Some Thoughts On Creating a Culture of QI

Transcription

1 Some Thoughts On Creating a Culture of QI NNPHI Open Forum Apr Continual Impact LLC 1

2 What Is Organizational Culture? Products of human work Behaviors PEOPLE/STAFF Beliefs Organization aligned around a common goal and with a common set of values LEADERS Organizational Model Strategic Operations Executive Functions Institutions and Systems 2016 Continual Impact LLC 2

3 Often Judged By Observations of a QI/Lean Culture: Employee involvement Hoshin Planning Team problem solving Standardized work Visibility of information Participation in idea generation 2016 Continual Impact LLC 3

4 However Organizational Model, Leaders and People CREATES Hoshin Planning, Visibility of Information, Standardized Work, etc CREATES DOES NOT CREATE 2016 Continual Impact LLC 4

5 Key Themes of the QI/Lean Organizational Model (Leader-Driven) See success by enabling others All stakeholders A helper s perspective Compete Through Excellence Focused on the value added and excellence of services and offerings as judged by customers Are Collaborative Adopting a teamed approach to working together Continual Improvement and Learning Measurement and sharing of information to guide problem solving Problems are gold 2016 Continual Impact LLC 5

6 Key Themes in People: Finding the Right Fit Aligned organizational and personal goals and values Self starting and sustaining Energized from within and the sense of importance of what they are doing; Intrinsically motivated Teams with others Their success depends on the team s success Values competence AND results Seeks to master the skills needed to succeed Challenges the current state of the art Readiness to take on new challenges and problems 2016 Continual Impact LLC 6

7 Key Themes in People: Build Core Skills in Everyone Working with others Goal Setting Measurement Information and knowledge based problem solving and decision making Value detection Waste detection Learning from performance Teaching and coaching others Action planning 2016 Continual Impact LLC 7

8 Key Themes in People: Enable Their Involvement Information Organization s Mission State of organization and work unit performance; measures Current years improvement plan; opportunity to influence Customer values Communications infrastructure Work process knowledge Standardized work Learning resources to master/use improvement methods Opportunities to improve Expectation and ability to control and improve the work for which they are responsible Improvement opportunities; Kaizen events 2016 Continual Impact LLC 8

9 Phase 1 No Knowledge of QI Phase 2 Phase 3 Phase 4 Phase 5 Phase 6 QI Culture Results beyond historical norms More services or provide services more effectively Staying relevant / indispensable with the changing future 2016 Continual Impact LLC 9

10 It s About Creating the Elements Powered by People Special type of Leadership Superbly Focused on their purpose Use Learning to create results Implement well, installing the new way and continually improving Improvement Methods used to empower the individual and effectively solve problems 2016 Continual Impact LLC 10

11 Making the Cultural Transformation Is Not Easy and Takes Time, However Done Well Creates Extraordinary results for all stakeholders People, Customers, Shareholders, Communities, Suppliers Outperform others Substance over Appearance Long-term sustainability Can be seen over time In the Value Set or DNA of the organization Sustains across changes in Leadership Has Aligned Systems, Measures, Rewards and Decisions Continuously renews Adapts to a changing world consistent with its Values Transcends the paraphernalia 2016 Continual Impact LLC 11

12 SOME LEARNINGS AND CHALLENGES TOWARD A CULTURE OF QUALITY 2016 Continual Impact LLC 12