Process Improvement

Management System

Employment Security Department

 1. Agency completes
EMPLOYMENT SECURITY business/budget
DEPARTMENT planning process

15. Process owner and staff 2. Annual plan identifies

assume responsibility for opportunities for
CQI of improved process improvement (change)

14. Process Improvement 3. Leadership develops

Team, Review Team, charge and establishes
Process owners, and Review Team
staff recognize success
4. Review Team develops
its own charter, reaches
13. Process Improvement agreement with
Team and Review leadership and prepares
Team evaluate a charge for each
implementation results Process Improvement
and take appropriate
action
PROCESS IMPROVEMENT Team

MANAGEMENT SYSTEM 5. Review Team selects

core Process
12. Process Improvement Improvement Team
Team assists in members
implementing
improvements(s)
6. Process Improvement
Team develops its own
11. Process Improvement charter and reaches
Team and Review Team agreement with Review
reach agreement on Team
implementation of the
improvement(s)
7. Process Improvement
Team builds task list
P LAN 10. Process Improvement Team based on charter and
prepares recommendations for CQI methods and tools
D O implementing the improvement(s)
Develop a theory for improvement
C HECK 9. Process Improvement 8. Process Improvement A. Create a plan to test the
Team checks test results Team performs tasks theory
A CT (checks for the unexpected - including testing B Establish measures for
studies everything) theories for change checking the theory (before
and after)

11/13/97 Theory rejected - Test new theory


P R O C E S S IM P R O V E M E N T M A N A G E M E N T S Y S T E M R O L E S
PRO CESS
O W NERS
P e r s o n w h o 's p r im a r ily
re s p o n s ib le fo r th e
re s u lts o f a p ro c e s s .
T a k e s r e s p o n s ib ility f o r
p r o v id in g d ir e c tio n a n d
s u p p o r t t o t h e
e m p lo y e e s in v o lv e d in
th a t p ro c e s s a n d h a s
a u th o r ity to im p le m e n t
im p r o v e m e n ts to c r o s s
fu n c t io n a l p r o c e s s .
• M e m b e r o f R e v ie w T e a m
• H e lp s r e s o lv e is s u e s
• I d e n t if ie s c o r e p r o c e s s
im p r o v e m e n t t e a m
m e m b e rs
• P r o v id e s a p p r o p r ia t e
re s o u rc e s
• R e c o g n iz e s s u c c e s s e s
• A s s u m e s r e s p o n s ib ilit y f o r
C Q I o f im p r o v e d p r o c e s s
• E n s u re s p ro c e s s
im p r o v e m e n t is
n o r m a liz e d
in d a y - t o - d a y b u s in e s s
o p e r a t io n s
• M o n it o r s o n g o in g m e t r ic s
t o e n s u r e c o n t in u o u s
q u a lit y im p r o v e m e n t
• C o a c h a n d m e n to r a s
needed
1 1 /1 3 /9 7
E M P L O Y M E N T S E C U R IT Y D E P A R T M E N T
R E V IE W T E A M
A g ro u p o f m a n a g e rs ,
e m p lo y e e s , c u s to m e r s
a n d s t a k e h o ld e r s
d e d ic a te d to e n s u r in g
s u c c e s s fu l o p e r a tio n o f
p r o c e s s im p r o v e m e n t
te a m s .
• D e v e lo p s its o w n c h a r te r
• C h a rg e s th e P ro c e s s
Im p ro v e m e n t T e a m
• S e le c ts P r o c e s s
Im p ro v e m e n t T e a m
m e m b e rs
• R e a c h e s a g re e m e n t o n
p r o c e s s im p r o v e m e n t
te a m c h a rte rs
• R e g u la r ly m o n it o r s
p r o g r e s s a n d h e lp s
r e s o lv e is s u e s
• F a c ilit a t e lo c a t in g
a p p r o p r ia t e r e s o u r c e s
• R e v ie w s a n d a p p r o v e s
im p le m e n t a t io n o f p r o c e s s
im p r o v e m e n t s
• P ro c e s s Im p ro v e m e n t
T e a m a n d R e v ie w T e a m
e v a lu a t e im p le m e n t a t io n
r e s u lts a n d ta k e
a p p r o p r ia t e a c t io n
• S h a r e s " b e s t p r a c t ic e s "
• R e c o g n iz e s s u c c e s s
PRO CESS
IM P R O V E M E N T
TEAM
A te a m c h a rg e d w ith
u s in g c o n tin u o u s
q u a lity im p r o v e m e n t
(C Q I) m e th o d s a n d
to o ls to im p r o v e
agency p ro c e s s e s .
• D e v e lo p s it s o w n c h a r t e r
a n d re a c h e s a g re e m e n t
w it h t h e R e v ie w T e a m
• B u ild s t a s k lis t b a s e d o n
c h a rte r a n d C Q I
m e th o d s a n d to o ls
• P ro c e s s Im p ro v e m e n t
T e a m p e rfo rm s ta s k s
in c lu d in g t e s t in g t h e o r ie s
fo r c h a n g e
• C h e c k t e s t r e s u lt s
• P re p a re s
r e c o m m e n d a tio n s
fo r im p le m e n tin g th e
im p r o v e m e n t
• R e a c h e s a g r e e m e n t w it h
R e v ie w T e a m o n
im p le m e n ta tio n
• A s s is t s in im p le m e n t in g
im p r o v e m e n ts
• E v a lu a t e s im p le m e n t a t io n
r e s u lts a n d ta k e s
a p p r o p r ia t e a c t io n
• C e le b r a t e s s u c c e s s
• H a n d s o ff im p r o v e d
p ro c e s s to p ro c e s s
o w n e r a n d s ta ff
LEADERS
In d iv id u a ls a t a n y le v e l
o f th e a g e n c y w h o
h a v e r e s p o n s ib ilit y ,
a n d a u th o r it y f o r
tr a n s la tin g th e
a g e n c y 's v i s i o n a n d
a s s is t in g te a m s b y
c o a c h in g , m e n to r in g
a n d g u id in g t h e m t o
a c c o m p lis h t h e
a g e n c y 's m i s s i o n a n d
a c h ie v e th e v is io n .
• C o m m u n ic a t e s h a r e d
v is io n
• P r o v id e to n e a n d
d ir e c t io n f o r b u s in e s s /
b u d g e t p la n n in g p r o c e s s
• D e v e lo p c h a r g e a n d
e s t a b lis h R e v ie w T e a m
• P a r t ic ip a t e o n R e v ie w
Team
• L ia is o n t o c o m m u n ic a t e
w it h p e e r s a n d o t h e r s
w it h in t h e ir o r g a n iz a t io n
• R e m o v e s o b s t a c le s a n d
b a r r ie r s b y r e s o lv in g
is s u e s a n d p r o v id in g
re s o u rc e s
• R e c o g n iz e s u c c e s s e s
• C o a c h a n d m e n to r
CO ACHES
P e o p le w h o h e lp te a m s
im p ro v e p ro c e s s e s b y
p r o v id in g s k ills a n d
m e t h o d o lo g ie s in te a m
d y n a m ic s C o n tin u o u s
q u a lit y i m p r o v e m e n t
a n d p r o je c t m a n a g e m e n t
• P r o v id e s c o n s u lt a t io n t o
t h e t e a m o n it s o w n
p ro c e s s
• E n s u r e s t h a t t h e t e a m is
d is c ip lin e d in it s a p p r o a c h
t o p r o c e s s im p r o v e m e n t
• W o r k s o n a r e g u la r b a s is
w it h a t e a m , b u t a s t h e
te a m p ro g re s s e s , th e
c o a c h " w o r k s h im / h e r s e lf "
o u t o f a jo b a n d m a y b e
used on an as needed
b a s is .
• H e lp s t h e t e a m w o r k
t h r o u g h is s u e s o f c o n f lic t
r e s o lu t io n , r o le d e f in it io n ,
c h a r t e r id e n t if ic a t io n ,
d e v e lo p in g t h e o r ie s f o r
c h a n g in g t h e p r o c e s s , h o w
t o u s e t a s k lis t s a n d r e p o r t
s t a t u s , h o w t o t e s t t h e o r ie s
a n d c re a te
r e c o m m e n d a t io n s f o r
change.
Why Do We Need It?

✔ Philosophy of Continuous Improvement as

the way we do business.

✔ Provides a systematic and consistent way

to adopt PI recommendations.

✔ Improves communications and feedback

flow.

✔ Enhances probability of success.

How Is It Used?
✔ Process Improvement

✔ Re-engineering
Step One
Agency Completes Business/Budget
Planning Process.
Step Two
Annual Plan Identifies Opportunities for
Improvement.
✔ Connecting WA Benefits Hotline & JobNet
✔ LMI Information - ease of access
✔ Creating Performance Indicators

✔ Imaging

✔ Telephone customer service

Step Three
✓ Leaders develop Charge and establish
Review Team.
✓ Catchball - Charge is negotiated.
Step Four
Review Team develops its own Charter and a
Charge for each Process Improvement Team.
✔ Collaborative process both within the
Review Team and between the Review
Team and the Process Improvement
Teams.

✔ Oversight is provided by the Process

Owner.
 Step Five

✔ Review Team selects core PI Team

members.
– Refer to the criteria used in QUEST Training to
determine the necessary qualities needed for
the membership.
– PI Team members should have received Team
Training and QUEST 2001.

✔ PI Team Members need to believe in the

team process and be open to working on a
team.
Step Six
PI Team develops its own Charter and
reaches agreement with Review Team.
✔ A collaborative effort between the PI Team
and the Review Team.
✔ PI Team needs to pay attention to the
basics of team development.
– Ground rules, conflict resolution, stages of team
development, giving & receiving feedback, etc.

✔ PI Team may determine the need for

additional members.
Step Seven

Process Improvement Team builds Task

List based on its Charter and the CQI
methods and tools.
Steps Eight and Nine
✔ Process Improvement Team performs tasks
including testing theories for change.
✔ Checks test results (checks for the
unexpected) - studies everything.
– These steps may be repeated until desired
results are achieved.
✔ Based on its Task List, the PI Team regularly
“statuses” their progress and provides oral
reports to the Review Team.
Step Ten
Process Improvement Team prepares
recommendations for implementing the
improvement(s).
✔ Present PI Team’s recommendation with
documentation.
✔ Prepare the Recommendation Form.
✔ Present to the Review Team.
Step Eleven
Process Improvement Team and Review
Team reach agreement on
implementation of the improvements.
✔ Objective review of the
recommendation.

✔ Collaborative decision making.

Step Twelve
Process Improvement Team assists in
implementing improvement(s).
✔ Shift in focus for the PI Team to one of
coaches and mentors.
– assist the business team to acquire
knowledge, skills & abilities to use new
system.
✔ Set up ongoing metric system, using
the new baseline.
Step Thirteen
Process Improvement Team and Review
Team evaluate implementation results
and take appropriate action.
✔ Evaluative process.
✔ Identify additional process
improvement opportunities.
Step Fourteen

Process Improvement Team, Review Team,

Process Owners and staff recognize success.

✔ Absolutely necessary to recognize and

acknowledge contributions and success.

✔ Recognition is most meaningful when it is

timely and personal.
Step Fifteen

Process Owner and staff assume

responsibility for CQI of improved
process.

✔ Leads to a new PDCA cycle.

✔ Newly identified Process
Improvement opportunities can now
be built into the next budget building
process.
Coaches

People who help teams improve

processes by providing skills &
methodologies in team dynamics.
– Not subject matter experts
– Process experts
– Ad-hoc to the team
Identifying an
Opportunity for Improvement
✔ Identify the process you want to improve
✔ Identify key indicators of quality.
✔ Rank the quality indicators by their relative
importance to the customer.
✔ Rank the quality indicators by the degree of
satisfaction/dissatisfaction the customer is
experiencing.
✔ Analyze the information.
 Translating the Voice of the Customer

C a p tu re th e O p p o r tu n ity fo r Im p r o v e m e n t M a tr ix
V o ic e o f th e High
C u s to m e r

A n a ly z e
C u s to m e r

Importance
N eeds

Id e n t if y
Im p r o v e m e n t
O p p o r tu n ity

E s ta b lis h &
c h a rg e p ro c e s s
im p r o v e m e n t S a tis fa c tio n
Team Low High
 Roadmap to Quality
Develop
Recommendation
Voice of the Customer &
Implementation
Plan

Focus Team’s Mission

•Charge Develop Implement
•Charter a the
•Task List Test Change
•Objective Statement

Analyze the Process

Test the
Evaluate
Theory
(Process Flowchart)

Identify 2 or 3 Most
Probable Causes Study the Normalize
Results the
(Cause-and-Effect of the Test Change
Analysis)

Develop No
Improvement Report Process
Theory for
? Improvement
Change Yes

Identify Quality
Continuous
Performance
Process
Measure(s)
Improvement