Improvement Research in Education · Search · University of Michigan CoRE Project

How Leaders Can Support Teachers with Data-Driven Decision Making: A Framework for Understanding Capacity Building

Marsh, J. A., & Farrell, C. C. (2015). How Leaders Can Support Teachers with Data-Driven Decision Making: A Framework for Understanding Capacity Building. Educational Management Administration & Leadership, 43(2), 269–289. https://doi.org/10.1177/1741143214537229

Co-Constructors of Data, Co-Constructors of Meaning: Teacher Professional Development in an Age of Accountability

Schnellert, L. M., Butler, D. L., & Higginson, S. K. (2008). Co-Constructors of Data, Co-Constructors of Meaning: Teacher Professional Development in an Age of Accountability. Teaching and Teacher Education, 24(3), 725–750. https://doi.org/10.1016/j.tate.2007.04.001

Involving Teachers in Data-Driven Decision Making: Using Computer Data Systems to Support Teacher Inquiry and Reflection

Wayman, J. C. (2005). Involving Teachers in Data-Driven Decision Making: Using Computer Data Systems to Support Teacher Inquiry and Reflection. Journal of Education for Students Placed at Risk (JESPAR), 10(3), 295–308. https://doi.org/10.1207/s15327671espr1003_5

Raising Test Scores through the Continuous Improvement Model

Weller, L. D., & Weller, S. J. (1998). Raising Test Scores through the Continuous Improvement Model. The Clearing House, 71(3), 159–164. https://doi.org/10.1080/00098659809599351

Total Quality Management In The Public Sector: An International Perspective

This book provides: a clear understanding of the key concepts of Total Quality Management(TQM); a critical understanding of their relevance to the public sector; empirical evidence of TQM applications in government, health and education; and exploration of the public sector TQM possibilitites yet to be realized. It draws throughout on case examples from Britain, Canada, the USA and continental Europe which illustrate the application of TQM to the public sector.

Juran's Quality Handbook: The Complete Guide to Performance Excellence, Seventh Edition

The cornerstone text onquality management and performance excellence – thoroughly revised to reflectthe latest challenges and developments The “body of knowledge” for the science ofquality management and performance excellence for more than half-a-century, Juran’s Quality Handbook has been completely updated to meetthe ever-changing needs of today’s business and quality professionals. Underthe guidance of a team of top experts, this authoritative resource demonstrateshow to apply the right methods for delivering superior results and achievingexcellence in any organization, industry, or country. Juran’s Quality Handbook, Seventh Edition provides you with a complete roadmap forthe discipline -- clearly written to make sure you know where you are in theprocess and what you must do to reach the next level. Within its pages, youwill find A-Z coverage – from key concepts, methods, research, and tools topractical applications on the job. Here’s why this is the best edition yet: • Updated chapters on Lean, Six Sigma and the Shingo Prize • NEW chapters on Risk Management and Building a Quality Management System • NEW material on the history of quality management • All ISO and other regulatory standards have been updated • NEW statistical tables, charts, and data • Examples and case studies throughout demonstrate how others have appliedthe methods and tools discussed in real-world situations

Measure What Matters: How Google, Bono, and the Gates Foundation Rock the World with OKRs

#1 New York Times BestsellerLegendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered.Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked.In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention.In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

Systems Thinking in the Public Sector

John Seddon's book correctly identifies why the present regime of measurements and targets is failing our citizens and customers. More importantly, it gives the reader a proven method by which to bring about real improvement in service performance and cost.

Building a Learning Organization

Continuous improvement programs are proliferating as corporations seek to better themselves and gain an edge. Unfortunately, however, failed programs far outnumber successes, and improvement rates remain low. That’s because most companies have failed to grasp a basic truth. Before people and companies can improve, they first must learn. And to do this, they need to look beyond rhetoric and high philosophy and focus on the fundamentals. Three critical issues must be addressed before a company can truly become a learning organization, writes HBS Professor David Garvin. First is the question of ITAL-meaning: a well-grounded easy-to-apply definition of a learning organization. Second comes ITAL-management: clearer operational guidelines for practice. Finally, better tools for ITAL-measurement can assess an organization’s rate and level of learning. Using these “three Ms” as a framework, Garvin defines learning organizations as skilled at five main activities: systematic problem solving, experimentation with new approaches, learning from past experiences, learning from the best practices of others, and trans£erring knowledge quickly and efficiently throughout the organization. And since you can’t manage something if you can’t measure it, a complete learning audit is a must. That includes measuring cognitive and behavioral changes as well as tangible improvements in results. No learning organization is built overnight. Success comes from carefully cultivated attitudes, commitments, and management processes that accrue slowly and steadily. The first step is to foster an environment conducive to learning. Analog Devices, Chaparral Steel, Xerox, GE, and other companies provide enlightened examples.

Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I

The Toyota Way in Services: The Case of Lean Product Development

Toyota's Production System (TPS) is based on “lean” principles including a focus on the customer, continual improvement and quality through waste reduction, and tightly integrated upstream and downstream processes as part of a lean value chain. Most manufacturing companies have adopted some type of “lean initiative,” and the lean movement recently has gone beyond the shop floor to white-collar offices and is even spreading to service industries. Unfortunately, most of these efforts represent limited, piecemeal approaches—quick fixes to reduce lead time and costs and to increase quality—that almost never create a true learning culture. We outline and illustrate the management principles of TPS that can be applied beyond manufacturing to any technical or service process. It is a true systems approach that effectively integrates people, processes, and technology—one that must be adopted as a continual, comprehensive, and coordinated effort for change and learning across the organization.

Six Sigma: A Goal-Theoretic Perspective

Six Sigma is a phenomenon that is gaining wide acceptance in industry, but lacks a theoretical underpinning and a basis for research other than “best practice” studies. Rigorous academic research of Six Sigma requires the formulation and identification of useful theories related to the phenomenon. Accordingly, this paper develops an understanding of the Six Sigma phenomena from a goal theoretic perspective. After reviewing the goal theory literature, these concepts, when applied to Six Sigma, suggest some propositions for future research. This paper can help serve as a foundation for developing scientific knowledge about Six Sigma.

Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future

To learn more rapidly and increase flexibility in a world of growing complexity and change, firms are experimenting with new modes of organization, new reward systems, and less authoritarian values — for example, reducing hierarchy, increasing local decision-making responsibility and individual incentives, and rewarding innovation. But local decision making and individual autonomy lead to management anarchy unless managers account for the interconnections and long-term side-effects of their local decisions. Laudable goals such as ‘empowering’ and ‘enabling’ individuals often prove counterproductive unless managers can act locally and think globally. Managers must become ‘systems thinkers’ as well as better learners. This paper reports on one approach to these issues: forming collaborative action research partnerships with corporations to 1) develop new tools to accelerate learning, and 2) test those tools in real organizations where managers face pressing issues. We argue that simulation is an important element of successful learning laboratories to develop systems thinking and promote organizational learning. A case study focused on improving quality and total cost performance in the insurance industry is presented to illustrate how these tools can both produce insight and focus change.

How to Root Out Waste and Pursue Perfection

Lantech achieved unimaginable results by applying lean thinking to every aspect of its business.

Continuous Improvement as an Ideal in Health Care

Imagine two assembly lines, monitored by two foremen. Foreman 1 walks the line, watching carefully. "I can see you all," he warns. "I have the means to measure your work, and I will do so. I will find those among you who are unprepared or unwilling to do your jobs, and when I do there will be consequences. There are many workers available for these jobs, and you can be replaced." Foreman 2 walks a different line, and he too watches. "I am here to help you if I can," he says. "We are in this together for the long . . .

Lean Health Care: What Can Hospitals Learn from a World-Class Automaker?

Kim, C. S., Spahlinger, D. A., Kin, J. M., & Billi, J. E. (2006). Lean Health Care: What Can Hospitals Learn from a World-Class Automaker? Journal of Hospital Medicine, 1(3), 191–199. https://doi.org/10.1002/jhm.68

Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector

Radnor, Z., & Walley, P. (2008). Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector. Public Money & Management, 28(1), 13–20. https://doi.org/10.1111/j.1467-9302.2008.00613.x

Adapting Total Quality Management (TQM) to Government

Swiss, J. E. (1992). Adapting Total Quality Management (TQM) to Government. Public Administration Review, 52(4), 356–362.

ISO 9000: Outside the Iron Cage

Boiral, O. (2003). ISO 9000: Outside the Iron Cage. Organization Science, 14(6), 720–737. https://doi.org/10.1287/orsc.14.6.720.24873

Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M

Canato, A., Ravasi, D., & Phillips, N. (2013). Coerced Practice Implementation in Cases of Low Cultural Fit: Cultural Change and Practice Adaptation During the Implementation of Six Sigma at 3M. Academy of Management Journal, 56(6), 1724–1753. https://doi.org/10.5465/amj.2011.0093

Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development

Nair, A. (2006). Meta-Analysis of the Relationship Between Quality Management Practices and Firm Performance—Implications for Quality Management Theory Development. Journal of Operations Management, 24(6), 948–975. https://doi.org/10.1016/j.jom.2005.11.005

Total Quality Management as Competitive Advantage: A Review and Empirical Study

Powell, T. C. (1995). Total Quality Management as Competitive Advantage: A Review and Empirical Study. Strategic Management Journal, 16(1), 15–37. https://doi.org/10.1002/smj.4250160105

Quality Management Re-Visited: A Reflective Review and Agenda for Future Research

Sousa, R., & Voss, C. A. (2002). Quality Management Re-Visited: A Reflective Review and Agenda for Future Research. Journal of Operations Management, 20(1), 91–109. https://doi.org/10.1016/S0272-6963(01)00088-2

The Evolving Theory of Quality Management: The Role of Six Sigma

Zu, X., Fredendall, L. D., & Douglas, T. J. (2008). The Evolving Theory of Quality Management: The Role of Six Sigma. Journal of Operations Management, 26(5), 630–650. https://doi.org/10.1016/j.jom.2008.02.001

Assessing the Evidence of Six Sigma and Lean in the Health Care Industry

DelliFraine, J. L., Langabeer, J. R. I., & Nembhard, I. M. (2010). Assessing the Evidence of Six Sigma and Lean in the Health Care Industry. Quality Management in Healthcare, 19(3), 211. https://doi.org/10.1097/QMH.0b013e3181eb140e

Continuous Improvement in the Public Sector

Fryer, K. J. (2009). Continuous Improvement in the Public Sector [Ph.D., Glasgow Caledonian University (United Kingdom)]. https://www.proquest.com/docview/1314578184?parentSessionId=KA%2BQo2ShQfHo2AENHPeTVRloeMYmez6aObegokfF9qE%3D

The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature

Kaplan, H. C., Brady, P. W., Dritz, M. C., Hooper, D. K., Linam, W. M., Froehle, C. M., & Margolis, P. (2010). The Influence of Context on Quality Improvement Success in Health Care: A Systematic Review of the Literature. The Milbank Quarterly, 88(4), 500–559. https://doi.org/10.1111/j.1468-0009.2010.00611.x

Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare

Nicolay, C. R., Purkayastha, S., Greenhalgh, A., Benn, J., Chaturvedi, S., Phillips, N., & Darzi, A. (2012). Systematic Review of the Application of Quality Improvement Methodologies from the Manufacturing Industry to Surgical Healthcare. British Journal of Surgery, 99(3), 324–335. https://doi.org/10.1002/bjs.7803

Lean in Healthcare: The Unfilled Promise?

Radnor, Z. J., Holweg, M., & Waring, J. (2012). Lean in Healthcare: The Unfilled Promise? Social Science & Medicine, 74(3), 364–371. https://doi.org/10.1016/j.socscimed.2011.02.011

Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation.

Shortell, S. M., O’Brien, J. L., Carman, J. M., Foster, R. W., Hughes, E. F., Boerstler, H., & O’Connor, E. J. (1995). Assessing the Impact of Continuous Quality Improvement/Total Quality Management: Concept Versus Implementation. Health Services Research, 30(2), 377–401.

Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare

Taylor, M. J., McNicholas, C., Nicolay, C., Darzi, A., Bell, D., & Reed, J. E. (2014). Systematic Review of the Application of the Plan–Do–Study–Act Method to Improve Quality in Healthcare. BMJ Quality & Safety, 23(4), 290–298. https://doi.org/10.1136/bmjqs-2013-001862

Designed for Learning: A Tale of Two Auto Plants

Adler, P. S., & Cole, R. E. (1993). Designed for Learning: A Tale of Two Auto Plants. MIT Sloan Management Review, 34(3), 85–94.

Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System

Adler, P. S., Goldoftas, B., & Levine, D. I. (1999). Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System. Organization Science, 10(1), 43–68. https://doi.org/10.1287/orsc.10.1.43

Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings

Fryer, K. J., Antony, J., & Douglas, A. (2007). Critical Success Factors of Continuous Improvement in the Public Sector: A Literature Review and Some Key Findings. The TQM Magazine, 19(5), 497–517. https://doi.org/10.1108/09544780710817900

Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation

Beer, M. (2003). Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation. Decision Sciences, 34(4), 623–642. https://doi.org/10.1111/j.1540-5414.2003.02640.x

Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries

Benner, M. J., & Tushman, M. (2002). Process Management and Technological Innovation: A Longitudinal Study of the Photography and Paint Industries. Administrative Science Quarterly, 47(4), 676–707. https://doi.org/10.2307/3094913

The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects

Easton, G. S., & Rosenzweig, E. D. (2012). The Role of Experience in Six Sigma Project Success: An Empirical Analysis of Improvement Projects. Journal of Operations Management, 30(7–8), 481–493. https://doi.org/10.1016/j.jom.2012.08.002

Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector

Moore, M. H. (2005). Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector. Public Money & Management, 25(1), 43–50. https://doi.org/10.1111/j.1467-9302.2005.00449.x

Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams

Nembhard, I. M., & Edmondson, A. C. (2006). Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams. Journal of Organizational Behavior, 27(7), 941–966. https://doi.org/10.1002/job.413

A Critique of TQM: Problems of Implementation in the Public Sector

Radin, B. A., & Coffee, J. N. (1993). A Critique of TQM: Problems of Implementation in the Public Sector. Public Administration Quarterly, 17(1), 42–54.

Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done

Reger, R. K., Gustafson, L. T., Demarie, S. M., & Mullane, J. V. (1994). Reframing the Organization: Why Implementing Total Quality Is Easier Said Than Done. Academy of Management Review, 19(3), 565–584. https://doi.org/10.5465/amr.1994.9412271815

Management Fashion

Abrahamson, E. (1996). Management Fashion. Academy of Management Review, 21(1), 254–285. https://doi.org/10.5465/amr.1996.9602161572

Management Fashion: Lifecycles, Triggers, and Collective Learning Processes

Abrahamson, E., & Fairchild, G. (1999). Management Fashion: Lifecycles, Triggers, and Collective Learning Processes. Administrative Science Quarterly, 44(4), 708–740. https://doi.org/10.2307/2667053

Market Pressures and Institutional Forces: The Early Years of the Quality Movement

Cole, R. E. (2000). Market Pressures and Institutional Forces: The Early Years of the Quality Movement. In R. E. Cole & W. R. Scott (Eds.), The Quality Movement and Organization Theory (pp. 67–88). SAGE. https://us.sagepub.com/en-us/nam/the-quality-movement-and-organization-theory/book9893

Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates

Guler, I., Guillén, M. F., & Macpherson, J. M. (2002). Global Competition, Institutions, and the Diffusion of Organizational Practices: The International Spread of ISO 9000 Quality Certificates. Administrative Science Quarterly, 47(2), 207–232. https://doi.org/10.2307/3094804

Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption

Westphal, J. D., Gulati, R., & Shortell, S. M. (1997). Customization or Conformity? An Institutional and Network Perspective on the Content and Consequences of TQM Adoption. Administrative Science Quarterly, 42(2), 366–394. https://doi.org/10.2307/2393924

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