Prioritizing Improvement Efforts

in Improvement Science, Knowledge, Quality as a Business Strategy (QBS), Systems, Tools & Methods

By David M. Williams, Ph.D. Making changes to a process is essential to improvement. Improvement efforts require chartering projects that will impact strategic processes requiring design or redesign. Organizations routinely struggle with selecting processes needing improvement and that will achieve the organization’s objectives. What follows is a structured process, using qualitative methods, to support selecting […]

Drilling Down into Aggregate Data

in Improvement Science, Measurement, Quality as a Business Strategy (QBS), Tools & Methods, Variation

By David M. Williams, Ph.D. Every organization tracks a family of measures with data from various moments of time. The list of indicators often blend measures created by leadership with a mix of from other sources like accreditation bodies, regulators, and benchmarking vendors. These data are usually at an aggregate level or minimally stratified by […]

How Leaders Decide a Change is Needed

in Improvement Science, Knowledge, Leadership, Quality as a Business Strategy (QBS), Systems

By David M. Williams, Ph.D. Photo by Tetiana SHYSHKINA on Unsplash Have you ever searched your computer hard drive only to be surprised by the number of files and multiple versions of a similar theme? I have hundreds of Microsoft PowerPoint presentations from client engagements, trainings, and conferences I’ve delivered and dozens of Microsoft Word documents of blog […]

QBS: Activity 4 – Planning

in Quality as a Business Strategy (QBS)

by David M. Williams, Ph.D. In a recent blog post (here), I shared how Associates in Process Improvement transformed Dr. Deming’s theory of Organizations Viewed as a Production System into a five-part approach known as Quality as a Business Strategy. In this series, we’ll take a deeper look at each of the five activities including […]