Advocating Quality Education Practices through

Continuous
Improvement
Program
Rico A. Herrero
Master Teacher I
CI Focal Person
Punta Integrated School
https://www.menti.com/ipe91krtg2
Objectives:
▪ Orient teachers and CI advocates
on the enabling processes and
steps in the implementation of CI
Program.

▪ Present proposed title of CI

Project/Program

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When does a school is said to be a
school?

SYSTEMS
QUALIT PROCES STAKEHOLDER
THINKING
S
Y S

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Total
Quality
Management
(TQM)?
A comprehensive and fundamental rule or belief for
leading and operating an organization, aimed at
continually improving performance over the long
term by focusing on customers while addressing
the needs of all stakeholders.
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Continuous
Improvement (CI)

Methodology
A methodology to continually assess, analyze, and
act on the performance improvement of key
processes focusing on both customer needs and the
desired performance.

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THE CI Process

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 THE CI Process
1
Assess STEP 1: Get Organized
Step 1: Get Organized | Step 2: Talk with
Your Customers | Step 3: Walk the

th
Process | Step 4: Identify priority
• Project Background

i
r it e w
improvement areas

io th lk
pr k a
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• Usually begins by examining “results” or
en 3: tep • Broad Project Statement

y
a s Id p S
“outcomes” measures and asking the question:
re 4: Ste |
en Ste s ized

“How are we performing in the eyes of our

• CI Project Template
er an
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customers?”
es

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 STEP 1: Get Organized

School CI Focal Person will organize a team

with 3-5 members for each CI Project:

Lead Person
Process Observer
Scribe
Process Owners
Documenter

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 STEP 1: Get Organized

Formulate a Broad
Project/Problem
Statement
A Broad Problem Statement specifies
the gap between the current actual
performance level and the targeted
standard performance level. It highlights the
deviation of the current performance from
the specified performance standard.

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Example
Comparative analysis on the number of submitted outputs of the learners and their
first quarter grades show that learners are finding difficulty dealing with tasks in
Mathematics thus affecting their performance as a whole . Evident to the learners average
rate of turnout as 79.41 and first quarter average mark as 79.29 which happened to be the
lowest among other learning areas offered during SY 2020-2021 at Punta Integrated
School in Junior High School.
Further analysis show that Grade 9 learners obtained the lowest percentage of
turnout and quarterly grade among all learners in the junior high school. To be particular,
77.19 and 78.58 were the rate of submitted output of grade 9 and their average mark for
the quarter, respectively.

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 STEP 1: Get Organized

The CI
Template

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 THE CI Process
1
Assess

Step 1: Get Organized | Step 2: Talk with

Your Customers | Step 3: Walk the

th
Process | Step 4: Identify priority
STEP 2: Talk with your

i
r it e w
improvement areas

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pr k a
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• Usually begins by examining “results” or
en 3: tep Customers
y
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“outcomes” measures and asking the question:
re 4: Ste |
en Ste s ized

“How are we performing in the eyes of our

er an
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customers?”
es

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 STEP 2: Talk with your Customers

Getting the Voice of the Customers

(VOC)
• “WHAT” is important to our customers –
Knowing customers’ needs and wants
• “WHY” are those things important? – Probing “WHAT”
is necessary to know and understand the our baseline performance is
“whys” “WHERE”
• “WHAT” we should measure to know whether and
we are meeting our customers’ needs or not –
A survey is often necessary to quantify this
“HOW”
we can improve
measure
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Some VOC reminders:
• Interview or focus group
discussions must be used as a
first step in understanding your
customer.
• Surveys should be done ONLY
AFTER you have already
understood your customers’
requirements.
• Surveys are usually done after
the final affinity diagram in
order to validate the interview
and discussion results as well as
to quantify necessary
performance measures.

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 STEP 2: Talk with your Customers
Affinity Diagram Features and
How to Create:
1. Gather ideas from interview transcripts,
questionnaires, etc.
2. Transfer verbatim quotes onto index cards
or self-stick notes
3. Group the cards to find the affinity
4. Label the groups of cards
5. Optional: group the clusters

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 STEP 2: Talk with your Customers

Translating VOC into Metrics / Defining the Metrics

Measure

I want

need Measure

Measure

Measure

Measure
 THE CI Process
1
Assess

Step 1: Get Organized | Step 2: Talk with

Your Customers | Step 3: Walk the

th
Process | Step 4: Identify priority

i
r it e w
improvement areas

io th lk
STEP 3: Walk the Process
pr k a
y al : T
tif W 2
• Usually begins by examining “results” or
en 3: tep

y
a s Id p S
“outcomes” measures and asking the question:
re 4: Ste |
en Ste s ized

“How are we performing in the eyes of our

er an
s

customers?”
es

ov | m rg

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• Defines the objectives of the project and its

respective measures from the perspective of the
customers
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 STEP 3: Walk the Process

Walk the process is Walk the process

the key in identifying helps identify what
where the issue is data to collect to
located in the further understand
process. the issue.

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 STEP 3: Walk the Process

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SIPOC – Supplier, Input/s, Process, Output/s, Customers
 STEP 3: Walk the Process
Process Mapping / Mapping the Process
Daily Introduction Development Engagement Assimilation Assessment
Routine

- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -
- - - - - -

This is simply enumerating the detailed activities done in each process

step.
 STEP 3: Walk the Process

Activity
Flowchart

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 STEP 3: Walk the Process

Situating the Storm Clouds

Characteristics of Storm Clouds:

1 Represents issues that reside in the current process.

2• Relevant to the background of the project

3• Specific, Observable / Real, Measurable

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STEP 3: Walk the Process

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STEP 3: Walk the Process

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STEP 3: Walk the Process

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 THE CI Process
1
Assess

Step 1: Get Organized | Step 2: Talk with

Your Customers | Step 3: Walk the

STEP 4: Identify Priority

th
Process | Step 4: Identify priority

i
r it e w
improvement areas

io th lk
pr k a
y al : T
tif W 2
• Usually begins by examining “results” or
en 3: tep

y
a s Id p S
“outcomes” measures and asking the question:
re 4: Ste |

Improvement
en Ste s ized

“How are we performing in the eyes of our

er an
s

customers?”
es

ov | m rg

ta p |

Areas
pr ss sto O
ss

im roce Cu Get
A

P ur 1:

1
Yo tep
S

em

• Defines the objectives of the project and its

respective measures from the perspective of the
customers
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 STEP 4: Identify Priority Improvement Areas

The Focused Problem

Statement makes it easier to
identify causes and take
corrective action by
identifying the critical storm
clouds/pain points.

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 STEP 4: Identify Priority Improvement Areas

Data help us…

• Separate what we think from what is really happening
• Confirm or disprove preconceived ideas and theories
• Create a baseline of performance
• See the pattern of the problem over time
• Measure the impact of changes on a process
• Identify and understand relationships that might help explain variation
• Monitor and control a process
• Avoid “solutions” that don’t solve the real problem

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STEP 4: Identify Priority Improvement Areas

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Focused Problem Statement
The Focused Problem Statement is a narrowed down version of the
broad problem statement formulated by the team in Step 1.
The Focused Problem Statement specifies the 4Ws:
• What?
• When?
• Where?
• What Extent?

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 STEP 4: Identify Priority Improvement Areas

Focused Problem Statement

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 2
THE CI Process

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 THE CI Process 2
Analyze

Step 5: Do root cause analysis Step

6: Develop Solutions Step 7:
Finalize Improvement Plan

10 p
STEP 5:

ep te
ep ep

St S

:
St St
7:
-Investigating and validating the reasons for a
DO ROOT CAUSE

is
well specified problem or opportunity.

ys

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ANALYSIS (RCA)

og So lu
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-Generating appropriate solutions that address the

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A requirements of the various customers.

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 STEP 5: Do Root Cause Analysis (RCA)

To address the focused

problem statement, we
need to identify the root
cause of the problem and
come up with appropriate
and relevant solutions.

Root Cause Analysis - structured and thorough

review of problem designed to identify and verify
what is causing the symptoms.

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 STEP 5: Do Root Cause Analysis (RCA)

A Why-Why Diagram is a
Tree Diagram where each
child statement is
determined simply by
asking 'why' the parent
occurs.

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Root Cause Validation

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 THE CI Process 2
Analyze

Step 5: Do root cause analysis Step

6: Develop Solutions Step 7:
Finalize Improvement Plan

10 p
STEP 6:

ep te
ep ep

St S

:
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7:
-Investigating and validating the reasons for a
DEVELOP

is
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ys

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em ns an
SOLUTIONS

og So lu
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ov tio se

Pr ur So
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la
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-Generating appropriate solutions that address the

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A requirements of the various customers.

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 STEP 6: Develop Solutions

Process Simplification
• An activity that involves breaking down the process into smaller tasks
• Classifying each task whether it is necessary, redundant or wasteful.

4 Principles of a Visual Management:

• Know what is Happening
• Know what to do next
• Know how to do the work
• Know how well work was done

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 THE CI Process 2
Analyze

Step 5: Do root cause analysis Step

6: Develop Solutions Step 7:
Finalize Improvement Plan

10 p
STEP 7:

ep te
ep ep

St S

:
St St
7:
-Investigating and validating the reasons for a
FINALIZE

is
well specified problem or opportunity.

ys

ss io n
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re lut tio
em ns an
IMPROVEMENT

og So lu
n
ov tio se

Pr ur So
e

la
pr lu u
z

tP
m o ca

ur Yo ur
ly
-Generating appropriate solutions that address the

Yo ut t Yo
en
e I p S ot
na

liz lo ro
PLAN

ct

ec ll O ilo
na ve o
A requirements of the various customers.

A
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 STEP 7: Finalize Improvement Plan

Implementation Planning
• Plan the work.
• Plan the tasks and the subtasks.
• Plan the time.
• Plan the people and resources.

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 STEP 7: Finalize Improvement Plan
Sample Implementation Plan

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 THE CI Process

A
ct
S
9: tep
Ch Ro 8: P
ec ll O ilo
k
Yo ut t Yo
ur Yo ur
Pr ur So
og So lu
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ss io n
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St S
ep te
10 p
:
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 THE CI Process 3
Act

Step 8: Pilot Your Solution Step

9: Roll Out Your Solution Step 10:
Check Your Progress

10 p
STEP 8:

ep te
St S

:
The Act stage focuses on testing the agreed ideas/
PILOT YOUR solutions through a pilot.

ss io n
re lut tio
SOLUTION

og So lu
n
Pr ur So
ur Yo ur
The results of the test are compared to the

Yo ut t Yo
ct
previous results.

ec ll O ilo
A

Ch Ro 8: P
3

9: tep
S

k
Change management plans are created in
preparation for the deployment of the verified
solution to the entire division/school.
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 STEP 8: Pilot Your Solution

Testing the developed solutions

Why Test Solutions?

 Improve the solution
 Understand potential problems (risks)
 Validate expected results
 Smooth implementation
 Facilitate buy-in
 Identify previously unknown performance problems

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 STEP 8: Pilot Your Solution

Testing the developed solutions

STEPS OF A TEST PROGRAM:

1. Select steering committees 5. Train employees
2. Plan testing 6. Conduct testing
3. Brief participants 7. Evaluate results
4. Inform stakeholders 8. Increase scope

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 THE CI Process 3
Act

Step 8: Pilot Your Solution Step

9: Roll Out Your Solution Step 10:
Check Your Progress

10 p
STEP 9:

ep te
St S

:
The Act stage focuses on testing the agreed ideas/
ROLL OUT YOUR solutions through a pilot.

ss io n
re lut tio
SOLUTION

og So lu
n
Pr ur So
ur Yo ur
The results of the test are compared to the

Yo ut t Yo
ct
previous results.

ec ll O ilo
A

Ch Ro 8: P
3

9: tep
S

k
Change management plans are created in
preparation for the deployment of the verified
solution to the entire division/school.
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 STEP 9: Roll Out Your Solution

Change Management
ELEMENTS OF THE PEOPLE SIDE:
1. Communication
2. Participation
3. Education

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 STEP 9: Roll Out Your Solution

Standardization and Documentation

Training

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 THE CI Process 3
Act

Step 8: Pilot Your Solution Step

9: Roll Out Your Solution Step 10:
Check Your Progress

10 p
STEP 10:

ep te
St S

:
The Act stage focuses on testing the agreed ideas/
CHECK YOUR solutions through a pilot.

ss io n
re lut tio
PROGRESS

og So lu
n
Pr ur So
ur Yo ur
The results of the test are compared to the

Yo ut t Yo
ct
previous results.

ec ll O ilo
A

Ch Ro 8: P
3

9: tep
S

k
Change management plans are created in
preparation for the deployment of the verified
solution to the entire division/school.
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 STEP 10: Check Your Progress
Tracking, Monitoring, Reviews and
Follow-ups
WHAT YOU NEED TO CHECK:
Results
 Gather data on the same measures identified in
Assess Stage
 Use the same data collection procedures
Methods
 Document what steps are actually followed during
implementation
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 STEP 10: Check Your Progress

Project Closure
 Recognize the considerable time and effort that went
into the initiative.
 Improvement must be continuous
 Capture the learnings from the initiative:
 About the problem or process being studied
 About the improvement process itself and hand
over responsibilities for standardization and
monitoring to the appropriate people.
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Thanks!
Any questions?
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