Strategies for Continuous Improvement - Michigan Works! conference
Strategies for Continuous Improvement Colleen Graber & Mike Polzin October 2016
Session Overview Overview of continuous improvement process Role that data plays in continuous improvement Process improvement tools
2
Public Policy Associates, Inc.
What is continuous process improvement? Ongoing improvement of products, services, or processes Answer the questions: Who are we? What are we trying to do? Are we doing the right things? Are we doing them well? How can we improve our efforts and make more progress toward out goals? 3
Public Policy Associates, Inc.
How does it add value to our efforts? Improve the efficiency and effectiveness Drill down on some hard-to-solve issues Squeeze the most out of funds Consistency with business mindset Model for customers Consistency with BSP 5-step process
4
Public Policy Associates, Inc.
Foundation for Successful Efforts Data Use Realistic Interim Goals
Organizational Culture
5
Public Policy Associates, Inc.
Data: A Critical Ingredient WIOA – and MWDA – require data on all participants and involvement with employers How well are we doing at achieving the organizational mission? How well are we doing at serving our customers – employers and job-seekers?
6
Public Policy Associates, Inc.
Activity Identify the main elements of the workforce system’s mission: Why do we exist?
7
Public Policy Associates, Inc.
Example Mission Statements “Assist employers in finding and retaining qualified employees” “Assist employers in the region to select, hire, train, develop, and retain a high-performance workforce” “Assuring that those we refer to employers are prepared to meet the employer’s needs” “Enhance the ability of the job-seekers we serve to meet the needs of employers”
8
Public Policy Associates, Inc.
Potential Data Length of time between when a job is posted and referral made Length of time between when a job is posted and the job is filled Number of referrals that resulted in employment/placement Number of times a job-seeker referred for employment before hired by someone 9
Public Policy Associates, Inc.
Potential Data Distribution of positive outcomes demographically; do they parallel demographic distribution of those that use services? Degree of employer satisfaction with preparation of job-seekers referred Number of employers that have provided description of soft skills required in new hires Number of employers contacted/assisted by month 10
Public Policy Associates, Inc.
Use of Data A snapshot of the current state and if performance (outputs AND outcomes) is meeting goal Benchmark against other programs Identify deficiencies as well as potential opportunities
11
Public Policy Associates, Inc.
Tools for Continuous Improvement Process Mapping Root Cause Analysis 12
Public Policy Associates, Inc.
Process Mapping
Source: SmartDraw 13
Public Policy Associates, Inc.
Value of a Process Map Build understanding as well as point out different understandings Reveal redundancies, inefficiencies, and wasted steps – or steps that are needed Identify places where the greatest number of problems, disconnects, or bottlenecks occur
14
Public Policy Associates, Inc.
Constructing a Process Map 1. Convene all those that are involved in the process 2. List in sequence the major steps in the process (should be no more than 6 or 7) 3. Then list the main sub-steps beneath each major step
15
Public Policy Associates, Inc.
Constructing a Process Map 4. Look for and fill in gaps 5. Be watchful for those sub-steps that may be redundant, unneeded, and/or where errors or delays are more likely to occur 6. Discuss and problem-solve for options for making the process more efficient and effective
16
Public Policy Associates, Inc.
Root Cause Analysis
From: Rooney, James J., and Lee N. Vanden Heuvel. "Root Cause Analysis for Beginners." Quality Progress, June 2004. https://www.env.nm.gov/aqb/Proposed_Regs/Part_7_Excess_Emissions/NMED_Exhibit_18-Root_Cause_Analysis_for_Beginners.pdf.
17
Public Policy Associates, Inc.
Value of Root Cause Analysis Root cause analysis helps identify what, how, and why something happened Allows for generation of recommendations Prevents recurrence
18
Public Policy Associates, Inc.
Conducting Root Cause Analysis – Fishbone Diagram Fishbone or Ishikawa Diagram
19
Public Policy Associates, Inc.
Conducting Root Cause Analysis – the 5 Whys? Why? Why? Why? Why? Why?
What are the characteristics of the problem? 20
Public Policy Associates, Inc.
Brainstorming Options to address identified problems Avoid criticizing or rewarding ideas No discussion during brainstorming Encourage “out of the box” thinking Do not require the person with the idea to support it later Encourage participation by everyone Discussion and evaluation does not occur until no more options are generated
21
Public Policy Associates, Inc.
Selection Matrix 1. List all of the options generated along the first column. 2. Generate a list of the criteria that a solution must meet 3. List the stakeholder interests/criteria along the top row.
22
Public Policy Associates, Inc.
Selection Matrix 4. Compare every option to each interest/criteria. “Y” for agreement, “N” for no agreement. If the group cannot decide, leave the box blank and come back to it later. 5. Tally the results. 6. Discuss the findings.
23
Public Policy Associates, Inc.
PDCA Model for process improvement
24
Public Policy Associates, Inc.
PDCA Example Fact-finding reveals that after the AJC releases training vouchers to participants, they do not see them again until the next time they need a training voucher Plan: For those that enroll in the new grantfunded program require them to meet with the career coach at least once before issuing training voucher 25
Public Policy Associates, Inc.
PDCA Example Do: Implement this new procedure for one month. Check: Review coach contact sheets to determine if program enrollees are logging more contacts with the coach. Act: If effective in increasing enrollee use of services and supports, apply more widely. If not, begin the cycle again – starting with factfinding to better understand the problem. 26
Public Policy Associates, Inc.
Activity A review of disaggregated data on your MWA performance reveals that women of color are underrepresented in positive outcome categories. What tools would you use to better understand the problem?
27
Public Policy Associates, Inc.
Group Discussion What have been your experiences with continuous improvement? How have improvement models have been applied? How has data been built in? What might tools could help your improvement process? 28
Public Policy Associates, Inc.
Resources Scholtes, Peter R., Brian L. Joiner, and Barbara J. Streibel. The TEAM Handbook. Madison, WI: Oriel, Inc., 1996. American Society for Quality. http://asq.org/index.aspx. SmartDraw. "Flowcharts." https://www.smartdraw.com/flowchart/. Rooney, James J., and Lee N. Vanden Heuvel. "Root Cause Analysis for Beginners." Quality Progress, June 2004. https://www.env.nm.gov/aqb/Proposed_Regs/Part_7_Excess_Emissions/N MED_Exhibit_18-Root_Cause_Analysis_for_Beginners.pdf. Rosenberg, Heidi. "Embracing the use of data for continuous improvement." Harvard Family Research Project, Harvard Graduate School of Education. http://www.hfrp.org/publications-resources/browse-ourpublications/embracing-the-use-of-data-for-continuous-programimprovement.
29
Public Policy Associates, Inc.
Colleen Graber, Vice President and Director of Education & Workforce [email protected] Michael Polzin, Ed.D., Project Manager [email protected]
(517) 485-4477 www.publicpolicy.com
Session Overview Overview of continuous improvement process Role that data plays in continuous improvement Process improvement tools
2
Public Policy Associates, Inc.
What is continuous process improvement? Ongoing improvement of products, services, or processes Answer the questions: Who are we? What are we trying to do? Are we doing the right things? Are we doing them well? How can we improve our efforts and make more progress toward out goals? 3
Public Policy Associates, Inc.
How does it add value to our efforts? Improve the efficiency and effectiveness Drill down on some hard-to-solve issues Squeeze the most out of funds Consistency with business mindset Model for customers Consistency with BSP 5-step process
4
Public Policy Associates, Inc.
Foundation for Successful Efforts Data Use Realistic Interim Goals
Organizational Culture
5
Public Policy Associates, Inc.
Data: A Critical Ingredient WIOA – and MWDA – require data on all participants and involvement with employers How well are we doing at achieving the organizational mission? How well are we doing at serving our customers – employers and job-seekers?
6
Public Policy Associates, Inc.
Activity Identify the main elements of the workforce system’s mission: Why do we exist?
7
Public Policy Associates, Inc.
Example Mission Statements “Assist employers in finding and retaining qualified employees” “Assist employers in the region to select, hire, train, develop, and retain a high-performance workforce” “Assuring that those we refer to employers are prepared to meet the employer’s needs” “Enhance the ability of the job-seekers we serve to meet the needs of employers”
8
Public Policy Associates, Inc.
Potential Data Length of time between when a job is posted and referral made Length of time between when a job is posted and the job is filled Number of referrals that resulted in employment/placement Number of times a job-seeker referred for employment before hired by someone 9
Public Policy Associates, Inc.
Potential Data Distribution of positive outcomes demographically; do they parallel demographic distribution of those that use services? Degree of employer satisfaction with preparation of job-seekers referred Number of employers that have provided description of soft skills required in new hires Number of employers contacted/assisted by month 10
Public Policy Associates, Inc.
Use of Data A snapshot of the current state and if performance (outputs AND outcomes) is meeting goal Benchmark against other programs Identify deficiencies as well as potential opportunities
11
Public Policy Associates, Inc.
Tools for Continuous Improvement Process Mapping Root Cause Analysis 12
Public Policy Associates, Inc.
Process Mapping
Source: SmartDraw 13
Public Policy Associates, Inc.
Value of a Process Map Build understanding as well as point out different understandings Reveal redundancies, inefficiencies, and wasted steps – or steps that are needed Identify places where the greatest number of problems, disconnects, or bottlenecks occur
14
Public Policy Associates, Inc.
Constructing a Process Map 1. Convene all those that are involved in the process 2. List in sequence the major steps in the process (should be no more than 6 or 7) 3. Then list the main sub-steps beneath each major step
15
Public Policy Associates, Inc.
Constructing a Process Map 4. Look for and fill in gaps 5. Be watchful for those sub-steps that may be redundant, unneeded, and/or where errors or delays are more likely to occur 6. Discuss and problem-solve for options for making the process more efficient and effective
16
Public Policy Associates, Inc.
Root Cause Analysis
From: Rooney, James J., and Lee N. Vanden Heuvel. "Root Cause Analysis for Beginners." Quality Progress, June 2004. https://www.env.nm.gov/aqb/Proposed_Regs/Part_7_Excess_Emissions/NMED_Exhibit_18-Root_Cause_Analysis_for_Beginners.pdf.
17
Public Policy Associates, Inc.
Value of Root Cause Analysis Root cause analysis helps identify what, how, and why something happened Allows for generation of recommendations Prevents recurrence
18
Public Policy Associates, Inc.
Conducting Root Cause Analysis – Fishbone Diagram Fishbone or Ishikawa Diagram
19
Public Policy Associates, Inc.
Conducting Root Cause Analysis – the 5 Whys? Why? Why? Why? Why? Why?
What are the characteristics of the problem? 20
Public Policy Associates, Inc.
Brainstorming Options to address identified problems Avoid criticizing or rewarding ideas No discussion during brainstorming Encourage “out of the box” thinking Do not require the person with the idea to support it later Encourage participation by everyone Discussion and evaluation does not occur until no more options are generated
21
Public Policy Associates, Inc.
Selection Matrix 1. List all of the options generated along the first column. 2. Generate a list of the criteria that a solution must meet 3. List the stakeholder interests/criteria along the top row.
22
Public Policy Associates, Inc.
Selection Matrix 4. Compare every option to each interest/criteria. “Y” for agreement, “N” for no agreement. If the group cannot decide, leave the box blank and come back to it later. 5. Tally the results. 6. Discuss the findings.
23
Public Policy Associates, Inc.
PDCA Model for process improvement
24
Public Policy Associates, Inc.
PDCA Example Fact-finding reveals that after the AJC releases training vouchers to participants, they do not see them again until the next time they need a training voucher Plan: For those that enroll in the new grantfunded program require them to meet with the career coach at least once before issuing training voucher 25
Public Policy Associates, Inc.
PDCA Example Do: Implement this new procedure for one month. Check: Review coach contact sheets to determine if program enrollees are logging more contacts with the coach. Act: If effective in increasing enrollee use of services and supports, apply more widely. If not, begin the cycle again – starting with factfinding to better understand the problem. 26
Public Policy Associates, Inc.
Activity A review of disaggregated data on your MWA performance reveals that women of color are underrepresented in positive outcome categories. What tools would you use to better understand the problem?
27
Public Policy Associates, Inc.
Group Discussion What have been your experiences with continuous improvement? How have improvement models have been applied? How has data been built in? What might tools could help your improvement process? 28
Public Policy Associates, Inc.
Resources Scholtes, Peter R., Brian L. Joiner, and Barbara J. Streibel. The TEAM Handbook. Madison, WI: Oriel, Inc., 1996. American Society for Quality. http://asq.org/index.aspx. SmartDraw. "Flowcharts." https://www.smartdraw.com/flowchart/. Rooney, James J., and Lee N. Vanden Heuvel. "Root Cause Analysis for Beginners." Quality Progress, June 2004. https://www.env.nm.gov/aqb/Proposed_Regs/Part_7_Excess_Emissions/N MED_Exhibit_18-Root_Cause_Analysis_for_Beginners.pdf. Rosenberg, Heidi. "Embracing the use of data for continuous improvement." Harvard Family Research Project, Harvard Graduate School of Education. http://www.hfrp.org/publications-resources/browse-ourpublications/embracing-the-use-of-data-for-continuous-programimprovement.
29
Public Policy Associates, Inc.
Colleen Graber, Vice President and Director of Education & Workforce [email protected] Michael Polzin, Ed.D., Project Manager [email protected]
(517) 485-4477 www.publicpolicy.com
