What is involved in Continuous Quality Improvement
Find out what the related areas are that Continuous Quality Improvement connects with, associates with, correlates with or affects, and which require thought, deliberation, analysis, review and discussion. This unique checklist stands out in a sense that it is not per-se designed to give answers, but to engage the reader and lay out a Continuous Quality Improvement thinking-frame.
How far is your company on its Continuous Quality Improvement journey?
Take this short survey to gauge your organization’s progress toward Continuous Quality Improvement leadership. Learn your strongest and weakest areas, and what you can do now to create a strategy that delivers results.
To address the criteria in this checklist for your organization, extensive selected resources are provided for sources of further research and information.
Start the Checklist
Below you will find a quick checklist designed to help you think about which Continuous Quality Improvement related domains to cover and 100 essential critical questions to check off in that domain.
The following domains are covered:
Continuous Quality Improvement, Continual improvement process, Benchmarking, Business process management, Eco-Management and Audit Scheme, Environmental management system, ISO/IEC 15504, ISO/TC 176, ISO 14000, ISO 9000, Incrementalism, Institute of Quality Assurance, Kaizen, Masaaki Imai, Minimum viable product, Perpetual beta, Program management, Project management, Quality management, Training Within Industry, W. Edwards Deming:
Continuous Quality Improvement Critical Criteria:
Trace Continuous Quality Improvement engagements and differentiate in coordinating Continuous Quality Improvement.
– How can we incorporate support to ensure safe and effective use of Continuous Quality Improvement into the services that we provide?
– What are all of our Continuous Quality Improvement domains and what do they do?
– What is Effective Continuous Quality Improvement?
Continual improvement process Critical Criteria:
Have a session on Continual improvement process adoptions and transcribe Continual improvement process as tomorrows backbone for success.
– What new services of functionality will be implemented next with Continuous Quality Improvement ?
– Are we making progress? and are we making progress as Continuous Quality Improvement leaders?
– Which individuals, teams or departments will be involved in Continuous Quality Improvement?
Benchmarking Critical Criteria:
Think carefully about Benchmarking projects and assess and formulate effective operational and Benchmarking strategies.
– Record-keeping requirements flow from the records needed as inputs, outputs, controls and for transformation of a Continuous Quality Improvement process. ask yourself: are the records needed as inputs to the Continuous Quality Improvement process available?
– Does Continuous Quality Improvement analysis isolate the fundamental causes of problems?
– Can we do Continuous Quality Improvement without complex (expensive) analysis?
Business process management Critical Criteria:
Tête-à-tête about Business process management visions and define what our big hairy audacious Business process management goal is.
– Is maximizing Continuous Quality Improvement protection the same as minimizing Continuous Quality Improvement loss?
– Meeting the challenge: are missed Continuous Quality Improvement opportunities costing us money?
– Think of your Continuous Quality Improvement project. what are the main functions?
Eco-Management and Audit Scheme Critical Criteria:
Experiment with Eco-Management and Audit Scheme tactics and optimize Eco-Management and Audit Scheme leadership as a key to advancement.
– What other organizational variables, such as reward systems or communication systems, affect the performance of this Continuous Quality Improvement process?
– Are accountability and ownership for Continuous Quality Improvement clearly defined?
Environmental management system Critical Criteria:
Define Environmental management system outcomes and attract Environmental management system skills.
– How will we insure seamless interoperability of Continuous Quality Improvement moving forward?
– How do we Improve Continuous Quality Improvement service perception, and satisfaction?
ISO/IEC 15504 Critical Criteria:
Understand ISO/IEC 15504 projects and ask what if.
– Who are the people involved in developing and implementing Continuous Quality Improvement?
– Are assumptions made in Continuous Quality Improvement stated explicitly?
– What are the business goals Continuous Quality Improvement is aiming to achieve?
ISO/TC 176 Critical Criteria:
Jump start ISO/TC 176 risks and define what do we need to start doing with ISO/TC 176.
– What vendors make products that address the Continuous Quality Improvement needs?
– How can skill-level changes improve Continuous Quality Improvement?
ISO 14000 Critical Criteria:
Cut a stake in ISO 14000 visions and forecast involvement of future ISO 14000 projects in development.
– Consider your own Continuous Quality Improvement project. what types of organizational problems do you think might be causing or affecting your problem, based on the work done so far?
– What are your most important goals for the strategic Continuous Quality Improvement objectives?
– Is Continuous Quality Improvement Realistic, or are you setting yourself up for failure?
ISO 9000 Critical Criteria:
Deliberate ISO 9000 tasks and research ways can we become the ISO 9000 company that would put us out of business.
– What process management and improvement tools are we using PDSA/PDCA, ISO 9000, Lean, Balanced Scorecard, Six Sigma, something else?
– What are our needs in relation to Continuous Quality Improvement skills, labor, equipment, and markets?
– Do not ISO 9000 and CMM certifications loose their meaning when applied to the software industry?
– What are the barriers to increased Continuous Quality Improvement production?
– Is the scope of Continuous Quality Improvement defined?
Incrementalism Critical Criteria:
Design Incrementalism failures and look for lots of ideas.
– Think about the people you identified for your Continuous Quality Improvement project and the project responsibilities you would assign to them. what kind of training do you think they would need to perform these responsibilities effectively?
– How important is Continuous Quality Improvement to the user organizations mission?
Institute of Quality Assurance Critical Criteria:
Align Institute of Quality Assurance issues and budget the knowledge transfer for any interested in Institute of Quality Assurance.
– Who is the main stakeholder, with ultimate responsibility for driving Continuous Quality Improvement forward?
– How do we keep improving Continuous Quality Improvement?
Kaizen Critical Criteria:
Explore Kaizen decisions and devote time assessing Kaizen and its risk.
– What are your results for key measures or indicators of the accomplishment of your Continuous Quality Improvement strategy and action plans, including building and strengthening core competencies?
– Is there any existing Continuous Quality Improvement governance structure?
– Which Continuous Quality Improvement goals are the most important?
Masaaki Imai Critical Criteria:
Meet over Masaaki Imai visions and report on the economics of relationships managing Masaaki Imai and constraints.
– Who is responsible for ensuring appropriate resources (time, people and money) are allocated to Continuous Quality Improvement?
– Who will provide the final approval of Continuous Quality Improvement deliverables?
Minimum viable product Critical Criteria:
Test Minimum viable product leadership and gather practices for scaling Minimum viable product.
– Can Management personnel recognize the monetary benefit of Continuous Quality Improvement?
– Do we have past Continuous Quality Improvement Successes?
Perpetual beta Critical Criteria:
Test Perpetual beta visions and improve Perpetual beta service perception.
– What are your key performance measures or indicators and in-process measures for the control and improvement of your Continuous Quality Improvement processes?
– Do those selected for the Continuous Quality Improvement team have a good general understanding of what Continuous Quality Improvement is all about?
– What other jobs or tasks affect the performance of the steps in the Continuous Quality Improvement process?
Program management Critical Criteria:
Discuss Program management goals and know what your objective is.
– Which program would be most affected, and to what degree, if the information were lost, compromised, delayed, or disclosed to unauthorized parties?
– Have people who have had contact with the program sought further information or expressed interest in it or its activities?
– What are the costs and benefits (direct and indirect) of allocating resources to modify the program?
– Would using third parties or shared service centers increase risks to our security and it sourcing?
– Are there any foreseeable problems working in partnership with any of the stakeholders?
– Has a system been set up to review progress of the program at regular intervals?
– How do you protect your manager and yourself when a project is off the tracks?
– What other circumstances might encourage people to sustain the program?
– Is there community support to sustain parts, or all of, the program?
– What kind of organizational support will help sustain the program?
– What is the framework for the Program Management guidelines?
– Do more partnerships need forming or more tasks delegating?
– What are the opportunity costs for conducting the program?
– Has a system been set up to record the programs progress?
– How would a cyber attack affect our reputation and brand?
– Is a committee overseeing implementation of the program?
– Who will be responsible for entering the data?
– What resources will the program require?
– Do the objectives need refocusing?
– Is piloting needed?
Project management Critical Criteria:
Differentiate Project management adoptions and point out improvements in Project management.
– First iteration. The plan for the team is then a list of prioritized features, and who is to perform the tasks of developing the features is decided on during the iteration. What is important in the kick-off meeting to enable feedback and learning?
– Does it replace or negate traditional project management concerns with risk, scheduling, metrics, and execution, or does it shift how we think about these and necessitate new techniques and approaches?
– From an organizational perspective, what are the trade-offs involved in shifting all project management to an agile approach, versus maintaining a mixed portfolio of agile and traditional development?
– Are there contextual conditions, such as the size of the project or nature of the task, that signal a better fit for agile versus traditional project management approaches?
– Are there project management practices that remain constant across traditional, hybrid, and agile approaches (e.g., Risk Management, stakeholder management, team building)?
– Can we say that the traditional project team is not self-organized, no matter how complex the project is, and what level of team we are discussing?
– Which existing processes, tools and templates for executing projects can be applied to the agile project management framework?
– How much effort and investment in time and resources will be required to develop new tools, templates and processes?
– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?
– How can an agile project manager balance team level autonomy and individual level autonomy in agile software teams?
– Are there metrics and standards that can be used for control of agile project progress during execution?
– Will reporting methods be different for agile versus traditional projects?
– How do organizations adapt to a radically new framework such as agile?
– What is meant by an integrative approach to project management?
– How do we create a culture that supports project management?
– What are the Commercial aspects of Project Management?
– What is the Technical aspect of Project Management?
– that is fine as far as it goes, but does this scale?
– What is the meaning of success in this context?
– When does a project begin and end?
Quality management Critical Criteria:
Inquire about Quality management leadership and customize techniques for implementing Quality management controls.
– What role does communication play in the success or failure of a Continuous Quality Improvement project?
– What sources do you use to gather information for a Continuous Quality Improvement study?
– What is the future of Data Quality management?
– Quality management -are clients satisfied?
– Are there Continuous Quality Improvement Models?
Training Within Industry Critical Criteria:
Check Training Within Industry projects and budget the knowledge transfer for any interested in Training Within Industry.
– In the case of a Continuous Quality Improvement project, the criteria for the audit derive from implementation objectives. an audit of a Continuous Quality Improvement project involves assessing whether the recommendations outlined for implementation have been met. in other words, can we track that any Continuous Quality Improvement project is implemented as planned, and is it working?
– Do we cover the five essential competencies-Communication, Collaboration,Innovation, Adaptability, and Leadership that improve an organizations ability to leverage the new Continuous Quality Improvement in a volatile global economy?
– Risk factors: what are the characteristics of Continuous Quality Improvement that make it risky?
W. Edwards Deming Critical Criteria:
Reconstruct W. Edwards Deming decisions and ask what if.
– Will new equipment/products be required to facilitate Continuous Quality Improvement delivery for example is new software needed?
– How is the value delivered by Continuous Quality Improvement being measured?
This quick readiness checklist is a selected resource to help you move forward. Learn more about how to achieve comprehensive insights with the Continuous Quality Improvement Self Assessment:
Author: Gerard Blokdijk
CEO at The Art of Service | http://theartofservice.com
Gerard is the CEO at The Art of Service. He has been providing information technology insights, talks, tools and products to organizations in a wide range of industries for over 25 years. Gerard is a widely recognized and respected information expert. Gerard founded The Art of Service consulting business in 2000. Gerard has authored numerous published books to date.
To address the criteria in this checklist, these selected resources are provided for sources of further research and information:
Continuous Quality Improvement External links:
[PDF]CONTINUOUS QUALITY IMPROVEMENT …
Read this Business Essay and over 88,000 other research documents. Continuous Quality Improvement. Continuous Quality Improvement (CQI) is a …
Benchmarking External links:
Benchmarking (Book, 1998) [WorldCat.org]
Utility Tracking – Energy Benchmarking | WegoWise
Welcome to B3 Benchmarking
Business process management External links:
HEFLO BPM | Business Process Management
Workflow Software, Business Process Management …
Eco-Management and Audit Scheme External links:
EMAS II (Eco-Management and Audit Scheme) by I. …
EMAS certificate (Eco-management and audit scheme)
Eco-Management and Audit Scheme – How is Eco …
Environmental management system External links:
[PDF]Environmental Management System Programs …
[PDF]ISO 14001 Environmental Management System Audit …
ISO/IEC 15504 External links:
http://ISO/IEC 15504 Information technology – Process assessment, also termed Software Process Improvement and Capability Determination (SPICE), is a set of technical standards documents for the computer software development process and related business management functions.
ISO/IEC 15504 – Infogalactic: the planetary knowledge core
ISO/IEC 15504-5:2012(en), Information technology ? …
ISO/TC 176 External links:
ISO/TC 176 – Revolvy
ISO/TC 176/SC 2/N 1254 – PDF Drive
ISO 14000 External links:
ISO 14000 Flashcards | Quizlet
List of Accredited Registrars, ISO 9000, ISO 14000, …
What is ISO 14000 and 14001? – Definition from WhatIs.com
ISO 9000 External links:
ISO 9000 – What Is ISO 9000? A Standards Series | ASQ
What is ISO 9000? – Definition from WhatIs.com
Benefits of ISO 9000 – Perry Johnson Registrars, Inc.
Incrementalism External links:
Incrementalism – Ethics Unwrapped – UT Austin
Incrementalism (Model) Flashcards | Quizlet
Incrementalism | HuffPost
Kaizen External links:
Kaizen Foam – FastCap – Woodworking Tools
When and how to use kaizen events – Reliable Plant
The Kaizen Way to Wellness | Dr. Tomas Hemgren
Masaaki Imai External links:
Masaaki Imai – Quality Gurus
An Interview With Masaaki Imai – Quality Digest
Masaaki Imai Definition of KAIZEN – YouTube
Perpetual beta External links:
Perpetual Beta – Broyhill Asset Management
Life in Perpetual Beta (2010) – IMDb
Perpetual Beta – TV Tropes
Program management External links:
DoN Consolidated Card Program Management Division
Project management External links:
LearnSmart IT & Project Management Online Training …
Quality management External links:
abaqis® | Quality Management System
Quality Management Training Solutions from BSI
Training Within Industry External links:
Training Within Industry (TWI) – Optima
Training Within Industry | Manufacturing Extension …
TWI Training Within Industry – training, tools, pocket cards
W. Edwards Deming External links:
The W. Edwards Deming Institute
W. Edwards Deming Quotes – BrainyQuote
The W. Edwards Deming Institute