Transformation

Building Quality Structures and Systems

Our Aspiration

Schoolcraft College aspires to become a knowledge-driven organization, grounded by a culture of evidence and innovation; motivated by a desire to produce an effective, relevant, value-added higher education product.

Our Approach

There are two Total Quality Management (TQM) concepts used to ensure the achievement of a quality product or service. In Kaizen, processes are visible, repeatable and measurable. Embedded in Atarimae Hinshitsu is the idea that things will work as expected (Management Gurus, 2008). In other words, continually aligned improvements should yield large results; something that works as it is supposed to. In the 21st century, we might add that the end user of any system or product expects it to be useful AND fast. During the 2008-2009 fiscal year, Schoolcraft will establish quality structures and systems to make sure we not only meet the expectations of our students and stakeholders but that we exceed them.

Step One: Articulate Functional Purpose

Schoolcraft’s Mission Alignment work produced a tool that shows inter-and intra-departmental relationships. The tool also helps people all across the institution see how their work supports providing a transformational learning experience to increase the capacity of individuals and groups to achieve their intellectual, social and economic goals, our Mission. Purpose statements will be used to define what constitutes performance and eventually what performance attributes should be measured (Key Performance Indicators).

Step Two: Breakthrough Initiatives

The Breakthrough Initiatives provide a consistent structure to establish quality targets and hone quality standards. In January 2007, President Jeffress rolled three Breakthrough Initiatives (Action Projects) to the entire community. Each initiative is led by a Cabinet member, is long-term in nature and will be implemented through a series of annual projects.

  • Performance Architecture addresses the need for more deliberate planning, data-driven decision making, analysis of standards, assessment metrics and feedback loops, coordination of improvement strategies and integration of learning to produce process improvement.
  • Core Product Design and Development addresses the need to assess the effectiveness and quality of instruction at all levels to respond to local, regional and national economic needs by infusing broad, transferable skills in all curricular offerings, to adapt quickly to varied instructional intents and mission.
  • Strategic Enrollment Management addresses the need to anticipate shifts in stable markets, tax base and demographics, to manage growth through a mix of recruitment and retention strategies, to enhance effective student decision making and to shape resource generation.

Step Three: Matrixed Planning

Schoolcraft’s Board and President endorsed a new approach for building objectives. This approach emphasizes the interplay of the long view and annual tasks. Each division and department identifies objectives supporting the Breakthrough Initiatives. The objectives are then organized cross-functionally; producing, in effect, an annual project plan for each goal.

Step Four: Establishing Quality Standards and Targets

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