QI Culture

Executives and senior leaders fully embrace quality and ensure the sustainability of the culture by maintaining necessary resources. Leadership turnover has minimal negative impact on the organizational culture. Performance management and QI are fully embedded into the way business is done at the individual, team, and organization levels. The use of formal and informal QI tools and methods to solve problems and create improvements is second nature to employees. Performance data drives all decision making across the organization. The organization is regarded as quality-driven and innovative. Employees are granted autonomy to fulfill their QI responsibilities. Staff understand how they contribute to the organizations overall mission, vision, and strategic plan.

Characteristics

  • All employees have the appropriate knowledge, skills, and abilities (KSAs) to fulfill their quality related role in the agency.
  • Employees are granted an appropriate level of autonomy to fulfill their quality related roles in the agency.
  • New employee orientation includes agency values and goals around quality. All new employees are trained in QI within a predefined period.
  • QI is incorporated into job descriptions and the performance appraisal process.
  • Attitudes and propensity for quality are considered in hiring decisions.
  • Employees are viewed and treated as the agency’s greatest asset.

Characteristics

  • The agency uses and contributes to the evidence base in the field. The agency is widely regarded as innovative and quality driven.
  • Informal groups are commonly formed for idea generation, innovation, and improvement. Formal teams are readily formed to implement improvements.
  • All functioning teams in the agency are structured with clear goals and targets, and consistently meet commitments.
  • An environment of peer learning and sharing is highly encouraged and prevalent with multiple venues for sharing.

Characteristics

  • Executive leaders and middle managers fully embrace quality and hold staff accountable to engaging in QI.
  • Executive leaders ensure sustainability of the quality culture by proactively maintaining resources.
  • Leaders quickly identify and address resistance or barriers to sustaining the quality culture.
  • Leadership turnover has minimal negative impact on the quality culture. Knowledge of quality principles and attitudes toward QI are considered when hiring new leadership.

Characteristics

  • Customer needs and values are central in decision making and daily operations.
  • Externally, the agency is viewed as being customer focused, and continuously meets and exceeds customer expectations.
  • Internal and external customers are proactively engaged in decision making and improvement processes.

Characteristics

  • QI plan goals and objectives are consistently met and challenge the agency to continuously strive for improvement.
  • A strong governance structure for quality initiatives exists ensuring the agency is accountable to quality related goals.
  • Performance data drives all decision making and improvement activities in the agency.
  • An efficient and cost effective automated system for centralized data analysis and reporting is in place.

Characteristics

  • The use of formal and informal QI tools and methods to solve problems and create improvements is second nature to employees.
  • Large, agency-wide QI initiatives consistently yield significant improvements.
  • QI initiatives are occurring at all levels of the agency, on a formal and informal basis.
  • Agencies processes are standardized, efficient, and ultimately yield high quality products and services to the community.