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NCCI Balanced Scorecard 150718

This document provides an overview of a Balanced Scorecard presentation. It includes an agenda that covers defining and framing the Balanced Scorecard, aligning it with Lean principles, establishing roadmaps, metrics, status reporting, and scoring. Examples are provided of Balanced Scorecards for higher education strategic plans. The presentation aims to help organizations successfully implement Balanced Scorecards.

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Balanced Scorecard Mike Eke & Keith Potter
2 Agenda  Introduction  Definition, Framework, Examples  Alignment with Lean  Roadmap  Strategy, Initiatives and Goals  Establishing Metrics and Schedules  RYG Status and Criteria  Case Study  Scoring, Weighing, Prioritizing  Keys to Success and Next Steps  Summary  Q & A
 What is your definition of a Balanced Scorecard? 3 Exercise: What is a BSC (Balanced Scorecard)?
4  A strategic planning and management system  Aligns organizations activities to the vision and  strategy of the organization  Improves internal and external communication  Monitors organizational performance against  strategic goals  Created to add strategic, non‐financial performance  measures to traditional financial metrics to provide a  more “balanced” view of organizational  performance BSC: What is it?
5  Over 50% of large U.S. firms use BSC1  More than half of major companies in U.S., Europe  and Asia use BSC approaches1  BSC ranked fifth on the top ten list of most widely  used management tools around the world2  BSC was selected by editors of the Harvard Business  Review as one of the most influential business ideas  of the last 75 years  Enables organizations to clarify their vision and  strategy and translate them into action The Power of the BSC 1. Gartner Group; 2. Bain & Co.
6 Basic Framework and Mapping Robert S. Kaplan, David P. Norton, Harvard Business Review (Jan‐Feb 1996)
7 Sample Frameworks
8 Examples: Other Industries
 Five year strategic plan  Three goals  20 initiatives  Overall score  Initiative score  Answers at a glance:  How are we doing?  Where do we need to  focus going forward? 9 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G 1.3 Review and improve current student services processes Gates Black Campus  Presidents Kim Beatty G G G 1.4 Assess and improve student engagement Gates Black Campus  Presidents Kim Beatty G G G 1.5 Strengthen and standardize the developmental education  program Wells Campus  Presidents Rick Garcia G G G 2.1 Expand College Access to each high school in Tarrant County Gates Black Campus  Presidents Kim Beatty Noemi Vela           G G G 2.2 Expand access to education and training through alternative  learning opportunities Wells Campus  Presidents Troy Vaughn G G G 2.3 Increase funding for financial assistance for all students McIntosh Johnson Hadley Joe McIntosh Y G Y 2.4 Research textbook actual costs and investigate options to reduce  costs  McClendon Campus  Presidents Robin Birt G G G 2.5 Assess our current status of diversity and develop a qualitative  diversity plan Robinson Campus  Presidents Shani Moore G R R 2.6 Assess our current status of diversity and develop a quantitative  diversity plan Robinson Campus  Presidents Shani Moore R R R 3.1 Update and execute the technology plan based on the district  strategic plan Marshall Campus  Presidents Tim Marshall G G G 3.2 Develop and implement a strategic real estate and facilities  master plan Petty Campus  Presidents Margarent Lutton G G G 3.3 Develop and implement a process improvement program across  the organization Gates Campus  Presidents Mike Eke G Y Y 3.4 Develop a comprehensive professional development program for  all employees Robinson Campus  Presidents Ricardo Coronado Theresa Mouchayleh G G G 3.5 Revise and execute a comprehensive marketing plan Gates Campus  Presidents TBD TBD R R 3.6 Update the systematic process used to assess and improve  administrative and educational support services units and  implement revisions Johnson Hadley Campus  Presidents David Wells Angela Robinson Joy Gates Black Reginald Gates Nina Petty G G G 3.7 Develop increased opportunities for collaboration and service to  the community Gates Campus  Presidents Cacy Curtis G G G 3.8 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado G G G 3.9 Develop and implement an emergency management plan Robinson Campus  Presidents Robie Robinson Shaun Williams G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Example: Higher Education (Strategic Plan)
10 1. Correctly define value from the Customer’s  standpoint 2. Eliminate the waste in the value streams from concept through delivery 3. Make the remaining steps flow 4. Let the customer pull just the value needed 5. Pursue perfection until every step adds value 1. Error Proofing (Poka‐yoke) 2. Visual Workplace How does this align with Lean?
 Transparency of critical information  What do I need to know to do my job better?  What do I need to share with others so they can do their job better?  The current status and performance of the organization, departments  and processes is immediately apparent to everyone  Visual Workplace is a term to describe how data and  information should be conveyed in a Lean organization   Use visual methods to convey information so it is easily  accessible to those who need it Visual Workplace = Transparency 11
12 Visual Workplace = where it is obvious to everyone…  What’s most important to the organization  Our strategy / strategic plan  Top 3‐5 programs, initiatives, goals and objectives  Top 3‐5 Metrics / KPIs (Key Performance Indicators)  What we should be working on first (prioritization)  How the organization is performing  Top 3‐5 Metrics / KPIs: actuals vs. goals  Status / progress of our top 3‐5 programs and initiatives  How we should be working   Standard work
13  Strategic Plan  Pick your framework areas and weights  Financial: 20%  Customer: 35%  Efficiency: 35%  Capacity: 10%  Organizational Goals within each area  Initiatives/projects to achieve the Goals  KPIs/Metrics for each initiative/project Sample Roadmap  Student Success: 40%  Strategic Plan: 20%  Efficiency: 20%  Financial Stability: 20%
Example: Roadmap Path 14 Student Success Strategic Plan Goal 1 Support student learning and success Goal 2 Ensure affordability, accessibility and  diversity Goal 3 Promote institutional effectiveness 3.3 Develop and implement a process improvement program across the organization Metric 1 Train 80%+ of employees by 8/31/14 Metric 2 Project success Metric 3 Instructor ratings of 3.0+ Class recommendation rating of 3.0+
15 Establishing Metrics  Source  VOC? (Voice of Customer)  Executive/Leadership  Quantity  Too many?  Prioritized  SMART  Specific, Measurable, Attainable, Relevant, Timely  Data Type  Attribute vs. variable (variable preferred)
16  Significance of Targets  Beyond common cause variation?  Trends over time (frequency of measurement)  Visual  Where are they?  Can everyone see them?  Can they be understood quickly?  ~10 seconds per chart  Data tables vs. charts/graphs Establishing Metrics
17  Performance Trends  Performance to goal variance  Trends over time – how are we doing?  RYG  How far do we have to go ‐ will we make it?  Predictive metrics  Qty. or number vs. % achieved over time  Overall performance ‐ Balanced Scorecard / Dashboard  Any anomalies or trends? (control chart)  What is causing it? Process? People? Systems? Establishing Metrics
18  What is the call to action?  Based on RYG?  Other Signal/triggers/thresholds?  Follow up plan  Reporting  How accurate is the measurement?  Supported with data / evidence Establishing Metrics
 Every initiative / project must have at least one:  Metric or measurable objective (“measure of success”)  A.K.A. KPI, Metric, Goal, Objective  When the project ends, how do we know we made a difference?  What changed?  Schedule of event(s) with a target completion date  Achieved what objective by what date?  What milestones must be met along the way? Metrics and Schedule 19
 Single measure of overall “health” of projects /  initiatives  Measures actual performance to planned  performance of both objective(s) and schedule  Worst case measurement  Red in either Objective or Schedule = Red overall  Yellow in either but no red = Yellow overall  Green in both = Green overall Establishing RYG Status 20
Project Health - RYG Criteria 21 HEALTH QUALITATIVE  DESCRIPTION QUANTITATIVE  DESCRIPTION ACTION REQUIRED R Currently late OR below  defined objectives with  NO plan to recover to  meet defined final  schedule OR objectives Greater than 10% behind  original schedule OR  below original objectives Management  intervention Y Currently late OR below  defined objectives but  HAVE a plan to recover to  meet defined final  schedule OR objectives More than 0% but less  than or equal to 10%  behind original schedule  OR below original  objectives Management awareness  and support G Currently on time AND  meeting defined  objectives and WILL meet  defined final schedule  AND objectives Less than or equal to 0%  behind original schedule  OR below original  objectives None
 Launched Nov 2012  Equal weighting of all  20 initiatives (5% each)  19/20 initiatives  scored  Overall RYG status and  score  Updated biannually 22 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G 1.3 Review and improve current student services processes Gates Black Campus  Presidents Kim Beatty G G G 1.4 Assess and improve student engagement Gates Black Campus  Presidents Kim Beatty G G G 1.5 Strengthen and standardize the developmental education  program Wells Campus  Presidents Rick Garcia G G G 2.1 Expand College Access to each high school in Tarrant County Gates Black Campus  Presidents Kim Beatty Noemi Vela           G G G 2.2 Expand access to education and training through alternative  learning opportunities Wells Campus  Presidents Troy Vaughn G G G 2.3 Increase funding for financial assistance for all students McIntosh Johnson Hadley Joe McIntosh Y G Y 2.4 Research textbook actual costs and investigate options to reduce  costs  McClendon Campus  Presidents Robin Birt G G G 2.5 Assess our current status of diversity and develop a qualitative  diversity plan Robinson Campus  Presidents Shani Moore G R R 2.6 Assess our current status of diversity and develop a quantitative  diversity plan Robinson Campus  Presidents Shani Moore R R R 3.1 Update and execute the technology plan based on the district  strategic plan Marshall Campus  Presidents Tim Marshall G G G 3.2 Develop and implement a strategic real estate and facilities  master plan Petty Campus  Presidents Margarent Lutton G G G 3.3 Develop and implement a process improvement program across  the organization Gates Campus  Presidents Mike Eke G Y Y 3.4 Develop a comprehensive professional development program for  all employees Robinson Campus  Presidents Ricardo Coronado Theresa Mouchayleh G G G 3.5 Revise and execute a comprehensive marketing plan Gates Campus  Presidents TBD TBD R R 3.6 Update the systematic process used to assess and improve  administrative and educational support services units and  implement revisions Johnson Hadley Campus  Presidents David Wells Angela Robinson Joy Gates Black Reginald Gates Nina Petty G G G 3.7 Develop increased opportunities for collaboration and service to  the community Gates Campus  Presidents Cacy Curtis G G G 3.8 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado G G G 3.9 Develop and implement an emergency management plan Robinson Campus  Presidents Robie Robinson Shaun Williams G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Case Study: Strategy Scorecard
Case Study: Initiative Drill Down Strategic Plan Goal 2 Support student learning and  success Ensure affordability, accessibility and  diversity reflective of the community Promote institutional effectiveness Goal 1 Goal 3 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 23 One initiative may have multiple projects… OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS Goal#.Strategy# Priority Parent Strategy /  Initiative / Project Child Supporting  Project(s) CELT Owner Functional  Owner(s) Metrics (Measures of  success) Unit of  Measure  (Qty, %,  Days  etc…) + Increase or ‐ Decrease Baseline Project  Goal Progress:  Latest  Actual Project  Goal:  Latest  Estimate  or Final  Actual Objectiv e Status  (RYG) Plan Start  Date Plan  Compl.  Date Actual  Start  Date Actual  or Latest  Est.  Compl.  Date Schedule  Status  (RYG) Overall  Status  (RYG) Comments / Update 1.1a 17 Implement a  systematic process  to manage  assessment of  academic student  learning outcomes Marshall Campus  Presidents Karen Kusler Academic programs with  SACS compliant  assessment plans % + 28% 100% 100% 100% G Apr‐10 Oct‐13 Nov‐11 Oct‐13 G G 11/6/13: All award granting  programs' plans completed and  received 1.1b 16 Use assessment  results to improve  academic student  learning outcomes Wells Campus  Presidents Karen Kusler Academic programs using  assessment data to  improve student learning  outcomes % + 70% 100% 70% 100% G Jan‐13 May‐14 Jan‐13 May‐14 G G 11/6/13: Award granting programs  started using assessment data to  make improvements in Jan 2013 Bold Italic = revised in Annual Strategic Plan 6/4/13 H = For Historical record only …with multiple objectives and schedules
Case Study: Scoring and Weighing 24 All supporting projects’ statuses roll up to their top level initiative status OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS Goal#.Strategy# Priority Parent Strategy /  Initiative / Project Child Supporting  Project(s) CELT Owner Functional  Owner(s) Metrics (Measures of  success) Unit of  Measure  (Qty, %,  Days  etc…) + Increase or ‐ Decrease Baseline Project  Goal Progress:  Latest  Actual Project  Goal:  Latest  Estimate  or Final  Actual Objectiv e Status  (RYG) Plan Start  Date Plan  Compl.  Date Actual  Start  Date Actual  or Latest  Est.  Compl.  Date Schedule  Status  (RYG) Overall  Status  (RYG) 2.2 12 Expand access to  education and  training through  alternative learning  opportunities Wells Campus  Presidents Troy Vaughn Increase in Contact Hours ‐ Corporate Services (FY12‐13) Qty + 138,630 140,016 138,630 137,605 Y Sep‐12 Aug‐13 Sep‐12 Aug‐13 G Y 2.2 12 Expand access to  education and  training through  alternative learning  opportunities Wells Campus  Presidents Troy Vaughn Increase in Contact Hours ‐ Corporate Services (FY13‐14) Qty + 137,605 138,981 48,826 138,981 G Sep‐13 Aug‐14 Sep‐13 Aug‐14 G G Bold Italic = revised in Annual Strategic Plan 6/4/13 H = For Historical record only # Priority Strategy / Initiative / Project CELT Owner Functional  Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 2.2 12 Expand access to education and training through  alternative learning opportunities Wells Campus  Presidents Troy Vaughn Kelly  Willing Y G Y Each initiative is scored  based on overall status:  Red = 30  Yellow = 75  Green = 100 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Sum of all weighted scores =  Overall Strategy Score Score x %Weight =  Weighted Score Overall RYG:  <60 = Red  60 – 89 = Yellow  90+ = Green
25 Case Study: Make it Visual What’s missing?
26 Case Study: Prioritization
Priority 27 The power of Schedules, RYG and Prioritization Top Bottom Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Project 9 Project 10 Project 11 Project 12 Project 13 Project 14 Project 15 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Capacity Shift resources Adjust schedule based on resource availability What’s the problem here? How would you fix it?
 Latest revision  Prioritized  Adjustments from  Annual Strategic  Plan  All initiatives scored Case Study: Continuous Improvement 28 # Priority Strategy / Initiative / Project CELT Owner Functional  Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 2.1a 1 Increase college‐going culture Gates Black Campus  Presidents Kim Beatty Noemi Vela Carlos Morales      G G G 3.4a 2 Implement a comprehensive professional  development program for all employees Robinson CELT Ricardo Coronado Theresa  Mouchayleh G R R 3.6 3 Update the systematic process used to assess and  improve administrative and educational support  services units and implement revisions Johnson Hadley Campus  Presidents Nina Petty Joy Gates Black David Wells Reginald Gates G R R 2.5a 4 Continue to assess status of diversity and  implement diversity plan Robinson CELT Shani Moore G G G 3.9 5 Develop and implement an emergency management  plan Robinson Campus  Presidents Shaun Williams  Robie Robinson R G R 2.3 6 Increase funding for financial assistance for all  students McIntosh Johnson Hadley Joe McIntosh G G G 3.1 7 Update and execute the technology plan based on  the district strategic plan Marshall Campus  Presidents Richard Sullivan Joseph Bosley James August  David Mead G R R 3.3 8 Develop and implement a process improvement  program across the organization Gates Campus  Presidents Mike Eke Y G Y 1.4a 9 Assess student engagement Gates Black Campus  Presidents Kim Beatty James Ramirez ATD Campus  Coordinators G G G 3.8 10 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado R G R 3.5b 11  Implement a comprehensive marketing plan Gates Suzanne Cottraux G G G 2.2 12 Expand access to education and training through  alternative learning opportunities Wells Campus  Presidents Troy Vaughn Kelly  Willing Y G Y 2.4a 13 Implement common and digital course materials McClendon Campus  Presidents Kathy Crusto‐Way Christine Hubbard Campus  Presidents G G G 3.7 14 Develop increased opportunities for collaboration  and service to the community Gates Campus  Presidents Reginald Gates  Suzanne Cottraux G G G 1.4b 15 Improve student engagement Gates Black Campus  Presidents Faculty and  Faculty Academy  Kim Beatty James Ramirez ATD Campus  Coordinators G G G 1.1b 16 Use assessment results to improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G G G 1.1a 17 Implement a systematic process to manage  assessment of academic student learning  outcomes Marshall Campus  Presidents Karen Kusler G G G 1.5 18 Strengthen and standardize the developmental  education program Wells Campus  Presidents Robin Birt Thomas  Awtry R R R 1.3 19 Review and improve current student services  processes Gates Black Campus  Presidents Kim Beatty G G G 1.2a 20 Implement Innovation Forum CELT Margarent Lutton G G G OVERALL  SCORE: VISION 2015 STATUS REPORT AND SCORECARD Updated: March 2014 Revised in Annual Strategic Plan 6/4/13 YOVERALL STATUS:77 Priority Top Bottom
 Support from the top  RYG status drives a call to action by leadership  Shifting resources; support and/or intervention  Discipline by BSC owner  “Can you just make mine Green?”  Recording performance accurately  Objectives and schedule  Aligned to changes in strategic plan (e.g. annual)  Prioritization of initiatives  Broad communication Case Study: Keys to Success 29
30 Case Study: Next Steps Student Success Strategic Plan Efficiency/Capacity Financial The Big Picture!
31 Summary  Powerful tool to manage an organization more  effectively  Improves alignment between an organization’s  activities and it’s strategy  Excellent communication tool – internal/external  Helps monitor non‐financial and/or previously  unmeasured organizational performance  Drives action where it is needed most  Easy to do (relatively)
32 Q&A

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NCCI Balanced Scorecard 150718

  • 1.
  • 2.
    2 Agenda  Introduction  Definition, Framework, Examples Alignment with Lean  Roadmap  Strategy, Initiatives and Goals  Establishing Metrics and Schedules  RYG Status and Criteria  Case Study  Scoring, Weighing, Prioritizing  Keys to Success and Next Steps  Summary  Q & A
  • 3.
  • 4.
    4  A strategic planning and management system  Aligns organizations activities to the vision and  strategy of the organization Improves internal and external communication  Monitors organizational performance against  strategic goals  Created to add strategic, non‐financial performance  measures to traditional financial metrics to provide a  more “balanced” view of organizational  performance BSC: What is it?
  • 5.
    5  Over 50% of large U.S. firms use BSC1  More than half of major companies in U.S., Europe  and Asia use BSC approaches1 BSC ranked fifth on the top ten list of most widely  used management tools around the world2  BSC was selected by editors of the Harvard Business  Review as one of the most influential business ideas  of the last 75 years  Enables organizations to clarify their vision and  strategy and translate them into action The Power of the BSC 1. Gartner Group; 2. Bain & Co.
  • 6.
    6 Basic Framework andMapping Robert S. Kaplan, David P. Norton, Harvard Business Review (Jan‐Feb 1996)
  • 7.
  • 8.
  • 9.
     Five year strategic plan  Three goals 20 initiatives  Overall score  Initiative score  Answers at a glance:  How are we doing?  Where do we need to  focus going forward? 9 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G 1.3 Review and improve current student services processes Gates Black Campus  Presidents Kim Beatty G G G 1.4 Assess and improve student engagement Gates Black Campus  Presidents Kim Beatty G G G 1.5 Strengthen and standardize the developmental education  program Wells Campus  Presidents Rick Garcia G G G 2.1 Expand College Access to each high school in Tarrant County Gates Black Campus  Presidents Kim Beatty Noemi Vela           G G G 2.2 Expand access to education and training through alternative  learning opportunities Wells Campus  Presidents Troy Vaughn G G G 2.3 Increase funding for financial assistance for all students McIntosh Johnson Hadley Joe McIntosh Y G Y 2.4 Research textbook actual costs and investigate options to reduce  costs  McClendon Campus  Presidents Robin Birt G G G 2.5 Assess our current status of diversity and develop a qualitative  diversity plan Robinson Campus  Presidents Shani Moore G R R 2.6 Assess our current status of diversity and develop a quantitative  diversity plan Robinson Campus  Presidents Shani Moore R R R 3.1 Update and execute the technology plan based on the district  strategic plan Marshall Campus  Presidents Tim Marshall G G G 3.2 Develop and implement a strategic real estate and facilities  master plan Petty Campus  Presidents Margarent Lutton G G G 3.3 Develop and implement a process improvement program across  the organization Gates Campus  Presidents Mike Eke G Y Y 3.4 Develop a comprehensive professional development program for  all employees Robinson Campus  Presidents Ricardo Coronado Theresa Mouchayleh G G G 3.5 Revise and execute a comprehensive marketing plan Gates Campus  Presidents TBD TBD R R 3.6 Update the systematic process used to assess and improve  administrative and educational support services units and  implement revisions Johnson Hadley Campus  Presidents David Wells Angela Robinson Joy Gates Black Reginald Gates Nina Petty G G G 3.7 Develop increased opportunities for collaboration and service to  the community Gates Campus  Presidents Cacy Curtis G G G 3.8 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado G G G 3.9 Develop and implement an emergency management plan Robinson Campus  Presidents Robie Robinson Shaun Williams G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Example: Higher Education (Strategic Plan)
  • 10.
    10 1. Correctly define value from the Customer’s  standpoint 2.Eliminate the waste in the value streams from concept through delivery 3. Make the remaining steps flow 4. Let the customer pull just the value needed 5. Pursue perfection until every step adds value 1. Error Proofing (Poka‐yoke) 2. Visual Workplace How does this align with Lean?
  • 11.
     Transparency of critical information  What do I need to know to do my job better? What do I need to share with others so they can do their job better?  The current status and performance of the organization, departments  and processes is immediately apparent to everyone  Visual Workplace is a term to describe how data and  information should be conveyed in a Lean organization   Use visual methods to convey information so it is easily  accessible to those who need it Visual Workplace = Transparency 11
  • 12.
    12 Visual Workplace =where it is obvious to everyone…  What’s most important to the organization  Our strategy / strategic plan  Top 3‐5 programs, initiatives, goals and objectives  Top 3‐5 Metrics / KPIs (Key Performance Indicators)  What we should be working on first (prioritization)  How the organization is performing  Top 3‐5 Metrics / KPIs: actuals vs. goals  Status / progress of our top 3‐5 programs and initiatives  How we should be working   Standard work
  • 13.
    13  Strategic Plan  Pick your framework areas and weights Financial: 20%  Customer: 35%  Efficiency: 35%  Capacity: 10%  Organizational Goals within each area  Initiatives/projects to achieve the Goals  KPIs/Metrics for each initiative/project Sample Roadmap  Student Success: 40%  Strategic Plan: 20%  Efficiency: 20%  Financial Stability: 20%
  • 14.
    Example: Roadmap Path 14 Student SuccessStrategic Plan Goal 1 Support student learning and success Goal 2 Ensure affordability, accessibility and  diversity Goal 3 Promote institutional effectiveness 3.3 Develop and implement a process improvement program across the organization Metric 1 Train 80%+ of employees by 8/31/14 Metric 2 Project success Metric 3 Instructor ratings of 3.0+ Class recommendation rating of 3.0+
  • 15.
    15 Establishing Metrics  Source VOC? (Voice of Customer)  Executive/Leadership  Quantity  Too many?  Prioritized  SMART  Specific, Measurable, Attainable, Relevant, Timely  Data Type  Attribute vs. variable (variable preferred)
  • 16.
    16  Significance of Targets  Beyond common cause variation? Trends over time (frequency of measurement)  Visual  Where are they?  Can everyone see them?  Can they be understood quickly?  ~10 seconds per chart  Data tables vs. charts/graphs Establishing Metrics
  • 17.
    17  Performance Trends  Performance to goal variance Trends over time – how are we doing?  RYG  How far do we have to go ‐ will we make it?  Predictive metrics  Qty. or number vs. % achieved over time  Overall performance ‐ Balanced Scorecard / Dashboard  Any anomalies or trends? (control chart)  What is causing it? Process? People? Systems? Establishing Metrics
  • 18.
    18  What is the call to action?  Based on RYG? Other Signal/triggers/thresholds?  Follow up plan  Reporting  How accurate is the measurement?  Supported with data / evidence Establishing Metrics
  • 19.
     Every initiative / project must have at least one:  Metric or measurable objective (“measure of success”) A.K.A. KPI, Metric, Goal, Objective  When the project ends, how do we know we made a difference?  What changed?  Schedule of event(s) with a target completion date  Achieved what objective by what date?  What milestones must be met along the way? Metrics and Schedule 19
  • 20.
     Single measure of overall “health” of projects /  initiatives  Measures actual performance to planned  performance of both objective(s) and schedule Worst case measurement  Red in either Objective or Schedule = Red overall  Yellow in either but no red = Yellow overall  Green in both = Green overall Establishing RYG Status 20
  • 21.
    Project Health -RYG Criteria 21 HEALTH QUALITATIVE  DESCRIPTION QUANTITATIVE  DESCRIPTION ACTION REQUIRED R Currently late OR below  defined objectives with  NO plan to recover to  meet defined final  schedule OR objectives Greater than 10% behind  original schedule OR  below original objectives Management  intervention Y Currently late OR below  defined objectives but  HAVE a plan to recover to  meet defined final  schedule OR objectives More than 0% but less  than or equal to 10%  behind original schedule  OR below original  objectives Management awareness  and support G Currently on time AND  meeting defined  objectives and WILL meet  defined final schedule  AND objectives Less than or equal to 0%  behind original schedule  OR below original  objectives None
  • 22.
     Launched Nov 2012  Equal weighting of all  20 initiatives (5% each) 19/20 initiatives  scored  Overall RYG status and  score  Updated biannually 22 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G 1.3 Review and improve current student services processes Gates Black Campus  Presidents Kim Beatty G G G 1.4 Assess and improve student engagement Gates Black Campus  Presidents Kim Beatty G G G 1.5 Strengthen and standardize the developmental education  program Wells Campus  Presidents Rick Garcia G G G 2.1 Expand College Access to each high school in Tarrant County Gates Black Campus  Presidents Kim Beatty Noemi Vela           G G G 2.2 Expand access to education and training through alternative  learning opportunities Wells Campus  Presidents Troy Vaughn G G G 2.3 Increase funding for financial assistance for all students McIntosh Johnson Hadley Joe McIntosh Y G Y 2.4 Research textbook actual costs and investigate options to reduce  costs  McClendon Campus  Presidents Robin Birt G G G 2.5 Assess our current status of diversity and develop a qualitative  diversity plan Robinson Campus  Presidents Shani Moore G R R 2.6 Assess our current status of diversity and develop a quantitative  diversity plan Robinson Campus  Presidents Shani Moore R R R 3.1 Update and execute the technology plan based on the district  strategic plan Marshall Campus  Presidents Tim Marshall G G G 3.2 Develop and implement a strategic real estate and facilities  master plan Petty Campus  Presidents Margarent Lutton G G G 3.3 Develop and implement a process improvement program across  the organization Gates Campus  Presidents Mike Eke G Y Y 3.4 Develop a comprehensive professional development program for  all employees Robinson Campus  Presidents Ricardo Coronado Theresa Mouchayleh G G G 3.5 Revise and execute a comprehensive marketing plan Gates Campus  Presidents TBD TBD R R 3.6 Update the systematic process used to assess and improve  administrative and educational support services units and  implement revisions Johnson Hadley Campus  Presidents David Wells Angela Robinson Joy Gates Black Reginald Gates Nina Petty G G G 3.7 Develop increased opportunities for collaboration and service to  the community Gates Campus  Presidents Cacy Curtis G G G 3.8 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado G G G 3.9 Develop and implement an emergency management plan Robinson Campus  Presidents Robie Robinson Shaun Williams G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Case Study: Strategy Scorecard
  • 23.
    Case Study: InitiativeDrill Down Strategic Plan Goal 2 Support student learning and  success Ensure affordability, accessibility and  diversity reflective of the community Promote institutional effectiveness Goal 1 Goal 3 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9 23 One initiative may have multiple projects… OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS Goal#.Strategy# Priority Parent Strategy /  Initiative / Project Child Supporting  Project(s) CELT Owner Functional  Owner(s) Metrics (Measures of  success) Unit of  Measure  (Qty, %,  Days  etc…) + Increase or ‐ Decrease Baseline Project  Goal Progress:  Latest  Actual Project  Goal:  Latest  Estimate  or Final  Actual Objectiv e Status  (RYG) Plan Start  Date Plan  Compl.  Date Actual  Start  Date Actual  or Latest  Est.  Compl.  Date Schedule  Status  (RYG) Overall  Status  (RYG) Comments / Update 1.1a 17 Implement a  systematic process  to manage  assessment of  academic student  learning outcomes Marshall Campus  Presidents Karen Kusler Academic programs with  SACS compliant  assessment plans % + 28% 100% 100% 100% G Apr‐10 Oct‐13 Nov‐11 Oct‐13 G G 11/6/13: All award granting  programs' plans completed and  received 1.1b 16 Use assessment  results to improve  academic student  learning outcomes Wells Campus  Presidents Karen Kusler Academic programs using  assessment data to  improve student learning  outcomes % + 70% 100% 70% 100% G Jan‐13 May‐14 Jan‐13 May‐14 G G 11/6/13: Award granting programs  started using assessment data to  make improvements in Jan 2013 Bold Italic = revised in Annual Strategic Plan 6/4/13 H = For Historical record only …with multiple objectives and schedules
  • 24.
    Case Study: Scoringand Weighing 24 All supporting projects’ statuses roll up to their top level initiative status OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS Goal#.Strategy# Priority Parent Strategy /  Initiative / Project Child Supporting  Project(s) CELT Owner Functional  Owner(s) Metrics (Measures of  success) Unit of  Measure  (Qty, %,  Days  etc…) + Increase or ‐ Decrease Baseline Project  Goal Progress:  Latest  Actual Project  Goal:  Latest  Estimate  or Final  Actual Objectiv e Status  (RYG) Plan Start  Date Plan  Compl.  Date Actual  Start  Date Actual  or Latest  Est.  Compl.  Date Schedule  Status  (RYG) Overall  Status  (RYG) 2.2 12 Expand access to  education and  training through  alternative learning  opportunities Wells Campus  Presidents Troy Vaughn Increase in Contact Hours ‐ Corporate Services (FY12‐13) Qty + 138,630 140,016 138,630 137,605 Y Sep‐12 Aug‐13 Sep‐12 Aug‐13 G Y 2.2 12 Expand access to  education and  training through  alternative learning  opportunities Wells Campus  Presidents Troy Vaughn Increase in Contact Hours ‐ Corporate Services (FY13‐14) Qty + 137,605 138,981 48,826 138,981 G Sep‐13 Aug‐14 Sep‐13 Aug‐14 G G Bold Italic = revised in Annual Strategic Plan 6/4/13 H = For Historical record only # Priority Strategy / Initiative / Project CELT Owner Functional  Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 2.2 12 Expand access to education and training through  alternative learning opportunities Wells Campus  Presidents Troy Vaughn Kelly  Willing Y G Y Each initiative is scored  based on overall status:  Red = 30  Yellow = 75  Green = 100 # Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 1.1 Implement a systematic process to assess and improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G Y Y 1.2 Develop an academic master plan Wells Campus  Presidents Margarent Lutton G G G OVERALL  SCORE: VISION 2015 STATUS REPORT November 2012 YOVERALL STATUS: 81 Sum of all weighted scores =  Overall Strategy Score Score x %Weight =  Weighted Score Overall RYG:  <60 = Red  60 – 89 = Yellow  90+ = Green
  • 25.
    25 Case Study: Makeit Visual What’s missing?
  • 26.
  • 27.
    Priority 27 The power ofSchedules, RYG and Prioritization Top Bottom Project 1 Project 2 Project 3 Project 4 Project 5 Project 6 Project 7 Project 8 Project 9 Project 10 Project 11 Project 12 Project 13 Project 14 Project 15 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Capacity Shift resources Adjust schedule based on resource availability What’s the problem here? How would you fix it?
  • 28.
     Latest revision  Prioritized Adjustments from  Annual Strategic  Plan  All initiatives scored Case Study: Continuous Improvement 28 # Priority Strategy / Initiative / Project CELT Owner Functional  Owner(s) OBJECTIVES  STATUS SCHEDULE  STATUS OVERALL  STATUS 2.1a 1 Increase college‐going culture Gates Black Campus  Presidents Kim Beatty Noemi Vela Carlos Morales      G G G 3.4a 2 Implement a comprehensive professional  development program for all employees Robinson CELT Ricardo Coronado Theresa  Mouchayleh G R R 3.6 3 Update the systematic process used to assess and  improve administrative and educational support  services units and implement revisions Johnson Hadley Campus  Presidents Nina Petty Joy Gates Black David Wells Reginald Gates G R R 2.5a 4 Continue to assess status of diversity and  implement diversity plan Robinson CELT Shani Moore G G G 3.9 5 Develop and implement an emergency management  plan Robinson Campus  Presidents Shaun Williams  Robie Robinson R G R 2.3 6 Increase funding for financial assistance for all  students McIntosh Johnson Hadley Joe McIntosh G G G 3.1 7 Update and execute the technology plan based on  the district strategic plan Marshall Campus  Presidents Richard Sullivan Joseph Bosley James August  David Mead G R R 3.3 8 Develop and implement a process improvement  program across the organization Gates Campus  Presidents Mike Eke Y G Y 1.4a 9 Assess student engagement Gates Black Campus  Presidents Kim Beatty James Ramirez ATD Campus  Coordinators G G G 3.8 10 Enhance employee engagement and satisfaction Robinson Campus  Presidents Ricardo Coronado R G R 3.5b 11  Implement a comprehensive marketing plan Gates Suzanne Cottraux G G G 2.2 12 Expand access to education and training through  alternative learning opportunities Wells Campus  Presidents Troy Vaughn Kelly  Willing Y G Y 2.4a 13 Implement common and digital course materials McClendon Campus  Presidents Kathy Crusto‐Way Christine Hubbard Campus  Presidents G G G 3.7 14 Develop increased opportunities for collaboration  and service to the community Gates Campus  Presidents Reginald Gates  Suzanne Cottraux G G G 1.4b 15 Improve student engagement Gates Black Campus  Presidents Faculty and  Faculty Academy  Kim Beatty James Ramirez ATD Campus  Coordinators G G G 1.1b 16 Use assessment results to improve academic  student learning outcomes Wells Campus  Presidents Karen Kusler G G G 1.1a 17 Implement a systematic process to manage  assessment of academic student learning  outcomes Marshall Campus  Presidents Karen Kusler G G G 1.5 18 Strengthen and standardize the developmental  education program Wells Campus  Presidents Robin Birt Thomas  Awtry R R R 1.3 19 Review and improve current student services  processes Gates Black Campus  Presidents Kim Beatty G G G 1.2a 20 Implement Innovation Forum CELT Margarent Lutton G G G OVERALL  SCORE: VISION 2015 STATUS REPORT AND SCORECARD Updated: March 2014 Revised in Annual Strategic Plan 6/4/13 YOVERALL STATUS:77 Priority Top Bottom
  • 29.
     Support from the top  RYG status drives a call to action by leadership Shifting resources; support and/or intervention  Discipline by BSC owner  “Can you just make mine Green?”  Recording performance accurately  Objectives and schedule  Aligned to changes in strategic plan (e.g. annual)  Prioritization of initiatives  Broad communication Case Study: Keys to Success 29
  • 30.
    30 Case Study: NextSteps Student Success Strategic Plan Efficiency/Capacity Financial The Big Picture!
  • 31.
    31 Summary  Powerful tool to manage an organization more  effectively  Improves alignment between an organization’s  activities and it’s strategy Excellent communication tool – internal/external  Helps monitor non‐financial and/or previously  unmeasured organizational performance  Drives action where it is needed most  Easy to do (relatively)
  • 32.