A STELLAR BALDRIGE JOURNEY

Transcription

1 A STELLAR BALDRIGE JOURNEY ACTUALLY, WE ARE ROCKET SCIENTISTS 1 Who We Are Stellar Supports All Phases of Space System Development and Operations Satellite System and Subsystem Engineering, Design, Test Launch Integration Ground Systems Engineering Government Organizations Mission Operations Support Planning, Requirements Analysis, Systems Engineering, Technical Management Program Management Offices Development Contractors Small woman-owned aerospace engineering services business, providing technical expertise and program management support to significant national and international aerospace programs Founded in 1995 with the vision to align its employees dream jobs with critical customer needs Adopted Baldrige as a framework for performance excellence and sustainability in % Customer Satisfaction (2017 Customer Survey) Fortune Magazine Great Place to Work 2 1

2 Vision: Satisfy our customers critical needs while realizing our dream jobs Mission: Provide high impact engineering expertise Small in number, high in impact Mission success Customer intimacy Crossing the boundaries Innovation Buy 2, get 200 Employee driven strategic planning Empower our team Employee intimacy Values: Do the right thing for our customers, employees, and the community Professionalism, honesty and technical integrity 3 The Stellar Org Chart Business Operations Support* *Delivery at the speed of need for our customers and employees 4 2

3 Who We Serve 5 5 Stellar s Baldrige Journey 2004: Stellar adopts Baldrige Framework 2006: Developed Strategic Framework 2008: CAPE (CA Baldrige) Bronze Award 2010: CAPE Silver Award 2012: Added VP of Business Operations 2014: LEAN Initiative & First Great Place to Work Award 2016: Stellar receives CAPE Gold Award; Added Directors to SLT 2018: The Journey Continues! 2005: Formalized SLT Roles 2007: Improved Metrics & Benchmarks 2009: Implemented Succession Planning Process 2011: Developed Critical Process System & Template 2013: New Business Area: Defense Support & Cyber 2015: Accounting System Upgrade 2017: Malcolm Baldrige National Quality Award; new CRM tool 6 3

4 A Lasting Vision & Baldrige Support System Satisfied Customers Critical Need Satisfied Employees Dream Job Built to Last: Our business process and practices are structured in a way to adapt internally to support the changes in our external environment and continue fulfilling our vision 7 Stellar Leadership System Goal 1: Current Customers: right size, right scope Goal 2: Future Customers: innovate; new programs Goal 3: Situational Awareness: inform the way ahead Goal 4: Stellar Workforce: attract & retain key players Goal 5: Business Operations: scale smartly Goal 6: Community Support: Stellar Foundation, Humanitarian R&D QuakeFinder, Local & Professional Community Engagement 8 4

5 Leadership Communication A D L I Primary Goal: Multi-goal, integrating Objectives: Keep employees informed and engaged in the company s success Sub Processes: Relationship Development/ Monthly Touches with current customers, current employees, potential customers, potential employees (candidates) Strategic Planning Process Annual and Summer Meetings What We Care Most About: Employees feel fully informed and cared about Le T C I Metrics: Employee Survey Employee Visits Tools and Products: Internal: New Employee Orientation, Quarterly Newsletter, Strategic Plan, Annual/Summer Meetings, SharePoint, Employee Handbook, Annual Training, Convergence External: Website, Awards (Baldrige, Great Place to Work), Marketing Materials 9 97% of our employees say The Leadership Team shows sincere interest in me as a person, not just an employee 100% 80% Percent satisfied 60% 40% 20% 0% Admin Engineers QuakeFinder Company Great Place to Work Top 50 5

6 Strategic Planning Stellar s inclusive Strategic Planning Process is grounded in our vision of satisfying customers critical needs in alignment with employees dream jobs Every employee is involved in Stellar s Strategic Planning Process, giving everyone a stake in the future of the business Our customers and employees are our eyes and ears identifying new critical needs and dream jobs helps us understand the future of our industry The Strategic Planning Process and all of our supporting processes are dynamic to adapt to changes in the industry 11 Strategic Planning Process A D L I Objectives: Identify customer critical needs we want to solve Use inclusive planning process to help employees find/keep dream jobs Develop/achieve annual goals to keep company prosperous Sub Processes: Internal leadership kickoff to set company goals, agree on themes Send questionnaire to employees to stimulate thinking about SP Meet at sector level to create plan Document plan and brief to ownership Review plan with all employees at ABP and Summer Mtgs What We Care Most About: Accomplishing our goals Critical Need/Dream Job Match Revenue Growth YoY Metrics: Le T C I Goal 1 Closure / % Accomplishment Goal 2 Closure / % Accomplishment Headcount and Revenue Roll-up Revenue Tools and Products: Planning questionnaire Strategic Plan Headcount Chart/Plan Opportunity Pipeline/Watch List Input to Budget/Bonus Plans 12 6

7 97% of our employees say I understand and support the vision of the future of the company as outlined in our goals and shared at the annual and summer business meetings 13 Alignment Process 14 A D L I Primary Goal: Multi-goal, integrating Objectives: Align critical needs and dream jobs Cross boundaries to maximize value to customers Align strategic plan goals and employee incentive plans for accountability Sub Processes: Conduct quarterly dream job discussions with employees Employees asking the constellation for help solving customer problems Publicize crossing the boundaries Provide shout out bonuses Alignment of incentive plans and Strategic Plan goals What We Care Most About: % Employees in their Dream Job or working toward; solving Critical Needs or working toward Le T C I Metrics: Quarterly Dream Job / Critical Need assessment Annual employee and customer surveys Compilation of boundary crossings Unsold hours Tools and Products: Dream Job worksheet Employee Survey Employee Incentive Plans Shout-out Bonuses Strategic Plan 7

8 100% of our Customers say we are Satisfying a Critical Program Need 100% 90% 80% 70% 27% 4% 5% 22% 17% Satisfied Very Satisfied Extremely Satisfied 60% 50% 40% 30% 69% 78% 78% 20% 10% 15 0% % of our Employees are in their Dream Job or Working Toward it Percent employees answering "Yes" 100% 80% 60% 40% 20% 0% Engineers Working Dream Job Admin Working Dream Job QuakeFinder Working Dream Job Company Dream Job Engineers Working Towards Admin Working Towards QuakeFinder Working Towards Company working towards 8

9 99% of our Employees say that Stellar Solutions is a Great Place to Work Percent responses: Almost always true/often true 100% 80% 60% 40% 20% 0% Admin Engineers QuakeFinder Company Great Places to Work Employee Development and Retention A D L I Metrics: What We Care Most About: Employees in their Dream Jobs Objectives: Engaged, satisfied employees Dream job/critical need match Low to no attrition Le T C I Monthly face to face employee visits 100% completion of bonus plans by Dec 31 Qtrly dream job assessment % employees participating in training Bonuses paid in each category Employee survey responses Attrition Sub Processes: Conduct monthly employee visits Create employee incentive bonus plans and review with employees Complete annual update to dream job worksheet and review progress qtrly Provide annual required training Provide professional development training Provide recognition through bonuses Tools and Products: Compensation (OIY) Job Content (Dream Job Worksheet) Reward/Recognition (Bonuses) Training (Classes/Conferences) Employee Surveys 18 9

10 99% of our employees say taking everything into account, Stellar is a great place to work 19 Community Outreach A D L I Primary Goal: Multi-goal, integrating Objectives: Foster our communities local, professional, and global (through QuakeFinder and employee activism) Sub Processes: Stellar Solutions Foundation Annual employee designation plus special contributions Company sponsorship of conferences/symposia QuakeFinder R&D division What We Care Most About: Foundation participation, employee engagement outside of work, QuakeFinder progress Le T C I Metrics: % Employee participation in Foundation Bonus plan assessment of individual activism QuakeFinder progress metrics (quake prediction, stability of HW & SW, outreach & financial stability Tools and Products: Company reimbursement for professional society membership Bonuses for papers & panels Bonus for community involvement QuakeFinder monthly newsletter 20 10

11 100% of our employees say I feel good about the ways we contribute to the community 100% 80% Percent satisfied 60% 40% 20% 0% Admin Engineers QuakeFinder Company Great Place to Work Top 50 The Hill We Own «Use SPP to understand & adapt to changes in the industry «Hire stellar people to have high impact «Use Baldrige to scale smartly - as we add value, we grow! «Stellar Solutions will continue to be a leader and role model for being a company that is a great place to work while providing stellar solutions to our customers. «We are the only company that aligns and adapts its business plans around satisfying our customers critical needs while realizing our dream jobs

12 Stellar Annual Business Planning Meeting Strategic Plan Update Project Highlight Video Team Building / Guest Speakers 23 Stellar Solutions we reach for the stars! 24 12