Capitalize on the Continuous Improvement Process

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					    Capitalize on the
Continuous Improvement

   All-Ohio ACTE Conference
         July 28, 2009
           Bill Novak
 Cuyahoga Valley Career Center
•   Continuous Improvement Process
•   Shewhart and Deming
•   Plan-Do-Study-Act (PDSA) Model
•   Application
•   Benefits
        Continuous Improvement
•   Improve products, services or processes
•   Ongoing effort
•   Incremental improvement over time
•   Evaluate results of previous actions
•   Impact future actions
            Walter Shewhart
• Statistician for Bell Laboratories
• Recognized that industrial processes yield data
• Pioneered statistical quality control (SQC)
          W. Edwards Deming
• Statistician with the U.S. Department of
  Agriculture and Census Bureau
• Leading proponent of Shewhart’s methods
• Leader of the quality movement in both Japan
  and the United States.
•   Compare actual performance with mission
•   Identify opportunities for improvement
•   Plan and implement interventions
•   Evaluate strategies implemented
               Key Advantages
•   Proven systematic improvement process
•   Overcomes linear thinking
•   Planning is data-based
•   Preventive approach
•   Cumulative effect builds on past results
 Plan-Do-Study-Act (PDSA) Model
• Primary strategy for continuous improvement
• Four-step quality model
• Also known as the Deming Cycle or Shewhart
•   Identify an opportunity and plan for change
•   Describe and define the current process
•   Collect Data
•   Analyze possible causes for success
•   Review best-practice research
       Plan – Describe and Define
•   What occurs
•   Where and when it occurs
•   Pictures, graphs and flowcharts are useful
•   Know how the problem affects the mission
•   Know how the problem affects customers
               Plan - Collect
• Use knowledge of team members
• Collect and review data - performance levels,
  surveys, attendance figures
• input from customers, team members and
                Plan – Analyze
•   How can we achieve success?
•   Brainstorming
•   Identify all possible causes – Ask why
•   Research best practices
•   Implement the change through an action plan
•   Small scale or pilot study, if appropriate
•   Determine how success will be measured
•   Record performance data, procedures, and
•   Analyze the data and results
•   Were we successful?
•   Did we meet our objective?
•   What changes should we make, if any?
•   Continue
•   Modify - environment, materials, process, people
•   Stop
•   Start process again - continuously assess
•   Effective
•   Efficient
•   Alignment
•   Team and individual morale
•   Stakeholder/Customer responsiveness
                Key Concepts
•   Define the problem carefully
•   Review all possible causes
•   The power of data
•   Involve team members
•   Define and implement steps for improvement
              Final Thoughts
• Each of us must think of our work as having
  satisfaction for a customer
• Identify internal and external customers
• Know who receives my work
• Know who relies on my quality
• Every activity is a process that can be
  improved upon
• American Society for Quality (ASQ)

• American Productivity and Quality Center

• The Baldrige Criteria for Performance Excellence
Bill Novak
Career Development Supervisor
Cuyahoga Valley Career Center
8001 Brecksville Road
Brecksville, OH 44141
   “Come gather 'round people
        Wherever you roam
    And admit that the waters
      Around you have grown
      And accept it that soon
 You'll be drenched to the bone.
        If your time to you
           Is worth savin'
 Then you better start swimmin'
     Or you'll sink like a stone
For the times they are a-changin' “

Bob Dylan - “The Times They Are A-Changin'”