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"5 Essential Strategies for Quality Improvement in Organizations"

Join Bruno Neal for a session on effective quality improvement strategies. Learn five key steps to enhance your performance: Make a commitment to quality, track your mistakes, invest in education, organize quality circles, and adopt the right attitude. Understand the Baldrige Performance Excellence Program and how it integrates performance management to deliver exceptional value to customers and stakeholders. This session will provide actionable insights to elevate both personal and organizational effectiveness, leading to sustainable improvement and success.

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"5 Essential Strategies for Quality Improvement in Organizations"

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  1. ItistimeforStandards By:BrunoNeal SessionCode:106 February3,8:00AMto9:00AM

  2. 5WaystoImproveQuality MakeaCommitment 1. Ifyouwanttoimprovethequalityofyourperformanceorreevaluateacurrentprofessionalor personalgoal,youhavetocommitfromthebeginning. 2. TrackMistakes Ifyouaregoingtocommittoquality,firstyoumustdefineexactlywhatqualityis. Identifystandardsandcreatealogtotrackresults.Youshouldlogmistakesandsuccess. 3. InvestinEducation Identifytheconnectionbetweenyouractionsand,morebroadly,yourworkethic,andthe organization’soverallperformance. Askyourselfwhateducationalsupportdoyouneedtohelpyouwithyourqualityimprovement plan. 4. OrganizeQualityCircles Qualitycirclesaregroupsofemployeeswhoareencouragedtoassessprocessesandrecommend improvements,allwiththegoalofpromotingquality,efficiency,andproductivity. 5. HavetheRightAttitude Ratherthanpointingoutinadequacywhereveritmightbefound,takeactionwithyourself improvement.

  3. ADLI TheBaldrigePerformanceExcellenceProgramisanationaleducationprogrambasedonthe BaldrigeCriteriaforPerformanceExcellence. TheCriteriaareasetofquestionsaboutcriticalaspectsofmanagingandperformingasan organization.Thesequestionsworktogetherasaunique,integratedperformancemanagement framework. AccordingtoBaldrigeprinciplesperformanceexcellencereferstoanintegratedapproachto organizationalperformancemanagementthatresultsin: • • • • • • • Deliveryofever-improvingvaluetocustomersandstakeholders,contributingto organizationalsustainability Improvementofoverallorganizationaleffectivenessandcapabilities Organizationalandpersonallearning Approach:During“Approach”theWLPpractitionershouldmakesurehe/sheunderstands theorganizationandaudiencewellandidentifythemethodtobeusedtoimplementthe learningstrategy.Theselectedlearningandeducationalmethods,principles,theories,and modelsshouldberepeatableandbasedonreliabledataandinformation.Thisconsistency willmakeyourprocessreliableandsystematic. Deployment:During“Deployment”startimplementingthelearningstrategyplan establishedduringtheapproachphase.Deploymentisevaluatedonthebasisofthebreadth anddepthofimplementationoftheapproachtorelevantworkunits,teams,anddepartments throughoutyourorganization. Learning:Itiswithinthe“Learning”phasewherethequalityimprovementcycle(QIC) shouldtakeplace.TheQICconsistsoffourmainprocesses:Q.U.E.S.T.,Voice-of-Customer (VOC)survey,QualityReview(QR),andLesson(s)-Learned(LL).Thefourprocessesare customerservicedriven.Thelearningfunctionshouldbelievethatthemixofhighquality servicesandperformanceexcellenceistherightformulatoincreaseclientsatisfactionand achieveorganizationanddepartment/team’sgoal.Theunderstandingisthatattheendof theday,performanceandqualityarejudgedbyanorganization’scustomers. Integration:Duringthe“Integration”phase,evaluationsresultsareanalyzedandrealigned withtheprocesseswhenneeded.Forexample,LLscapturedduringthelifeofaprojectwill generatean“IntegrationPlan”withactionplansaddressingtheissuesidentifiedduringthe process.Effectivealignmentrequiresacommonunderstandingofpurposesandgoals.It alsorequirestheuseofcomplementarymeasuresandinformationforplanning,tracking, analysis,andimprovement.

  4. QualityImprovementCycle(QIC) Thecycleiscomposedofthefollowingprocesses: QualityEvaluationofServiceandTrends(Q.U.E.S.T.) ThisinitialphasewillbeyourQ.U.E.S.T.(QualityEvaluationofServicesandTrends).The Q.U.E.S.T.mightaddressrapidresponse,customization,co-locationwithmajorcustomersor partners,workforcecapabilityandcapacity,specificjointventures,virtualmanufacturing,rapidor market-changinginnovation,ISOqualityorenvironmentalsystemsregistration,societal responsibilityactionsorleadership,socialmediaandWeb-basedsupplierandcustomerrelationship management,andproductandservicequalityenhancements.Responsesshouldfocusonyour specificchallenges,advantages,andopportunities—thosemostimportanttoyourongoingsuccess andtostrengtheningyouroverallperformance. DuringthisphasetheWLPprofessionalshouldidentifywhatbenchmarkdataisrelevanttothe successofaproject,training,orlearningsolution.Itisveryimportanttounderstandthatinthis phaseyouwillnotgather,butidentifythedata,standard,andtheircollection/analysisprocess.The measuresorindicatorsyouselectshouldbestrepresentthefactorsthatleadtoimprovedcustomer, operational,financial,andsocietalperformance.Acomprehensivesetofmeasuresorindicatorstied tocustomerandorganizationalperformancerequirementsprovidesaclearbasisforaligningall processeswithyourorganization’sgoals.Youmayneedmeasuresandindicatorstosupportyouin makingdecisionsinarapidlychangingenvironment.Byanalyzingdatafromyourtracking processes,youcanevaluatethemeasuresorindicatorsthemselvesandchangethemtobettersupport yourgoals. Numericalinformationthatquantifiestheinput,output,andperformancedimensionsofprocesses, products,programs,projects,services,andtheoverallorganization(outcomes).Measuresand indicatorsmightbesimple(derivedfromonemeasurement)orcomposite. Measuresandindicatorsofprojectedperformancemightincludethoseforchangesresultingfrom newventures;organizationalacquisitionsormergers;newvaluecreation;marketentryandshifts; newlegislativemandates,legalrequirements,orindustrystandards;andsignificantanticipated innovationsinproductsandtechnology.Outputsandtheiroutcomesobtainedfromprocesses, products,andcustomersthatpermityoutoevaluateandcompareyourorganization’sresultsto performanceprojections,standards,pastresults,goals,andotherorganizations’results. Theapproachyouuseshouldberelatedtoyourorganization’sneeds.Approachesthatare compatiblewiththeoverarchingsystemsapproachprovidedbytheBaldrigeframeworkmight includeimplementingaLeanEnterpriseSystem,applyingSixSigmamethodology,usingPlan-Do- Check-Act(PDCA)methodology,usingstandardsfromtheInternationalOrganizationfor Standardization(ISO;e.g.,9000or14000),usingdecisionscience,oremployingotherimprovement tools.

  5. Someofthemostcommonsqualityindicatorsofsuccessare:

  6. Youcanuseanyoftheaboveindicatorstoassessthequality,efficiency,andeffectivenessofyourYoucanuseanyoftheaboveindicatorstoassessthequality,efficiency,andeffectivenessofyour L&Ddeliverables.Thesetypesofdatamayhelpinstructionaldesignerstocreatelearningobjectives andbusinessobjectivesrelatedtoaspecifictrainingorlearningsolution.TheywillalsohelpWLP practitionerstodesignanddeveloptheappropriateassessmentstomeasurethesuccessoftheir projects,compareresultswithbenchmarkssuchastheASTDStateofIndustry,andtrendsreported forakeyperformancemeasure.

  7. VoiceofCustomer(VOC) Customer-drivenexcellencehasbothcurrentandfuturecomponents:understandingtoday’s customerdesiresandanticipatingfuturecustomerdesiresandmarketplacepotential.TheVOC surveyisintendedtobeproactiveandcontinuouslyinnovative.Itsmaingoalsarecapturestated, unstated,andanticipatedcustomerrequirements,expectations,anddesires. Theobjectiveistoachievehighcustomersatisfactionandengagement.Dissatisfactionshouldbe independentlydeterminedtoidentifyrootcausesandenableasystematicremedytoavoidfuture dissatisfaction.OnceaprojectiscompletedasurveyissenttothestakeholdersandSMEsinvolved withtheproject. Hereisanexampleofquestionsaskedinthesurvey: 1.Onascaleof1to10,where1isthelowestand10isthehighestrates,howwouldyourate theservicesofferedtoyou? 2.Wouldyourecommendustoyourpeers? 3.Howwelldidwemeetyourexpectations?(Didnotmeet,met,orexceededexpectationsare theanswersofferedforthisquestion) 4.Whatwasdonewellwiththisproject?(Pleasefeelfreetooffersomesuggestionsonwhat youfeltwereespeciallyeffective.) 5.Onascaleofonetoten,withonebeingthelowestandtenbeingthehighest,howdoyou rateyouroverallsatisfactionwithus? 6.Whatwouldyouhavelikedtoseechangedordoneinadifferentway?(Pleasefeelfreeto offersomesuggestionsonwhatchangesyoufeltshouldhavebeencarriedout.) 7.Ourapproachtowardachievingyourprojectobjectiveswere:Excellent,good,fair,poor. Withthosequestionsyouwillbeabletocaptureconsistentconcernsrelatedtoclient’srole expectationsandwaysofconsistentcommunicationwithyourclients.Itisveryimportanttoletthe customerknowthatyoulistentotheirfeedbackandtheircandidanswersmakeadifference. QualityReviews Determiningcustomerdissatisfactionshouldbeseenasmorethanreviewinglowcustomer satisfactionscores.Dissatisfactionshouldbeindependentlydeterminedtoidentifyrootcausesand enableasystematicremedytoavoidfuturedissatisfaction.Inyourjourneytocreatequality standardsyouwillfindthatyourclientelefeedbackisonlyapieceofapie.Aninternalquality reviewshouldbedevelopedanddeployedbyWLPexperts.Themaingoalofthereviewistocreate aminimumrequirementofqualityforyourdeliverablesbeforetheyget“outofthedoors”

  8. Youshouldusereviewfindingstoimproveperformance,quality,andyourclientsatisfaction.Youshouldusereviewfindingstoimproveperformance,quality,andyourclientsatisfaction. ThefollowingchecklistwascreatedtoencourageastructureddiscussionamongtheWLP professionalsaboutthequalityofavarietyoftrainingmaterials,includingmaterialsdevelopedto supportweb-basedandinstructorledtrainings.Adherencetothestandardsdescribedinthis checklistwillensurethatyouofferthebestqualityproductstoyourclients. Thefollowingrecommendationisbasedonavastresearchonindustrystandardsofexcellence.The goalistoachieveover90%of“YES”.IstronglysuggestthatWLPprofessionalsdonotsettlefor standardsandresultsthatwon’tplacethemintothetop10%(Top-decile). Hereisanexampleofsomeofthequestionsaskedtothereviewers: Content Arethefollowingcontent’srequirementsfollowed?AnswerYES,NO,orN/A • Chunkedin“digestible”amounts( ) • StrongISDmethodology( ) • Adherencetoadultlearningprinciples( ) • Solutionpurposestated( ) • Objectivesstated( ) • Diversityisaddressed( ) • Nostereotypes( ) NOTE:Contentaccuracyshouldbereviewedbysubjectmattersexperts. Text Arethefollowingtext’srequirementsfollowed?AnswerYES,NO,orN/A • Predeterminedfontstyleofchoiceisused( ) • Textvisibleonbackground(WBT)–goodcontrast( ) • Sufficientmargins–nocrowding( ) • • Correctspelling,grammar,punctuation( Consistentbutnotexcessiveformatting( ) )

  9. Graphics Arethefollowinggraphic’srequirementsfollowed?AnswerYES,NO,orN/A • Illustrates/complimentscontent( ) • Graphicsandgraphictextarecrisp/clear( ) • Consistentsize( ) • Consistentplacementonscreenorpaper( ) • Varityofgraphics–charts,graphs,photos( ) Navigation(forWebBasedTraining) Arethefollowingnavigation’srequirementsfollowed?AnswerYES,NO,orN/A • • • • Mainmenu( Backbutton( Nextbutton( Exitbutton( ) ) ) ) • Help/ContactUsbutton( ) • Consistentplacementonscreen( ) • Permanentaccessibilityofbasicnavigationbuttons( ) Web-based-trainingInteractivity • Arethefollowinginteractivity’srequirementsfollowed?AnswerYES,NO,orN/A • Atleastone(1)interactionpertopic/subject( ) • Varietyofinteractiontypes:Games,roleplays,casestudies( ) • Questions/Quizzes( ) • GroupCollaboration:Chat/discussionthread/virtualclassroomorfollow-up( ) • Media Exercisesarerelevantandrelatestothecontent( ) • Arethefollowingmedia’srequirementfollowed?AnswerYES,NO,orN/A • Mediaon/offoption( )

  10. • Varietyofmediatype:Video,animation,audio( ) • • Qualitymedia–“clear/crisp”( Audio/videosynchronization( ) ) • Resolution( ) Technical Arethefollowingtechnical’srequirementsfollowed?AnswerYES,NO,orN/A • • Acceptableload(buffering)time( HighSpeed/LowSpeedoptions( ) ) • Notechnicalerrors( ) Support Arethefollowingsupport’srequirementfollowed?AnswerYES,NO,orN/A • Technicalsupport/contactusbutton( ) InstructorLed Training (ILT) ArethefollowingILT’srequirementsfollowed?AnswerYES,NO,orN/A • Wasformativeandsummativeevaluationincluded–providedasapromptforinstructor?() • Doobjectivesmatchtheexpectationoutlinedbystakeholder?( ) • Arethelessonsobeyingaconsistentflowaddressingthelearningobjectives?( ) Lastly,weaskwhatare,inthereviewers’opinion,whataretheprojectweaknessesandstrengths. Lesson(s)-Learned(LL) TheLLprocesswascreatedtocapturewhatwentwrongandrightthroughoutthelifeofaL&D project.Thisprocessispartofthequalityimprovementcycleshouldbealignedtoyour organization’sstrategicplanningefforts.Thespecialroleofstrategicplanningistoalignwork systemsandlearninginitiativeswithyourorganization’sstrategicdirections,therebyensuringthat improvementandlearningprepareyouforandreinforceorganizationalpriorities.Youshouldask yourprojectmanagersorWLPprofessionalswhatlessontheylearnedthatcanbeusedbyother teamsasbestpracticeandwhatneedtobeimproved.ThemainsourcesofLLsaretheVOC feedbacksandproperprojectmanagementdocumentation. OncetheprojectisclosedameetingshouldbescheduledtoreviewtheLLs.Teamleadersshould selectappropriatelessonslearnedtobeshareddepartmentally.Allidentifiedstrengthsshouldbe sharedwiththedepartmentasnewbestpractices.Allidentifiedopportunityforimprovementshould

  11. beaddressedthoughanIntegrationPlan,asmentionedbefore.IntegrationshowsalignmentandbeaddressedthoughanIntegrationPlan,asmentionedbefore.Integrationshowsalignmentand harmonizationamongprocesses,plans,measures,actions,andresultsthatgenerateorganizational effectivenessandefficiencies.TheIntegrationPlanwilldeterminewhatshouldbeimprovedand howshouldbeimproved. EventuallyLLsandtheirrespectiveIntegrationPlansandresultsaresharedwiththedepartmentas well.Itiscommendedtocreateajournalasformalwayofdocumentingthelessonlearned.The journalusedinthisinfolinefollowsthe“ADLI”principlefromBaldrige.Thisfocusfosters understanding,communication,sharing,alignment,andintegrationwhilesupportinginnovative anddiverseapproaches.Accordingtotheprincipleyourshould: • • • • Showthatapproachesaresystematic.Systematicapproachesarerepeatableandusedataand informationtoenablelearning.Inotherwords,approachesaresystematiciftheybuildinthe opportunityforevaluation,improvement,innovation,andknowledgesharing,thereby enablingagaininmaturity. Showdeployment.Inyourresponses,summarizehowyourapproachesareimplementedin differentpartsofyourorganization. Showevidenceoflearning.Giveevidenceofevaluationandimprovementcyclesfor processes,aswellasthepotentialforinnovation.Showthatprocessimprovementsare sharedwithotherappropriateunitsofyourorganizationtoenableorganizationallearning. Showintegration.Integrationisalignmentandharmonizationamongprocesses,plans, measures,actions,andresults.Thisharmonizationgeneratesorganizationaleffectiveness andefficiencies.

  12. CurriculumReview Successfulorganizationalinnovationisamultistepprocessofdevelopmentandknowledgesharing, adecisiontoimplement,implementation,evaluation,andlearning.Althoughinnovationisoften associatedwithtechnologicalinnovation,itisapplicabletoallkeyorganizationalprocessesthatcan benefitfromchangethroughinnovation,whetherbreakthroughimprovementorachangein approachoroutputs.Innovationcouldincludefundamentalchangesinanorganization’sstructure orbusinessmodeltoaccomplishworkmoreeffectively. LearningfunctionsandWLPprofessionalsshouldputinplaceasystematicscheduleforcurriculum reviews.Yourclientsneedsandlearningobjectivesidentifiedyearsagoshouldbereviewed, validated,andifneededredesignedwithinacertainfrequency.Achievingthehighestlevelsof performanceexcellencerequiresawell-executedapproachtothelearningfunctionandworkforce professionaldevelopmentthatincludessharingknowledgeviasystematicprocesses.Thefollowing processisasystematicwaytoreviewandimproveyourcurrentcurriculumsand/orprojects. Frequency: Theprojectandcurriculumreviewdatesshouldbedecidedduringtheearlystagesofyourproject. Theprojectleadincollaborationwiththeproject’sstakeholder(s)willselectthereviewdate.The reviewdateshouldnotsurpasstwelvemonthsfromthefirstdayoftheprojectimplementation, unlessrequiredbytheprojectstakeholder.Acontentmanagementandortheprojectmanagement systemsshouldbeutilizedtokeeptrackofreviewdates.Rememberyoudon’tneedtousecomplex systemsinordertobeeffectiveandsophisticated. Ownership: Theteamassignedtothecurriculumorprojectreviewshouldberesponsibleforthefollowingtasks: • • • ValidationofContent VerificationforOpportunitiesforImprovementandInnovation Finalrecommendation Teamsmaybecomposedofprojectmanager(s),designer(s),developer(s),Instructor(s),Learning ManagementSystemrepresentative(s),visualmediarepresentative(s),SME(s),andstakeholder(s). Assignment: Theteamassignedforthecurriculumorprojectreviewshouldbeselectedyourlearning function/trainingdepartmentleadershipteam.Isomecases,theprojectmanagerassignedtoa projectshouldberesponsibleforteamassignments.

  13. Process: Onceaprojectisselectedforreview,thestepsbelowmustbefollowed: 1.Teamassignmentbydepartmentleadershiporprojectmanager 2.Strategicmeetingwiththeteamassigned(Inthismeetingtheteamwilldecideiftheproject shouldberecreatedfromscratch,whichitwillrequireanewlearningtaskanalysis(LTA),or redesigned,inthiscasepastLTAandanalysiswillbeleveraged) 3.MeetingwithSME/Stakeholder 4.Contentvalidationandstakeholdersignoff 5.Investigationforopportunitiesforimprovementandinnovation(Insomecases,theprojectlead willneedtoselltheimprovementand/orinnovationsolutiontotheprojectstakeholder) 6.Production(Assignmentoftaskstoteammembers,creationoftasksandmilesstones, determinationofgo-livedate,etc…) 7.Go-live 8.Determinethedateofnextreviewanddocumentation Bestpracticesto be observed duringthisprocess: Contentvalidation,stakeholdersignoff,LTA,useofastyleguide(especiallyifyourorganization demandsbrandandtemplatestobefollowed),determinationofstrategicopportunities (improvementandinnovation),andcontentupdate.

  14. FIT-FeedbackfromInternalTrainers Yes No IndicateN/Aforanyitemnotapplicabletothisclass 1.Weretheobjectivesclearlystatedatthebeginningofthetraining? 2.Didyouusetheleader’sguide? 3.Wastheleader’sguideclear? 4.Didtheleader’sguideexplainwhatneededtobedone? 5.Weretheslideseasytofollow? 6.Didyoudeliverthecoursethewayitwasdesigned? 7.Didyoudistributeandcollecttheevaluations? 8.Didyouhavetheassociatescompletedalltheexercises? 9.Weretheassociatesparticipatinginthediscussions? 10.Weretheassociatesconvincedthetopicswereimportant? PleaseelaborateonanyNOanswershere. 11.Whattypos,errors,orgrammarmistakesinthematerialdidyoufind? 12. What,ifany,partofthecourseshouldbedropped? 13. What,ifanything,shouldbeadded? 14. What,ifany,partofthiscourseshouldneverchange? 15. Whatsuggestionsdoyouhaveforimprovement?

  15. BrunoNealisascholarandalearninganddevelopmentauthority.HehaswrittendozensofarticlesBrunoNealisascholarandalearninganddevelopmentauthority.Hehaswrittendozensofarticles andtwoInfoline™onInformalLearningandQualityinLearningandDevelopment.Heisa CertifiedProfessionalofLearningandPerformance(CPLP)andcurrentlyworksasaLearning StrategistforIndianaUniversityHealthLearningSolutions,anauthor,InstructionalSystems Designer,andaTrainingandPerformanceImprovementSpecialist.Hehasbeenappointedtothe 2010,2011,2012,and2013BoardofExaminersfortheMalcolmBaldrigeNationalQuality Award,ajudgeofthe2011,2012,and2013AmericanSocietyofTrainingandDevelopment (ASTD)BESTAward,andchairoftheawardcommitteein2014. Mr.NealwasawardedwiththehighlyesteemedAmericanSocietyofTrainingandDevelopment BESTAwardin2009andpartoftheteamawardedwiththesameachievementin2011.Mr.Neal alsoservesascontributorforT+D(TrainingandDevelopment)Magazine.Hewasrecentlyawarded withtheChampionofLearningAwardCertificationforhiscontributiontolearningandprofessional developmentin2011. Mr.NealhasspokenonASTDInternationalConference&Exposition,localchaptersofASTD acrossthecountry,CancerTreatmentofAmerica.TrainingandDevelopmentconference,the TrainingandEducationchapteroftheNationalAssociationofElectricDistributors(NAED), (MedicalUsersSoftwareExchange)MUSE,and“LearnfromtheBEST”conferences.

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