Welcome to ASU Team Training

1. Welcome to ASU Team Training

2. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement

3. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative

4. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills

5. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills • demonstrate effective small group communication skills

6. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills • demonstrate effective small group communication skills • outline the steps of ASU's CI model

7. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills • demonstrate effective small group communication skills • outline the steps of ASU's CI model • identify appropriate tools for each step of the model

8. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills • demonstrate effective small group communication skills • outline the steps of ASU's CI model • identify appropriate tools for each step of the model • apply CI tools to a case study

9. Session Objectives As a result of this session, participants will be able to: • describe the history & philosophy of continuous improvement • describe the ASU continuous improvement initiative • identify team composition & skills • demonstrate effective small group communication skills • outline the steps of ASU's CI model • identify appropriate tools for each step of the model • apply CI tools to a case study • improve training and materials through feedback

10. Team Code of Cooperation (sample) • all decisions by consensus • maintain confidentiality on sensitive issues • listen to others • be prepared for meetings • have fun • contribute actively • encourage creativity • improve how group works as team • be on time • support CI process • keep records of work

11. began in 1950's Japan • Leading proponents • W. Edwards Deming • Joseph M. Juran • Masaaki Imai • Kaoru Ishikawa • Armand Feigenbaum • 1980s - U.S. focus on quality began • 1987 - Department of Commerce created Malcolm Baldrige Quality Award • Manufacturing • Service • Small Business • Education (in pilot stage) History and Philosophy

12. Total Quality Management "A structured system for creating organization-wide participation in the planning and implementation of a continuous improvement process that exceeds the needs of the customer/client." -- Goal/QPC

13. continuous incremental improvement dedication to customer satisfaction integrated with strategic planning organizational philosophy & set of values focus on processes & systems teamwork decisions based on fact commitment to employee development management commitment and involvement at all levels recognition Key Elements

14. management philosophy/operating methodology • breakthrough thinking • structured, disciplined approach; identifying & solving problems; institutionalizing improvements gained • conveyed by actions of management • long term • supported by statistical tools • permanent solution/way of life • a new program • same old way • fire fighting • conveyed by slogans • short term • driven by statistical tools • a quick fix CI is..... CI is not......

15. fewer problems, errors, delays or waiting less time spent fixing problems, handling complaints, rework more satisfied and positive attitude higher morale and enthusiasm higher retention of current customers lower turnover of current employees improved relationships improved processes and efficiency increased quality of the university experience Improved Service Quality Benefits Customers Employees Service Quality Cycle

16. Quality Control (during operations) Quality Planning 40 sporadic spike Cost of Poor Quality original zone of quality control 20 new zone of quality control Operations begin chronic waste Quality Improvement 0 Time 0

17. ? 16,000 oops! 20,000 99.9% in the U.S.A. means . . per hour 2 unsafe each day at O'Hare 50 dropped at birth each day 500 per week $ Pay to the order of John Doe per year 1 hr. per month 22,000 deducted from wrong account each hour

18. efforts to prevent service problems; includes training cost of quality planning, forms to minimize error rates, etc. evaluation of service; cost of designing/ using measuring instruments, doing audits, time spent evaluating/inspecting costs associated with errors, omissions, excessive delays incurred in process of delivering the service; rework, redesign, scrap, repair, added handling costs associated with problems after delivery of service; returns, recalls, and handling complaints. Prevention Cost of Quality Appraisal Internal problems External problems

19. FINISHED FILES ARE THE RESULT OF YEARS OF SCIENTIFIC STUDY COMBINED WITH THE EXPERIENCE OF MANY YEARS

20. plan, do, check, act standardize, just do it! Quick Success Major Overhaul Start Over Continuous Improvement Continuum

21. Continuous Improvement Initiative at ASU • People Involvement

22. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students

23. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students • Better University Environment for Faculty and Staff

24. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students • Better University Environment for Faculty and Staff • Best Ideas and Suggestions

25. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students • Better University Environment for Faculty and Staff • Best Ideas and Suggestions • Governor's Project Slim

26. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students • Better University Environment for Faculty and Staff • Best Ideas and Suggestions • Governor's Project Slim • Period of No Resource Growth

27. Continuous Improvement Initiative at ASU • People Involvement • Better Educational Experience for Students • Better University Environment for Faculty and Staff • Best Ideas and Suggestions • Governor's Project Slim • Period of No Resource Growth • Desire for Change

28. Campus Improvement Committees ASU's CI Organization Structure Teams • members • leader • facilitator • sponsor Technical Advisory Group CI Staff ASU Council for Continuous Improvement Initiatives

29. defined roles, clear expectations CI Teams fix the process, not the people analyzed problems, planned solutions major owners, regardless of rank improving process/addressing needs of customers is only reason for team

30. Perpetual Work Teams: Natural work teams, organized around processes, that continually solve problems and improve processes. • Process Improvement Teams: Teams that are comprised of members that stretch across process boundaries that work to improve the whole process. Team Definitions

31. Project Teams: Teams with a specific and finite mission to develop something new or accomplish a large and complex task. • Virtual Teams: Teams that come together as an issue or problem arises, such as a new opportunity team. Team Definitions (cont'd)

32. ci team leader team facilitator • helps use tools • outside work unit • helps communicationskills • works closely withteam leader • owners of process • regardless of job title • members selected, not volunteers • can be selectedby team • can be supervisorresponsible forthe process • communicates with sponsor sponsor • authority to make changes • ensures resource availability

33. Stages of Team Development Forming uneven participation politeness false starts distraction seeking clarification

34. Forming Stages of Team Development Storming uneven participation politeness false starts distraction seeking clarification polarization power struggles confusion groundrule violations tension

35. Storming Forming Stages of Team Development uneven participation politeness false starts distraction seeking clarification polarization power struggles confusion groundrule violations tension Norming harmony full participation good communication cohesion trust

36. Storming Forming Norming Stages of Team Development uneven participation politeness false starts distraction seeking clarification polarization power struggles confusion groundrule violations tension Performing excitement pride friendliness problem resolution constructive harmony full participation good communication cohesion trust

37. Team Communication Skills • use "I" statements

38. Team Communication Skills • use "I" statements • avoid jargon

39. Team Communication Skills • use "I" statements • avoid jargon • make it a 2-way process

40. Team Communication Skills • use "I" statements • avoid jargon • make it a 2-way process • encourage active listening

41. Team Communication Skills • use "I" statements • avoid jargon • make it a 2-way process • encourage active listening • have a clear idea of what you wish to accomplish in communicating

42. Team Communication Skills • use "I" statements • avoid jargon • make it a 2-way process • encourage active listening • have a clear idea of what you wish to accomplish in communicating • recognize we all filter information through our own history, experiences and beliefs

43. Team Communication Skills • use "I" statements • avoid jargon • make it a 2-way process • encourage active listening • have a clear idea of what you wish to accomplish in communicating • recognize we all filter information through our own history, experiences and beliefs • distraction free environment

44. Decision Making Continuum unilateral unanimity consensus

46. Welcome to ASU Team Training

47. Team Code of Cooperation (sample) • all decisions by consensus • maintain confidentiality on sensitive issues • listen to others • be prepared for meetings • have fun • contribute actively • encourage creativity • improve how group works as team • be on time • support CI process • keep records of work

48. Team Process 2 CI 1 define process, identify customers 7 issue statement, evaluate results performance measure and monitor 6 3 collect/analyze implement solutions data on causes 4 5 identify solutions plan solutions

49. Team Process 2 7 issue statement, evaluate results performance measure and monitor 6 3 collect/analyze implement solutions data on causes 4 5 identify solutions plan solutions CI 1 define process, identify customers