New Employee Orientation to QI Awareness

1. New Employee Orientation to QI Awareness Why are we here today?

2. Welcome to the University of Washington Founded November 1861 42,000+ Students(undergraduate, graduate, professional) $1.1 Billion Research Awards FY09(largest federally funded public research institution in America) Campuses in Seattle, Tacoma and Bothell 17 major schools & colleges UW Medicine:(School of Medicine, University of Washington Medical Center, Harborview Medical Center, and UW Physicians Neighborhood Clinics) $1.8B Endowment (as of Dec 2009, published March 2010)

3. University of Washington Vision and Values UW Vision Statement The University of Washington educates a diverse student body to become responsible global citizens and future leaders through a challenging learning environment informed by cutting-edge scholarship. Discovery is at the heart of our university. We discover timely solutions to the world’s most complex problems and enrich people’s lives throughout our community, the state of Washington, the nation, and the world. Core Values • integrity • diversity • excellence • collaboration • innovation • respect

4. University of Washington Organization Chartas of December 2009 Senior Vice President for Finance & Facilities

5. Senior Vice President Organization Chartas of February 2010

6. Strategy Management GroupUW Finance and Facilities Organization Chart

7. Financial Management Organization Chart as of January 2010

8. Treasury Organization Chart 10/15/2007

9. Finance & Facilities’ Strategy Map 2008-2013 Mission Vision Values We are a global leaderable to deliver outstanding service anywhere, anytime • Collaboration • Integrity We help people who change the world • Diversity • Respect • Excellence • Teamwork • Innovation Value to Our Customers Provide me clear, timely, accurate, consistent communications from knowledgeable staff Help me solve complex University-wide problems Provide me with value for my money Improve Operational Excellence Attract and Retain a Talented and Diverse Staff Develop customer service proposition Create and maintain collaborative relationships Develop individuals to their full potential Improve, streamline and innovate Lead strategic UW-wide projects Enhance leadership effectiveness Champion environmental stewardship Enhance Resources Provide cost-effective services Build and maintainUW’s physical assets Grow and stewardUW’s financial assets February 2008

10. Quality Improvement - Why are we here today? Quality improvement: A common vocabulary and problem-solving paradigm that focuses on process / customer. Assumes that individuals are not the problem. Process + Tools + Techniques Vision

11. Increasing demands to improve quality: more students, more specialized, training needs, more world competition Few resources to spread around: tax limits, higher social costs, higher K-12 costs The pace of change is accelerating – the alternatives to proactive vision are third party oversight or obsolescence A shared vision of the future Why are we doing Quality Improvement? The environment tells us to do it! It is what we want to be!

12. An integrated effort to improve quality at every level in an organization: Quality Improvement - Why we are here today Quality Customer Satisfaction Staff Satisfaction Productivity Cost

13. Quality Improvement Pyramid Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed Vision Strategic Plans Leaders / Staff Vision Strategic Plans Leaders & Staff F2 PI Framework QI System Vision Efficient Processes Delighted Customers Strategic Plans Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

14. Finance & Facilities Vision Vision Vision Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

15. Finance & Facilities Vision & Mission Vision We are a global leader able to deliver outstanding service anywhere anytime. Mission We help people who change the world. Vision FM Vision

16. Strategic Plans Strategic Plans Strategic Plans Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

17. Strategy Map (Example from FM) Strategic Plans Strategic Plans

18. Leaders & Staff Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed Leaders / Staff Leaders & Staff Vision Efficient Processes Delighted Customers Strategic Plans Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

19. Trustworthy Leaders / Staff Leaders & Staff Trustworthy Leadership Qualities Trustworthy Staff Qualities • Is technically competent and knowledgeable • Follows through on commitments • Is willing to admit mistakes • Discusses conflict directly with affected parties • Draws conclusions based on facts • Commits to personal growth and development • Demonstrates a commitment to error free work • Sets, communications and consistently applies standards for performance and behavior • Is technically competent and knowledgeable • Follows through on commitments • Is willing to admit mistakes • Discusses conflict directly with affected parties • Draws conclusions based on facts • Commits to personal growth and development • Demonstrates a commitment to error free work • Has clearly defined and articulated goals

20. Trusting of Others Leaders / Staff Leaders & Staff Trusting of Others Leadership Qualities Trusting of Others Staff Qualities • Shares information willingly and openly • Values others for their varied and unique abilities • Considers all points of view • Maintains confidences • Shows courtesy in working with others • Allows individuals to learn by making mistakes • Involves the right people in decision making • Shares information willingly and openly • Values others for their varied and unique abilities • Considers all points of view • Maintains confidences • Shows courtesy in working with others • Tolerant of others’ mistakes • Willing to be involved in decision making

21. Approachable Leaders - Collaborative Staff Leaders / Staff Leaders & Staff Approachable Leadership Qualities Collaborative Staff Qualities • Listens in an unthreatening and nonjudgmental way • Shows a genuine interest in others • Seeks to build consensus • Coaches and mentors • Sets a supportive climate where others can do their best • Is visible and available • Allows others the freedom to take reasonable risk • Communicates and interprets the broader context • Listens in an unthreatening and nonjudgmental way • Shows a genuine interest in others • Seeks to build consensus • Takes initiative for learning and improving • Works effectively with others in meeting customer needs and improving work processes • Willingly and actively participates – in work unit, department, and on teams • Willing to challenge process and people using respect and understanding • Seeks to understand the broader context of job

22. Inspiring Leaders - Committed Staff Leaders / Staff Leaders & Staff Inspiring Leadership Qualities Committed Staff Qualities • Encourages, recognizes and supports the contributions of others in the organization • Is committed to ongoing process improvement and preventative actions • Anticipates the need to change • Encourages others to reach their full potential • Walks the talk/is a good role model • Instills confidence in others • Develops and communicates a shared vision of our future • Keeps primary focus on the customer, taking time to know customer needs and demands • Seeks opportunities to develop process partnerships • Removes barriers • Encourages, recognizes and supports the contributions of others in the organization • Is committed to ongoing process improvement and preventative actions • Accepts challenges with eagerness • Initiates self development to increase knowledge and abilities • Consistently demonstrates commitment to quality improvement principles • Believes in, shows excitement and dedication to job • Offers time, energy and ideas in reaching common goals • Develops effective relationships with customers and co-workers • Develops effective relationships with process partners • Seeks assistance with Type 2 or 3 problems

23. QI System F2 PI Framework QI System Vision Efficient Processes Delighted Customers Strategic Plans Leaders Trustworthy Trusting of Others Approachable, Inspiring Staff Trustworthy Trusting of Others Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

24. Principles of QI F2 PI Framework QI System

25. 9 Principles & QI PyramidSimilar themes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Vision How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Efficient Processes Delighted Customers Who does it? Strategic Plans 8. Empowerment 9. Total Involvement Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems

26. 9 Principles & F2 Strategy MapSimilar themes F2 PI Framework QI System What are the goals? 1. Customer Focus Finance and Facilities’ Strategy Map for 2008-2013 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Adopted March 25, 2008

27. Customer FocusOur actions are measured through our customers’ eyes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Customer Needs How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Organization Activities Organization Activities TO Who does it? 8. Empowerment 9. Total Involvement Customer Satisfaction

28. Customer FocusOur actions are measured through our customers’ eyes Who is the Customer? F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement The customer is the individual or organization receiving your services. Internal or External Key customers include: Research Faculty Students How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement What do you need to know about the Customer?  Customer expectations must be clearly understood and met.  Anything that does not add value to the customer is waste.  Customer / supplier partnerships must be developed at every level.

29. Continuous ImprovementsConstant, gradual and incremental improvement of processes by teams F2 PI Framework QI System What are the goals? 1. Customer Focus Continuous improvement is the constant, gradual and incremental improvements of operations 2. Continuous Improvement How is it done? Benefits / Improvements Innovation 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Innovation Innovation 20% Who does it? 8. Empowerment 9. Total Involvement 80% of the improvements in an organization come from continuous improvement Continuous Improvements Non-Standardization Continuous Improvements Non-Standardization waste Time

30. Continuous Improvements vs. Innovation F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement

31. Continuous Improvements vs. InnovationConstant, gradual and incremental improvement of processes by teams F2 PI Framework QI System What are the goals? • W. Edwards Deming propose: • Analyze and measure for variations that cause deviation from customer requirements • Built around a continuous feedback loop to improve the process 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement

32. Quality DefinitionArticulates our shared goals, provides common direction and focus around a standard of performance F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Defining quality Our customers are pleased with our service, which consistently meets their needs Our customers often find we have given them “something extra” We continuously improve our internal processes, serving our customers in a cost-effective manner How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement Why define quality Have a “working” definition that everyone understands So we can manage Is measurable

33. Work Process FocusStudying and mapping the process produces results. Most problems come from process issues; people are not the problem F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 5. Prevention 6. Error-Free Attitude 7. Manage by Facts 4. Work Process Focus A process is a group of logically related activities which utilize the resources of the business to produce results Who does it? 8. Empowerment 9. Total Involvement

34. PreventionAnticipating and planning for change creates a more productive, stress-free environment addressing rework,backlogs, scheduling issues, resource utilization, and efficiency F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Processes should be designed and operated so that poor service never reaches the customer How is it done? 3. Quality Definition 4. Work Process Focus 6. Error-Free Attitude 7. Manage by Facts Preventing problems before they occur 5. Prevention • Plan ahead • Adopt a proactive vs. reactive mindset • Learn from past lessons • Create a process that eliminates reoccurrence • Standardize action plan in the event of reoccurrence • Be aware of leading indicators Who does it? 8. Empowerment 9. Total Involvement

35. Error-Free Attitude“Doing it right the first time," means the customer gets better service and we have more efficient processes 95% - Vendor 95% - Buyer 95% - Dept. Admin. F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ I will make a constant, conscious effort to satisfy my internal and external customers ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 7. Manage by Facts What does it mean to our customer if our processes are right 95% of the time. 6. Error-Free Attitude Who does it? Example: Customer can potentially experience 15% variance 8. Empowerment 9. Total Involvement

36. Error-Free Attitude“Doing it right the first time," means the customer gets better service and we have more efficient processes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement Traditional Attitude New Attitude How is it done? • “That’s good enough” • Acceptable quality level • Effectiveness • Efficiency 3. Quality Definition 4. Work Process Focus 5. Prevention 7. Manage by Facts 6. Error-Free Attitude Who does it? If you do it right the first time, what does that mean? 8. Empowerment 9. Total Involvement Reduce failures Reduce rework Reduced backlog More accurate scheduling Shorter lead time Better use of resources

37. Manage by FactsIf we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“ Balanced Scorecard Value to You, Our Customer Enhance Resources Improve Operational Excellence Attract & Retain a Talented and Diverse Staff F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ If we can measure something, then we can begin to do something about it ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement

38. Balanced Scorecard DashboardsIf we can measure it, we can do something about it. Ask, "What is the problem? How do we know? What are the facts?“ Department Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Unit Balanced Scorecard Value to You, Our Customer Enhance Resources Improve Operational Excellence Attract & Retain a Talented and Diverse Staff F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement 38

39. Dashboard (Example from FM) F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement

40. EmpowermentInvolving the right people at all levels in decision-making generates better solutions F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ People are our greatest asset ” How is it done? Why empowerment? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Managers realize they can’t know about all problems Changes are 2 – 10 times more effective Problems are best solved at the source Increases productivity and morale The way to build commitment Takes less time overall Who does it? 8. Empowerment 9. Total Involvement

41. Total InvolvementQuality is everybody's business (from employees to VP’s), as we work in teams to solve problems and improve processes F2 PI Framework QI System What are the goals? 1. Customer Focus 2. Continuous Improvement “ Quality is everyone’s business ” How is it done? 3. Quality Definition 4. Work Process Focus 5. Prevention 6. Error-Free Attitude 7. Manage by Facts Who does it? 8. Empowerment 9. Total Involvement The Traditional Approach The QI Approach • Inwardly focused on management directives • Problems/solutions identified by senior management • Communication top down based on “need to know” • Externally focused on customer needs • Team problem-solving focused on process & based on facts • Open communication

42. Quality Improvement Pyramid Vision Efficient Processes Delighted Customers Strategic Plans Leaders Staff Trustworthy Trustworthy Trusting of Others Trusting of Others Approachable, Inspiring Collaborative, Committed Quality Improvement System Trained Staff Recognition Data Analysis Customer Focus Empowered Staff Problem Solving Teamwork Quality Processes Measurement Systems FM Vision Strategic Plans Leaders & Staff QI System

43. Building a Foundation and Realizing Results (Example from FM) Lean Automate process Reorganize FM Lead Univ. Wide Projects Expand EIT Develop strategy map Establish mentoring program Audit diversity Become knowledgedriven Create operational dashboard Constructstrategicplan Support change throughout the UW: USER, GC1 Attract and grow good people. Roll out Employee Development Planning Implement leadership team action plans with focus on coaching and front-line leaders’ teams Develop staff qualities and behaviors. Train leaders Cultivate leadership qualities and behaviors. Integrate and renew QI efforts Broaden knowledge about our customers. Understand and measure major processes Recognize needs and measure satisfaction of major customers: students and research faculty Involve everyone in quality experience. Develop a common approach to problem solving Understand quality principles and teamwork 2010 92 94 96 98 00 02 04 06 08

44. Finance & Facilities Vision We are a global leader able to deliver outstanding service anywhere anytime. Financial & Facilities Mission We help people who change the world.