Welcome to ASU

1

• Welcome to ASU
• Team Training

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Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement

3
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement initiative

4
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills

5
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills
• demonstrate effective small group communication
  skills

6
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills
• demonstrate effective small group communication
  skills
• outline the steps of ASU's CI model

7
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills
• demonstrate effective small group communication
  skills
• outline the steps of ASU's CI model
• identify appropriate tools for each step of the
  model

8
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills
• demonstrate effective small group communication
  skills
• outline the steps of ASU's CI model
• identify appropriate tools for each step of the
  model
• apply CI tools to a case study

9
Session Objectives As a result of this session,
participants will be able to

• describe the history philosophy of continuous
  improvement
• describe the ASU continuous improvement
  initiative
• identify team composition skills
• demonstrate effective small group communication
  skills
• outline the steps of ASU's CI model
• identify appropriate tools for each step of the
  model
• apply CI tools to a case study
• improve training and materials through feedback

10
Code of Cooperation (sample)

• contribute actively
• encourage creativity
• improve how group works as team
• be on time
• support CI process
• keep records of work

• all decisions by consensus
• maintain confidentiality on sensitive issues
• listen to others
• be prepared for meetings
• have fun

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• History and Philosophy

• began in 1950's Japan
• Leading proponents
• W. Edwards Deming
• Joseph M. Juran
• Masaaki Imai
• Kaoru Ishikawa
• Armand Feigenbaum
• 1980s - U.S. focus on quality began
• 1987 - Department of Commerce created Malcolm
  Baldrige Quality Award
• Manufacturing
• Service
• Small Business
• Education (in pilot stage)

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• Total Quality Management

"A structured system for creating
organization-wide participation in the planning
and implementation of a continuous improvement
process that exceeds the needs of the
customer/client."
-- Goal/QPC
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• Key Elements

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• CI is..... CI is not......

• management philosophy/operating methodology
• breakthrough thinking
• structured, disciplined approach identifying
  solving problems institutionalizing improvements
  gained
• conveyed by actions of management
• long term
• supported by statistical tools
• permanent solution/way of life

• a new program
• same old way
• fire fighting
• conveyed by slogans
• short term
• driven by statistical tools
• a quick fix

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• Service Quality Cycle

Improved Service Quality Benefits
Customers
Employees
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• Quality Planning

Quality Control (during operations)
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sporadic spike
Cost of Poor Quality
original zone of quality control
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new zone of quality control
Operations begin
chronic waste
Quality Improvement
0
Time
0
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• 99.9 in the U.S.A. means . .

per hour
2 unsafe each day at O'Hare
50 dropped at birth each day
500 per week

Pay to the order of
John Doe
per year
1 hr. per month
22,000 deducted from wrong account each hour
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• Cost of Quality

Prevention
Appraisal
Internal problems
External problems
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• FINISHED FILES ARE THE RESULT
• OF YEARS OF SCIENTIFIC STUDY
• COMBINED WITH THE EXPERIENCE
• OF MANY YEARS

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• Continuous Improvement Continuum

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• Continuous Improvement Initiative at ASU

• People Involvement

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students
• Better University Environment for Faculty and
  Staff

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students
• Better University Environment for Faculty and
  Staff
• Best Ideas and Suggestions

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students
• Better University Environment for Faculty and
  Staff
• Best Ideas and Suggestions
• Governor's Project Slim

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students
• Better University Environment for Faculty and
  Staff
• Best Ideas and Suggestions
• Governor's Project Slim
• Period of No Resource Growth

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• Continuous Improvement Initiative at ASU

• People Involvement
• Better Educational Experience for Students
• Better University Environment for Faculty and
  Staff
• Best Ideas and Suggestions
• Governor's Project Slim
• Period of No Resource Growth
• Desire for Change

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• ASU's CI
• Organization Structure

Teams

• members
• leader

• facilitator
• sponsor

Technical Advisory Group
CI Staff
ASU Council for Continuous Improvement Initiatives
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defined roles, clear expectations
fix the process, not the people

• CI
• Teams

analyzed problems, planned solutions
major owners, regardless of rank
improving process/addressing needs
of customers is only reason for team
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• Team Definitions

• Perpetual Work Teams Natural work teams,
  organized around processes, that continually
  solve problems and improve processes.
• Process Improvement Teams Teams that are
  comprised of members that stretch across process
  boundaries that work to improve the whole process.

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• Team Definitions (cont'd)

• Project Teams Teams with a specific and finite
  mission to develop something new or accomplish a
  large and complex task.
• Virtual Teams Teams that come together as an
  issue or problem arises, such as a new
  opportunity team.

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• ci

team
team leader
facilitator

• helps use tools
• outside work unit
• helps communicationskills
• works closely withteam leader

• owners of process
• regardless of job title
• members selected, not volunteers

• can be selectedby team
• can be supervisorresponsible forthe process
• communicates with sponsor

sponsor

• authority to make changes
• ensures resource availability

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• Stages of Team Development

Forming
uneven participation politeness false
starts distraction seeking clarification
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• Stages of Team Development

Storming
polarization power struggles confusion groundrule
violations tension
uneven participation politeness false
starts distraction seeking clarification
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• Stages of Team Development

polarization power struggles confusion groundrule
violations tension
uneven participation politeness false
starts distraction seeking clarification
Norming
harmony full participation good
communication cohesion trust
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• Stages of Team Development

polarization power struggles confusion groundrule
violations tension
uneven participation politeness false
starts distraction seeking clarification
Performing
excitement pride friendliness problem
resolution constructive
harmony full participation good
communication cohesion trust
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Communication Skills

• use "I" statements

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Communication Skills

• use "I" statements
• avoid jargon

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Communication Skills

• use "I" statements
• avoid jargon
• make it a 2-way process

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Communication Skills

• use "I" statements
• avoid jargon
• make it a 2-way process
• encourage active listening

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Communication Skills

• use "I" statements
• avoid jargon
• make it a 2-way process
• encourage active listening
• have a clear idea of what you wish to accomplish
  in communicating

42
Communication Skills

• use "I" statements
• avoid jargon
• make it a 2-way process
• encourage active listening
• have a clear idea of what you wish to accomplish
  in communicating
• recognize we all filter information through our
  own history, experiences and beliefs

43
Communication Skills

• use "I" statements
• avoid jargon
• make it a 2-way process
• encourage active listening
• have a clear idea of what you wish to accomplish
  in communicating
• recognize we all filter information through our
  own history, experiences and beliefs
• distraction free environment

44

• Decision Making Continuum

unilateral unanimity
consensus
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• Welcome to ASU
• Team Training

47
Code of Cooperation (sample)

• contribute actively
• encourage creativity
• improve how group works as team
• be on time
• support CI process
• keep records of work

• all decisions by consensus
• maintain confidentiality on sensitive issues
• listen to others
• be prepared for meetings
• have fun

48
CI
1

• define process,

identify customers
7
issue statement,
evaluate results
performance measure
and monitor
3
6
collect/analyze
implement solutions
data on causes
4
5
identify solutions
plan solutions
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CI
1

• define process,

identify customers
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• Critical Process

flow of work that progresses from one person or
one activity to another
as defined by customer need
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• Who are your customers?
• Internal and external

External customers
Internal customers

• Staff
• Faculty
• Your Boss
• Co-Workers
• Associates

Arizona Board of Regents
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CI
1

• define process,

identify customers
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• Pareto Chart

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• Pareto Chart

100
82
95
89
68
50
26
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• Criteria to evaluate your
• "Issue Statement"

Is it . . . .
Does it . . . .
respond to specific customer concerns?
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CI
1

• define process,

identify customers
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define process, identify customers
Tools
deployment flow chart, check sheet, customer
interviews, multivoting, brainstorming, process
mapping, nominal group technique, affinity diagram
issue statement, performance measure
pareto chart, affinity diagram, pie chart,
nominal group technique
collect/analyze data on causes
check sheet, brainstorming, fishbone diagram,
process flow diagram, scatter diagram, control
chart, pareto chart, multivoting, affinity diagram
identify/select solutions
brainstorming, force field analysis,
benchmarking, criteria matrix, cost/benefit
analysis, impact/ changeability analysis
develop implementation plan
plan-do-check-act (PDCA) cycle, implementation
checklist
JUST DO IT
implement solutions
(PDCA) control chart, histogram, pareto chart,
data collection and comparison, story boarding
evaluate results and monitor

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• Process Flow Diagram

loop separate path that takes process ahead or
back to other steps
beginning or end of a process
input/output
an operation performed
activity/ process step
activity/ process step
yes/no or pass/fail determination must be made
decision point
no
yes
arrows show direction of the process flow
output
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• Process Flow Diagrams

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Machinery
Methods
poor design
Poor gas mileage
use wrong gears
Materials
Manpower

• Materials

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• Welcome to ASU
• Team Training

68
CI
1

• define process,

identify customers
69

• Criteria Matrix

1
2
3
4
5
6
7
8
Musts
no addl.
A








FTE
B








lt 500
C








D








e








Wants
by fall
f








g








does not meet criteria
need more information
does not apply
meets criteria
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Priority
3
Little or no
L1
effort
2
Moderate
L2
L8
1
Difficult

• Impact

1
2
3
Moderate
Little
Considerable
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• Benchmarking Categories

Peer
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• Benchmarking Categories

Peer Functional
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• Benchmarking Categories

Peer Functional Internal

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• Benchmarking Categories

Peer Functional Internal
Generic
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CI
1

• define process,

identify customers
78

• PDCA

Do
Plan
Check
Act
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• Case Study Solution

Reverse entry exit and direction of
cafeteria line. Move salad bar/dessert shelves
away from wall for dual access.
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CI
1

• define process,

identify customers
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• PDCA

Do
Plan
Check
Act
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CI
1

• define process,

identify customers
84

• PDCA

Do
Plan
Check
Act
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• Standardize
• Plan, do
• Plan, do, check, act
• 7 step process

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• I sense
• a rousing
• speech from
• the king

The price of confetti just went up a buck a bag
Why?
How we gonna do it?
You be the bullets, I'll be the gun
I'll call the plays and you make the run
Okay, who else wants to try for the injured list?
We need a new coach
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