A conversation about the framework for performance excellence PERFORM LIKE A ROCK STAR!

Transcription

1 A conversation about the framework for performance excellence PERFORM LIKE A ROCK STAR!

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5 Like Olympic athletes, pursing performance excellence in our work implies that we optimize every factor that goes into producing an outcome. Continually.

6 A set of questions every CEO should ask and know the answers to. A validated way of driving sustained organizational improvement getting better, faster.

7 To help Mequon-Thiensville answer three questions: 1. Are we doing as well as we could? 2. How do you know? 3. What and how should we do to improve or change?

8 1. Delivering ever-improving value to stakeholders 2. Improving overall operational performance

9 You may sit down if any one of the following things don t apply to Mequon-Thiensville School District: Leaders must lead Must make plans for the future Must serve students/customers Must manage information Must work with employees/staff Must undertake and follow business processes Must produce results

10 a framework Not regulatory; not accreditation (it s flexible) System that any organization can choose to use (scalable) Criteria identifies what needs to be done, not explicitly how to do things Represents leading edge of validated management practice a method of self-reflection Requires honest self-examination Helps build a common language made impactful through outside evaluators State (WCPE) program, National program

11 Core Values Scoring Guidelines Criteria for Performance Excellence

12 Organizational Profile Strategy Workforce Leadership Integration RESULTS Customers C Operations Measurement, Analysis, and Knowledge Management Core Values and Concepts

13 Baldrige Core Values describe the beliefs and behaviors found in highperforming organizations. These ideas often manifest themselves though processes that stakeholders experience, determining performance results. Systematic Perspective

14 Core Values Scoring Guidelines Criteria for Performance Excellence

15 Baldrige provides a systems perspective that requires visionary leadership - now the first two core values. The next seven core values are the hows of an effective system. The final two core values, ethics and transparency and delivering value and results, are the outcome of using Baldrige as a guide. Systems Perspective Visionary Leadership Student-Centered Excellence Valuing People Organizational Learning and Agility Focus on Success Managing for Innovation Management by Fact Societal Responsibility Ethics and Transparency Delivering Value and Results

16 1 - Leadership 2 - Strategic Planning 3 - Customers 4 Measurement, Analysis, and Knowledge Management 5 Workforce 6 Operations 7 Results

17 What personal actions do What personal actions do effective leaders effective leaders demonstrate? demonstrate?

18 1.1 Senior Leadership How do your senior leaders lead the organization? 1.2 Governance and Societal Responsibilities How do you govern your organization and fulfill your societal responsibilities? Category 7.4 Leadership and Governance Results

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20 Things we re doing well today in leadership: Things we could do to be more effective leaders and develop a more robust leadership system:

21 Things we re doing well today in leadership: Things we could do to be more effective leaders and develop a more robust leadership system:

22 Things we re doing well today in leadership: Things we could do to be more effective leaders and develop a more robust leadership system:

23 Things we re doing well today in leadership: Things we could do to be more effective leaders and develop a more robust leadership system:

24 Things we re doing well today in leadership: Things we could do to be more effective leaders and develop a more robust leadership system:

25 2.1 Strategy Development How do develop your strategy? 2.2 Strategy Implementation How do you implement your strategy? Category 7.5 Budgetary, Financial and Market Results and 7.4b Strategy Implementation Results

26 3.1 Voice of the Customer How do you obtain information from your students and other customers? 3.2 Customer Engagement How do you engage students and other customers by serving their needs and building relationships? Category 7.2 Customer-Focused Results

27 4.1 Measurement, Analysis, and Improvement of Organizational Performance How do you measure, analyze and then improve organizational performance? 4.2 Knowledge Management, Information, and Information Technology How do you manage your organizational knowledge assets, information, and information technology infrastructure?

28 5.1 Workforce Environment How do you build and effective and supportive workforce environment? 5.2 Workforce Engagement How do you engage your workforce to achieve a highperformance work environment? Category 7.3 Workforce-Focused Results

29 6.1 Work Processes How do you design, manage, and improve your key educational program and services and your work processes? 6.2 Operational Effectiveness How do you ensure effective management of your operations? Category 7.1 Student Learning and Processes Results

30 Approach Deployment Results What do you do? How do you do it? Is it systematic? Does it support key operational factors and processes? Does it address your Strategic Challenges? Who does it? Where and when is it done? How do they align everyone? Learning Are there evaluation and improvement cycles for the approach? Is there evidence of organizational learning? What happens because of your approaches and deployment? Is it relevant? Are there positive, sustained trends? How does your performance compare with relevant comparisons?

31 Scores serve a simple purpose: to help us measure the maturity of our approach. They help us assess progress and prioritize efforts. Scoring in Baldrige will be accurate, but not necessarily precise.

32 Performance is evaluated in terms of the level of maturity: Continuum of Approach, Deployment, Learning, Integration Feedback addresses: Opportunities for Improvement Organizational Strengths

33 Mission Mission Vision Alignment Continuum of Approach, Deployment, Learning, Integration Vision

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35 Level Trend Comparator Integration

36 Level Trend Comparator Integration High Level

37 Level Trend Comparator Integration Low Level

38 Level Trend Comparator Integration Unfavorable Trend

39 Level Trend Comparator Integration External Comparator (Benchmark)

40 Baldrige Framework for Performance Excellence Six Sigma ISO DMAIC FDA State & Federal Requirements Lean PDCA FMEA Balanced Scorecard Quality Management 4 0

41 Core Values Focus on Processes Focus on Results Focus on Linkages Between Them Meaningful Improvement This is how we connect the dots between today s performance and tomorrow s potential

42 Rework Manual, unsystematic processes Ineffective communication Errors, defects DETRACTORS Employee Engagement and Work System Effectiveness Product and Service Quality Financial/Budget Performance Customer Satisfaction

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44 501.c.3 Organization Learning and development events Independent assessments Recognition and networking opportunities

45 Organizational Profile Process in Categories 1-6 Results in Category 7 What is your workforce profile? P.1a.(3) Applicant Response How do you determine the key drivers of workforce engagement? 5.2.a(2) Applicant Response What are your workforce engagement results? 7.3.a(3) Applicant Response

46 Enterprise- based Performance Improvement Executive Director true blue rock star PERFORM LIKE A ROCK STAR!