Baldrige
Guided
ORIENTATION
TO
Continuous
PERFORMANCE
Improvement
EXCELLENCE
Process
Wisconsin Center for
Performance Excellence
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Quality Tools
• Why did we engage all of you early in the
process?
• How did it make you feel?
• How did it add value?
• Any lessons learned?
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Baldrige is a
Systematic Process
for Making Systemic
Change
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Systematic and Systemic
Why are these two concepts so
important in developing high
performing organizations?
Are these concepts alive and well in
your organization?
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Definitions
Systematic refers to processes that are repeatable and
predictable.
Systemic refers to the inter-relatedness and
interdependency of processes and people within a system.
Continuous improvement requires a balance of both
systematic actions and systemic thinking.
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Force Field Analysis
What is driving us to be more systematic and systemic and what
is holding us back
Driving Forces
Strengthen
Restraining Forces
Reduce
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Building Organizational Learning
Systems
● What is a System?
System refers to the interdependency and
interrelationship of people with a set of
well-defined, well-designed and welldeployed processes that work together for
meeting the office’s performance
requirements
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Developing A System
TASK
ACTIVITY
PROCESS
SYSTEM
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Process Mapping
Identify a key
process in
your office
No Clue
Stop or
Continue?
Stop
Construct a flow chart showing
how the process is currently
being deployed
How well is it
working?
Flow chart the
ideal process and
deployment
We Have
Data
WHY??
Continue
Redefine, Redesign,
or Start Over
Deploy, Monitor, and Evaluate - PDSA
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Flowchart For Problem Resolution
NO
YES
Is It Working?
Don’t Mess With It!
YES
Did You Mess
With It?
YOU IDIOT!
NO
Anyone Else
Know?
NO
Hide It
YES
You’re SCREWED!
NO
Can You Blame
Someone Else?
YES
Will it Blow Up
In Your Hands?
NO
Look The Other Way
Yes
NO PROBLEM!
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ESSENTIAL QUESTIONS
► Do you have systems in place?
► How do you know what is working
and WHY and what is not working and
WHY?
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Continuous Improvement
• Validate the need for improvement
PLAN • Clarify organizational purpose, goals, and measures
DO
• Adopt and deploy an organization-wide approach to
improvement. In MCPS that approach is Baldrige
• Translate the approach to ‘aligned action’ at every
level of the organization
STUDY • Analyze results
ACT • Make improvements
Repeat the cycle
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With your team, discuss one of your key
processes and how you would apply the Plan,
Do, Study, Act cycle of process improvement
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Baldrige Basics
The Horse Story
Common advice from knowledgeable horse trainers includes the
adage, “When the horse dies, dismount.”
Seems simple enough. Yet in our business we don’t always follow
that advice. Instead we often choose from an array of other
alternatives which include:
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Baldrige Basics
• Buying a stronger whip.
• Trying a new bit or bridle.
• Switching riders.
• Appoint a committee to study the dead horse.
• Riding the horse for longer periods of time.
• Saying things like, “This is the way we’ve always ridden this horse.”
• Arranging to visit other sites where they ride dead horses more efficiently.
• Increasing the standards for riding a dead horse.
• Creating a test for measuring our riding ability.
• Comparing how we’re riding now with how we rode 10 or 20 years ago.
• Complaining about the state of horses these days.
• Coming up with new styles of riding.
• Tightening the cinch.
• Blaming the horse’s parents. The problem is often in the breeding.
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Alignment
Where are we
going and how
are we going to
get there?
Adapted from
The Management Compass
by Michelle Bechtell
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Alignment
Aim of the
Organization
Goals and Measures
Adapted from
The Management Compass
by Michelle Bechtell
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Alignment
Aim of the
Organization
Performance.
Matters
Grading and
Reporting
Other Committees
Goals and Measures
Revisions to GT
Policy
Curriculum Guides
College
Partnerships
Random Acts of Improvement
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Alignment
Aim of the
Organization
Goals and Measures
Adapted from
The Management Compass
by Michelle Bechtell
Aligned Acts of Improvement
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Alignment
Office
LEARNER
District
Department
Classroom
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Alignment
Impact on the
Learner?
Classsroom
Department
Office
District
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ALIGNMENT
MCPS Vision, Mission, Core Values, Goals
and Board of Education’s Academic
Priorities
No Child Left
Behind and
Bridge to
Excellence
Our Call To Action: Pursuit of
Excellence
Five-Year
Comprehensive
Master Plan
Office Strategic Plans
School Strategic Plans
Department Plans
Classroom Plans
Division Plans
PDP’s
Individual Plans
Individual Student
Plans
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With your team discuss one alignment
issue in your school, office,
department, or division and how it
may be resolved
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Malcolm Baldrige
2011-2012 Education Criteria
for Performance Excellence
Categories
Leadership
Strategic Planning
Customer Focus
Measurement, Analysis, and Knowledge
Management
Workforce Focus
Operations Focus
Results
Core Values
Visionary Leadership
Student-Centered Education
Organizational & Personal Learning
Valuing Workforce Members & Partners
Agility
Focus on the Future
Managing for Innovation
Management by Fact
Societal Responsibility
Focus on Results & Creating Value
Systems Perspective
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Leadership
Customer
Focus
Workforce
Focus
Strategic Planning
Goals & Measures
Operations
Focus
Results
Measurement,
Analysis, and
Knowledge
Management
Baldrige Categories
Visionary Leadership, Student-centered Education, Organizational and Personal Learning, Valuing
Workforce Members and Partners, Agility, Focus on the Future, Managing for Innovation, Management by
Fact, Societal Responsibility, Focus on Results and Creating Value, Systems perspective
CUSTOMER FOCUS
What Questions
1. What are the needs of all
customers and
stakeholders?
2. What are the expectations
of customers and
stakeholders?
3. What are the levels of
satisfaction/dissatisfaction
of customers and
stakeholders?
How Questions
1. How does the office
determine customer and
stakeholder needs and
expectations?
2. What processes will be used
to disaggregate the data?
3. How does the office build
positive relationships with
customer and stakeholders?
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LEADERSHIP
What Questions
How Questions
1. What are the vision,
mission, values and
performance
expectations of the
office?
2. What will be done to
communicate the
office’s vision, mission,
values, goals/objectives,
and performance
expectations?
3. What is the monitoring
plan for determining
what is working and
what is not working
and Why??
1.How are the office’s vision,
mission, values, and performance
expectations developed, including
the participation of all
stakeholders?
2. How will the office’s vision,
mission, values, goals/objectives
and performance expectations be
communicated to all
stakeholders?
3. How is office’s performance
monitored and how is the
information used for continuous
improvement?
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STRATEGIC PLANNING
What Questions
How Questions
1.Based on the customer and
stakeholder needs,
expectations, and requirements,
what are the measurable
priority office improvement
goals/objectives?
1. How are measurable,
priority goals/objectives
developed with all
stakeholders?
2. What are the action plans for the
goals/objecitves?
3. What monitoring plan will be
used to ensure that the action
plans are implemented
effectively?
2. How are action plans
developed and
monitored?
3. How are Professional
Development Plans
(PDPs) and actions
developed to support
the plan?
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DEVELOPING GOALS AND
PERFORMANCE MEASURES
Questions to Consider for selecting a particular goal:
• Does it address the department’s essential work?
• Does it reflect customer and stakeholder needs?
• Is it attainable?
• Is it measurable?
• Was customer input used to develop the goal?
• Is there alignment between and within the office, departments, and
divisions?
• Is there alignment with the system’s vision, mission, goals, and Our
Call to Action, etc.? Identify the alignment
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Questions to consider for selecting a particular measure:
• What Behaviors or changes will be examined?
• Will the data be understandable?
• Will the data be relevant?
• Will the measure provide the needed data?
• Will the data be valid and reliable?
• How will the data be analyzed?
• Are baseline data available so that comparisons can be
made?
• If baseline data are not available, are industry standards or
benchmark data available?
• How will the data be collected?
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• How will the data be presented?
• Are the data both formative and summative?
• How will the data be used?
• Are there plans for collecting data over time on all measures or
select measures?
• Are there plans for collecting customer and employee satisfaction
data?
• How will the data be shared with all employees and other
departments throughout the system?
• What are the linkages to the system’s strategic plan and
mission?
• What are the linkages with performance measures in other offices?
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RESULTS
What Questions
1. What summative measures
will be used to establish
baseline data and to
determine progress with
continuous improvement
goals? (e.g., student
achievement, customer and
stakeholder satisfaction, staff
training and well being,
leadership systems,
benchmarking, key processes
and systems)
How Questions
1. How well are we doing
in achieving our
goals/objectives and
action plans?
2. How will our results be
used to improve our
office and guide our
office improvement
planning process?
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MEASUREMENT, ANALYSIS AND
KNOWLEDGE MANAGEMENT
What Questions
1.
What formative
measures have been
identified to use along
the way to make sure
that we are on the
right path with the
actions in each
category?
2. What tools are in
place to take
corrective and rapid
action if needed (e.g.,
PDSA)?
How Questions
1. How are formative measures
identified or developed to
monitor progress?
2. How often is data collected,
analyzed and shared with
stakeholders?
3. How do offices ensure the
quality and availability of
needed data and information?
4. How are the data used for
continuous improvement?
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WORKFORCE FOCUS
What Questions
1. What are the professional
development and resource
needs of staff to implement
the office improvement plan?
2. What is the staff’s level of
satisfaction and
dissatisfaction with the
current work systems and
office environment?
How Questions
1. How does the office
determine the needs for
professional development for
staff in order to utilize their
full potential in meeting the
office’s goals/objectives?
2. How does the office maintain
a work environment and staff
support climate that contribute
to the well-being, satisfaction,
and motivation of all staff
members?
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OPERATIONS FOCUS
What Questions
How Questions
1. How are key work processes defined,
1. What are the key
designed, and deployed to support
work processes and
and sustain the goals/objectives and
work systems that
actions within each category?
have been put in
place to support
2. How have key work systems and
and sustain the
processes been aligned and integrated
continuous
to maximize efficiency?
improvement
3. How is the PDSA model used for
goals/objectives and
continuous improvement?
actions within each
category?
4. How are quality tools used to
enhance participation and facilitation
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of processes?
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Building a Classroom Learning
System
Organizational and Personal Learning
Opportunities
►Building a Classroom Culture
►Creating a Classroom Data Center
►Providing for Student Data Notebooks
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Plus/Delta
► What enabled us to be successful
learners today?
►What can we do better tomorrow to
increase our learning?
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