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CQI 101 An Introduction to Continuous Quality Improvement

Course Objectives. Describe the basic principles of Continuous Quality Improvement. Describe the steps of the Continuous Quality Improvement Cycle for managing high quality programs. Explain how to facilitate collaborative processes.. Course Objectives. Describe how the human side of quality improvement enables the transformation of the organization toward higher standards of excellence.Explain how AQIP/Baldrige can support CQI..

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CQI 101 An Introduction to Continuous Quality Improvement

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    1. CQI 101 An Introduction to Continuous Quality Improvement The Center for Institutional Effectiveness is a new initiative for Datatel which brings programs and workshops to campus to assist campus teams improve management, implement best practices, strengthen the institution, -- in short accelerate the good things you already have going. The Center for Institutional Effectiveness is a new initiative for Datatel which brings programs and workshops to campus to assist campus teams improve management, implement best practices, strengthen the institution, -- in short accelerate the good things you already have going.

    2. Course Objectives Describe the basic principles of Continuous Quality Improvement. Describe the steps of the Continuous Quality Improvement Cycle for managing high quality programs. Explain how to facilitate collaborative processes.

    3. Course Objectives

    4. CQI and Performance Excellence What Does It Have to do With You? Think about a time when you wanted to improve your performance. What are the motivators for undertaking a new regimen in the quest for excellence? Here are a few of the factors that can aid us in persisting: A better quality of life A higher level of self-esteem Higher levels of personal mastery The fear of the status quo

    5. Icebreaker Useful for expectation setting, or getting a sense of who is participating (Use the polling feature and share results.) Useful for expectation setting, or getting a sense of who is participating (Use the polling feature and share results.)

    6. The Operational Context The Heart of CQI

    7. CQI in Higher Education

    8. CQI in Higher Education

    9. CQI in Higher Education

    10. CQI Principles The person doing the work is the expert “Us” –vs.- “Them” is outmoded and counterproductive Leadership needs to partner with all employees to empower them to make decisions that can improve our quality standards

    11. CQI Principles Managers must support their unit strategically and developmentally Teamwork—everyone must work for the goal(s) of the unit Delivering value is an overarching goal Working together beats competition Learning about work is a never-ending process

    12. CQI Principles Simple statistical, problem solving and team tools are effective and must be used Structured problem solving approach helps to standardize the process Focus our energy on fixing processes and systems, not people. People want to do good work.

    13. CQI Principles and Values Decisions based on fact Customer focus Systems Thinking Baldrige Criteria

    14. Continuous Quality Improvement—The Context

    15. Student and Stakeholder Focus External Customer Internal Customer Stakeholder Student As Customer

    16. A Case Study

    17. Decision Making and Process Improvement Processes Sets of related tasks or activities by which work is accomplished.

    18. Team Problem-Solving Approach — The Shewhart Cycle

    19. Shewhart PDSA Cycle PLAN – prepare the change DO – implement the change STUDY – monitor and analyze impact of the change ACT – revise and standardize the change

    21. Systems Thinking Seeing Cause and effect Interrelationships Implications

    22. Systems Principles - Systems Thinking

    23. Selecting Processes to be Improved Selection Criteria for Process Improvement

    25. Types of Data and Information That Support the PDSA Cycle

    26. Institutional Vital Signs— Key Performance Indicators

    27. Data and Information

    28. Collaboration Skills and Tools

    29. Using the Baldridge Criteria for Institutional Self-Assessment

    30. The Continuous Quality Improvement Culture

    31. Closure Post Assessment

    32. In Parting

    34. BUILDING A HOUSE OF QUALITY

    35. How Can Leaders “Cause” Quality? Manage with facts “Drive out fear” Follow the Socratic method Promote the use of comparisons and stretch goals Fix processes, not people Focus on the culture

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