Capitalize on the Continuous Improvement Process

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Capitalize on the Continuous Improvement Process

• All-Ohio ACTE Conference
• July 28, 2009
• Bill Novak
• Cuyahoga Valley Career Center

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Overview

• Continuous Improvement Process
• Shewhart and Deming
• Plan-Do-Study-Act (PDSA) Model
• Application
• Benefits

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Continuous Improvement

• Improve products, services or processes
• Ongoing effort
• Incremental improvement over time
• Evaluate results of previous actions
• Impact future actions

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Walter Shewhart

• Statistician for Bell Laboratories
• Recognized that industrial processes yield data
• Pioneered statistical quality control (SQC)

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W. Edwards Deming

• Statistician with the U.S. Department of
  Agriculture and Census Bureau
• Leading proponent of Shewharts methods
• Leader of the quality movement in both Japan and
  the United States.

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Uses

• Compare actual performance with mission
• Identify opportunities for improvement
• Plan and implement interventions
• Evaluate strategies implemented

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Key Advantages

• Proven systematic improvement process
• Overcomes linear thinking
• Planning is data-based
• Preventive approach
• Cumulative effect builds on past results

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Plan-Do-Study-Act (PDSA) Model

• Primary strategy for continuous improvement
• Four-step quality model
• Also known as the Deming Cycle or Shewhart Cycle

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Plan

• Identify an opportunity and plan for change
• Describe and define the current process
• Collect Data
• Analyze possible causes for success
• Review best-practice research

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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

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Plan - Collect

• Use knowledge of team members
• Collect and review data - performance levels,
  surveys, attendance figures
• input from customers, team members and management
  

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Plan Analyze

• How can we achieve success?
• Brainstorming
• Identify all possible causes Ask why
• Research best practices

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Do

• 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
  observations

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Study

• Analyze the data and results
• Were we successful?
• Did we meet our objective?
• What changes should we make, if any?

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Act

• Continue
• Modify - environment, materials, process, people
• Stop
• Start process again - continuously assess

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Benefits

• Effective
• Efficient
• Alignment
• Team and individual morale
• Stakeholder/Customer responsiveness

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Key Concepts

• Define the problem carefully
• Review all possible causes
• The power of data
• Involve team members
• Define and implement steps for improvement

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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

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Resources

• American Society for Quality (ASQ)
  ww.asq.org/knowledge-center/index.html
• American Productivity and Quality Center
  www.apqc.org
• The Baldrige Criteria for Performance Excellence
• www.baldrige.nist.gov/Education_Criteria.htm

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• Bill Novak
• Career Development Supervisor
• Cuyahoga Valley Career Center
• 8001 Brecksville Road
• Brecksville, OH 44141
• bnovak_at_cvccworks.com
• 440-746-8229

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Come gather 'round peopleWherever you roamAnd
admit that the watersAround you have grownAnd
accept it that soonYou'll be drenched to the
bone.If your time to youIs worth savin'Then
you better start swimmin'Or you'll sink like a
stoneFor the times they are a-changin' Bob
Dylan - The Times They Are A-Changin'