Title: Steve Hoisington
1Steve 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
2Who 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)
3Who 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
4AGENDA
- Problem Statement Basic Issue
- Organizational Diagnostics
- Malcolm Baldrige National Quality Award Program
- Balanced Scorecard
- Benchmarking
- Six Sigma
- Application to Education
- Questions and Answers
5The Basic Issue
6Individual Performance Management
The Basic Issue
7Impact of Strategy Deployment
The Basic Issue
8Classical Management Control System
The Basic Issue
Budget
9Strategy-driven Performance
The Basic Issue
10Organizational 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
11History 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
12Baldrige - 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
13Baldrige - 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
147 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
15Baldrige Criteria Framework A Systems Perspective
16Baldrige 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
17Baldrige - 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
18Baldrige Criteria - 19 Items
- What questions tables and graphs
- How questions process
- not what you do, but
- how you do something
19Baldrige - Items
- 2 Types of Items
- Process
- Approach
- Deployment
- Learning
- Integration
- Results
- Performance Levels
- Improvement Trends
- Relevant Comparisons
- Linkage / Gaps
20Balanced set of relevant, KEY measurements
demonstrating current levels, trends, and
comparisons
Social Responsibility
Operational
H/R
Financial
Products Services
Customer Satisfaction
21Applying 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
22Applying 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
23Applying 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)
24Balanced 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
25Benchmarking
- 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
26Constructing the Balanced Score Card
27UW-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
28UW-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
29Six 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
31THANK 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
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32(No Transcript)
33For 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