Cape Area Management Program (CAMP)

2. Cape AreaManagement Program (CAMP) Sponsored by the Cape & Islands Workforce Investment Board

3. Today’s Topics • Learning Objectives • Where Do We Begin? • S.W.O.T. Analysis Discussion • S.W.O.T. Analysis Breakout Session • Impact/Maturity Analysis Discussion • Impact/Maturity Analysis Breakout Session • Questions and Comments

4. Learning Objectives In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.). The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided. They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies. Additional reading reference(s) will be provided.

5. WDM 204: Continuous Improvement Defining Quality for Your Organization - Part One Your Organization’s Mission Benefits of Quality Improvement Processes to Your Organization

6. Where Do We Begin? “Begin at the beginning,", the King said, very gravely, "and go on till you come to the end: then stop.” Lewis Carroll, Alice’s Adventures in Wonderland

7. Mission Statement, Goals & Objectives, Key Metrics So What Kind of C.Q.I. System Is Required? • Current State: What is our Mission? Where is our business starting this year? What metrics are important to us? • Future State: What is our Mission? What Goals have we set for the year? How will we measure that success? • Gap Analysis: What will it take to achieve the Future State? What may be preventing us from doing so?

8. Quality Improvement System Tools • We need tools – a common language – to tell us: • where we stand versus our competition? (S.W.O.T.) • what do we need to work on (Impact/Maturity Matrix)? • how are we doing things now? (Process Mapping) • what we need to do our job? (S.I.P.O.C) • why isn’t it working? (Root Cause Analysis) • how can we best do our jobs? (Standard Work) • what do our stakeholders think? (Stakeholder Feedback)

9. S.W.O.T. Analysis • Useful for understanding your overall business “current state” • Strengths: what do you do which is superior to your competition? • Weaknesses: what do you do which is inferior to your competition? • Opportunities: what don’t you do that would increase your “market share?” • Threats: what do others do which may take away from your “market share?”

10. Strengths • Discuss the current state of the organization • “What do we all agree are our strengths?” • We have a diverse experience, suitable for all ages • We have both indoor and outdoor activities • The cost to visitors is lower than most locations of this size • We are centrally located on the Cape • We have a highly trained volunteer staff Brainstorm, but reach consensus on what is listed, and when list is complete

11. Weaknesses • Discuss the current state of the organization • “What do we all agree are our weaknesses?” • We have limited off street parking • We have dated facilities needing repair • We don’t cover our costs with admission’s fees • We have limited multi-media exhibits • We don’t have enough volunteers to cover peak hours Brainstorm, but reach consensus on what is listed, and when list is complete

12. Opportunities • Discuss the future state of the organization • “What do we all agree are our Opportunities for the future?” • We can charge admission and still be less expensive • We can convert the conference room into a theater • We can partner with W.H.O.I. to get their videos • We can create a gravel overflow parking lot • We can get volunteers to help fix up and paint This list may address Strengths and Weaknesses

13. Threats • Discuss the future state of the organization • “What do we all agree are the threats to our existence?” • We have to ensure the safety of our guests • We have to ensure the safety of our staff • We need a long term agreement with the town • Any investment must be paid back before Labor Day • Nickerson State Park is developing a similar program to ours This list may address Strengths and Weaknesses

14. Breakout Session Form Teams of Three to Five People

15. Break Out Exercise – S.W.O.T. Analysis • Select one organization from the team to analyze • Create a list of that organization’s: • Strengths • Weaknesses • Opportunities • Threats • Team members who don’t know the organization are valuable! • Be prepared to report out

16. S.W.O.T. Follow Up • Maintain your Strengths • Eliminate or mitigate your Weaknesses • Take advantage of Opportunities • Counter your Threats

17. Where Do We Start Improving? “One day Alice came to a fork in the road and saw a Cheshire cat in a tree. Which road do I take? she asked. Where do you want to go? was his response. I don't know, Alice answered. Then, said the cat, it doesn't matter.” Lewis Carroll, Alice’s Adventures in Wonderland

18. How Would You Decide Where to Start? • Improve at the global level, or at the process level? • What do we mean by “process?” • Then, which process? • the one which had the most costly mistake? • the one with the greatest risk in failure? • the one with the most annoying issues?

19. Quality Improvement System Tools • We need tools – a common language – to tell us: • where we stand versus our competition? (S.W.O.T.) • what do we need to work on (Impact/Maturity Matrix)? • how are we doing things now? (Process Mapping) • what we need to do our job? (S.I.P.O.C) • why isn’t it working? (Root Cause Analysis) • how can we best do our jobs? (Standard Work) • what do our stakeholders think? (Stakeholder Feedback)

20. Impact Maturity Matrix • Useful for targeting your improvement efforts: • which processes are most important (impact)? • which processes need the most work (maturity)? C E Most Important, Least Mature Process B More Process Impact D A Less Process Maturity

21. First, List Your Processes • Create a team that knows your organization • Use process descriptions the team agrees on • Create a list of 6 -10 maximum • Building Maintenance • Program Development • Marketing • Intake • Discharge • Billing

22. Consider the Processes On These Scales * note reversed scale for Maturity

23. Next, Rate The Process Impact • Impact = importance to this year’s success • 0 = no impact; 5 = extremely important • Rate each process for “impact” 1 2 3 4 5 6

24. Then, Rate The Process Maturity • Maturity = dependability, stability, repeatability • 0 = very stable; 5 = high variation, ad hoc, soft* * note reverse scale! 1 2 3 4 5 6

25. Finally, Plot the Results 2 5 1 Why? Improve These Processes First! 4 More Process Impact (1-5) 3 Less Process Maturity (1-5)

26. Breakout Session Form Teams of Three to Five People

27. Break Out Exercise – Impact Maturity • Form into teams of five or so • Select one organization from the team to analyze • Create a list of that organization’s processes (six) • Rate the “impact” of those processes • Rate the “maturity” of those processes (reverse scale!) • Plot the outcome on the sheet on the next page • Be prepared to report out

28. Plot the Breakout Results More Process Impact (1-5) Less Process Maturity (1-5)

29. Impact Maturity Follow-Up • Create a process team and process improvement Charter for process to be improved • Determine the gap between the current state and the future state • speed gaps? • quality gaps? • Use a “S.I.P.O.C.”, “Process Mapping,” and/or “Root Cause” analysis to determine the opportunities • Create new Standard Work for the improved process

30. Class Discussion Your Workplace’s C.Q.I. System

31. Personal Practicum ChecklistProject Charters • What do I need to know to try this at work? • When before the next class will I try? • What is my greatest concern in doing so?

32. Discussion of Personal Practicum Checklists • Any questions on the how? • Let’s hear a couple of examples of the when? • Let’s hear a couple of examples of concern? • Let’s practice working through those concerns…

33. Questions or Comments Before We End?