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Steve Hoisington

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Title: Steve Hoisington


1
Steve Hoisington Senior Vice President
Organizational Excellence and Quality
Julie Furst-Bowe Provost and Vice Chancellor
University of Wisconsin-Stout
  • Environment for Change
  • Baldrige National Quality Award Program
  • Benchmarking
  • Six Sigma
  • Your needs drive the choice

2
Who we are . . .
  • Exel is the GLOBAL LEADER in providing contract
    logistic services
  • and freight management, and associated
    consultancy/information
  • systems
  • Specialty services include
  • Fleet management
  • International shipments and mailings
  • Waste management
  • With about 130,000 associates in over 120
    countries worldwide, Exel
  • provides solutions to a wide range of
    manufacturing, retail, high tech,
  • and consumer industries
  • Exel is a UK listed, FTSE 100 company, with
    turnover of 8.3 Billion
  • (USD 13 Billion)
  • Customers include over 70 of the worlds
    largest, quoted non-
  • financial companies (global 100)

3
Who we areUniversity of Wisconsin-Stout
  • Founded in 1891 by James Huff Stout located in
    Menomonie, Wisconsin
  • Special mission institution offering primarily
    unduplicated programs in the UW System
  • 8,000 students and 1,200 employees
  • Distinctive array of programs leading to
    professional careers
  • 27 undergraduate programs
  • 18 graduate programs
  • 1st Higher education Baldrige recipient
  • Steve Hoisington is one of our most famous
    graduates ?
  • More information available at www.uwstout.edu

4
AGENDA
  • Problem Statement Basic Issue
  • Organizational Diagnostics
  • Malcolm Baldrige National Quality Award Program
  • Balanced Scorecard
  • Benchmarking
  • Six Sigma
  • Application to Education
  • Questions and Answers

5
The Basic Issue
6
Individual Performance Management
The Basic Issue
7
Impact of Strategy Deployment
The Basic Issue
8
Classical Management Control System
The Basic Issue
Budget
9
Strategy-driven Performance
The Basic Issue
10
Organizational Diagnostics
  • ISO 9001
  • Baldrige Criteria
  • EFQM (European Foundation for Quality
    Management)
  • CMMI (Capability Maturity Model Integrated)
  • NCA (North Central Accreditation)
  • JCAHO (Joint Commission Accreditation of
    Healthcare Organizations)

Helps to Determine Organizational Gaps and/or
Opportunities for Improvement
11
History of Malcolm Baldrige National Quality
Award
  • Created in 1987 by U.S. Congress
  • - Malcolm Baldrige National Quality Improvement
    Act,
  • Public Law 100-107
  • - National initiative to help industry and
    service organizations
  • improve performance to become more
    competitive globally
  • Named after Malcolm Baldrige
  • - Secretary of Commerce from 1981-1987
  • Administered by the Baldrige National Quality
    Program (BNQA)
  • - under the National Institute of Science and
    Technology (NIST),
  • - a division of the United States Department of
    Commerce
  • Up to 9 U.S. organizations each year
  • Education and Health Care categories added in
    1999
  • From MBNQA to Performance Excellence in 1998

12
Baldrige - Performance Excellence
  • An aligned approach to organizational performance
    management that results in
  • - delivering ever-increasing value to customers,
  • contributing to marketplace success
  • - improving organizational effectiveness and
    capabilities
  • - organizational and personal learning
  • Built upon 11 core values and a framework of 7
    categories

13
Baldrige - Core Values and Concepts
  • Visionary Leadership
  • Customer-Driven Excellence
  • Organizational and Personal Learning
  • Valuing Employees and Partners
  • Agility
  • Focus on the Future
  • Managing for Innovation
  • Management by Fact
  • Social Responsibility
  • Focus on Results and Creating Value
  • Systems Perspective

14
7 Categories of the Baldrige Criteria
  • Leadership
  • Strategic Planning
  • Student, Stakeholder, and Market Focus
  • Measurement, Analysis, and Knowledge Management
  • Faculty and Staff Focus
  • Process Management
  • Organizational Performance Results

15
Baldrige Criteria Framework A Systems Perspective
16
Baldrige Criteria Characteristics
  • Criteria supports a Systems Perspective to
    maintaining organization-wide goal alignment
  • Supports a learning cycle
  • Planning, including design of processes,
    selection of measures, and deployment of
    requirements
  • Execution of plans
  • Assessment of progress including internal and
    external results
  • Revision of plans based upon assessment findings,
    learning, new input, and new requirements

17
Baldrige - Category Point Values
  • 1 Leadership 120
  • 2 Strategic Planning 85
  • 3 Student, Stakeholder, and
  • Market Focus 85
  • 4 Measurement, Analysis, and 90
  • Knowledge Management
  • 5 Faculty and Staff Focus 85
  • 6 Process Management 85
  • 7 Operational Performance
  • Results 450
  • TOTAL POINTS 1000

18
Baldrige Criteria - 19 Items
  • What questions tables and graphs
  • How questions process
  • not what you do, but
  • how you do something

19
Baldrige - Items
  • 2 Types of Items
  • Process
  • Approach
  • Deployment
  • Learning
  • Integration
  • Results
  • Performance Levels
  • Improvement Trends
  • Relevant Comparisons
  • Linkage / Gaps

20
Balanced set of relevant, KEY measurements
demonstrating current levels, trends, and
comparisons
Social Responsibility
Operational
H/R
Financial
Products Services
Customer Satisfaction
21
Applying the Baldrige at UW-Stout
  • Leadership deployed an inclusive leadership
    system including faculty, staff, students and
    administrators
  • Communication and input from all groups
  • Shared decision making
  • Formal team building
  • Strategic planning deployed an inclusive
    planning system
  • Highly participatory
  • Links strategy to resource allocation
  • Accountability through action plans

22
Applying the Baldrige at UW-Stout
  • Students Stakeholders deployed systems to
  • Learn needs and requirements
  • Build and maintain relationships
  • Determine satisfaction levels
  • Measurement, Analysis and Knowledge Management
    deployed systems and processes for
  • Datatel deployment
  • IT Infrastructure
  • Laptop campus

23
Applying the Baldrige at UW-Stout
  • Faculty and Staff deployed processes to
  • Improve work sytems
  • Improve communication and skill sharing
  • Determine levels of satisfaction and well being
  • Process Management systematic processes for
  • Design and delivery of academic programs
  • Design and delivery of support services
  • Review of programs and services
  • Processes lead to high levels of performance
    (results)

24
Balanced Scorecard
Financial
Vision Strategy
Business Processes
Customer
Learning Growth
People, Systems, Technology
Robert S. Kaplan and David P. Norton The Balanced
Scorecard Harvard Business Review
25
Benchmarking
  • Baldrige Winners Education
  • Chugach Schoold District 2001
  • Pearl River 2001
  • University of Wisconsin Stout 2001
  • Community Consolidated School District 15 2003
  • Kenneth W. Monfort College of Business 2004
  • ISO 9000 Registered Education Institutions

26
Constructing the Balanced Score Card
27
UW-Stouts Balanced Scorecard (excerpts from)
Priority Increase Student Retention Measures
Current rate 73 (first to second year) Target
80 Initiatives Title III grant, FYE Program,
Advisement improvements Priority Maintain High
Employer Ratings of Student Technology
Skills Measures 4.38 (UW-Stout Employer
Survey) Target 4.0 Initiatives Laptop
program, Stout Technology Advantage Priority
Increase Student Satisfaction Measures Current
level 3.74 (ACT Student Opinion Survey) Target
gt4.0 (National Average 3.69) Initiatives
Numerous across campus
28
UW-Stouts Balanced Scorecard
Other Key Performance Indicators - Enrollment
- Transfer student enrollment - Graduation
rates - Graduate job placement rates - Tuition
rates (including room and board) - Tuition
revenue - Student engagement - Student
e-Scholar learning - Distance education
offerings - Employee morale - Research
productivity - Curriculum renewal - Safety -
Energy efficiency
29
Six Sigma is a Measure of Variation
Defects per million Percentage
of opportunities Defects Two
Sigma 308,000 30.1 Three Sigma
66,807 6.7 Four Sigma 6,210
0.62 Five Sigma 233 0.0233 Six
Sigma 3.4 0.0000034
30

Six Sigma Breakthrough Strategy yf(x)
Identify business improvement opportunities
Define project scope, resources, objectives
Identify Y measurements, baseline cur- rent
performance, set improvement goal
Identify the critical few x drivers that most
affect performance
Create solution variety, decide solution
of choice, install improvements and controls
Verify improvements and controls
Manage xs to ensure gains are sustained
31
THANK YOU !!
For additional information, please contact
Steve Hoisington Senior Vice President
Organizational Excellence and Quality Exel
GFM 4120 Point Eden Way Suite 200
Hayward, CA 94545 (510) 731-3426
steven.hoisington_at_us.exel.com
?
32
(No Transcript)
33
For additional information, please contact
Julie A. Furst-Bowe Provost and Vice
Chancellor Academic and Student Affairs
University of Wisconsin-Stout 1 Clocktower
Plaza Menomonie, WI 54751 (715)
232-2421 furst-bowej_at_uwstout.edu
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