Improvement Guide Workshops Chapters 1-14

1. Improvement Guide WorkshopsChapters 1-14 Suggested Workshops for participants who are applying the Improvement Guide to Projects

2. Adult Learning Theory Guides BB Development Note: Percentage in table is the percentage of students demonstrating competence in the three effectiveness categories Source; University of Oregon, Dr. Joyce and Dr. Showers. (Student Achievement Through Staff Development: Fundamentals of School Renewal by Bruce R. Joyce and Beverly Showers, Longman Publishing Group; 2nd edition (February 1995))

3. Traditional Training Case Studies Predictable Solution leads to a defined set of tools & methods Learn by example; practice with case studies. Known outcomes. Usually “tame problems.” Passive Learning Lecture book, or listing of presentation slides Subject/Instructor Focus Understanding topics Improvement Guide Workshop Real Project Project influences which tools and methods will be emphasized. Theory Based Approach; Outcomes are unknown. “Wicked problems” Active Learning Reference Materials; context is critical! Adult Learning Focus Learning to Apply to New Situations Norms: Improvement Guide Workshop and Traditional Approach to Training & Education

4. Chapter 1:CHANGES THAT RESULT IN IMPROVEMENT • Draft a charter for a potential improvement effort: Answer questions one and two of the Model for Improvement. (personal or related to your job) • Option: Use the form that has been provided • Apply the five fundamental principles to the personal project identified in the Introduction to the book. Option: Individual or team activity.

5. Chapter 2: Skills to Support Improvement • Using the Six Skills we will begin with Using Data: Refer to Table 2.1 Types of Data to Support Improvement Efforts. • Consider the measures related your project or to the CanDew Service Company. What type of data relates to these measures? • Continuous • Count • Classification • What people think, how they feel about something • Ratings • Rankings

6. Chapter 3: Case Studies • The assignment was to read the Case Studies. • In light of the project you are addressing, which case study may be similar? • Given how the Six Skills (See p. 27-28) were applied in the case study, what learning can be transferred to your project? • Are there obvious changes or tests that can be applied to your project? • Be prepared to share with our workshop and list ideas on a flip chart by the Six Skills.

7. Chapter 4: The Science of ImprovementNote to Instructor, see next slide for workshop • Explain Workshop and assign or have people self select which flip chart for which they wish to start the workshop (See Set-up slide) • Allow 8-10 Minutes for each of the original groups to place the key ideas. • Rotate each group to through the flip charts having one person stay behind to give a short overview of what was placed on the chart. Allow approximately 5-7 minutes for each group to learn and then add to the original list.

8. Chapter 4 (continued) Review of System of Profound Knowledge • Team 1: Variation • Team 2: System • Team 3: Knowledge (Theories on how we learn, how we know what we know) • Team 4: Psychology • Find a table for which you can contribute • For each team list the key ideas associated with each theory from your current knowledge

9. Chapter 5: Model for ImprovementPart 1 Workshop • Using the Charter example on p. 91 and Standard Format for charter in Appendix B on p. 445 develop a charter for their project. • Forms are available for download at: www.pkpinc.com/IG/Forms • Be prepared to present the charter to our workshop.

10. Chapter 5: Model for ImprovementPart 2: Workshop • Identify a PDSA cycle for the project defined in the first workshop: • Complete a PDSA cycle using the Forms in Appendix B; pp. 447-451 • www.pkpinc.com/IG/Forms • Be prepared to share the Plan part of the PDSA cycle with the workshop

11. Chapter 6: Developing a Change • Using the change concepts listed on p.132 have each workshop participant or team review the list. • Select those change concepts that might apply to the charter written from Chapter 6. • Create a specific change from ideas generated from one or more change concepts to develop change which could be tested. • Be prepared to share with the workshop Note to Instructor: You may find it useful to use the Driver Diagram with your Students. See the workshop in Chapter 11.

12. Chapter 7: Testing • Aim: Develop a PDSA Test Cycle for the Improvement Project. • During this workshop, we will develop a PDSA Cycle for a test of a change. Consider using the change concept developed as an assignment from chapter 6 For each team or individual workshop participant do the following: • 1. Answer the questions on pgs. 168 -170 on “Strategies for Testing.” • 2. Develop a Testing PDSA cycle using the Form on p. 171.

13. Chapter 8: Implementing a Change • Aim: Plan an Implementation PDSA cycle for your project. • During this workshop, we will develop a PDSA Cycle checklist for the implementation of a change: • Develop an Implementation cycle using the Form on p. 185. • Have each workshop participant prepare the worksheet and be prepared to present.

14. Chapter 9: Spread • Aim: Develop a spread strategy for your improvement project. • During this workshop, we will consider some ideas that might be useful for spreading ideas relative to our projects. • Using the worksheet on p. 201, Assess ideas from your project that might be useful for spread. • Optional Assignment: • Have each workshop participant prepare the worksheet and be prepared to present. Identify a change that you deem important that would benefit society. Using Table 9-5, p. 211, develop a spread work plan for this change.

15. Chapter 10: Integrating Methods for Improvement of Value • Aim: During this workshop, we will consider the some ideas that might be useful for identifying change concepts for the categories of improvement. • Identify the category of improvement for which your project is associated. • Review the change concepts that might be useful for your project; • Category I: See Table 10.1: Change Concepts Useful for Redesign, p.221. • Category II: See Table 10.3: Change Concepts for Reducing Costs, p. 227. • Category III: See Table 10.5 Change Concepts for Increasing Demand, p. 232

16. Chapter 11: Improving Large or Complex Systems • Aim: Develop a Driver Diagram for your project • During this workshop, we will practice developing a driver diagram for an individual or team project in the workshop. • Refer to Figure 11.4 and Appendix B; pgs. 429-430, Figure B.14 • Using these examples develop a driver diagram for your improvement project.

17. Chapter 12: Case Studies • The assignment was to read selected Case Studies. • In light of the project you are addressing, which case study may be similar? • What concepts, methods and tools can be transferred to your project? • Are there obvious changes or tests that can be applied? • Be prepared to share with our workshop Optional: Consider the Lens of Profound Knowledge, how did the following apply to your project: • Theory of variation? • Systems theory? • Theory of knowledge? • Human side of change?

18. Chapter 13: Making Improvement of Value a Business Strategy Aim: Develop a conceptual view of the system where your project resides. • During this workshop, we will practice developing a conceptual view of the organization viewed as a system for an individual or team project. • Refer to Deming’s conceptual view of the organization viewed as a system in Figure 13.3; pg. 313 • Refer to Figure B.1 on p. 414 for an example of a conceptual view of a bank viewed as a system. • Using these examples develop a conceptual view of the system where your project resides.

19. Chapter 14: Developing Improvement Capability • Consider the course of study that you are now taking. Review Table 14.3 (see p. 339): • How have the various methods been used to ensure that learning has taken place? • Where would you place your acquired skills? • Understanding • Ability to demonstrate? • Ability to apply to new situations? • What could you do to enhance your own learning experience?