Utilizing the Baldrige Criteria for Performance Excellence to Guide Strategic Planning

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Nov 6, 2013 (3 years and 7 months ago)

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Utilizing the
Baldrige

Criteria for
Performance Excellence to Guide
Strategic Planning

Robert Schoch

Director of Business Administration

North Penn School District

My

Beliefs


High performing organizations require


Strong strategic planning
-
district, school, support service departments


Strong technology planning


Quality management system (ISO 9000 and/or
Baldrige
)


Beliefs applied to current situation


Budget balancing options developed, selected, and implemented
remaining true to core values from strategic plan


Extensive use of quality management principles and practices


Systematic benchmarking to prove cost effectiveness


Process management


Lean Six Sigma analysis
-
advanced process cost analysis


Systematic program budgeting and evaluation, per cycle


The current economic situation and likelihood of low Act 1 Index for
several years will test capabilities and working relationships

History of Quality Management


Deming


Juran


Statistical Process Control


Total Quality Management


Baldrige

National Quality Program


Lean Six Sigma

Principles and Practices of High
Performing Organizations


Principles


Continuous improvement mindset


Reduce variability of results


Manage the pace of change


Share knowledge about what works best


Practices


Systematic benchmarking to


identify and model best practices


Process management tools


Performance measurement and


performance management


Baldrige

National Quality Program

Education Criteria for Performance Excellence


Leadership


Senior Leadership


Governance and Societal Responsibilities


Strategic Planning


Strategy Development


Strategy Deployment


Customer Focus


Customer Engagement


Voice of the Customer

Baldrige

National Quality Program

Education Criteria for Performance Excellence


Measurement, Analysis and Knowledge Management


Measurement, Analysis, and Improvement of
Organizational Performance


Management of Information, Knowledge, and Information
Technology


Workforce Focus


Workforce Engagement


Workforce Environment


Process Management


Work Systems


Work Processes



Baldrige

National Quality Program

Education Criteria for Performance Excellence


Results


Student Learning Outcomes


Customer
-
Focused Outcomes


Budgetary, Financial, and Market Outcomes


Workforce
-
Focused Outcomes


Process Effectiveness Outcomes


Leadership Outcomes

Interrelated Core Values and Concepts

Baldrige

National Quality Program


Visionary leadership


Learning
-
centered education


Organizational and personal learning


Valuing workforce members and partners


Agility


Focus on the future


Managing for innovation


Management by fact


Societal responsibility


Focus on results and creating value


Systems perspective

North Penn School District’s Journey to
Performance Excellence


Decision to use Effective Schools model for instructional
improvement


Decision to use
Baldrige

Quality System for support services
improvement


Began attending annual National Quality Education Conference
-
about 600 attendees who are working on
Baldrige

model for
education (K12, Community College, higher education)


Hired training consultants expert in quality management


Established Quality Improvement Team


Applied for state
Baldrige

program, Keystone Alliance for
Performance Excellence (KAPE), in March 2010


Site visit by team of examiners in May 2010


Feedback report in fall of 2010


Award in November 2010

10

History of
Baldrige

Program

The Malcolm
Baldrige

National Quality

Improvement Act of 1987 created an award

program to:


Identify/recognize role model organizations


Establish criteria for evaluating improvement efforts


Disseminate/share best practices


1988 Business (Manufacturing, Service, Small
Business)


1998 Healthcare and Education


2006 Non Profit and Government


11

Baldrige

Award Recipients

National Award Recipients



Montgomery County Public Schools


Iredell
-
Statesville Schools


Richland College


K.W.
Monfort

College of Business


Community Consolidated District 15


University of Wisconsin
-
Stout


Pearl River School District


Jenks School District


Chugach School District


Pennsylvania KAPE Award Recipients



North Penn School District

12

What are the Criteria?


A set of expectations or requirements


A structured approach to performance improvement


A framework for a systems view of performance
management


De facto definition of performance excellence


Basis for continuous improvement


The Criteria are
non prescriptive


13

Continuous Improvement

The
Baldrige

Criteria are based on cycles of

continuous improvement. These improvement

cycles should be imbedded in all work processes.

Act

Plan


Study

Do

14

The Criteria Asks Four Basic Questions


Approach


what methods and processes is an
organization using to carry out its work?



Deployment


to what extent (breadth and depth)
are the organization’s approaches deployed to
relevant work processes?

15

The Criteria Asks Four Basic Questions


cont’d


Results


what are the outcomes achieved by the
organization?



Learning


is the organization improving its
methods, processes, and results through cycles of
evaluation and improvement (continuous
improvements)

16

2011
-
2012 Education Criteria for Performance
Excellence Consist of Seven Categories


Category 1


Leadership


Category 2


Strategic Planning


Category 3


Customer Focus


Category 4


Measurement, Analysis and



Knowledge Management


Category 5


Workforce Focus


Category 6


Operations Focus


Category 7


Results


17

Category 1 Leadership

Category 1 asks how does leadership….



Establish, communicate, demonstrate visions and
values?


e.g. processes used to communicate the values




of the organization


senior leaders involved


in improvement efforts



How do senior leader communicate key decision,
encourage two way communication throughout the
organization?


18

Category 1


cont’d


Ensure legal and ethical behavior?


e.g. ethics policy
-

deployment



Create a sustainable organization?


e.g. culture of performance improvement,




accomplishment of strategic objectives



Create a focus on accomplishing the organizations
objectives?


e.g. progress against the strategic plan


19

Category 2 Strategic Planning

Category 2 asks how is the….



Strategic plan


short and long term objectives
developed (planning process


inputs) and a timetable
for accomplishing them established?


e.g. inputs


core competencies, student data



Short and long term challenges and opportunities
addressed?


e.g. budget cuts

20

Category 2


cont’d


Strategic objectives converted into action plans and
how are they deployed and performance measures
established for tracking progress?



How strategic objectives and action plans are
modified if circumstances change?

21

Category 3 Customer Focus

Category 3 asks, how does your organization….



Listen to students and stakeholders to obtain
actionable information (voice of the customer


requirements expectations, desires)?



Determine student and stakeholder satisfaction and
engagement (engagement


retention, loyalty,
advocate/recommend your organizations programs)?


22

Category 3 cont’d


Determine educational programs?


e.g. student data


voice of the customer



Manage relationships with students and
stakeholder?



Manage student and stakeholder complaints?

23

Category 4 Measurement, Analysis and

Knowledge Management

Category 4 asks how does your organization…



Select and collect data to track daily operations,
organizational performance, progress against
strategic objectives and action plans and voice of the
customer data?



Use data for decision making?



Ensure accuracy and quality of data?

24

Category 4


cont’d


Select, collect and use comparative data?



Review organizational performance and translate
performance review findings into actions for
improvement?



Ensure transfer of best practices?



Ensure hardware and software reliability and
security?

25

Category 5 Workforce Focus

Category 5 asks, how does your organization…



Assess workforce capability and capacity needs to
accomplish the work of the organization?


e.g. capability and capacity can be skills needed


(teaching new math courses) based on




student data outcomes


sufficient staffing to deliver
various programs







26

Category 5


cont’d


Develop your workforce
-

design and deliver needed
leadership and workforce training?


e.g. professional development programs



Ensure workforce health, safety and security?



Determine key elements of workforce engagement?


27

Category 5


cont’d


How does your workforce performance management
system promote high performance?


e.g. compensation, recognition, rewards



Determine workforce engagement and satisfaction
(engagement


workforce commitment to
accomplishing the organizations goals, motivated) ?


e.g. survey to determine level of engagement



28

Category 6 Operations Focus

Category 6 asks, what are your organizations…



Key processes and their performance measures?


e.g. deliver programs to the students



Key support processes and their performance
measures?


e.g. administrative processes

29

Category 6


cont’d


How are processes designed taking into account new
technology, productivity, innovation and cycle time?


e.g. student data can be an input to the design


process
-

did the process achieved its




intended design?



How are processes improved?


e.g. Six Sigma/Lean, PDSA

30

Processes…identify

Two instructional service delivery processes:

1.


2.


Two administrative processes:

1.


2.

31

Category 7 Results

Category 7 asks, what are your organizations

trends in..



Student learning and process outcomes


e.g. reading level outcomes of various




programs, SAT scores, mathematics



Customer focused outcomes


e.g. student satisfaction outcome




32

Category 7


cont’d


Workforce (teachers/admin staff) focused outcomes


e.g. staff satisfaction


turnover rate



Leadership and governance outcomes


e.g. accomplishment of the strategic plan,




surpassing legal and regulatory






requirements, measures of ethical behavior



33

Category 7 cont’d


Budgetary, financial, and market outcomes


e.g. cost per student, budget growth, budget


distribution (school, support, operations)

34

Why
Baldrige



the message from leadership?

Leadership sets direction


Criteria requirement



We want to be an organization known for excellence


this is our commitment


How will we accomplish this goal?



The model of performance excellence we will use is
the
Baldrige

Educational Criteria for Performance
Excellence, a world class model


35


How will we know we are achieving our goal of
performance excellence


application and
measurement against the Criteria



Application and the award are verification that we
are on the right path to excellence



It’s not about receiving an award (recognition is
good), it’s about performance excellence and a
commitment to excellence



36

The Criteria are the basics that any
organization of excellence would do:


Examples:


Manage and make decisions by fact


Measure customer satisfaction (student)


Have a process to address customer complaints


Improve all of our work processes


Measure staff satisfaction and engagement


Have a plan (strategic) and align the organization to
the plan



37

From an organizational view…


If we are recognized as being the best school district,
against a world class standard


families seeking to
have their children attend great schools would be
motivated to move to our district


and select our
school vs. competitors.



More families buying homes = more school taxes
being paid = more revenue for our school in an
environment with shrinking funding.

38


We should have organizational performance data in
critical areas and compare ourselves to best in class
to know we are making progress as and organization
(National Award recipients)


Criteria requirement



Anyone can say they are good


we can prove it, we
have compared ourselves to a world class standard
(as Deming would say “how do you know” or “where
is your data”)



“I would not want to compete against a Baldrige
winner”


H. Zechman

Stoner Inc.

39

What’s in it for me?????


The processes we work in and interface with are
thoughtfully designed and improved (less frustration


less non value added work


input to the design)


Criteria requirement



We make decisions based on facts and data


not
hunch and guess


Criteria requirement



We measure workforce satisfaction and engagement
and act on the findings and measure improvement
(motivated, happier staff)


Criteria requirement


40


We know where we are going and why
-

our efforts
are aligned (achievement of our strategic plan) and
we measure our progress


no more where are we
going and why am I being asked to work on this (less
frustration)?


Criteria requirement


41

Is
Baldrige

something extra to do?


The answer is no! It is the way we should be working.
It is not something extra to do.


Example:


Managing and making decisions with data or
improving processes so they are efficient and
effective should be the way we work. If we are
making decisions with facts and data


we should
not say “we are now doing
Baldrige
” this is the way
we should work.

42


If we are establishing process performance metrics
and improving process that touch the students (focus
on the customer) and staff


we should not say “we
are doing Baldrige”


this is the way we should work.



It takes time for the transition to take place from
how we are comfortable working to a better way.



It takes time to change a culture.

“By what method will you improve?”

Dr. Edwards Deming

North Penn’s Next Steps in Continuous
Improvement


Increase internal capacity


6 to 8
Baldrige

examiners on staff


10 Lean Six Sigma projects
-
rapid cycle


200 processes per year documented in standard
format with cross functional flowcharts
-
form the
basis for identifying root cause of unreliable
processes, designing and sustaining improvements


Implement feedback report from state level
Baldrige

Program (Keystone Alliance for
Performance Excellence)


Mindset Matters


We are facing the most difficult challenge of our generation, improving
educational institutions vital to national prosperity at a time of
unprecedented financial difficulty.


Involving the employees and the broader community in the challenge will
result in discovering many opportunities to do better with less.


Many of the major cost reductions require extensive cooperation from
numerous employees. Lack of cooperation will postpone savings and/or
reduce financial potential achieved.


Establish challenges at a school, department, or function level


Cautions


Staff demoralized or fearing job loss will not be helpful, could resist or
sabotage efforts


Leaders must show confidence


Positive mindset and approach represents enlightened self
-
interest, making
job easier instead of more difficult

Employee Engagement

Innovation Celebration 2012
-
April 18


Employee Suggestion Program


Over 75 ideas submitted on Budget


Balancing Suggestion Form




Employee Challenges


Mid
-
year reductions in current year
-
$500,000 target for schools, $1
million for central administration and support services


Improvement Challenge
-
3 year program


50 ideas worth $500,000


New ideas each year


Sustainable improvements


Public presentation of ideas annually in May at


Innovation Celebration (science fair format)


Objective: prove cost effectiveness to community

Opportunities to Become Involved In
Baldrige

and Quality Management


Visits to
Baldrige

recognized organizations


Participate in KAPE as an examiner


Attend National Quality in Education
Conference, November 2012


Join regional American Society
for Quality
(ASQ)