From Rules & Regulations to Continuous Improvement

1. From Rules & Regulations to Continuous Improvement Presented by: Elaine Griffin, PhD, MHA, MBA, FACHE Lipscomb University Nashville, Tennessee

2. And the benefits of CQI… • Improved learning outcomes of the educational process (student learning outcomes) • Increased student satisfaction • Increased faculty and staff satisfaction • Improved organizational performance • Improved financial strength

3. Objectives for this session… At the conclusion of this session, you will be able to: • Answer the question, “Why quality?” • Discuss the philosophy of CQI with its components: - Customers and requirements - Process focus - Continuous improvement • Describe and explain the process focus of: - Quality planning - Quality measurement and reporting - Quality improvement - Cultural changes

4. I. Philosophy of CQI Customers and requirements Continuous improvement Process focus

5. II. Process focus and continuous quality improvement (CQI) Quality planning Quality measurement and reporting Cultural changes Quality improvement

6. We’re going to spend our time on CQI • Quality planning • Quality measurement and reporting • Quality improvement • Cultural changes

7. But first, let’s note some pressures on education… • Competition for students • Increased awareness by customers of educational quality • Cost of education • Continuous changes in job skills requirements to meet stakeholders’ needs • Regulatory agencies and accrediting bodies

8. More pressures… • Pressure from all constituents to lower educational costs • Pressure from all constituents to improve quality

9. How do you define quality? Our definition: Customers (students) define what quality is for them. The product or service is quality if it meets the customer’s expectations or requirements

10. Customer requirements for education • Learning outcomes • Service requirements • Cost requirements

11. Continuous improvement is a journey • The goal is to provide services that meet our customers’ expectations • It cannot be accomplished overnight • It is accomplished over time by measuring the performance of our processes (everything is a process) • We must take actions to improve our processes

12. The journey requires… • Identifying our current level of performance • Setting goals for improvement • Identifying new ways to improve work processes • Pursuing goal achievement • Celebrating • Setting new goals to continuously improve

13. Four components I. Quality planning II. Quality measurement and reporting III. Quality improvement IV. Cultural changes

14. I. Quality planning • Purpose of planning: to define a corporate-wide strategy to meet customer needs and achieve the vision • Provides framework for innovation and creation of new services • Concept of customers and requirements is further developed and put into action for organization as a whole • Starts with mission, vision, values, and goals

15. 1. Organization’s mission, vision, values, goals • Mission: purpose for existence • Vision: where organization wants to be in the future • Values: principles by which organization conducts business • Goals: what organization needs to accomplish in short run to achieve the vision

16. 2. Department mission • Each department adopts a mission, vision, values, and goals which contribute directly to the organization’s mission, vision, values, and goals • Example: - University mission: To provide an undergraduate liberal arts education for any student, regardless of race, age, political preference, or religious preference - Department of Management mission: To educate students in the art and science of management and to prepare them for positions in the profession of management

17. Another way to look at it…

18. Your turn to participate … • Corporate vision: to become a premier nationally recognized university • Finance: • Student enrollment: • Computer Center: • Your department:

19. Write the mission for your department • Mission • Vision • Values • Goals

20. 3. Let’s summarize quality planning • Integrates departmental operations into corporate mission and vision (alignment) • Results: corporate-wide strategy on how to meet customer requirements • Achieves vision of organization

21. II. Quality measurement and reporting Includes: • Performance measurement: indicators and goals • Alignment of goals • Department continuous improvement plan

22. 1. Performance measurement: indicators and goals • Must manage by facts • Information obtained allows decisions based on objective data • Indicators are used to measure performance • Quality indicator measures the performance of a process which meets customer requirements

23. Examples of indicators • Student achievement • Accurate billing • Student registration process • Retention rate • Student satisfaction

24. How do you select indicators? • Guiding principle #1: MEASURE WHAT MATTERS • Guiding principle #2: SET PRIORITIES - Required by agencies (legal, accreditation, state, strategic plan) • Guiding principle #3: BE REASONABLE

25. And next? • When the measurement of an indicator demonstrates that a process needs improvement, then a goal may be established • Goals give us a target or milestone at which to aim

26. 2. Department continuous improvement plan (CIP) • The departmental plan contains indicators for the end results or outcomes important for the department to measure, and goals for those outcomes where customer requirements are not being met

27. 3. Let’s develop a plan… Answer these questions: • What is my mission? • How am I organized? • Who are my stakeholders/constituents/students? • With whom am I affiliated? • Products and services offered (courses) • How do I conduct my business (meetings, etc)? • What have I promised (mission) and what are the major program outcomes/learning objectives for my stakeholders? • What are the indicators used to determine performance? • What is my current performance at meeting their expectations (program outcomes)? • What is my goal for continuous improvement on this performance?

28. Write your own plan… YOUR UNIVERSITY CONTINUOUS IMPROVEMENT PLAN I. DATE: II. DEPARTMENT: III. MISSION: IV. ORGANIZATION: V. CONSTITUENTS: Internal constituents: External constituents: VI. AFFILIATIONS: VII. MEETINGS: VIII. STANDING COMMITTEES: IX. PROGRAM OUTCOMES: X. PERFORMANCE INDICATORS: 1. Strategic plan 2. Continuous improvement 3. Other

29. A little review… UNIVERSITY MISSION AND VISION UNIVERSITY INDICATORS/GOALS (CORPORATE CIP) DEPARTMENT INDICATORS/GOALS (DEPARTMENT/MAJOR CIP)

30. Bachelor of Arts in Accounting

31. Major Field Test Scores Percentile Semester Legend: Acc P = Accounting Principles; Mg Ac P = Managerial Accounting Principles; Aud P = Auditing Principles; CA P = Cost Accounting Principles; FIT P = Federal Income Tax Principles

32. Job upon graduation Percent of accounting graduates Semester

33. Student satisfaction with advising (Graduating Senior Survey: GSS) Percent satisfied with advising Semester

34. CIP Worksheet

35. Summary Form

36. Verbs for stating general instructional objectives

37. Verbs for stating specific learning outcomes (Complex, Logical, Judgmental Behaviors)

38. Verbs for stating specific learning outcomes (Language Behaviors)

39. Verbs for stating specific learning outcomes (Mathematical Behaviors)

40. 4. In education, indicators frequently measure the following… • Student achievement/effectiveness of educational process - was a planned, successful outcome achieved? • Appropriateness of programming/curriculum - was the curriculum appropriate for desired outcomes? • Student satisfaction - were students satisfied with advising, etc.? • Retention rates - were retention rates acceptable? • Graduation rates - were graduation rates acceptable?

41. More education indicators… • Customer (students, parents, community) satisfaction - were customers satisfied with products/services and outcomes of educational process? • Enrollment management - did enrollment meet planning goals? • Campus climate - does campus climate meet mission/goals for LU? • Resource utilization - was product/service delivered in cost-effective manner? - was product/service a good value for the cost? - was product/service affordable?

42. 5. Summary of quality measurement and reporting • Uses objective data for continuous improvement purposes • Provides opportunity to know and manage current performance • Identifies opportunities to improve • Prioritizes attention • Requires departmental continuous improvement plan (CIP) - measures operational and management indicators - establishes departmental goals that support corporate goals - reports on progress towards goals

43. III. Quality improvement • Includes actions taken to improve processes that deliver products/services to customers • Actions can be efforts of individuals or quality improvement teams/departments • Here’s what we will discuss: - action for improvement - faculty/staff involvement - continuous quality improvement teams/departments

44. 1. Action for improvement • Here’s the process: - identify the opportunity to improve - analyze the problem - take action to resolve problem - actions can be made by individuals and teams - requires skills that may be new to many faculty and staff

45. Skills and required concepts… • Understanding stakeholders and their requirements • Measurement by facts • Process definition and analysis • Root-cause identification • Plan-Do-Check-Act on-going improvement cycle

46. Plan-Do-Check-Act cycle (PDCA) 1. Plan what to do • Act to improve what • you did Act Plan Check Do 3. Check the results • Do what you planned

47. 2. Faculty/staff involvement in CQI • Invaluable resources • Know and use the processes/deliver the product and service • Know how best to improve the processes • Closest to the “customer” • Need to know: - CQI philosophy - Department CIP plan - Problem solving skills - Customer relations skills

48. 3. Quality improvement teams (QITs) • Groups of faculty/staff who analyze problems and recommend actions to resolve problems • Two kinds of teams: - functional (one department) - cross-functional (from different departments)

49. 4. Summary of quality improvement • Individuals or teams can make improvements • Problem-solving skills include: - managing by facts - process analysis - root-cause identification and elimination - PDCA (plan, do, check, act)

50. IV. Cultural changes Here are our topics for this one: • Management commitment and leadership in process • Organize for CQI • Education and training • Communication • Our professional attitude and behavior • Recognition