Reducing Academic Attrition Through Strategic Performance Management Hencshel Us Army
Strategic Performance & Change Management Conference November 13-15, 2012 in New Orleans, LA Reducing Academic Attrition Through Strategic Performance Management David “Scott” Hencshel Director, Lean Six Sigma Training & Deployment Office of Strategy and Innovation Army Medical Department Center and School Fort Sam Houston, Texas
Trivia: Who is this?• Saved the lives of thousands of British Soldiers in the Crimea.• Wrote “Notes on Matters Affecting the Health, Efficiency and Hospital Administration of the British Army”.• Introduced a system of recording sickness and mortality data at military hospitals—pled the case with data.• Was a pioneer in the uses of social statistics and their graphical representation (invented the polar-area charts).• Elected to a fellowship in the Royal Statistical Society.• Honorary member of the American Statistical Association.• Most effective weapon was the presentation of sound statistical data.
Polar Area Chart The death rate at Scutari, calculated here on an annual basis as a fraction of the patient population, reached 415 percent in February. Sanitary reforms began in March. This diagram is taken from the report of a Royal Commission set up after the war to investigate sanitary conditions in the army.
LINE DIAGRAMSfrom the RoyalCommission’s reportcompare conditionsin the Army to thosein civilian life.Mortality in thepeacetime army inBritain was nearlytwice as high as itwas among civilians(top).In the Crimean War“zymotic” diseaseswere the main causesof death and were farmore prevalent thanthey were in England(bottom).
TSG Guidance for Balanced Scorecard20 Dec 07—Army SurgeonGeneral, LTG Schoomakermemo to Major SubordinateCommands.“Use the BSC as aguide in all commandand managementfunctions withconscious disciplinedapplication, it trulyworks!”
What is a Balanced Scorecard?• Strategic planning and management system• Decision-making and communication tool• Provides disciplined framework for planning and measuring strategy• Uses performance measures to monitor strategy execution and make better strategic decisions
BSC is comprised of• Strategy Map • Visual/graphic representation of our strategy • Quick look at our strategic priorities in the form of strategic objectives (“bubbles” on the map)• Scorecard • Developed from the strategy map • Translates our strategic objectives into a comprehensive set of performance measures and targets • Provides the framework for our strategic measurement and management system
Cascaded Objectives MEDCOM (our higher headquarters) - Promote, Sustain and Enhance Soldier Health - Train, Develop and Equip a Medical Force that Supports Full Spectrum Operations - Deliver Leading Edge Health Services to Our Warriors and Military Family to Optimize Outcomes America’s Premier Medical Team Saving Lives and Fostering Healthy and Resilient People Army Medicine…Army Strong! Maximize Value in Provide Global Balance Innovation Optimize Communication and Build the Team Health Services Operational Forces with Standardization Knowledge Management Patient/Customer/ Stakeholder CS 1.0 Improved CS 2.0 Optimized CS 3.0 Improved CS 4.0 CS 5.0 Improved CS 6.0ENDS Healthy and Protected Care and Transition Healthy and Responsive Patient and Inspire Trust Protected Battlefield in Army Feedback Adjusts Resourcing Decisions Families, Beneficiaries of Wounded, Ill, and Customer and Army Civilians Injured Warriors Warriors Medical Force Satisfaction Medicine IP 12.0 Implement IP 13.0 Build Relationships and IP 15.0 Leverage Research, AMEDDC&S (us) Internal Process Best Enhance Development and IP 10.0 Practices Acquisition Optimize Partnerships IP 7.0 Maximize IP 8.0 Improve WAYS Medical Physical and Quality, IP 9.0 Improve Readiness Psychological Health Outcome- Access and IP 16.0 Promotion and Focused Care Continuity of Synchronize Care IP 14.0 Improve IP 11.0 Improve Information Prevention and Services Internal and External Army Medicine to Support Army AMEDD Center and School: As of 26 Jun 08 Stationing & Systems Communication BRAC Stewardship Stakeholders Customers/ Inspire Trust in and Growth Learning Products and LG 17.0 Improve LG 19.0 Promote LG 18.0 Improve LG 20.0 Improve Services Recruiting and and Foster a Training and Knowledge Retention of Culture of Development Management AMEDD Personnel Innovation Improve Improve Customer EmployeeMEANS Satisfaction Satisfaction Resource R 21.0 R 22.0 Optimize Optimize Lifecycle Management of R 23.0 Maximize Resources and Facilities and Human Capital Financial/ Value Infrastructure Optimize and RewardThis is a dynamic, living document For more information go to: https://ke2.army.mil/bsc Diversify Stewardship Resources Improve Access Improve to Products and Enhance Improve Joint Change Services Communication Optimize Integration Management Employee Processes Recognition Internal Increase Organizational Efficiency and Enhance Medical Standardization Training and Force Improve Development Knowledge Management Encourage Innovation Organizational Capacity Improve Increase Optimize Improve Training Organizational Understanding of Employee and Working Alignment Duties/Responsibilities Education and Environment Training Slide 9 of 30
Stakeholders CS 1.0 Customers/ Inspire Trust in CS 2.0 Products and CS 3.0 Improve Services Improve Customer Employee Satisfaction SatisfactionStewardship Financial/ FS 4.0 FS 5.0 Optimize Reward and Diversify Stewardship Resources IP 6.0 IP 9.0 Improve IP 8.0 IP 7.0 Improve IP 10.0 Access to Enhance Improve Joint Change Optimize Civilian Products and Communication Integration Management EmployeeProcesses Services Recognition Internal IP 12.0 Increase IP 11.0 Organizational IP 13.0 Enhance Efficiency and Improve Medical Training Standardization Knowledge and Force Management Development IP 14.0 Encourage InnovationOrganizational Capacity OC 17.0 OC 18.0 OC 15.0 OC 16.0 Increase Optimize Improve Improve Training Understanding of Employee Organizational and Working Duties / Education and Alignment Environment Responsibilities Training 10
Scorecard (Initial) Attrition rates TBD / by class. baseline Objective Objective Statement Measure Targets Initiatives Financial Stewardship Quarterly review of projected Recognize efficient use of resources. budget execution versus TBD Baseline Reward innovation that improves Budget return from Reward Stewardship actual execution operations and/or increases customer Credit Card satisfaction % compliance with credit card Rebate. Objective Objective Statement Measure rebate policy Target < 5 days Initiative Attrition rates (%) of all MOS Charter attrition TBD Baseline Ensure health services assets of all three courses work group . Enhance MedicalProcesses components are trained and modular and % deploying BCT receiving Internal Training and Force cutting edge to support full spectrum predeployment training across AC 100% Development TBD operation and joint force requirements. all COMPOS NG TBD TBD TBD TBD 11
68W Attrition rate Attrition rate = (1- (grads/starts))*100 # of Graduates1- X 100 = Attrition # of Starts 3561- X 100 = Attrition 4001- 0.89 X 100 = 11%
The BSC forced us to find the best tool to “measure” and “see” attrition?We decided on using a Control Chart. Why?1. See trending and monitor the process over time.2. Detect special cause variation. Special cause variation is data/events that occur outside the Control Limits (approx +/– 3 std dev from the mean = 99.73%) seen as the red lines above and below the mean.3. Help us establish the current performance level (baseline) and then allow us to compare/monitor current performance to the baseline.
What is the right Control Chart to use?This depends on the type of data that you have:Continuous Data-----Speed, Time, DistanceDiscrete/Attribute Data-----Attrit, non-attrit = (P Chart) Charts the proportion of defectives in each subgroup.
Scorecard (Current) 68W Attrition Attrition % between UCL and LCL Strategic Objective Objective Commentary Measure Target Ensure health services assets 68W Attrition rate Attrition Rate stayIP 11.0 Enhance of all three components are between Upper and trained and modular and Attrition rate = Lower Control LimitMedical Training and Force cutting edge to support full (1- (grads/starts))*100 spectrum operation and joint Development force requirements.
First Time Pass = Rolled Throughput Yield • What is the final yield (First Time Pass %) after passing through 5 steps (modules) in a course? – Each step (module) has a yield of “Y”. • Y = 95% • Y = 99% – Assume a class size of 400 for this example Step 1 Step 2 Step 3 Step 4 Step 5 OutputY = 95% 380 361 343 326 310 77%Y = 99% 396 392 388 384 380 95%Moral of the story--A comparatively small improvement in yield results in anenormous improvement in output productivity and a dramatic reduction in cost!
Last ThoughtsWe were . . . . . . . Now we . . . . . . . .Not measuring correctly (rolling Have a proper definition of Attrition (toquarterly average? Really?) include mathematically) and use the P Chart to “see” performance and trendingPaying homage to a “false target” Have meaningful targets based on(cookie cutter 10%) historical data and baselines by courseDealing with Attrition on the 2nd Deal with Attrition throughout ourfloor of building 2840 organization
Strategic Performance & Change Management Conference November 13-15, 2012 in New Orleans, LA View the Strategic Performance & Change Management program here: http://tinyurl.com/8wxywgc If you would like to receive the free IQPC brochure directly email firstname.lastname@example.org