Quality and Excellence in Higher Education. Mike Pupius Director, Centre for Integral Excellence Sheffield Hallam University

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1 Quality and Excellence in Higher Education Mike Pupius Director, Centre for Integral Excellence Sheffield Hallam University

2 The university as a system Broad focus STRATEGIC Leadership of institution Managerialism (Bureaucracy and Corporation) Senior management team Faculty/School PVCs Deans School/Department Collegium and Enterprise HOS/HOD Narrow focus OPERATIONAL 2 Leadership of discipline

3 Part 4 Excellence and process management

4 The Quality Journey

5 Competence and consciousness Consciousness Conscious Incompetence Conscious Competence Unconscious Incompetence Unconscious Competence Competence A continuous cycle, developing new skills and behaviours 5

6 The evolution of quality and excellence Craft Quality Assurance Quality Management Total Quality Management Excellence 6

7 The Evolution of Organisational Excellence? Business/Organisational Excellence EFQM Model Baldrige Model Business Process Management Juran, Crosby, Peters System Thinking, Psychology Deming s 14 Points, the Customer Focus on process variability Quality Inspection - Statistical Process Control Scientific Management -Taylorism 7

8 Fundamental Concepts of Excellence Corporate Social Responsibility Results Orientation Customer Focus Partnership Development Leadership & Constancy of Purpose People Development & Involvement Agility Continuous Learning, Innovation & Improvement 8 Management by Processes and Facts Future Focus

9 EFQM Excellence Model Enablers People People Results Results Leadership Policy & Strategy Processes Customer Results Key Performance Results Partnerships & Resources Society Results Innovation and Learning Everythingisconnectedtoeverything The EFQM Excellence Model is a Registered Trademark 9

10 Five Stage Model (Hardjono, INK) Available instruments Quality of Society Quality of the Value Chain Quality of the System Quality of the Process Service or product Quality 10 Degree of complexity

11 Reaching the Essence ISO 9000 Control CI, Kaizen Six sigma, Hoshin Continuous Improvement Breakthrough The Essence Spirituality Aesthetics Values (Professor Teun Hardjono, October 2005) 11

12 Getting the values building blocks in position Positive Focus / Excessive Focus SERVICE & SOCIAL RESPONSIBILITY PARTNERSHIPS & COLLABORATION COMMITMENT & TRUST TRANSFORMATION & INNOVATION SERVICE TO HUMANITY Ethics, Social responsibility, Future generations. STRATEGIC ALLIANCES AND PARTNERSHIPS Employee fulfillment. Community involvement, Customer collaboration, Supplier partnerships DEVELOPMENT OF A STRONG COHESIVE CULTURE Commitment, Enthusiasm, Shared values, Creativity CONTINUOUS RENEWAL AND LEARNING Adaptability, Innovation, Teamwork, Continuous Improvement PERFORMANCE & EFFICIENCY 3 LOYALTY & RELATIONSHIPS FINANCE & SAFETY 2 1 HIGH PERFORMANCE SYSTEMS AND PROCESSES Productivity. Efficiency. Quality. Professional growth. Bureaucracy, Complacency, Internal Politics RELATIONSHIPS THAT SUPPORT THE ORGANISATION Good communication between employees, customers and suppliers. Manipulation. Blame. FINANCIAL STABILITY Financial soundness. Employee health and safety. Exploitation. Over-control. 12

13 Finding meaning through Integral Excellence Individual Team Values Individual Values and Beliefs Personal Values Leadership Style Levels of Consciousness Individual Drivers & Worldviews Skills, knowledge Group Values and Beliefs Group Culture Shared Vision Organisational Values Organisational Beliefs Group Drivers & Worldviews Behaviours Individual Actions and Behaviours Personal Behaviours Leadership Behaviours Organisational Role (Authority) Modes of Decision-Making Group Actions and Behaviours Strategies Policies Processes Systems Performance Measures The Brand 13

14 The Never Ending Journey in Pursuit of Excellence Great Good 14

15 Characteristics of successful organisations (Barrett, Collins and Porras, de Geus, Fitz-Enz) A strong, positive, values driven culture A commitment to learning and self-renewal Continual adaptation using internal and external feedback from environments Strategic alliances with internal and external partners, customers and suppliers A willingness to take risks and experiment A process orientation A balanced, values based approach to measuring performance that includes Corporate survival (financial) Corporate fitness (efficiency, effectiveness) Collaboration with suppliers and customers Continuous learning and self-development (evolution) Organisational cohesion and employee fulfilment Corporate contribution to the local community and society 15

16 How would you define Excellence?

17 Achieving balanced stakeholder satisfaction Satisfied Owners/Sponsors Goals and Outcomes Proud Employees Delighted Customers Enhanced Communities Individual Objectives Processes Scorecard Vision Mission Values What you and I need to do Our game plan Strategy/strategic initiatives What we need to do Operational and strategic focus What we want to be Our basis for Competition or Service Delivery What we believe in 17

18 Required Organisational Change External customers Change External Customers Control Oriented and Internally Focused Employee Feedback Customer Feedback Customer Focused and Supportive 18

19 The Two Dimensions of Quality (Noriaki Kano) A well designed product or service should have both dimensions. In time attractive quality becomes must be quality. Very Satisfied Unexpected: Thrilled customer Attractive quality Goes beyond current needs Special features, thrill or excites customer If not there, customer does not comment Not available Must be quality High degree of availability Expected: Customer has no comment Fitness for use If customer does not get it, they will be very dissatisfied Very Dissatisfied 19

20 In the beginning: the simple model People Processes Results Achieve better results through involvement of all the people in continuous improvement of their processes. 20

21 Significance of processes From Hierarchy... to... Process Working 21

22 Differences between Management of Process focus on individual processes Management by Process focus on holistic and integrated processes Process Process Process Process Process Process Process Process

23 Sheffield Hallam High Level Process Model Governance and Strategic Direction Setting Business Planning and Performance Management and Review Knowledge creation, acquisition and transformation Deliver the Student Experience Deliver Applied Research, Consultancy and Commercial Activity Financial Management Human Resource Management Library and Information Services Facilities Management Customer & partner relationship management 23

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26 Structure, roles and responsibilities (Nortel) EFQM Excellence Model Vision/Mission Responsibility Executive Management Core Process Model Objectives/Goals Process Owner (Sponsor) Process Manager Process Expert Process Practitioner Process Overviews Process Maps Procedures (ISO Documents) Document no. Sheffield Issue Hallam no. Sheffield University Hallam University Document no. Issue no. Document no. Issue no. Document no. Issue no.

27 Qualitative Measurement A point would be mapped onto the satisfactory band for a product or service that meets most customer requirements and is produced by a process that is effective. Sheffield Hallam Sheffield University Hallam University

28 The Excellence Journey Excellence Business Plans & Self-Assessment Organisational Development Process Management Corporate Scorecard Goal Deployment Personal Development Customer and Supplier Relationship Management Partnership & Collaboration Learning Organisation Strategic tool Self-Assessment Action plans Health check Planning tool Integration & alignment Maturity of organisation 28

29 Models: options and choices Better & better Good enough ISO, IIP EFQM/ Baldrige 29

30 The Never Ending Journey in Pursuit of Excellence Great Good 30

31 EFQM Excellence Model Enablers People People Results Results Leadership Policy & Strategy Processes Customer Results Key Performance Results Partnerships & Resources Society Results Innovation and Learning Everythingisconnectedtoeverything The EFQM Excellence Model is a Registered Trademark 31

32 Achieving Excellence The way of working that enables the organisation to achieve balanced stakeholder satisfaction: 32

33 Vision without action is simply dreaming Action without vision is merely activity Vision with action - you can change the world 33 Joel Barker