The document outlines a 10-step process for continuous quality improvement (CQI): [1] assign responsibilities for quality improvement and set priorities, [2] delineate the scope of key functions, [3] identify important aspects to monitor, [4] identify indicators to measure quality, [5] establish thresholds for evaluation, [6] collect and organize data, [7] initiate evaluations, [8] take action to improve, [9] assess the effectiveness of actions, and [10] communicate results. The goal is to deliver better results today than yesterday by managing and improving quality through this CQI process.

1. By Laura Tafoya

2.  Objective: Deliver 1.) information goes to
results that are better management
today than they were 2.) information is
yesterday reviewed, root causes and
 CQI is the key to best approach determined
managing and 3.) plan of action developed
improving quality for 4.) progress is measured
external and internal periodically
customers

3. Step 1
Assign responsibility
 Leaders establish
responsibilities for
quality improvement and
set priorities.
 Example: Making the
receiving clerk
responsible for ensuring
the quality of food
received in a restaurant.
 Managers set quality
standards based on
assessments.

4. Delineate Scope of Service
Step 2
 Identify key functions
 Key functions are functions that
have the greatest impact on
quality.
 Focus is to understand and
improve the key functions of each
department.
 Example: Key functions of the
receiving department in a
restaurant are checking purchase
orders against merchandise
received, receiving merchandise
in a timely manner, and properly
storing received merchandise.

5. Step 3 Identify Important Aspects of
Products and Services
 Choose subjects for ongoing
monitoring
 Key
functions, procedures, processes, servic
es, products
 Affect a large number of customers
 Reduces risk of customer
dissatisfaction
 May cause hassles for internal/external
customers
 Example: Process of checking invoices
against what is actually received in the
receiving department of a restaurant

6. Step 4
Identify Indicators
 Indicators measure the quality of
products and services
 Relate to products, services, and
experiences
 Compare quality of products and
services against an established
standard
 Example: Requiring the receiving
clerk to achieve 95% accuracy on
ensuring the correct merchandise was
delivered

7. Step 5 Establish Thresholds for
Evaluation
 Thresholds help determine if an
intensive evaluation of a key function
or process is needed
 Each threshold is related to an
indicator
 Acceptable level of performance
 Example: Checking in a delivery in 30
minutes is an acceptable level of
performance

8. Step 6
Collect and Organize Data
 Data collected from
monitoring efforts
 Data used to identify
problems in each
department
 Action items developed
when current state doesn’t
meet ideal
 Action items implemented
to close gap between ideal
and existing state

9. Step 7 Initiate the Evaluation
 Each department applies the thresholds
for evaluation
 Evaluate the processes involved
 Determine opportunities for
improvement
 Tools are used to evaluate the process
 Tools include standards, policies, flow
charts, etc.
 Focus on improving the process

10. Step 8
Take Action to Improve
Products/Services
 Direct actions towards identifying
the root cause of a problem
 Possible Actions:
 Systems Problems– changes in
communication channels, adjust
staffing, equipment changes
 Knowledge Problems– associate
training, make data/reports
accessible, circulate and review
info
 Behavior Problems– coaching,
counseling, change assignment
or duties

11. Step 9
Assess the Effectiveness of Actions
and Maintain the Gain
 Determines if indicators should be
revised
 Determines if actions taken produced
the desired effect
 Determines if the effect of the actions
can be maintained

12. Step 10
Communicate Results to
Relevant Individuals
 Reports include results of
monitoring process
 Reports consist of
conclusions, recommendations, actio
ns, and follow-up
 Make reports available to all
associates involved
 Example: Invoices and inventory
reports should be given to receiving
personnel

13. Richard D. Farrar
Vice President, Owner and Franchise Services
Marriot International, Inc.