Dr. Jay Marino

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Aligning Business Services to the District
Strategic Plan
16th National Quality Education Conference Reno,
NVMonday, November 17th, 2008

• Dr. Jay Marino
• Associate Superintendent
• Becky Martin
• Continuous Improvement Facilitator

Bryan Anderson Kaizen Facilitator Tina
Moeller Kaizen Facilitator
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It is the responsibility of leaders in an
organization to set and communicate direction.
To empower support service department
stakeholders to set and communicate direction
within their department.
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Outcomes/Purpose

• To align departments to the District plan
• To empower Department Leadership Teams (DLTs) to
  set and communicate direction within their
  department
• To create a department Plan on a Page

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Two Objectives

• 1.) Make the department work better
• 2.) Make the department a better place to
  work.

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Individual commitment to a group effort - that is
what makes a team work, a company work, a society
work, a civilization work.   Vince Lombardi

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Imagineering
Describe the desired state of your department

• How would employees go about their work?
• What would it look like, sound like, feel like to
  work in or interact with the department?
• How would you know if you achieved your ideal
  state? What would be outcomes or measures?

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Are We Satisfied?

• Consensogram On a scale of 1-10, how satisfied
  are you with the quality and effectiveness of
  your department?
• A 10 would mean we couldnt possibly improve
• A 1 would mean a complete overhaul and redesign
  is needed to fix/improve the department

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In Your Department

• What are your top goals? - How do you know?
• How much time do you spend on top goals? - How do
  you know?
• How do you measure your
  progress? What data
  are you currently collecting?

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CHANGE is more a matter of CHOICE and WILL than
of ABILITY or CAPACITY. The question is Do
you really want to?
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Aim of the Division
Goals and Measures
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(Your Departments Mission Statement Here)
(Your Departments SMART Goals Here)
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Support Services

• Connect the front line to the goals
• Each work group needs to know how their work
  aligns
• SMART goals for each work group? to the Plan on a
  Page goals

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Connecting Everyone to the Plan
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Planning for Employee Input

• Who will be involved?
• When will the activities take place and input
  collected?
• How will input be solicited?
• Who will facilitate the process?

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Department Plan on a Page

• All employees need to know
• What is most important
• Plan on a Page
• How each employees work contributes
• How is your work aligned to the department
  Plan on a Page?
• How progress will be measured
• How can your contributions be measured to
  determine effectiveness?

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Quality Tools(Getting employee input)

• Brainstorming
• Affinity Diagram
• Nominal Group Technique

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Mission Statement Questions?

• Who
• is our customer?
• do we serve?
• What
• value do we add to the District?
• is our purpose function?
• How
• will we approach our work?
• do we want to be perceived by others?

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Continuous Improvement Can't Only Be Top Down!
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SMART GOALS
S pecific, strategic M easurable A
ttainable R esults-oriented T ime-bound
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Important Work Orders
5 point response scale and an average
Six months to study implement changes
Average score of ..
July 2008

• By July 2008, increase response time to Important
  work orders to an average of 4.1 as measured by
  the customer follow-up survey.

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Measuring Instrument
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Tally Page
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The Data Display
The graphic representation of continuous
improvement.
What could it include?

• District Strategic Plan
• Department Plan on a Page
• SMART Goals
• Charts graphs
• performance projections for goals with current
  and past performance
• Customer Feedback

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Data Display Example
SMART Goals
Data Displays
SMART Goal 1
SMART Goal 2
SMART Goal 3
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Purchasing
SMART GOAL Each training session, 100 of the
staff involved will reach level 3 or higher
within 4 weeks.
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Purchasing
Training Session for PO Receiving
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Purchasing
Data Display
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PurchasingReflection/Feedback

• The Leadership team worked comfortably together
  to develop the SMART goal, measurements and
  summaries.
• Recognized immediate need to change/add another
  SMART goal.
• Developed a training piece that can be used by
  anyone in our department for any training.

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Food and Nutrition
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Food and Nutrition
SMART Goal 1 By June 2009, evaluate and create
quality standardize NutriKids recipes for all
levels.
SMART Goal 2 To develop and implement a
standard cleaning schedule by August 1, 2008.
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Food and NutritionReflection/Feedback

• A data display in all 32 kitchens.
• To help employees understand our purpose role
  in the educational process, and remind them of
  how their team can make a positive difference.
• To help explain the purpose of a data display,
  the department created a DVD illustrating the
  roll out of the Departments Plan on a Page and
  sample data display areas.

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PDSA

• Communication Training Goals
• Collected Baseline
• Analyze root cause
• Improvement Theory
• Study the Results

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Technology Department
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Why Department Leadership Teams?

• To reach the desired state
• Shared leadership
• Common vision mission
• Laser-like focus Alignment
• Improved efficiency
  and effectiveness

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Business Services
Plans on a Page
Departments Division District
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Visual Management
Problem!
Alert
Data Display
Prevent
React
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KAIZEN! Change Good A process improvement model
for support services
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LEAN Objectives

• Describe the importance of having a structured
  process linking daily activity to strategic
  goals
• Describe the value of developing and tracking key
  process metrics to drive success and
  accountability

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What is LEAN / KAIZEN?

• Philosophy that focuses on waste elimination.
• KAI-ZEN- Japanese words meaning Change- Good,
  process tool that is used within the LEAN
  framework

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No matter how good you think you are There is
always room for improvement!(Resistance is
futile!)
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Kaizen Methodology

• Clear objectives
• Team process
• Tight focus on time
• Eliminate waste
• Quick simple
• Creativity vs. capital
• Immediate results (quick wins to add value)
• 5S mindset sort, set order, shine,
  standardize, sustain -- to support event
  activities

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Why in Education?Educations Challenges

• Compete for funding
• Compete for talent
• Compete for students
• Compete for community growth and quality of life
• Compete for the hearts and minds of the general
  public.
• Pushed to do more with less-
• Expand Services
• Improve Student Performance
• Meet Increasing Public Goals
• Keep Students in School
• Meet Workplace Requirements

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Value- Added vs. Non-Value-Added

• Value Adding Activities
• transform materials and information into
  products services which the customer wants and
  is done right the first time.
• Non-Value-Adding Activities
• consume resources, but dont directly contribute
  to the process.

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Kaizen Breakthrough Methodology
Day of Celebration
Day of Sustain
Day of Change
Day of Discovery
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Preparation for Kaizen

• Questions to ask
• What SMART goal does this address?
• Purpose of this event?
• Why is it taking place?
• Desired outcome?
• Boundaries of the activity?
• Who should be involved?

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Current State-Map the Process

• Where are we now?
• Current data?
• Map the Process

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Tools

• Spaghetti Map
• Affinity Diagrams
• Hot Dot Exercise
• Fishbone Diagrams
• King/Queen for a Day Exercise
• Five Whys
• Plus/Delta
• Quadrant Charts
• Force Field Analysis

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King or Queen for a day

• Video Clip

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Example Spaghetti Map
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Fishbone Diagram Finding Root Causes
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Document the New SOP- Standard Operating Procedure
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Outcome Data-RTP- Rolling Through-Put(What got
through without any complications??)
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Follow-up Sustainability

• Decisions are to be made implemented
  immediately.
• 30 Day List is used to delegate homework to
  team members.
• 60 Day Follow-up

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Parking Lot
Any ideas discussed during the event which have
merit but are determined to be out of scope are
moved to the Parking Lot.
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Where there is no standard, there can be no
Kaizen. -- Taiichi Ohno
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• Leadership is communicating to people their worth
  and potential so clearly that they come to see it
  in themselves.
• -Steven Covey

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Web Site Support
http//quality.cr.k12.ia.us/
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Questions?
Download this presentation online
at http//quality.cr.k12.ia.us/Presentations/NQEC
_index.html
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Contact Us

• Dr Jay Marino- Associate Superintendent
• jmarino_at_cr.k12.ia.us
• Becky Martin- Continuous Improvement Facilitator
• rmartin_at_cr.k12.ia.us
• Bryan Anderson Kaizen Facilitator
• banderson_at_cr.k12.ia.us
• Tina Moeller Kaizen facilitator
• tmoeller_at_cr.k12.ia.us
• Cedar Rapids Community School District Web Site
• http//quality.cr.k12.ia.us