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Improving Public School Processes and benefits

Improving Public School Processes and benefits



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  • The Process Owner is Responsible for Doing The Right Thing: Responsible for the Quality & Quantity of the Customer Deliverables Responsible for the overall Quality of the Process – And improvements there-to (They Need Strategic Projects / Actions) Supported by the Various Functions involved in creating the Deliverable (w/Service Level Agreements whenever possible or feasible) Responsible for providing Requirements to all of the supporting Functions Responsible for providing feedback on the usability of support services Responsible for reporting on the impact being made on the Organization’s Strategic Objectives The Function Owner is Responsible for Doing the Thing Right: Responsible for their own Functional Excellence & Regulatory Compliance Responsible for Meeting and Reporting on SLAs Managing Resources to optimizing utilization
  • 11 Examine Core Processes based on Contribution to Objectives Usability of Process Overall Quality w/Respect to Customer Requirements and Expectations Examine Core Processes base on Transaction Cycle Times Good transactions = Those which simply work as expected – Normal Cycle Times Bad Transaction = Bad (defective) in the usual ways – Known Problems – Longer Than Normal Ugly Transaction = Bad in various un-usual ways – Un Predictably Long Cycle Times
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  • Form a Senior Management Process/Project Council to review BCS process performance regularly (1-2 hours per month) and approve improvement actions Assign permanent middle management cross functional teams to review data in specific areas, present data (organized format) to senior leaders, and make process improvement action recommendations to the senior council. (no function specific presentations allowed) Empower cross functional teams to create (as needed – short lived) cross functional action teams to engage functions in projects to improve processes. Integrate implications into strategic planning and resource planning Modify your communications strategy and plan to inform internal and external customers of their role in BCS process management efforts (get buy-in as to how the results are to be sustained and improved). Internal and external customer feedback on errors and usability are key ingredients to sustainable success.
  • Separate the people from the Processes they manage
  • 18 Anatomy of a Transaction Phase 1 Discussion The Suppliers offer is prepared base on the suppliers view of the customer’s concern - Taking into consideration internal capabilities . The Customer agrees based on their view of the concern only. Ending with some kind of agreement. Phase 2 Execution Begins The conditions of satisfaction are supposed to be negotiated or discussed, very often they are assumed by the people involved, again based on their view of the concern and what is required to address it. Conditions of Satisfaction also exit within each transaction, sometimes communicated sometimes not. Phase 3 Product Delivery Execution of the agreed upon transaction ending with the Deliverable Phase 4 Implementation The customer will always make an assessment of the transaction as to it the deliverable actually addressed the concern. This is without regard to weather the concern was actually communicated. Usually the request or the offer are the only things communicated. - Ending with the development of Feedback. Phase 5 Dealing With Feedback This has an ongoing effect on the relationship - communicated or not. Negative feedback - particularly uncommunicated - can have an extreme negative impact.

Public schools presentation Public schools presentation Presentation Transcript

  • Strategic Intent and Communication ToolsTo Meet Customer Performance Requirements Joseph R. Hudson jrhudson@hudgroup.com
  • Strategic Action Planning Agreeing to the projects and initiatives needed to achieve the strategic objectives Making the link between those projects and initiatives and corresponding processes Analyzing the processes to be improved to achieve the strategic objectives Improved results requires changing a process. It’s all about results… Hudson Strategic Group
  • Implementing the Strategic Plan Strategic planning calls for different and improved results with respect to the organization’s core work. Strategic outcomes demand strategic process changes. Effecting organizational change requires process change. Cross-functional process change requires cross- functional project teams. Hudson Strategic Group
  • The Time is Right for Cross-Functional Process Improvement Implementing a Balanced Scorecard Documenting departmental procedures and processes Utilizing other assessments as a organizational change catalyst Changing external requirements Hudson Strategic Group
  • What is a Process? Process Input Completion Requirements Criteria Outputs Inputs Processes (Results)Meeting Requirements Value Creation Steps With Valuable Attributes Satisfaction Criteria Deliverable Usability Reoccurrence Prevention Feedback Criteria Criteria Usability & Problem Solving  New Requirements External Internal Feedback Feedback Any ACT of Creating Value Hudson Strategic Group
  • Processes are EVERYWHERE Functions are about “Being” Processes are about “Doing” “ To tell a manager about processes is like telling a fish about water. ” “ There is no product and/or service without a process. Likewise, there is no process without a product or service.” Hudson Strategic Group
  • Which BCS outcome measures are themost predictable and why ? Hudson Strategic Group
  • Why is it important to focus onCross-Functional Processes? All work results are produced by the processes used. Processes are functional and cross- functional. A focus on processes will permit better analysis and control. Hudson Strategic Group
  • A Focus on Cross-FunctionalProcesses can be a Powerful ToolStrategic Benefits Ability to execute strategies to achieve student success. Higher customer retention. Realize the customer value proposition.Stakeholder Benefits Greater customer satisfaction. Differentiated services. Lower service delivery cost.Operational Benefits Lower direct costs. Better use of assets. Faster cycle time. Increased accuracy. More added value. Hudson Strategic Group
  • Identifying and UnderstandingCross-Functional Process Begins outside a department and ends outside the department with the customer. Utilizes customer requirements. Uses inputs and specific steps to convert inputs into outputs. Evaluates if outputs of the process are usable as determined by the customer. Evaluates overall process effectiveness and usability for employees and end users. Utilizes feedback for continuous process improvement . Hudson Strategic Group
  • Identifying Objective and ProcessOwnership Begin with a Balanced Scorecard objective. Identify cross-functional process(es) that are used to produce that objective. Determine the attributes that make the objective strategic. Determine the key functions that are involved in the process in order to achieve the objective. Select an owner from the key functions involved. Hudson Strategic Group
  • Process vs. Function Owners The Process Owner is Responsible for Doing The Right Thing: Results for Customers The Function Owner is Responsible for Doing the Thing Right: Resources and Rules Senior Leaders are Usually BOTH Process Owners and Function Owners Hudson Strategic Group
  • The Good, the Bad & the Ugly “Good” Transactions are PROCESSED ROUTINELY by the existing process with minimum outside intervention and shortest cycle time. “Bad” Transactions are those which are NORMALLY BAD. They require exception processing, but only suffer from known problems which can be addressed by known solutions - longer than normal cycle times. “Ugly” Transactions are those which are NOT HANDLED within the existing process and require outside intervention or assistance. They have very long cycle times - often not tracked or monitored. Hudson Strategic Group
  • Use Transaction Cycle Times to Target ImprovementsNumber of Transactions “Good” Transactions “Bad” Transactions “Ugly” Transactions Short Very Long Actual Cycle Times (ElBCSed Time to Complete) Hudson Strategic Group
  • Transactions-Empirical Data THE GOOD, BAD, and UGLY Number of Transactions 283 300 250 200 150 112 100 67 50 0 1-60 days 61-120 days 120+ Total of 462 unique Quality Ranges events Hudson Strategic Group
  • Strategic Action Planning – Assignments Example: Cross-Functional Process “A” StartInputs Follow BCS Rules Schools 1 2 9 YES Rule Staff C&I 3 4a 7a Rule NO Purchase YES Rule YES 4 7 “Swim Lanes” NO Legal 5 Rule Departments Own HR Support Tasks Mgmt YES 6 Hr or IT 8 2a SRT Assign a Lead for Strategic Actions Finance 10a 10 Related to Process “A” END Outputs Hudson Strategic Group (Results)
  • Functional vs. Process FocusFunctional Focus Process Focus• Employees are the problem. • The Process is the problem.• Doing my job. • Help to get things done.• Measuring individuals. • Measuring the process.• Motivate people. • Remove barriers.• Controlling employees. • Developing people.• Don’t trust anyone. • We are all in this together.• Who made the error? • What allowed the error to occur?• Correct errors. • Reduce variation.• Bottom-line driven. • Customer driven.• Inherently values stability. • Inherently values flexibility Hudson Strategic Group
  • BCS Approach to ProcessImprovement 2005• Create standards, 2006guidelines and toolsfor regulation, policy • Completion ofand procedures. departmental• Creation of BCS regulation, policy and procedures. 2007Methodology forProcess Improvement. • Selection of key • Continue to address• Establish process improvement District priorities andprioritization of work projects to be key areas.based on strategy, executed for theDeloitte District.recommendations and • Implement projectDistrict priorities. teams to address process initiatives and action plans. Hudson Strategic Group
  • BCS Process Improvement MethodologyPhases Planning & Execution & Initiation Closing Analysis Monitoring Create Project Create Project Plan Project Build Project Solution Present ProjectManagement Charter and WBS Solution Organize for Collect Data and Process Validate and ContinuousImprovement Process Document Complete Implementation Detailed Analysis Redesign Improvement Improvement Create Change & Change Create Sense of Communications Execute Change Management Plan Monitor ProgressManagement Urgency StrategyDeliverables Approved Project Approved Project Approved Project Implemented Project Solution Charter Plan & Budget Closure Report Hudson Strategic Group
  • Process Management – Next Steps Form a Senior Management Process Owner Steering Committee (Send a Message) Assign permanent, middle management, cross functional teams to:  Review data in specific areas, present data (organized & formatted) to senior leaders.  Make process improvement action recommendations to the senior council. (no function specific presentations allowed) Empower cross functional teams to create cross functional action teams (as needed – short lived) to engage functions in projects to improve processes. Integrate implications into operational planning and resource planning Modify your communications strategy and plan to inform internal and external customers of their role Hudson Strategic Group
  • Why a Senior Team should focuson Process Improvement? The BCS staff needs to know that process management matters to you because they already know that results matter to you. You need them to believe in process management so that results can be achieved consistently and systematically rather than unreliably through heroic efforts. You need them to be able to sustain and improve the results without your direct involvement. You need them to render the whole system visible – available to be examined, criticized, and improved (get it out of people’s heads and down on paper). Hudson Strategic Group
  • Establish a Process ImprovementInfrastructure What How Who (Recommended Management System) Mission/Vision Market / Data Analysis Leadership (Purpose) w/ School Board Strategic Plan Goals & Objectives Sr. Mgmt Team (Cabinet) (Strategy Map) (w/Lagging Indicators) Management Steering Committee Initiatives & Processes for Middle Management Programs Delivery (Strategic (Change Management) Permanent Performance Actions) Improvement Team(s) Tactics Activities Line Management (w/Leading Indicators) Chartered Project New Tasks Changed Tasks Teams (Six-Sigma and Other) Results Skills & Abilities Associated with Individuals, (Source of (New or Improved Systems, and Jobs Measurement Data) Capabilities) Hudson Strategic Group
  • Implementing the Strategic Plan Strategic objectives call for different and improved results. Improved results demand strategic process changes. Cross-functional process change requires cross- functional project teams. Leadership and Ownership are required at each step. Hudson Strategic Group
  • Strategic Action Planning Analyzing the strategic objectives to determine what processes must be improved to achieve the objectives. Assigning ownership for the processes and related objectives. Agreeing to the projects and initiatives needed to improve the processes identified. Hudson Strategic Group
  • Conclusion Thank you for your time. Any questions? Hudson Strategic Group
  • The BCS Offer Loop You Are Where Are We Now? Here MAKE PREPARE “NEW” OFFER OFFER ANALYZE OFFER Establish Conditions of Satisfaction 1 DCSS Community 5 Monitor START Progress Executive Strategic Plan w/Priorities & Initiatives 2 ACCEPT Middle Management FEEDBACK Operational Organize ResourcesBad Good Measurements LINE OFFER 4 Execute (Mutual Customers Promise) Community ASSESS DCSS 3 RESULTS EXECUTE Use the Deliverables DELIVER Hudson Strategic Group HSG Confidential © 1996 Hudson Strategic Group (404) 768-1313 (hudgroup@hudgroup.com)