ASQ-QECW End-of-Session Feedback Survey

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

11-13 Nov 2016 2016 Quality Education Conference & Workshop 2

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).


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)


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.


ISO 9001 Auditing Practices Group:Guidance on “Processes”

The “SIPOC” Model


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


• 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.


• 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)



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



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).


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


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


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.


• 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.

ASQ-QECW End-of-Session Feedback Survey

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