New Employee Orientation to QI Awareness

1. New Employee Orientation to QI Awareness Appendix 1 – QI ResourcesAppendix 2 – QI TerminologyAppendix 3 – Acronyms

2. Appendix 1 - QI Resources (Note: Unless otherwise indicated, these resources can be found in the QI Library located in Financial Management, 2d floor Gerberding Hall. They may be checked out for 2 weeks.) General Principles and Practices of Quality Improvement • The Fifth Discipline: The Art and Practice of Learning Organization, Peter M. Senge, Doubleday • The Fifth Discipline Fieldbook, Peter N. Senge, Doubleday • The Team Handbook, Peter Scholtes, Joiner & Associates • The Deming Management Method, Mary Walton, Putnam Publishers • Total Quality Management in Higher Education, Doug Smith, Jossey-Bass Pubs. • TQM: A Time for Ideas, Change (Washington, DC, Heldref Pub.), May/June 1993, Vol. 25, No. 3 Organizational Vision • Seven Habits of Highly Effective People, Stephen Covey, Simon & Schuster • Vital Signs: Using Quality, Time, and Cost Performance Measurements to Chart Your • Company’s Future, Steven M. Hronec, AMACOM Team Dynamics • Mining Group Gold, Thomas Kayser, Serif Publishing • The Team Handbook, Peter R. Scholtes, Joiner Associates • Why Teams Don’t Work: What Went Wrong and How to Make It Right, Harvey Robbins & • Michael Finley, Peterson’s Guides, Inc. • The Wisdom of Teams, Katzenbach & Smith, Harvard Business Press

3. Appendix 1 - QI Resources Leadership • Alchemy of a Leader: Combining Western and Japanese Management Skills to Transform Your • Company, John E. Rehfeld, John Wiley & Sons • Evaluating Training Programs: The Four Levels, Donald L. Kirkpatrick, Berrett-Koehler • Leaders: The Strategies for Taking Charge, Bennis & Nanus, Harper & Row • The Leadership Challenge, Kouzes & Posner, Jossey-Bass • Leadership Is an Art, Max DePree, Dell/Doubleday • The Power of Followership: How to Create Leaders People Want to Follow…and Followers Who Lead Themselves, Robert Kelley, Doubleday & Company • Principle-Centered Leadership, Stephen R. Covey, Summit Books • Stewardship: Choosing Service Over Self-Interest, Peter Block, Berrett-Koehler • The Empowered Manager, Peter Block, Jossey-Bass Customer Service • Delivering Quality Service: Balancing Customer Perceptions & Expectations, Zeithaml, Parasuraman & Berry, Free Press • Its not My Department! How America Can Return to Excellence, Peter Glen, Berkeley Books Change • Thriving on Chaos, Handbook for a Management Revolution, Tom Peters, Harper & Row • Leadership and the New Science, Margaret Wheatley, Berrett-Koehler Press Process Management • The Improvement Process: How America’s Leading Companies Improve Quality, H. James Harrington, McGraw-Hill • Re-Engineering the Corporation, Michael Hammer & James Champy, Harper Business • Untangling Organizational Gridlock, Michele L. Bechtell, ASQC Quality Press

4. Appendix 1 - QI Resources Fear in the Workplace • Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity and Innovation, K. D. Ryan & Dan Ostereich Public Sector • Reinventing Government, How the Entrepreneurial Spirit Is Transforming the Public Sector, David Osborne & Ted Gaebler, Addison-Wesley Benchmarking • The Benchmarking Book, Michael J. Spendolini, American Management Association Additional Resources Articles on various quality improvement related topics can be found in the QI Library. Topics include: • Communications Management • Conflict Meeting Management • Consensus Motivation • Customer Service Networking • Diversity Organizational Effectiveness • Empowerment Presentation Skills • Fear in the Workplace Strategic Planning • Leadership Teambuilding • Learning Organizations Workforce Changes

5. Appendix 1 - QI Resources Team Building exercises and activities are available in the QI Library as well. Please contact the Champion (543-8766) for ideas and exercises. Several monthly publications come to Financial Management of quality improvement related interest and may be checked out: Harvard Business Review • Quality and Participation • Total Quality Management in Higher Education • Training • Training and Development • Washington State Service Quality Network The National Consortium for Continuous Improvement in Higher Education (NCCI): http://www.ncci-cu.org The library at Training and Development has a full range of books on related topics and can be checked out by employees. Especially useful are the Annual Notebooks for Team Development which include exercises, brief articles, and instruments. Office hours are Monday through Friday, 8 a.m.—5 p.m. Call ahead first if you want assistance or referrals to specific resources, 616-9471. (Please call Ruth Johnston, 545-9838 for more information or to suggest an addition to the list.)

6. Appendix 2 - QI Terminology Action Items: A running list of items identified by the team that require action. Should also include the team member(s) responsible for seeing that it is done. Agenda: A planning and meeting management tool that identifies what will be discussed at meetings, who is responsible, the format for the activity, and the expected duration. Brainstorming: A structured technique in which a group of people generates a large number of ideas by listing anything that comes to mind Champion: An individual who sparks and coordinates the quality process in the organization or department. Charter: Document establishing the team. It is negotiated between the team and its sponsor and may include such information as team mission and membership, roles, authorities, ground rules and boundaries. Consensus decision making: A process in which team members openly express their views to come to agreement; employs negotiation and mediation skills; means unanimity of support, but not necessarily total agreement on solutions. Continuous Improvement: A systematic method of increasing the reliability and capability of a work process Cross Functional Team: A team consisting of individuals from different functional areas, either within an office or an outside office. Customer: The individual or entity that benefits from your services. Customers can be internal or external to your work unit/UW. Financial Management’s key customers include students and research faculty. Customer Complaint: An opportunity to improve the process. Cycle Time: The amount of time a process takes, from beginning to end. Data Analysis: Review data and propose conclusions. Can include, but is not limited to, proving the problem exists, defining the extent of the problem, identifying causes of problems and opportunities for process improvements.

7. Appendix 2 - QI Terminology Data Gathering: Collecting meaningful information. Can include, but is not limited to, measuring, counting, tracking, rating, surveying to evaluate cycle time, volume, customer satisfaction, ease of use, and error rates. Driving Forces: Forces which move a situation toward change. Executive Improvement Team: Team involving all senior managers in Financial Management formed to communicate Qlsuccesses, share Ql experience, educate its members and maintain consensus on key strategic efforts in Financial Management. Facilitator: A trained individual who assists in education and training of the team, meets with groups, and is a combination of coach, teacher, enthusiast, and communicator. Flowchart: Pictorial representation showing the steps and decision points of a process. Can be minimal or detailed. Goal: What the solution(s) should achieve. For example, this solution should reduce errors by 25% or reduce cycle time by three days, or bring 92% of the activity within statistical limits. Ground Rules: Team guidelines that reflect team values and create procedures and environment to achieve common goals; usuallly established by team members with guidance from the team leader. Ice Breakers: Activities that initiate a meeting and help get team members comfortable with each other. Implementation: Making the approved solution a reality. Leader: The leader of a team acquires the necessary knowledge and training; assists in training; helps members stay focused on the process; sees that records are kept; and encourages involvement. Leadership Qualities: Qualities, values and behaviors of Financial Management leaders, including trustowrthy, trusting of others, approachable and inspiring (see Team Leader for explanation of that role). Measures: Data collected and analyzed before and after problem selection and solution to develop benchmarks for solution assessment. Member: The member participates fully in the process, shares ideas and information freely, encourages the support of others, and attends meetings regularly and promptly.

8. Appendix 2 - QI Terminology Mission: The goals and objectives of the team. Pilot: To pilot something is to try it out for a period of time. Plus Plus/Plus Evaluation: An evaluation of an activity or process. Team members brainstorm on the things that went particularly well. (Plus Plus) and the things that need improvement (Plus). Prevention: Future-oriented strategy that improves quality by directing analysis and action toward correcting the production process. Process: Transforming an Input to an Output by adding value. A group of logically related activities which produce results. Process Partner: The next person or group in the process flow chart. Co-workers are linked by the process and are either suppliers to the next person/work group in the process or process partners to the previous person/work group in the process. Process Improvement Team: A team made up of the right people to identify problems and propose and implement solutions for a process. Usually crosses department/divisional lines. Quality: The characteristics necessary to meet and exceed customer expectations. Quality Improvement Team: A team made up of the members of a natural work group, such as a supervisor and her/his direct reports. Quality Improvement Tools: Tools and techniques for continuous improvement. Includes, but are not limited to, flow chart, brainstorming, check sheet, nominal group technique, pareto chart, run chart, control chart, histogram, pie chart, cause & effect diagram, scatter diagram, force field analysis, bar graphs and checklists. Recognition: An ongoing activity through which people express their appreciation for each other’s value and contribution. Rework: Redoing work due to errors, system failures, or not meeting customer expectations. Rework can be internal or external (rework done by customer). Root Cause: The underlying reason(s) for a problem. This is normally discussed after the problem is well-defined.

9. Appendix 2 - QI Terminology Sponsor: The sponsor is the highest level manager of the organizational unit that controls the process. The sponsor does not serve on the team, but supports the team, provides resources and concurs with team actions as appropriate. The charter establishes the authority of the team and the role of the sponsor. Synergy: A combined or joint action or operation which results in a better product than an independent action acting alone. Team: A group of people who have developed and share a common mission, goals, activities, spirit, and appreciation of one another’s skills. Team Building: Exercises and other activities designed to build team synergy, involve team members and break down barriers. Team Leader: Elected or appointed key team member who coordinates team meetings and actions. Team Presentation: Presentations to mark key milestones in the team project. Presentations cover the team mission, problem statement/process, team activities, results of teamwork, proposed solution, implementation plan, confirmation process in a way that is understandable to anyone unfamiliar with the project. Presentations involve/include every team member. Type I Problem: A problem that the team can control, i.e., the team has information, expertise, resources, and authority necessary to solve the problem. Type II Problem: Team can influence, i.e., the team does not have full control but can influence outcome, with assistance. Type III Problem: Team has neither control nor influence, and should not take on this problem. Vision: The model of how the organization would like to be perceived by those internal and those external to the organization.

10. Appendix 3 - Acronyms

11. Appendix 3 - Acronyms