Becoming a Quality Service Department Rep

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Becoming a Quality Service Department Rep

• With
• Beverly Delker Gentry
• Carmen Murillo-Moyeda
• October 10, 2000

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Where We Are
QI Programs promote and support the tools for CSU
Accountability Performance Area 13
Institutional Effectiveness
Process Mapping
Framework Support Accountability Process
Balanced Scorecard Malcolm Baldridge
Performance Measurement
Customer Satisfaction Surveying
www.calstate.edu/tier3/qi
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ACHIEVING STRATEGIC ALIGNMENT

• Cornerstones
• CSU Mission and Vision
• Strategic Plan

Accountability Process

• Campus
• Mission and Vision
• Strategic Plan

Framework
Employee Growth
Process Improvement
Performance Measures
Customer Satisfaction Surveying
Process Mapping
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Performance Architecture

• Vision
• Mission / Values
• Goals
• Measures

• Measures are derived from goals
• Goals are derived from organizational
  Vision, Mission, and Values
• Measures mark progress toward goals.

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CSU QI

• System-wide CSU QI (Quality Improvement)
• Supports QI initiatives CSU-wide
• Supports campus initiatives
• http//www.calstate.edu/tier3/qi/
• Calendar of Events
• Directories
• Process Mapping workshops and projects
• Performance Measurement 2000

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CSUSB CQI(Continuous Quality Improvement)
CSUSB
CQI

• Supports campus initiatives
• Points of contact act as liaisons between campus
  and CSU
• Beverly Delker Gentry, QIF (Quality Improvement
  Facilitator
• Carment Murillo-Moyeda, QIF (Quality Improvement
  Facilitator
• New web site http//cqi.csusb.edu/CQI.html
• STARS program (Superior Teams Achieving Results
  Successfully)

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QI Frameworks

• A structure that encompasses quality improvement
  methods and tools to support campus strategic
  planning and missions, and aligns all QI efforts.
• Examples include
• Balanced Scorecard (BSC)
• Malcolm Baldrige Award Criteria
• ISO (International Standards Organization)
• TQM (Total Quality Management)

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Components of The Balanced Scorecard
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Balanced Scorecard
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Service Organizations Scorecard
Sample
Customer Perspective
Financial Perspective

Response Time Accuracy Service availability Custom
er contact person Knowledgeable Friendliness
Employee Utilization Cost of service
Innovation Learning Perspective
Internal Business Perspective
Human resource utilization Involvement
Participation in Programs Education
Training Courses available Participation Intern
al recognition systems Morale (Surveys/Turnover/Ab
senteeism)
Business Processes Accuracy Timeliness Supplier
Delivery Performance Service Support Ratio
admin/service staff
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Performance Measurement

• AKA Benchmarking
• The measuring of performance based on key
  indicators (benchmarks) for each specific
  functional area. The purpose of measuring is to
  give validity to current process(es), identify
  opportunities for improvement, and establish new
  measurement goals, as appropriate to the
  strategic goals of each campus.

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Performance Measurement 2000

• Providing the relevant measures by functional
  area to assess strategic performance (supporting
  Balanced Scorecard)
• Web-based data collection (CSU specific) or
  external association instrument
• Flexible scheduling by function
• More timely reporting of results by function area

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Principles ofPerformance Measurement

• I need a benchmark, something that I can measure
  myself against to understand where we have to go
  from here.
• (Charles Christ)

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Five Basic Factors for Developing Measures

• Performance measurement is a strategic
  communication vehicle.
• Measures send signals into organization as to
  what is really important.
• Measures reflect key facets of an organizations
  mission, purpose, and objectives.

Heres what we think is Important!
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Five Basic Factors for Developing Measures

• Developing support, acceptance and participation
  is critical.
• Performance measurements must be understood and
  accepted by their users. This is achieved by
  involving users in their development.

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Five Basic Factors for Developing Measures

• Measurement is a tool to enhance observation.
• It is impossible for managers to observe all
  critical aspects of performance.
• Measurements enable management by fact versus
  anecdotes.

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Five Basic Factors for Developing Measures

• Performance measures must link to individual and
  collective action.
• Employees must understand how their actions can
  affect unit performance.
• Provide individual incentives and rewards for
  meeting performance objectives

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Five Basic Factors for Developing Measures

• Start with the few critical measures and build
  on them.
• Not all aspects of performance that can be
  measured are worth the cost. Feasibility and
  utility of measures should be assessed after some
  data collection.

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External Performance Measurement is

• A systematic and disciplined approach to
  examining your own processes
• Finding who does it best or better and how
• Focusing on break-through innovations
• Adapting information learned to your organization
• Implementing change as a result
• Doing it continuously to improve

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Performance Measurement Methodology
Identify study scope
Data analysis
Best practices findings report
Identify best practice organizations
Knowledge sharing
Prepare for data collection
Adaptation to organization
Conduct Site Visits
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Internal Performance Measurement

• Consists of tracking performance against goals
  over time.

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Internal Performance Measurement

• Are we meeting our customers wants and needs?
  Is service quality what they want it to be?
• Are our processes working efficiently and cost
  effectively?
• Does our work environment encourage excellence?
• Are we using information technology to
  improve the quality of our work?

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Functional Measures

• Measurements within an organizational
• unit or work group, focused on transactions or
  sub-processes

• For Example
• Purchasing value of annual purchases per dept.
  FTE
• Receiving packages handled per dept FTE
• Disbursements voucher processing time

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Categories of Performance Measures
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Process MappingDefinition

• A method to improve and stabilize processes. A
  flowchart that demonstrates the steps in a
  process, who performs each step and the
  cross-functional relationships. A process that
  maps the steps of an activity from the beginning
  of its process through the conclusion of the
  activity.

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Process Mapping

• Documents the flow of a process across
  departmental lines as a sequence of steps.

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Process Mapping How To

• Walk the process from start to finish
• noting each activity in the sequence in which it
  occurs
• noting where activities are triggered
• noting decision points
• noting obstacles
• watching how information flows

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Current Process Mapping Efforts

• Workshops provide support to campuses for CMS
  readiness
• Training systemwide trainers to provide ongoing
  process mapping training and support
• Focusing on systems that drive customer
  satisfaction and financial efficiency
• Identifying and sharing best practices

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Process Definition

• A set of linked activities that take an input
  and transform it to create an output.

Input
Output
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Process measures require inter-departmental
cooperation
Organizational Structure
Function I
Function II
Function III
Function IV
Function V
Process
Output
Input
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Process Measures

• Measurements reflecting work performed across
  organizational boundaries

• For Example
• Acquisition of Goods Services Process- the
  total process (definition of need, requisition,
  order, receipt, delivery, payment) in terms of
  - cost
• - time
• - quality

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Value Added Analysis

• Non-Value
• Could be eliminated if some prior activity done
  differently
• Can be automated
• Can be eliminated without affecting the output or
  end product

• Value-Added
• Is the activity required by the end customer?
• Would the end customer pay for the activity?

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Non-value added examples

• -Responding to complaints
• -Correction of errors
• -Proofreading
• -Reconciliations
• -Audits

• -Inspections
• -Layers of approvals
• -Redundant files
• -Redundant data entry
• -Duplications of effort

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Satisfaction AssessmentDefinition

• An instrument to determine levels of satisfaction
  of customers (internal and external) developed to
  provide qualitative data to support the
  quantitative data collection and analysis efforts
  of performance measurement (or benchmarking).

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Satisfaction AssessmentTypes

• Customer Satisfaction
• Instruments directed to external customers of
  services provided
• e.g., surveys at point of contact and at set
  intervals complaints tracking
• Employee/Business Climate Assessment
• Instruments directed to employees senior
  management
• e.g., survey at set intervals assessing
  leadership, work structure, culture,
  decision-making, etc. employee turnover

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Customer Satisfaction Surveying

• Provides a campus with an economical means to
  determine the satisfaction levels, expectations,
  and needs of students, staff, and faculty
• Identifies areas for improvement and dedication
  of resources
• Next systemwide effort Spring 2001
• Flexibility in choosing areas to survey
• Allows for campus specific questions
• Campus commitment requested by September 15

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Effective Use of Staff Information Measures

• Effective use of staff
• Employees at each step in a process have the
  requisite skills and knowledge to perform their
  roles

• Effective use of information Necessary
  information is available at each required step in
  a process or function

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Knowledge Sharing

• CSU connection with APQCs Knowledge Sharing
  Network (KSN)
• http//www.apqc.org/

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Thanks to UC Santa Cruzfor their use ofTools
for Managers Measuring Performance and Success

• UC Santa Cruz Leadership Convocation
• Kristine Hafner, Director Business Initiatives
  UCOP
• February 4, 1999

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November 2000 Quality Improvement Symposium
November 15 Strategic Planning in Higher
Education Featuring Dr. Brent Rubens, Rutgers
State University of New Jersey. Presented by the
National Consortium for Continuous Improvement in
Higher Education November 16 3rd Annual CSU
Quality Improvement Symposium Featuring
Chancellor Reed and Tom Champoux, Co-Founder and
Executive Vice President,The Effectiveness
Institute, Inc. speaking on Leading the Engaged
and Accountable University. San Francisco
Airport Sheraton Gateway Registration on-line at
www.calstate.edu/tier3/qi/