Developing a Continuous Improvement Process

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Developing a Continuous Improvement Process

• Mapping your Route with Definable and Logical
  Directions A Journey, Not a Destination

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The Fire Service

• Who are we?
• How did we get here?
• Where are we going?

3
Private Industry vs. Public Sector

• Motivating Strategies

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What Motivates Change in Your Department

• Community Needs
• Peer Challenges
• Self-Evaluation of Needs
• Competition

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Total Quality Management Principles

• A philosophy and a set of guiding principles that
  represent the foundation of a continuously
  improving organization.
• The application of methods to improve all the
  processes within an organization and exceed
  customer needs.

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Six Basic Concepts of TQM

• 1) A committed and involved management team
• 2) An unwavering focus on the customer
• 3) Involvement of the entire work force
• 4) Continuous improvement of business
• 5) Treating suppliers as partners
• 6) Establishing performance measures

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Major TQM Principles

• Leadership
• Customer Satisfaction
• Employee Involvement
• Performance Measures, Benchmarking
• Continuous Improvement Process

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Continuously Improving The Fire Department

• Standard Operating Procedures
• Training
• Response
• Review

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Leadership

• Industry
• Expectations and Guidance
• Fire Department
• Expectations are Standard Operating Procedures
  and Policy
• Guidance is Training Workers to Successfully
  Complete Task(s)

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Written Procedures (SOPs)
Measurable Training
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Customer Satisfaction

• Industry - Performance, Features, Service,
  Warranty, Price Reputation
• Fire Department - Performance to Standards,
  Reputation

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Defining Your Customer

• Internal
• Inside the Organization - Fire Department and
  Others
• External
• Citizens and Visitors to Your Community
• Other Emergency Service Departments

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What Are The Customers Expectations of You

• Show Up With a Big Red Truck
• Do What Firefighters Do

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Written Procedures (SOPs)
Measurable Training
Response, Alarm and Other
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Performance Measures

• Establish baselines
• Determine which processes need to be improved
• Indicate process gains and losses
• Compare goals with actual performance
• Information for individual and team evaluation
• Provide information to make informed decisions
  Determine the overall performance of the
  organization

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Benchmarking

• Measuring performance against that of
  best-in-class organizations, determining how the
  best in class achieve those performance levels,
  and using the information as the basis for goals,
  strategies, and implementation.

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Benchmarking

• Industry
• Sales, Customer Survey
• Fire Department
• After Action Reviews, Customer Survey
  Internal/External

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Written Procedures (SOPs)
Measurable Training
After Action Review
Response, Alarm and Other
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Ongoing Continuous Improvement

• Industry
• Product is Customer and Market Driven
• Fire Department
• Product is driven by After Action Review and
  SOP Update

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Written Procedures (SOPs)
Measurable Training
After Action Review
Response, Alarm and Other
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Prevention vs Detection

• Reactive Processes
• Proactive Processes

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Continuous Improvement Process

• Strive to achieve perfection by continuously
  improving the business and production process
• Combination of people, material, equipment,
  method, measurement,and the environment to
  produce an outcome such as a product, service or
  an input to another process Must have value
  added activities and repeatability Must be
  effective, efficient, under control and adaptable
  

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Employee Involvement Successes

• Motivation Recognition and Reward
• Empowerment Invest people with authority
  Purpose is to tap creativity and potential
  contribution that lies within every worker at
  every level

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Questions

• W. Ray Smith, IV
• Division Chief
• Monroe Fire Department
• [phone]

Thank You