Cape Area Management Program (CAMP)

01 Apr 10 – WDM 204 – Session Three

Cape AreaManagement Program

(CAMP)Sponsored by the Cape & Islands

Workforce Investment Board

01 Apr 10 – WDM 204 – Session Three

Today’s Topics

Learning Objectives

Where Do We Begin?

S.W.O.T. Analysis Discussion

S.W.O.T. Analysis Breakout Session

Impact/Maturity Analysis Discussion

Impact/Maturity Analysis Breakout Session

Questions and Comments

01 Apr 10 – WDM 204 – Session Three 4

Learning Objectives

In this class, students will learn the how to develop a structure and process for continuous quality improvement (C.Q.I.).

The class will understand the challenges essential to effective C.Q.I., and learn the potential solutions. Practical tool(s) will be provided.

They will demonstrate their learning by in class discussion of workplace experiences, and group discussion of case studies.

Additional reading reference(s) will be provided.

WDM 204: Continuous Improvement

Defining Quality for Your Organization - Part One

Your Organization’s Mission Benefits of Quality Improvement Processes to Your Organization


Where Do We Begin?

“Begin at the beginning,", the King said, very gravely, "and go on till you come to the end: then stop.”

Lewis Carroll, Alice’s Adventures in Wonderland

5815 Apr 2009

So What Kind of C.Q.I. System Is Required?

Mission Statement,Goals & Objectives,

Key Metrics

Current State: What is our Mission? Where is our business starting this year? What metrics are important to us?

Future State: What is our Mission? What Goals have we set for the year? How will we measure that success?

Gap Analysis: What will it take to achieve the Future State? What may be preventing us from doing so?




Key Metrics





Quality Improvement System Tools

We need tools – a common language – to tell us:– where we stand versus our competition? (S.W.O.T.)

– what do we need to work on (Impact/Maturity Matrix)?

– how are we doing things now? (Process Mapping)

– what we need to do our job? (S.I.P.O.C)

– why isn’t it working? (Root Cause Analysis)

– how can we best do our jobs? (Standard Work)

– what do our stakeholders think? (Stakeholder Feedback)


S.W.O.T. Analysis

Useful for understanding your overall business “current state”– Strengths: what do you do which is

superior to your competition?– Weaknesses: what do you do which

is inferior to your competition?– Opportunities: what don’t you do

that would increase your “market share?”

– Threats: what do others do which may take away from your “market share?”


Strengths

Discuss the current state of the organization– “What do we all agree are our strengths?”

We have a diverse experience, suitable for all ages

We have both indoor and outdoor activities

The cost to visitors is lower than most locations of this size

We are centrally located on the Cape

We have a highly trained volunteer staff

Brainstorm, but reach consensus on what is listed, and when list is complete


Weaknesses

Discuss the current state of the organization– “What do we all agree are our weaknesses?”

We have limited off street parking

We have dated facilities needing repair

We don’t cover our costs with admission’s fees

We have limited multi-media exhibits

We don’t have enough volunteers to cover peak hours

Brainstorm, but reach consensus on what is listed, and when list is complete


Opportunities

Discuss the future state of the organization– “What do we all agree are our Opportunities for the

future?” We can charge admission and still be less expensive

We can convert the conference room into a theater

We can partner with W.H.O.I. to get their videos

We can create a gravel overflow parking lot

We can get volunteers to help fix up and paint

This list may address Strengths and Weaknesses


Threats

Discuss the future state of the organization– “What do we all agree are the threats to our existence?”

We have to ensure the safety of our guests

We have to ensure the safety of our staff

We need a long term agreement with the town

Any investment must be paid back before Labor Day

Nickerson State Park is developing a similar program to ours

This list may address Strengths and Weaknesses

Breakout Session

Form Teams of Three to Five People


Break Out Exercise – S.W.O.T. Analysis

Select one organization from the team to analyze Create a list of that organization’s:

– Strengths– Weaknesses– Opportunities– Threats

Team members who don’t know the organization are valuable!

Be prepared to report out


S.W.O.T. Follow Up

Maintain your Strengths

Eliminate or mitigate your Weaknesses

Take advantage of Opportunities

Counter your Threats


Where Do We Start Improving?

“One day Alice came to a fork in the road and saw a Cheshire cat in a tree. Which road do I take? she asked. Where do you want to go? was his response. I don't know, Alice answered. Then, said the cat, it doesn't matter.”

Lewis Carroll, Alice’s Adventures in Wonderland

5815 Apr 2009



Key Metrics





How Would You Decide Where to Start?

Improve at the global level, or at the process level?

What do we mean by “process?”

Then, which process?– the one which had the most costly

mistake?

– the one with the greatest risk in failure?

– the one with the most annoying issues?


Quality Improvement System Tools

We need tools – a common language – to tell us:– where we stand versus our competition? (S.W.O.T.)

– what do we need to work on (Impact/Maturity Matrix)?

– how are we doing things now? (Process Mapping)

– what we need to do our job? (S.I.P.O.C)

– why isn’t it working? (Root Cause Analysis)

– how can we best do our jobs? (Standard Work)

– what do our stakeholders think? (Stakeholder Feedback)


Impact Maturity Matrix

Useful for targeting your improvement efforts:– which processes are most important (impact)?

– which processes need the most work (maturity)?

Less Process Maturity

Mo

re P

roce

ss I

mp

act

B

A

C

D

E Most Important, Least Mature

Process


First, List Your Processes

Create a team that knows your organization

Use process descriptions the team agrees on

Create a list of 6 -10 maximum– Building Maintenance

– Program Development

– Marketing

– Intake

– Discharge

– Billing


Consider the Processes On These Scales

Rating Impact (on organization’s needs)Maturity* (of process itself)

1 Low, little or no importance to goalsWell controlled, error

free, repeatable process

2 Some importance to goalsSome process controls,

few errors

3 Moderate importance to goalsSome process clarity and

repeatability

4 Significant importance to goalsProcess known to most, but not always followed

5 Critical importance to goalsAd hoc, “make it up as we go along” process

* note reversed scale for Maturity


Next, Rate The Process Impact

Impact = importance to this year’s success

0 = no impact; 5 = extremely important

Rate each process for “impact”

Process NameImpact Rating (0 – low, 5 – extreme)

Building Maintenance 4

Program Development 5

Marketing 1Intake 3

Discharge 5

Billing 3

1

2

3

4

5

6


Then, Rate The Process Maturity

Maturity = dependability, stability, repeatability

0 = very stable; 5 = high variation, ad hoc, soft*

* note reverse scale!

Process NameMaturity Rating (0 – solid, 5 – ad hoc)

Building Maintenance 1

Program Development 4

Marketing 3Intake 2

Discharge 5

Billing 3

1

2

3

4

5

6


Finally, Plot the Results

Less Process Maturity (1-5)

Mo

re P

roce

ss I

mp

act

(1-5

)

1

2

3

4

5

Improve These Processes First!

Why?

Breakout Session

Form Teams of Three to Five People


Break Out Exercise – Impact Maturity

Form into teams of five or so

Select one organization from the team to analyze

Create a list of that organization’s processes (six)

Rate the “impact” of those processes

Rate the “maturity” of those processes (reverse scale!)

Plot the outcome on the sheet on the next page

Be prepared to report out


Plot the Breakout Results

Less Process Maturity (1-5)

Mo

re P

roce

ss I

mp

act

(1-5

)


Impact Maturity Follow-Up

Create a process team and process improvement Charter for process to be improved

Determine the gap between the current state and the future state– speed gaps?

– quality gaps?

Use a “S.I.P.O.C.”, “Process Mapping,” and/or “Root Cause” analysis to determine the opportunities

Create new Standard Work for the improved process

Class Discussion

Your Workplace’s C.Q.I. System


Personal Practicum ChecklistProject Charters

What do I need to know to try this at work?

When before the next class will I try?

What is my greatest concern in doing so?


Discussion of Personal Practicum Checklists

Any questions on the how?

Let’s hear a couple of examples of the when?

Let’s hear a couple of examples of concern?

Let’s practice working through those concerns…

Questions or Comments Before We End?

Documents

Cape Area Management Program (CAMP)