Quality Education Conference & Workshop November 11-13, 2016 – Houston, Texas
Infusing Education with Quality Management Systems
Jeff BostowLead Process Analyst; CenturyLink
Session: FRI-04 (K-12/HE/WFD, QMS)
Infusing Education with Quality Management Systems
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Overview of the human education experience Understanding the origin of the Plan-Do-Check-Act (P-
D-C-A) model of continuous develop and continuous learning and the “Process Approach”
Infusing the P-D-C-A educational concept into a robust “Quality Management System” to deliver consistently-expected and predictable results
• Group Break-Out Activity No. 1– Review the Process Documentation and formulate a “visual picture”– Document the Process Documentation (Flowcharting)– Group/Individual Readout
• Value Stream Mapping to Expose N-V-A Time/Space– Understanding and visually-demonstrating activities that are sequential
and time-bound– Exposing, exploiting and eradicating Non-Value-Added Time/Space
• Group Break-Out Activity No. 2– Document the Process Documentation (Value Stream Mapping)– Group/Individual Readout
Basic Overview of the Human Education Experience
• We absorb our environment instantly at birth.• Our fundamental awareness and learning processes begin
with those who influence us daily.• The ability to learn and the quest for knowledge accelerates
as we seek to understand who we are and how we thrive.• Learning then becomes a life-long journey (with informal and
formal education, personal life experiences, the benefits and consequences of one’s choices, and a seamless blending of all these mitigating factors).
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Definition of the “Process Approach”– Defining a normative view of a “Process” (Reference: ISO 9001
Auditing Practices Group Guidance and ISO/TC 176 SC 2/N1290)– Demonstrating a “P-D-C-A application” of the “Process Approach”– Using a “condensed SIPOC” to visualize “Value-Added,” vs.
“Non-Value- Added” (N-V-A) Time and Space Expose, Exploit, and Eradicate N-V-A Time and
Space – Utilizing the Value-Stream Map to understand the differences
between Value-Added and Non-Value-Added activities– Defining “In-Process” and “End-of-Process” Control
Measurements– Completing the Quality Management System
Normative means relating to an ideal standard or model, or being based on what is considered to be the normal or most correct way of doing a particular step or task. Normative has specialized meanings in different academic disciplines (e.g., Philosophy, Social Sciences, and Law)
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ISO subcommittee responsible for ISO 9001 Reference: ISO/TC 176 SC 2/N1290
What is a “process?”
What is the “Process Approach?”Process:
A set of interrelated or interacting activities that use inputs to deliver an intended result.
The “Process Approach” and P-D-C-A
The “Process Approach” integrates processes into a complete system to achieve strategic and operational
objectives.
PDC
APlan Set objectives and build processes necessary to deliver results.
Do Implement what was planned.
Check Monitor and measure processes and results against the objectives.
Act Take actions to improve results.
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ISO 9001 Auditing Practices Group:Guidance on “Processes”
The “SIPOC” Model
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Identify and Select the Priority Work Process
Document the Work Process
Identify Customer & External Provider Requirements
Develop Indicators & Build the Quality Management
System (QMS)
Implement the Quality Management System (QMS)
N
Identify & Remove Special Cause Variation
Is The
ProcessStable?
A
Is The
ProcessCapable?
Is The
ProcessFlexible?
N
Y
Y
Investigate Common Cause Variation &
Change the Process
Y
B
Redesign the Process
N
Standardize & Replicate
The “Process Approach” and P-D-C-A
Plan
A
B
Do
Check
PDC
A
ActAnd =
=
ImprovingProcessStability
ImprovingProcess
Capability
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• A flowchart is a graphic representation of a process. It shows how process activities are sequenced to produce an output or outcome.
• Reasons to create a flowchart for processes are to: Describe how activities are being done. Identify where modifications to an existing process might best be made. Investigate where problems might occur. Identify how, when, or where we should measure an existing process to
achieve customer satisfaction. Aid in the design of a new process.
The Infusion of Education with the Quality Management (Documenting the Process via a Flowchart)
The Infusion of Education with the Quality Management Systems Conferee Break-Out Activity 1 (P-A-L)
Purpose
Agenda
Length• 10 minutes Activity Instructional prep/set-up.• 30 minutes QMS Sequential Step Creation• 30 minutes + Conferee Team/Group Read-outs• 1 hrs., 10 minutes Total
• To begin the Infusion of Education with Quality Management Systems Deployment’ (We will begin the documenting of a quality management
system utilizing the ISO 9000: 2015 “Process Approach”).
• Review the process documentation to formulate a visual perspective of the “process steps.”
• Document all process steps needed to create a logical and sequential flow of time bound actions/operations. Creation of “In-Process” and “Process Outcome” Measurements.
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• A Value Stream Map is also a graphic representation of a process via a flow chart that exposes Non-Value-Added (NVA) time and effort.
• Reasons to create a Value Stream Map are to: Describe how activities are completed sequentially and time-bound. Identify where quality management system deficiencies prevail and where
problems (e.g., Non-Value-Added time and space) occur. Identify where to place control measures (upstream “process”) and (output)
key business measures to understand process stability and process capability.
To demonstrate the P-D-C-A concept of continuous learning/education and process improvement.
The Infusion of Education with the Quality Management (Documenting the Process via a Value Stream Map)
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The Infusion of Education with the Quality Management (Documenting the Process via a Value Stream Map)
The symbols used in most Value Stream Maps include:
An oval shows the start and end of the process.
A rectangle contains a statement beginning with a verb; it represents an activity. The activity number in the lower right corner is optional.#
Represents the time associated with that particular step of the process. It can be represented as average time (A) or the range from low to high (B).
(5 min.)or
(3-7 min.)
The symbols used in most Value Stream Maps also include (Con’t):
An arrow indicates the main direction of flow from one activity to the next in the sequence. Only one main path is allowed from an activity.
The flow arrow with text indentifies the actual output (or input) associated with the process steps.
OUTPUT
A diamond signifies a decision. Usually, two paths emerge from a decision-signifying "Yes" (which takes teams through the process more quickly), and "No" (which diverts the process away from the customer).
?
P1 A circle with the letter P or KBI represents the location of a Process (P) or Key Business Indicator (KBI).
KBI
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The Infusion of Education with the Quality Management (Documenting the Process via a Value Stream Map)
1. Start with a blank template and create a “value stream matrix.”2. Across the top, from left to right, create a logical appearance of work
group interaction beginning with the process “Customer.”3. The first and last (Start/End) process symbols begin and finish in this column.4. Activity boxes represent actions performed by the job functions and/or
departments. 5. All boxes should generally start with a verb and are often associated with a
noun (e.g., “Complete the Order Form, Receive the Document, Review Plans,” etc.).
6. Decision diamonds are “Yes” and “No” answers that typically challenge the completeness/accuracy of the previously-completed task/operation. NOTE: “Yes” always points down and represents the most rapid flow through the process. “No” flows out of the side and represents undesired workflow that extends the process (usually, away from the customer) and is “N-V-A”.
The Infusion of Education with the Quality Management Systems Conferee Break-Out Activity 2 (P-A-L)
Purpose
Agenda
Length• 20 minutes Activity Instructional prep/set-up.• 30 minutes QMS Sequential Step Creation• 30 minutes + Conferee Team/Group Read-outs
• 1 hr., 20 minutes Total
• To begin the “Infusion of Education with Quality Management Systems Deployment” (We will begin the documenting of these systems utilizing the
ISO 9000: 2015 “Process Approach”).
• Identify all process steps needed to create a logical and sequential flow of time bound actions/operations.
• Insertion of decision points that pinpoint Non-Value-Added Time/Space (MUDA).
• Creation of “In-Process” and “Process Outcome” Measurements (Indicators).
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This is the Primary/Core Process Name This is the “Interested Party” (The Customer) All Products/Services
Delivered On-Time and Accurately per SLA Req’ts.
StartRequest Product or
Service Delivery
Customer(Interested Party)
Receive and Enter Customer Request
Order Entry
Arethese data
usable?
Y
N
N
YFix and proceed to
next value-add step.
Customer’s Request Data
Customer Request Data
Finalize the Order Requirements
Perform Quality Control Inspection
Completed Customer’s Product/Service Order
Are these errors
Fixable?
Error-laden Customer Request Data
Repaired Request
Data Errors
Order Processing Order Inspection
Inspected Product/Service
Prep for Shipping
and/or Service Delivery
Ship/Deliver toCustomer
Shipped/Delivered Customer’s Product/Service Order
Take Receipt of theProduct Shipment
and/or Service Delivery & Remit Final Payment
Order Shipping
End
KBI-1:% of Products/Services not Delivered On-Time. KBI-2: % of Products/Services Not Delivered Accurately per SLAs.
Order Inspection
Perform Quality Control Inspection
Inspected Product/Service
Order Shipping / Delivery
CustomerRequest
DataEntry
1
Processing
ProductCompliance
Review
Product/Service
Ship/Delvery
CustomerReceipt &
Remittance
ProductCompliance
ReviewProduct/Service
Ship/Delvery
P1
P1
Number ofMinutes
fromCustomer Request
To Order Finalization
X-Bar, R Chart
P2
Number ofMinutes
FromOrder
Finalization toOrder Ship
X-Bar, R Chart
P2
KB I-2
KB I-1
Percentage (%) of Products/Services
NOT Delivered On-TimeQuality Indicator
Chart
KBI1
KBI2
Percentage (%) of Products/Services
NOT Delivered AccuratelyPer SLAs
Quality IndicatorChart
2
3
4
6
7
5
Date:
Sub-
Gro
upSi
ze
12345
Sum
MeanRange
AVERAGE
RANGE
k 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Variables Control Chart(X,R)
Process Name: Core Priority Process Process Step(s): Customer- Request-to-Order Completion Process Indicator: Elapsed Time from Request to Ord. Complete
Customer: External Formula: Shewhart Constants for sub-group < 5
Unit of Measurement: Whole Minutes Frequency of Measurement: Daily
8/124
24.4
25282123
122
7
8/229
24.4
26212026
122
8
8/32126252125
118
23.6
5
8/42625252724
127
25.4
3
8/52421292625
125
25.0
8
8/62323262726
125
25.0
4
8/7 8/8 8/9 8/10 8/11 8/12 8/13 8/14 8/15 8/16 8/172627242428
129
25.8
4
2122222424113
22.6
3
2026242325118
23.6
6
2122282425
120
24.0
7
2726242324
124
24.8
4
2826262425
129
25.8
4
2625262425
126
25.2
2
2125232325117
23.4
4
2026242324117
23.4
6
2627232323122
24.4
4
2825262824131
26.2
4
2126252524
121
24.2
5
8/18 8/19 8/20 8/21 8/22 8/23 8/24 8/25 8/26 8/27 8/28 8/29 8/30 8/312326262724
126
25.2
4
2624262522
123
24.6
4
2926252428
132
26.4
5
2126232322115
23.0
5
2625272526129
25.8
2
2324242522118
23.6
3
2322252427121
24.2
5
2621252523120
24.0
5
2321252526
2327272524126
25.2
4
2326282825130
26.0
5
2526262824129
25.8
4
120
24.0
5
272624
24124
24.8
4
23
LCL = 21.95
X = 24.66
21
22
23
24
25
26
28UCL = 27.37
29
27
20
3
7
9
6
8
54
LCL = 0 (N/A)
R = 4.7
UCL = 9.94
Number of Minutes fromCustomer Request
To Order FinalizationP1
Date: 08-31-16By: J. BostowSource: CTL22 minutes =
Specification Limit (SL)
Time in Minutes
0
10
20
30
40
19.5 20.5 21.5 22.5 23.5 24.5 25.5 26.5 27.5
3
12
7
21
2729
32
11
Num
ber o
f Min
utes
from
Cus
tom
er R
eque
stTo
Ord
er F
inal
izat
ion
50
Histogram (Frequency Distribution of Variables Data)
28.5
10
3
29.5
P1
n = 155x = 24.63s = 2.03
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KBI-1: % of Products/Services Not Delivered On-Time.
% > Interested
Party Agreed-Upon
Service Level Agreements
(Valid Requirement)
0
10
20
30
40
50
Days
5 10 15 20 25 30
Date: 8/31/16By: J. Bostow
Source: CTL
GOOD
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Summary• The “Process Approach” is a mandatory requirement embedded in the ISO 9000:2015 Standard.
• Utilizing Deming’s P-D-C-A Cycle ensures continuous development and continuous improvement.
• The Condensed S-I-P-O-C Value Stream Mapping aids in visualizing Non-Value-Added time/space when properly constructed.
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• All Processes should ask and ANSWER, “Are we stable, capable and flexible?”
• The correct tool for demonstrating compliance to the “stability” question with variables data is the X-bar, R
Chart.• The correct tool for demonstrating compliance to the
“capability” question with variables data is the Histogram.
• If your core process is “flexible,” STANDARDIZE and REPLICATE. Then…cycle back to P-D-C-A for
continuous development and continuous improvement.