providing feedback to students.
Workshop 4: Setting up the CI
Project Template
• Use a Manila Paper
• Identify the Team Members and the Project Title for the Paper
Airplane Game
• Develop the Project Background of your Airplane Game
o Give a brief information about the game including the
requirements of the customer
o State the broad performance problem arising from the
game
PROJECT SELECTION CRITERIA
2-74
Project Selection Criteria Guidelines
• The expected project outputs and/or outcomes
support the targeted performance indicator (PI) or
school measure
• The project revolves around the improvement of an
identified internal school process.
• The project has outputs and outcomes which are
realizable within the six-month project duration. Two
months for the Assess stage, two months for the
Analyze stage, and two months for the Act stage
2-75
Project Selection Criteria Guidelines
2-76
CHALLENGES OF CI
PROJECTS
2-77
Challenges of CI Projects
• No clear impact on organization performance
Identify
Get Talk with Your Walk the Priority
Organized Customers Process Improvement
Areas
http://cdn.business2community.com/wp-content/uploads/2013/04/customer-service-people.jpg
Identifying our Customers
• In Education, the primary customer is always the LEARNER:
• LEARNERS come and acquire knowledge, skills, and values
• LEARNERS help us understand what we need to provide
and deliver to be successful in our goals.
• Remember, we also need to consider the needs of:
• Internal Customers
• Teaching staff, Admin Staff, Support Service, etc.
• External Customers
• Suppliers, Local Government, Parents, Community,
Businesses, etc.
Remember: Internal & External Customers’ inputs are also essential!
83
84
What is VOC?
http://blog.mozilla.org/metrics/2009/07/13/does-mozilla-champion-the-voice-of-firefox-users/
VOCs can mean Needs or Wants
Needs Wants
• These are what customers • This is a preference of a
expect to receive from a customer on how to receive
concept or service a concept or service
http://www.knowledge-wave.com/Portals/0/Images/Headers/knowledge_wave_captures_the_voice_of_the_customer.gif
The VOC Tells Us…
• “WHAT” is important to our customers (parents, students,
teachers, etc.) – Knowing customers’ needs and wants
• “WHY” are those things important to them? – Probing is
necessary to understand the customers’ requirements
and what the customers actually mean
• “WHAT” we should measure – The themes in the affinity
diagram helps us identify what to measure
• “HOW” our customers want us to meet their needs – A
survey is necessary to set targets for these measures
The VOC Also Tells Us…
• “WHAT” our baseline performance is from the
perspective of parents, students, and/or
teachers
• “WHERE” we may focus our improvement
efforts
• “WHAT” parents, students, and/or teachers
really need and want
Understanding Customer Needs
• Real Needs vs. Stated Needs
• Functional vs. Emotional
• Perceived Needs vs. Functional Needs
• Intended vs. Actual Usage
• Effectiveness vs. Efficiency
Understanding VOCs (Examples)
Stated Needs Real Needs
• “I need access to the • “I need to have new
internet.” teaching materials.”
• “I need to have a • I need to have the entire
projector inside the class see the teaching
classroom.” materials.”
Understanding VOCs (Examples)
Perceived Needs Actual Needs
3-91
Understanding VOCs (Examples)
Internal Customer External Customers
• “We need to provide • “We need more
chairs for our students in classrooms”
the classroom”
Effectiveness Efficiency
• “We need our students to
learn” • “We need our students to
graduate”
• “I need my students to
understand the lesson” • “I need to finish my lessons
on time”
Affinity Diagram Features & How to Create
Statements written on
individual cards or notes Notes are clustered
based on intuition, not
logic
Theme 1
etc.
2. Transfer verbatim quotes Title notes identify
onto index cards or self- themes
2-95
What are the things you DON'T like to experience
when you drive thru?
Hotel Check-in Process Affinity Diagram
Sapat na oras sa klase Me saysay ang mga Akmang Kapaligiran para Sapat na paraan* para
natutunan ko sa pag-aral ng ingles matuto
• Kailangan ko ng sapat
na oras sa klase • Gusto ko magamit ang • Gusto ko ng tahimik na
aking natutunan sa • Gusto ng me laro.
• Gusto ko bigyan ako ng klase
labas ng klase • Gusto ko ng me
oras ni titser para maka- • Ayokong maingay sa klase
• Kailangan ko matuto ng “pictures”
recite habang nagsasalita si
salita na magagamit ko • Kailangan ko na me
• Gusto ko tulungan ako ni teacher
sa “internet chat” librong magamit sa
titser sa pag-practice • Kailangan kong makaupo
• Kailangan ko ng mas • Matulungan akong labas ng klase
ng maayos para hindi ako
makaintindi ng mga • Gusto ko
mahabang “time” para nahirapan
salitang inglish sa nakapagtanong ako sa
maturuan kami • Kailangan kong umupo sa
“google” guro ko
magbasa. malapit para makita and
• Gusto kong matuto ng • Gusto masaya sa klase
• Kulang ang oras para makarinig ng mabuti
mag-practice salitang ingles na • Ayokong malapit masyado
• Gusto ko dahan dahan makatulong sa aming sa harapan dahil
sa pagturo negosyo sa bahay “farsighted” ako *Paraan – also
refers to how to use
the teaching
materials
Workshop 5: Generating Customer
Needs and Wants
• Consider yourself as a customer of a fast food
restaurant
• Identify as many needs and wants as you can on
the products and services that you receive from a
fast food restaurant
• Write each need or want in a meta card
Workshop 6: Organize the Customer Needs into an Affinity
Diagram
Measure
I want Measure
need
Measure
Measure
Measure
Responding to VOC: Identifying Measures
Product or service features, attributes, dimensions, characteristics
relating to the function of the product or service, reliability,
Quality
availability, taste, effectiveness—also freedom from defects,
rework, or scrap
FGD or
Conduct
Dyads or Triads observational
personal (one on
to obtain and groups to
one) interviews
capture desired obtain deeper
with the
“outcomes” and more
customers to
refined Surveys to
help identify and
understanding quantify
list what they
really need and and verify
want
Further Applications of VOC
VOCs may also be obtained and used in:
Identify
Get Talk with Your Walk the Priority
Organized Customers Process Improvement
Areas
Level 2 Ordering
Materials
Producing Order Picking Shipping
Design Provide
Develo and Effectiv Evaluat
e Assess
p Deliver Instructi Student e
Curricu Professi onal
Achieve Progra
lum onalLea ment ms
Progra
rning ms
Office Supply
Company Paper File
Process Steps
Process Steps
12
0
What is a Flowchart?
Sample of a Flowchart
12
2
Sample of a Flowchart
Sales Technical Shipping Coordinator
12
3
Activity flowcharts
Are specific about what happens in a process.
They often capture decision points, rework loops,
complexities, etc.
Hotel Check-out Process Process Name
1 2 YES 3
Approach front desk Is there
Wait
a line?
Clear
direction of
NO flow (top to
Numbered bottom or
4
steps Step up to desk left to right)
5
NO
Activity Flowchart
Clerk
available? 6
Wait
Check-Out YES
Process Start/End
7
Give room number
Consistent
level of
detail
Action/Task
8
Check bill
Decision
9
Charges NO 10
Sequence
correct? Correct charges
YES
Clear starting
11
Pay bill and ending
Date of creation points
or update &
name of creator
12
6
Deployment flowcharts
Steps listed in 1
Delivers goods
Time flows
column of person or down the
group doing step or 2 8 page
in charge Notifies sales of
completed delivery
Receives
delivery
5 days
9
3 Records receipt and
Sends invoice to claims against this
customer delivery
10 days
4 10
Notifies billing Receives invoice
of invoice
11
5 Checks invoice
Files invoice against receipt
12
Pays bill
6
Receives and
records payment
Horizontal lines
7 clearly identify
Reviews weekly
report of overdue handoffs
accounts
Enrollment Process
12
9
a flipchart
• Make sure to include the steps that
occur when things go wrong
13
0
How to Create
• Arrange the steps in sequence
• Be consistent in the direction of flow—
Flowcharts
time should always flow from top to
bottom, or from left to right
• Use appropriate flowchart symbols
• Check for missing steps or
decision points
• Number the steps
13
1
OPENING CHECKING
DRILL REVIEW OF ASSIGN.
PRAYER
1.54 min. 2.33 min. 1.18 min.
20sec
Can't
complete
AGONA Unfamiliar Unfamiliar
words words
CHECKING
5 min.
PRESENTATION
ANALYZING THE UNLOCKING OF
OF THE
PROBLEM DIFFICULTIES
PROBLEM
15 min. 3min.
15 min.
13
8
Identify
Get Talk with Your Walk the Priority
Organized Customers Process Improvement
Areas
How will you insure consistency and stability? What is your plan for starting data collection? (attach details if
necessary)
NOTES
1) Be sure to test and monitor How will the data be displayed? (Sketch below)
any measurement procedures/ instruments
2) “Related factors” are stratification factors
or potential causes you want to monitor as
you collect data
Types of Data
Continuous Data Discrete Data
• Often obtained by use of a measuring • Includes percentages, counts, attribute,
system. and ordinal.
– Percentages = the proportion of items
• The usefulness of the data depends on with a given characteristic; need to be
the quality of the measurement system. able to count both occurrences and
and non-occurrences.
• Counts of non-rare occurrences are best – For count data, it is impossible or
treated as continuous data. impractical to count a non-occurrence;
the event must be rare.
• Occurrences must be independent.
Recording Data using Checksheet
Defines what data
is being collected
Machine Downtime
- Line 13 -
Wendy Date May 19
Operator
Lists the characteristics or conditions of interest Reason Frequency Comments
Carton Transport
Metal Check
Has room for comments
No Product
Sealing Unit
Barcoding
Conveyor Belt
Burned Flakes
Bad Product
Low weight
Other
• Histogram
• Line Graph
15
1
Histogram
A frequency plot shows the shape or distribution of
the data by showing how often different values
occur.
Histogram of Final Course Grade
Stratified Frequency Plots
• Applicable when data comes from several
sources such that lumping them together
would result to a loss of some important
information.
• Data is divided into several subgroups or
categories (strata) on the basis of certain
factors. Differences in data behavior and
pattern across strata are then observed.
15
4
0
All schools combined 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
6
School B
6 5
5 3
Count
4 2
3 0
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
2
6
1 School C
5
8 9 10 11 12 13 14 15 16 17 18 19 20 21 3
Scores 2
0
7 8 9 10 11 12 13 14 15 16 17 18 19 20 21
15
5
Depth of
Analysis
DEEP
DEEP
FEW
FEW Problems Dealt With MANY
The Focused Problem Definition
DEEP
Local focus
“Ask the question on causes
‘Why’ five times”
1. Why did X happen? Why?
Wider focus
Because of W. on causes
6-178
Common Mistakes in RCA
1. Missing link between causes.
2. Focusing on the who, not on the why.
3. Causes identified are non-standard occurrence.
4. Causes that are disguised solutions.
5. Bias in identification of the causes.
6. Causes that begin with “no”, “none”, “lack of”
are discouraged.
6-179
Common Mistake #1
• Missing link between causes.
6-180
Common Mistake #2
• Focusing on the who, not on the why.
• What we want to know: Not who did it, but why did it happen?
Teachers are
Students are unable Why? Students do not Why? incompetent in
to correctly follow understand the
giving instructions
test instructions. instructions.
to students.
Preparation of
projector in class Why?
Brownout
take more than 10
minutes.
6-182
Common Mistake #4
• Causes that are disguised solutions.
6-183
Common Mistake #5
• Bias in identification of the causes.
6-184
Common Mistake #6
• Causes that begin with “no”, “none”, “lack of”.
6-185
VALIDATING CAUSES
Scatter Diagrams/Plots
• Graphs pairs of numerical Y
data, with one variable on
each axis, to look for a
relationship between
them.
• If the variables are
correlated, the points will
fall along a line or curve.
The better the correlation,
the tighter the points will X
hug the line.
Breaking Down the Scatter Plot
Grade Point Ave.
Scatter Plot Patterns
Weight
Recall: Analyze - Steps
An Opportunity Yes
Flowchart is an Loop
Activity Flowchart No No
No
Workshop 13: VA and NVA in Paper Plane
Game
• Identify the VA and NVA Activities in the
Paper Airplane Game.
• Find ways to address the Paper Airplane
Problem Statement and Causes by
identifying the NVA activities
VISUAL MANAGEMENT
Workshop: 5S Game
• The “Numbers Game” is an exercise
that illustrates the power of 5s.
• The game consists of 7 quick rounds.
You must not look at the sheets until
instructed and must finish when the
time is up.
INSTRUCTIONS:
end
13 = OK
13
start
= Reject
•Cross out numbers in sequence
from 1 – 49 with a diagonal line as
illustrated – bottom left to top right
13
•Do not turn over the sheet until
instructed
•Do not rotate sheet of paper
WHAT DO YOU THINK IS HAPPENING?
Smoke Tree WIRES
Sky
Fence Stairs Porch
Roof
Fire
Grass
Chimney Antenna
Door
Meter Window
Shrubs
20
6
Set in
Sort
Order
No it’s a
well
organized
Bigfoot
plant
Sustain Shine
Standardize
8:50
20
7
What Is 5S?
Step 1 SEIRI (SORT) Segregate and Eliminate
• Segregate necessary items from unnecessary items
and eliminate what is not needed.
• Dispose all unnecessary items.
What Is 5S?
Step 3 SEISO (SHINE) Daily Cleanup Process
• Create a spotless workplace…swept and clean.
• Keep equipment and work are clean
What Is 5S?
Step 5 SHITSUKI (SUSTAIN)
Motivate to Achieve Habitual Compliance
5S or Good Housekeeping
Provides ways to:
• Remove all unnecessary and unimportant
materials.
• Prevent accumulation of unnecessary and
unimportant materials.
• Organize needed and important materials.
• Minimize search and wasted time.
21
1
215
Signal (Andon)
How do you communicate scheduling?
KNOW WHAT TO DO NEXT
Visual Scheduling
• A second basic aspect of the visual management is utilizing
visual tools to communicate scheduling requirements.
Visual Replenishment
Visual Replenishment
Re-order point
Visual Progress Boards
How do you do it the same way every time?
KNOW HOW TO DO WORK
Visual Standard Work
Makes use of job aids (or others) in
communicating to operators the required activity
sequence, quality requirements, or processes
Photographic Job Aids
Visual Tools for Standard Work
• Border – Sets boundaries, areas
• Home Address – Defines what item
belongs inside the border
• Label – Defines what the item is and
where it belongs
Border
• A line around an item to identify its boundaries.
• Traffic lanes
• Stationary items
• Mobile items
• Walkways
• Tool Outlines
• Hazardous Areas
Using Lanes in School Hallways
Supply Arranger for the drawer
Shadow Board: Home Address
• A sign at the item’s home. It should include:
• Item name Scissors
• Location
• Picture/silhouette of item (opt.)
Bin A
Shadow Board for Office Supplies
Shadow Board for
Cleaning Instruments
How do you communicate performance
measures?
KNOW HOW WELL WORK
WAS DONE
Communicate Performance Measures
• The most common visual aid is the posting of performance
measures at different levels of the school environment.
Communicate Performance Measures
Visual Advantages
• Information is readily available to everyone
• Individuals can see the effect of their
contribution to the team's performance. Within
their team they can work on improvements
• Healthy competition is encouraged
• Clear, unambiguous displays aid
communication
Visual Controls
To be effective, visuals must be:
• Open, Honest and Relevant
• Clear and Simple
• Displayed Close to the Area
Concerned
MISTAKE PROOFING
(POKA-YOKE)
Mistake Proofing (Poka-Yoke)
• Poka Yoke = error proofing
• It is something in a product, process, or
procedure that physically or procedurally
prevents a person from committing an error.
Different Kinds of Errors
• Forgetfulness • Inadvertent
• Misunderstanding • Judgment
• Misidentification • No standards
• Inexperience • Unexpected
situations
• Willful
• Intentional
Dealing with Errors
Two mindsets in dealing with errors:
1. Errors are unavoidable
2. Errors can be eliminated
Levels of Error Detection
• Successive Detection
o Finding the error after the activity
• Self Detection
o Finding the error during the activity
• Source Detection
o The process or activity detects error making it
impossible to do wrong
Mistake Proofing our Electric Sockets
Practical Mistake Proofing Solutions
Avoiding Excess
Hand Carry Bag
Size in Airplanes
Mistake Proofing the Returning of Hair
Dryer in a Hotel
Mistake Proofing for
Parking Vehicles Using
Borders and Tire Stoppers
Disposal Bin
Poka Yoke
Temporary Restaurant Receipt
Review: Summary
• Simple
o Does not require continuous attention from the
operator (ideally, it should work even if the
operator is not aware of it)
• Inexpensive
• Immediate feedback
• Corrective action
Recall: Analyze - Steps
Pilot your solution Roll out your solution Check your progress
}}
Improvement
Remaining Gap
Step 4 changes Target
implemented
Before After
} Improvement
A1 A2 A3 A4 A2 A1 A3 A4
Before After
Act
Pilot your solution Roll out your solution Check your progress
Goal/Purpose
• To identify and secure the support of and remove
the resistance of people and systems vital to the
accomplishment of the work
Commitment Signing
• Photograph and place in Facebook,
commitment wall inside the school.
• Pictures of signed commitments of the other
employees in the school must be placed in
the commitment wall.
Commitment Scale Definition
People or Groups
Level of Commitment Sales
Teacher Principal
Mgmt. Parents
Cust.
Enthusiastic support
Will work hard to make it happen
Help it work
Will lend appropriate support
Hesitant
Holds some reservations; won’t
volunteer
Indifferent
Won’t help; won’t hurt
Uncooperative
Will have to be prodded
Opposed
Will openly act on and state
opposition
Hostile
Will block at all costs
Develop a Communication Plan
Assertive
Persuasion
Participation and
Trust
Negotiation
Creating a
common vision
DEVELOPING STANDARD
PRACTICES AND
PROCEDURES
Core Principle
• Nothing happens on a reliable, sustained basis
unless we build a system to cause it to happen
on a reliable, sustained basis.
• Standardization is what allows high quality to
happen on a reliable, sustained basis.
Standardization
• Making sure that important elements of a process
are performed consistently in the best possible
way
• Changes are made only when data shows that a
new alternative is better
• Documentation is key
o Making sure documentation is up to date and used
encourages ongoing use of standardized methods
Standardization = “Standard
Practices and Procedures”
• A standard practice is…
• “A definition of a work method wherein all
variables of the method have been specified
in detail.”
• It is a written agreement between the worker
and the company regarding how the job will
be done.
What Defines a Standard Practice?
• Purpose: To gather technology and process skill in
written form and to make it easier for everyone to do
their work.
• Contents:
• Written so even workers who are not fully trained
can use them easily
• Specific to the job, written at an appropriate level
of detail
• Describe how to prevent variation
• Provide clear instructions
• Considered priorities
Uses for Standard Practices
1. Create consistency among individuals or groups
(and so make process output more predictable)
2. Provide a basis for training new people
3. Provide a trail for tracing problems
4. Provide a means to capture and retain knowledge
5. Give direction in the case of unusual conditions
Flowcharts
• Flowcharts are a key type of documentation used
in standard practices.
• By the time you reach this step, you should already
have several flowcharts.
o Those you created in Step 3: Describing the current state.
o Those you created in Step 6: Describing the future state
Pilot your solution Roll out your solution Check your progress
• Methods
o Document what steps are actually followed during
implementation
Active Follow-up, Correction, and Support
• “The undervalued, mystery force in achieving a
successful change or transformation.”
Inputs Daily meeting* Output
– Action items
– Results (units,
quality, safety)
– Process measures
– Problems (delays,
waste, downtime,
scrap)
Follow-up
Levels of Fix System
to
Howuce it What to
d
Pro Produce
Process
Measurements Machines
Output
Fix Store
Inputs Produce it Product Customer
Product
Policies