Quality Planning J.J. Def: Define customers and how to meet their needs.
Book Def: Setting quality objectives and specifying operational processes and
related resources needed to fulfill the objectives.
Quality Control J.J. Def: Keep processes working well.
Book Def: Operational techniques and activities used to fulfill quality requirements.
Quality Improvement J.J. Def: Learn, optimize, refine, and adapt.
What initiates people to focus on improvement factors? Gaps
Priorities
Gaps in Performance This often launches improvement projects because the data that is analyzed reveals
a gap between expected and actual performance.
Performance Priorities All problems are looked at and the one that causes the most problems is the one
that is labeled the top priority.
Systematic Conducted using step-by-step procedures.
Benefits of Methodical Improvement Processes Performance problems are permanently solved.
(Systematic) Work-Life Quality improves.
Communication among employers and managers improves.
Four Steps of A Performance Improvement Project Define improvement goal
Analyze current practices
Design and implement improvements
Measure Success
Improvement Goal Continuous Improvement
Questions to address during a project How does the process work now?
What can be improved?
How can we improve it?
How do we measure and track performance?
How does the process work now? Current state of affairs?
How do the current players function?
Root cause analysis helps determine this.
What can be improved? What should be changed, if anything?
How do we improve it? What do we need to have involved?
Plan-Do-Check-Act The Deming performance improvement.
, Plan-Do-Study-Act The Shewhart Performance Improvement Model.
Plan State the objectives of the improvement project.
Determine needed improvements.
Design process changes to achieve the improvement objectives.
Develop a plan to carry out the changes.
Identify data that need to be collected to determine whether changes produced
desired results.
Do Implement the changes on a small scale.
Document problems and unexpected events.
Gather data to assess the changes' impact on the process.
Study Analyze data to determine whether the changes were effective
Compare results with expectations.
Summarize lessons learned during and after implementation of the changes.
Act If changes were not successful, repeat the PDSA cycle.
If changes were successful, or partially successful, implement them on a wider
scale or modify them.
Predict results.
Rapid Cycle Improvement An improvement model that supports repeated incremental improvements in
practice to optimize performance.
Small process changes to achieve a set goal.
Less comprehensive process analysis than in PDCA.
FOCUS-PDCA Shewart's PDCA model expanded by adding preliminary steps known as FOCUS.
Focus: F Find a process that needs improvement.
FOCUS: O Organize a team of people knowledgeable about the process.
FOCUS: C Clarify the current process and the changes needed to achieve the improvement.
FOCUS: U Understand the causes of variation by measuring performance at various steps in
the process.
FOCUS: S Select actions needed to improve the process.
PDCA: P Plan hte change by studying the process.
PDCA: D Do the change on a small scale.
Book Def: Setting quality objectives and specifying operational processes and
related resources needed to fulfill the objectives.
Quality Control J.J. Def: Keep processes working well.
Book Def: Operational techniques and activities used to fulfill quality requirements.
Quality Improvement J.J. Def: Learn, optimize, refine, and adapt.
What initiates people to focus on improvement factors? Gaps
Priorities
Gaps in Performance This often launches improvement projects because the data that is analyzed reveals
a gap between expected and actual performance.
Performance Priorities All problems are looked at and the one that causes the most problems is the one
that is labeled the top priority.
Systematic Conducted using step-by-step procedures.
Benefits of Methodical Improvement Processes Performance problems are permanently solved.
(Systematic) Work-Life Quality improves.
Communication among employers and managers improves.
Four Steps of A Performance Improvement Project Define improvement goal
Analyze current practices
Design and implement improvements
Measure Success
Improvement Goal Continuous Improvement
Questions to address during a project How does the process work now?
What can be improved?
How can we improve it?
How do we measure and track performance?
How does the process work now? Current state of affairs?
How do the current players function?
Root cause analysis helps determine this.
What can be improved? What should be changed, if anything?
How do we improve it? What do we need to have involved?
Plan-Do-Check-Act The Deming performance improvement.
, Plan-Do-Study-Act The Shewhart Performance Improvement Model.
Plan State the objectives of the improvement project.
Determine needed improvements.
Design process changes to achieve the improvement objectives.
Develop a plan to carry out the changes.
Identify data that need to be collected to determine whether changes produced
desired results.
Do Implement the changes on a small scale.
Document problems and unexpected events.
Gather data to assess the changes' impact on the process.
Study Analyze data to determine whether the changes were effective
Compare results with expectations.
Summarize lessons learned during and after implementation of the changes.
Act If changes were not successful, repeat the PDSA cycle.
If changes were successful, or partially successful, implement them on a wider
scale or modify them.
Predict results.
Rapid Cycle Improvement An improvement model that supports repeated incremental improvements in
practice to optimize performance.
Small process changes to achieve a set goal.
Less comprehensive process analysis than in PDCA.
FOCUS-PDCA Shewart's PDCA model expanded by adding preliminary steps known as FOCUS.
Focus: F Find a process that needs improvement.
FOCUS: O Organize a team of people knowledgeable about the process.
FOCUS: C Clarify the current process and the changes needed to achieve the improvement.
FOCUS: U Understand the causes of variation by measuring performance at various steps in
the process.
FOCUS: S Select actions needed to improve the process.
PDCA: P Plan hte change by studying the process.
PDCA: D Do the change on a small scale.
