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Quality Improvement Process

Quality Improvement Process

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Quality Improvement Process

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  1. Quality Improvement Process Step 7: Implement the Solution

  2. Agenda Session #6

  3. Review from Last Class • Step 5 - Move Forward With Improvement Opportunity • Will you always move forward with an improvement opportunity? • What are the 3 major benefit categories? • Customer Satisfaction • Employee Satisfaction • Financial Impact – increase revenue or decrease expenses? • What are the 3 major cost categories to consider? • Technology • Complexity • Resistance

  4. Review from Last Class • Step 6 - Identify Potential Solutions • Why do we wait until the end to think about solutions? • What is the value of completing a visio diagram for the future state?

  5. Homework Review • Share with the group: • The gaps you are trying to solve • The solution(s) you came up with to solve the gap(s) • Your future state visio diagram

  6. Step 7: Implement the Solution

  7. Implement the Solution 5 Steps to Small Project Success • Sponsorship Support • Scope definition • Planning the Schedule • Project Execution and Reporting • Closing the Project

  8. 1. Sponsorship Support • The number one contributor to project success is executive support. • Typical Sponsor Role: • Own and directly funds the project • Is responsible for the benefits • Approves all key project deliverables • Support the project leader’s work to keep the project on track • Gives advice to the project leader on business strategy, priorities and other business matters • Acts to resolve project issues quickly.

  9. 1. Sponsorship Support • Executive support for a project is documented in the project charter. • Project Charter Components • Business Goals and Value Proposition • Project Scope • Project Schedule • Resource Roles & Responsibilities • Communication Plan

  10. 1. Sponsorship Support • Benefits of the Charter: • Outlines what the executive sponsor intends the project to produce. • Forces executives to think through the need and vision for the project. • Meeting of the minds between the project sponsor and project leader on what the project will deliver. • Sponsor signature provides express agreement with project goals.

  11. 2. Scope Definition • The goal in the implementation planning phase is to tighten the scope and begin to outline specific deliverables required to produce the result. • Sponsors are responsible for and need to make decisions on what is in and out of the scope of the project.

  12. 3. Planning the Schedule • Before starting a project, you need to estimate how long it will take to accomplish the project objective and the types of resources needed. • Most hurdles and roadblocks that occur during the project phase arise due to poor or inadequate project planning.

  13. 3. Planning the Schedule • Identify Deliverables Needed to Produce the Result • Identify the Activities Required to Produce the Deliverables • Sequence the Work • Estimate the Duration • Allocate Resources

  14. 1. Identify Deliverables Needed to Produce the Result • Identify in detail the desired outcome and deliverables of the project. • Start at the end and clearly describe what the result will be when you are done. • What will the product, process, users, environments, tools look like? • The better the definition, the better the delivery.

  15. 2. Identify the Activities Required to Produce the Deliverables • Take each deliverable and breaking it down into the task needed to accomplish it. The smaller you break down the tasks, the easier it is to estimate the time necessary to perform the work. • A good exercise for a project team is to have each individual member write all the tasks they think are needed on individual post it notes. Then review them together to create the overall task list. • The resulting list of tasks is referred to as a work breakdown structure (WBS).

  16. 3. Sequence the Work • The sequencing of work into a WBS allows: • Tasks to be done in the right order, reducing delays. • Tasks with no dependencies can be done in parallel with other project work, shortening the overall timeline. • The longest sequence of tasks (called the “critical path”) will dictate how long the project will take. • For projects without many dependencies, simple tools like Excel and Word can do a decent job of recording a schedule.

  17. Work Breakdown Structure (WBS)

  18. 4. Estimate the Duration • How much time will it take to complete the tasks? • Effort • Duration • Work Schedule • Resource Availability

  19. 5. Allocate Resources • Identify the resources required to complete the activities. • Review and get agreement on the schedule with team members and the sponsor. • Adjust as needed based on feedback. • The more involvement the team has in the schedule the easier it will be to get timely completion of deliverables.

  20. Project Schedule

  21. Planning Activity • You are an employee of Toy World a franchise toy retailer. Toy World makes over 60% of its annual revenue in sales with its BIG Holiday Toy Sale which begins the day after Thanksgiving. • Your manager has asked you to lead the planning and implementation of the Holiday Toy Sale. • Corporate will be providing you with the names of the toys included in the sale and the price of each. Corporate will also provide the advertising for the sale in nationwide newspapers including a coupon insert.

  22. Planning Activity • As the Project Leader you need to plan: • Receipt of the toy inventory. • The location of the sale display in the store. • Setup of the sale display. • Communication to and training of store employees. • Anything else relevant to a smooth and successful event. • In team’s of 3 or 4, brainstorm the deliverables, activities and sequence of the work needed to meet the requested result. Document your WBS on the easel pads provided. 20 Minutes

  23. 4. Project Execution and Reporting • Once it’s time to work the plan communicating the task execution and status is essential. • Use regular team meetings as an opportunity to review the plan and make adjustments. • Status reporting should include: • What has been accomplished since the last report, • How much time and money has been spent, • Variations from the budget or schedule, and • Any project issues that have arisen. • As each deliverable from the scope statement gets completed and approved by your sponsor take the opportunity to celebrate success.

  24. 4. Project Execution and Reporting • Templates Available in QIP team room: • Project Plan (Excel) • Status Report • Accountability Log • Sample WBS • Basic Charter

  25. 5. Closing the Project • Conduct a lessons learned with the project team to identify: • What worked well • What could be improved • Summarize results • Present final results and findings to business sponsor and executive management. • Transition support and turn over control of the process to the business.

  26. Questions • That completes Step 7 – Implement the Solution • Any Questions?

  27. Homework • Finalize your process improvement. Determine exactly what will be part of your project and complete the following: • Scope Document • Project Charter • High-Level Project Plan • Future State Process Flow • Have this complete by _________________ because we need to start thinking about your final presentation.

  28. Final Presentation • We will provide you with a presentation template to be distributed later in March. At a high level you will report the following: • Process Overview • What process did you choose and why • High-level overview of the current state of the process • Gaps Within Your Process • What problem(s) exist within the current state of the process • What measurements do you have that prove the extent of the gap • Proposed Solution • How do you propose LeasePlan solves this problem • How does the future state differ from the current state • Implementation Plan • What needs to happen (or what has already happened) to implement the solution

  29. Feedback? • What feedback do you have on this class? • The materials?

  30. Quality Improvement Process It’s everyone’s business... Presented by : Ann Jordan Natalie Pierce