Secretary McMahon - Please use "Systems Thinking" when transforming the Education System.

Secretary McMahon highlighted three goals for restructuring the Department of Education:

·         Ensure parents are the "primary decision makers" in their kids' education.

·         Focus public education on math. reading, science, and history, and not "divisive DEI programs and gender ideology.”

·         Establish postsecondary education as a path to well-paying careers that meet the demands of the workforce.

I have written on this subject over the years and yet nothing has improved even with more and more dollars being thrown at the problem. http://qualityg.blogspot.com/search?q=school+of+choice

It seems like everyone is using the term "systemic" to define failures in a variety of areas affecting the education system in our country. Before "Transforming" a system, it is vital to understand what "Systems Thinking" is before using it to help them sound important or knowledgeable. http://qualityg.blogspot.com/search?q=systems+thinking

Before moving the Federal Education to the States and implementing School of Choice please develop a strategic plan to engage in changing the education system. Systemic change requires to have all the parts of the system working together toward a common goal. I have shown the interdependencies required in the above graph (Developed 15 years ago).

Another way to explain is to understand the matrix below: Click on Pic to ENLARGE

Dream - In a business setting you can replace Dream with "Vision"

WIIFM - What's In It For Me

Secretary DeVos - "What Gets Planned, and Measured, Gets Done" - Time for Transformation

Updated 2/7/17,

Secretary DeVos,

https://www.foxnews.com/opinion/four-reasons-why-betsy-devos-will-be-a-welcome-remedy-for-our-nations-education-woes

It is now time for a Transformation - Not just Change.

What is the difference?

http://qualityg.blogspot.com/search?q=transformation

http://qualityg.blogspot.com/2016/09/michigans-education-system-for.html

1/23/17,

Mrs. DeVos,

Please make sure you support yourself with team leaders who understand systems thinking.

http://qualityg.blogspot.com/2014/08/educational-team-leader.html

http://qualityg.blogspot.com/2010/07/empolyee-goals-objectives-again-big.html

Dr. Deming said, “ No One has to Change. Survival is Optional.”

                             CHANGE AND BALANCE MEAN EVERYTHING

The hardest part about change is when a time comes and a decision has to be made as to accept and absorb it or remain in your present state of expertise or stupidity.

Dr. Deming said, “ No one has to change.

Survival is optional.”

Sources:

http://www.langfordlearning.com/about-us/

http://maaw.info/DemingMain.htm

http://www.brainyquote.com/quotes/authors/w/w_edwards_deming.html

http://www.transformationforum.org/Quotes.html

With change comes a balance that must be measured and monitored to make sure too much or too little affects your being in a negative manner.

Change and balance are on going in a continual manner that must be a condition through out your life.

Three examples can prove this theory best. Our Body, Our Educational System and Business Expertise.

Our body goes through a continual change through out our lifetime. As we age and grow wiser we must balance our internal system (i.e., organs) with that of our lifestyle (i.e., health and eating). What one organ does affects the whole body. If one organ is too stressed (positive or negative) or out of balance then negative changes occur. Simply put our body is a system with many interdependent processes that must be aligned.

Evolution is key, one can admit when the times are changing and move along or stay put and sit in park and be miserable as the world goes by.

Science proves this over and over again. Why did the cockroach survive and the dinosaurs did not? The cockroach is a master of adaptation and flexibility.

Dr. Deming said, “ No one has to change.

Survival is optional.”

Our educational system in the United States has not changed since the 19th century. We still have the basic foundational agricultural system (no school in late spring/summer (planting time) and get home early before it gets dark or no chores can be done on the farm) in place today. What we have done is add layer of layer of singular changes that conflict with the previous layers. Simply put the system is not in balance.

Click on Pic to Enlarge

Dr. Deming said, “ No one has to change.

Survival is optional.”

Our business expertise gets stagnated when those with current knowledge refuse to change for fear of losing authority, power and self-worth. I will use my own are of expertise – Quality. Since I first started in Quality in 1980 in the service industry I have gone through every change that has come down the pike from Quality of Work Life (QWL) to the current Six Sigma. Instead of debating which is system is better I have tried to learn the best from each and move forward through test and theory as my basis continual knowledge.

Unfortunately I have seen individuals who have become experts in many of the singular movements like Total Quality Management (TQM), Statistical Process Control (SPC), Six Sigma to name just a few. These folks will debate why there system is better than the rest and will not budge from their platform because they fear loss of power or authority or worse yet their job. If they would just put forth the time they spend not wanting to move on and use that energy toward learning the new method or knowledge they would evolve and be successful.

Dr. Deming said, “ No one has to change.

Survival is optional.”

Click on Pic to Enlarge

High School & College Mentor Program - Updated 7/14/16

Updated 7/14/16 - 

I am no longer employed by Cabrini Schools - The CDMP Website is no longer available at this time. However, the information below and other links (Click the Dream Mentor) label on left hand side of blog) about the CDMP Program can be found on this Blog.

Updated 6/24/16

“We are extremely proud of the Cabrini Dream Mentor Program,” Jim Wasukanis President of schools said, in which students from eighth grade through 12th undergo “yearly intensive counseling” to help them determine a direction for higher education and career goals. CDMP Director Greg Campbell designed it,” he said. “As a result, scholarships have gone up from a few hundred thousand dollars in the past to $4 million for this year’s 100 graduates.”

http://www.themichigancatholic.org/2016/06/pastor-seized-rare-opportunity-reenergize-childhood-school/

In Addition - $207,750.00 Scholarship, Award and Contest dollars have been won through the CDMP Website as reported to Mr. Campbell. See the total under the "Data" Label. In addition, the CDMP Program has been instrumental in the amount of college/school scholarships offered to senior students over the past 8 years. The amount is over $20 million dollars.

For other newsworthy notes on the CDMP Program  go here - 

http://dreammentorprogram.net/InTheNews.aspx

Updated 2/1/16

Newspaper Article - 

https://detroitcatholic.com/news/guest-writer/cabrini-helps-students-to-dream-big-after-high-school

Updated 1/22/15 - Presentation on the CDMP Process

As part of an all school (K-12) parent meeting with over 1000 people in attendance the CDMP Program was presented.

https://www.youtube.com/watch?v=KOk3qZ5hae8&feature=youtu.be

Other Informational links about CDMP Include:
May 2014 - Posted in the News Herald Paper - We (Cabrini High School) have a one-of-a-kind Dream Mentor Program that helps students prepare for college starting as early as 8th grade and provides students with over 900 scholarship opportunities. That is incredible! This is a parent-student cooperative program that is geared toward each student with as much individual attention as the student desires. 

Oct 2013 - D. Szczesny, a senior at Cabrini, provides a powerful statement (13 minute mark) about CDMP and how it has helped him prepare for college on the News/Talk 760 WJR Paul W. Smith show.  Link 

Sep 2013 - Mr. Campbell was selected as a Claes Nobel Educator of Distinction by the National Society of High School Scholars (NSHSS). NSHSS is an international honor society dedicated to highlighting the accomplishments of high school students who have demonstrated outstanding leadership, scholarship and community commitment. The Educator of Distinction Award is named in honor of the society’s founder, Claes Nobel, a relative of Peace Prize namesake Alfred Nobel. Visit the NSHSS Website for more information. 

Mar 2012 - As part of Cabrini High School NCA CASI (accreditation division of AdvaneED) the CDMP was given a “Commendation” during the Quality Assessment Review (QAR). 

Nov 2011 - Mr. Greg Campbell will be presenting the CDMP at the Annual International Deming Research Seminar (February 27 & 28 - 2012) that will bring together people from around the world, and from a variety of specialties, to enhance, extend, and illustrate Dr. Deming's teachings and theories. 

Mar 2011 - As part of Cabrini Elementary and Middle School NCA CASI (accreditation division of AdvaneED) Greg Campbell Director of the Cabrini Dream Mentor Program (CDMP) was asked to submit the process to:

The AdvancED Resource Network is a knowledge base designed to support accredited and candidate schools and districts in their efforts to continuously improve student learning and school/district effectiveness. The network consists of the following core components: Peer-to-Peer Practices Connecting people to people Interventions, strategies, programs, or activities that have been identified by a school or school system to be effective within a given set of cultural, organizational, and instructional conditions. 

Jan 2011 - Read the article from the Times/Herald newspaper about the Cabrini Dream Mentor Program written by Andrea Poteet. Link 

Dec 2010 - CDMP Director named "Administrator of the Year" by the Michigan School Counselor's Association.. Link 

Dec 2010 - The Cabrini Dream Mentor Program and its director, Greg Campbell, were recently mentioned in the Downriver News Herald. Link

9/25/10
I would like to share with you a "unique" Mentoring Program that benefits students from 8th - 12th Grades.

If you are a high school student check out the College Info Link.

If you are a parent check out all the links.

If you are an educator or administrator check out the contact!


How did the Dream Mentor Begin?
The Dream Mentor program is a program that provided each student from eighth grade to twelve grades the opportunity to meet with a Dream Mentor to provide academic and occupational exploration prospects both inside and outside of the classroom.

What is the Purpose of the Dream Mentor Program?
The word “Dreams” provides a sense of comfort and confidentiality that is required when one is confiding trust and passion to another in hope reality can be achieved. The aim of the program will be to:
1. Fostering academic (thinking) development
2. Preparing students to be informed, caring, and productive citizens of society
3. Preparing students for higher education
4. Preparing students for the world of work.

What are the Goals and Objectives of the Dream Mentor Program?
· Help students find the joy in learning
· Provide students with academic and occupational exploration prospects both inside and
outside of the classroom.
· Assist students in discovering their abilities, talents and passions
· Aid students in creating short and long term educational plans
· Create a Dream Roadmap with student that follows the student from year to year based
on the student’s interests and goals.
· The roadmap will assist the student by identifying what he or she wants to accomplish
while in high school and in the future.
· The goal will be to meet with student at least three times a year
· Better chance of student going on to higher education
· Facilitate students with transition from grade to grade

What is the Process for the Dream Mentor Program?
CLICK ON PIC TO ENLARGE PROCESS FLOW

Go To http://www.dreammentorprogram.com/

Another You Tube Video (13 minute mark) that mention the CDMP program - 

Cabrini High School - Interview with News/Talk 760 WJR Paul W. Smith

https://www.youtube.com/watch?v=UqfqVpGy_9I

"School of Choice" - You better have a good Selection Process in place.

I talk frequently about this topic (Selection/Hiring Process) and have written about it before too - http://qualityg.blogspot.com/2007/09/hiring-process-is-most-important.html

I have seen public schools in the past allow students to "transfer" into their school for headcount (State Dollars) and private schools do the same thing for tuition (Dollars).

If there is no selection process (upfront) in place to know what type of student you are allowing into your school you take the chance of having breakdowns throughout your school process/system with behavior and learning problems that create downstream productivity issues with teachers using large amounts of their time correcting these type of behaviors resulting in a few students taking all the time and the majority of students being neglected on a day-to-day and year-to-year basis. The results force parents to seek alternative schools usually with smaller class sizes.

I have seen schools implode from within because no one understands that quality must be designed upfront in all processes regardless if they are in a business, education, or in a medical type of core competency organization.

Now - please do not get me wrong. Some readers may think I am advocating not taking in a student who may have learning or behavior problems. I am simply stating that many schools will take a student in without truly understanding what the student needs or has done in the past because of late records or no records being sent until the student is ingrained within the school process without upfront quality checks. Once this happens the teacher(s) must deal with all the situations on an ongoing daily manner which then impacts all the students learning because an abundance of time and effort are trying to serve a student that requires a different type of teacher and skills to really help the student learn. If the school (regardless if school of choice, private, charter or public) does not have the proper means to help a student then it should recommend a school that will meet the parent and student needs.

Schools should design a selection process where the parent/guardian must sign a contract (especially) if the parent or previous schools does not produce a record or report card) with words that state "For the first semester of school if we find out that grades or behaviors existed in the past that were not told at the point of acceptance the school reserves the right to remove the student.

Let me provide two examples that I know first hand that explains the above situations.

1) Private - A high school was subsidized by two two parishes to build the school so that there elementary and middle schools would feed the high school with students. At the beginning students from outside the two parishes were required to pay a higher tuition rate. Then things started to shift were more and more students were allowed to come from outside the parish who were paying less (some up to 50% and none at all) than the students from the subsidized parishes. Denial was rampant from the parents who were paying full tuition saying the leaders would not allow this to happen.

Slowly the truth started to come out and parents started sending their children to neighboring schools. The school eventually closed because of funding.

2) Public - There is a "School Choice" school district that has grown rapidly (Moved up in class based on student population) in the last few years where more students that attend the high school live outside the school district. It is common knowledge that the majority of behavior problems resulting in serious infractions to school code are from students that came from outside the district.

The results were predictable - Homeowners have turned down school mileages time and time again. Why? Many have told me they will not pay for school improvements for students whose parents don't pay anything toward on-going school maintenance and improvements. Some are mad because their kid(s) can't make the sports teams because the positions are going to kids outside their neighborhoods.

Teachers are upset because the same administration with their short-sighted plans trying to keep their schools afloat go for the quick money that comes from student headcount not realizing that in the long run they will lose money from lack of enrollment and mileage dollars. What makes the teachers most upset is the push to evaluate them for on-going improvement but many of their classes are stacked with students that should not have been placed in their school or class. Some of these students need special help (and it must be given) and others came to there school because they were failing in their previous school or going to be expelled or in fact were expelled for behavior problems.

So if the numbers and dollars that go up with School of Choice are so important then why is this school district imposing a new contract demanding pay cuts for all teachers.

qualityg says - "Please believe me when time must be taken to design your processes with quality upfront and to make sure the voice of the process has measures that identify problems where they can be rectified and not wait until the damage permeated the whole system."

School Administrators own the system and they have failed. Not only at the local level but more importantly at the state and federal level when it comes to education.

Knowledge + Wisdom = Prediction

Data + Information + Application = Knowledge (D + I + A = K)

Knowledge + Listening + Observing = Wisdom (K + L+ O = W).

 Knowldege + Wisdom = Prediction (K + W = P)

Heads up education and business leaders (research does not equal knowledge). Example - I can go on the Internet and read (research) a number of books on how to remodel my bathroom. I can even conduct a conversation that sounds like I know what I'm doing, I can even spout off all the research about the modern bathroom that I gather from the Mr. Handyman shows on TV and radio. However, I can predict to you in confidence that I wouldn't know the first step (well maybe, beat down the walls) in "actually" doing the job myself. It is only through trial and error, listening and experience - "theory") that I gain the knowledge and wisdom to be able to do the job myself and then pass on my knowledge to others.

Do not confuse the fact the following are not knowledge:

• Dictionary
• Encyclopedia
• Newspapers/Books/Magazines
• Internet
• Television
• Radio
• Movies

The ability to "Predict" by far is the most important skill a leader or manager can posses. Knowing when to enhance the positive and prevent the negative is the only way to implement continual improvement within our lives and professions.

The true Pathfinders in history all had the ability to predict based on knowledge and wisdom.

Occupation Wall Street Group (OWSG) needs an AIM/PURPOSE

I have been trying to understand where the OWSG  is headed and what they are trying to accomplish. When I think I have the direction they are heading someone spurts out some mumbo jumbo and I lose interest.

I am not a fan of what goes on in Washington DC or how Wall Street seems to drive the marketplace in a volatile manner.

Without an AIM/PURPOSE and a well thought out plan that has corresponding measures nothing will be accomplished.

In other movements of the 60s & 70s (i.e., feminism, civil rights, war) the general public could relate to the outcome the group was trying to achieve without a lot of prior knowledge.

It’s not just the OWSG who wants to hold everyone “accountable” it is part of how we Americans like to attack a problem and that is using the shotgun approach instead of taking an accurate AIM at those responsible.

The shotgun approach is usually wrong and it is wrong with this effort too. It creates fear and panic in all the wrong places.

I believe the OWSG needs to take a systemic approach and identify and educate the public on the top priority issues (PROCESSES) they are trying to change and educate the public along the way.

Management owns the systems/processes and they are responsible for the rules and regulations that accompany each and every process/system. So then, identify who is in charge (TARGET) and attack the situation with the person(s) that have the power to make the change.

The shot gun approach always attacks the common worker the most who ultimately takes a defensive stand (along with an unknowing public) against the overly aggressive group not knowing what is right and what is wrong.

So OWSG, please initiate some education, fear and panic with those ultimately responsible by breaking down this movement in to manageable pieces that describes the specifics of the whole of your AIM/PURPOSE of your efforts.

2010 Corporate Quality Business Plan Goals & Objectives

Have you done your Strategic Planning for 2010? If not, hope the following plan will ease some of your pain.

I have received Email requests over the years asking what should go into a Corporate Quality Business Plan. It would be my hope that one would not be necessary because quality is engrained within the company and there is not a seperate quality department.

Unfortunately I know this is not the case in many companies and for those who have no Quality Initiative in place perhaps this example can serve as a model.

So I will provide an example Corporate Quality Business Plan in Stages as they are being developed. I will use 2010 in my example of a company called "qualityg National Operations." The most important part of a Quality Plan is that it is integrated with the overall company strategy. All CQ goals must lead to accomplishing company goals and objectives.

This example also can serve as a model for any department.

I hope you will be able to use the following model as a starting point for your own quality initiatives -- qualityg

Dilbert by Scott Adams says it best (Click on Pic to Enlarge).

qualityg’s CORPORATE QUALITY SERVICE
2010 BUSINESS PLAN
EXECUTIVE SUMMARY

The qualityg Corporate Quality Service 2010 Business Plan format has been developed to provide guidance and support to organizational strategies and ensure execution of the leadership platform necessary for our success. The plan is divided into two parts:

Part 1- Corporate Quality Service Objectives for 2010

Part 2 -National Leadership Team Strategic Quality Objectives for 2009

2010 promises to be an exciting and challenging year for the qualityg Corporate Quality Team. With the rapid changes in business, technology and competition, it is vital the Corporate Quality Organization directly supports National Operations and partner with other all out internal departments (e.g., Customer Services, Engineering, Operations, MIS, Finance, etc.). Our focus will be to work with these various groups and leaders in defining a total quality system that fits the business needs and strategy of the corporation to insure we accomplish our role in business to build, provision and maintain our products and services. Using this approach, the quality team will consult and advise senior leaders in strategic planning, implementation, assessments and process improvement activities.

We will accomplish these goals by directing our focus on improving the customer experience by driving standardization and excellence in all our critical functional activities and processes. This will be executed by developing strategies that:

· Create an organization that understands the customer and is willing to adapt our process to meet or exceed customer expectations.
· Educate employees on how their roles and actions fit into the companies overall structure for system optimization.
· Continue to drive the Operational Review as a value-added process.
· Reduce cycle times (order flowthrough).
· Improve standardization of activities and processes.
· Reduce National Operational expenses.
· Eliminate non value-added activities and rework.
· Reduce defect rates across Network.
· Support Corporate Quality Initiatives.

We will be successful by assuring that we meet and exceed our goals and objectives for Service Improvement and Customer Preference/Retention. We want our company to be the company of choice for our customers. We will keep our promises!

The Corporate Quality Team will focus on:

● Quality Assurance,
● Problem identification, resolution and prevention,
● Continuous process improvement, and
● Improving the customer experience.

Delivering on this approach is essential to the overall strategy for 2010 and beyond. The reality is we must consult and advise our internal customers in using quality principles and techniques effectively; employees must gain practical experience in applying quality methods in their daily work. The continued integration between internal departments is a critical factor that must be supported so that our operating styles, and cultures can be transformed into one for the benefit of our customers. Emphasis will be on the following items:

· Providing consultation and workshops on performance excellence and techniques.
· Conduct Just In Time Quality Training.
· Establishing customer and corporate specific process measures and goals.
· Conducting Operational Reviews with timely and cost effective resolutions.
· Documenting and analyzing Operational Review data for continuous process improvement value added activities.
· Be the catalyst for communicating downstream operational problems to the process owners for driving upstream process improvements.
· Assist in streamlining our most critical customer affecting processes.
· Own internal/external customer feedback measurements that drive our decision- making policies.
· Increasing our understanding of competitive information and benchmark “best in breed” practices to determine gaps in existing processes and procedures.
· Continue to support ISO 9000 compliance as required (e.g., where/if required).

By concentrating on these strategies we will derive the following benefits:
· Meaningful measures that support unit and corporate goals.
· Systemic identification and removal of root causes to problems identified.
· Clarification of work activities.
· Value added decision-making based on data and facts.
· Prevention of problems especially in design processes.

Our ability to assist in delivering excellent service will depend on our commitment to develop defect-free customer service. This will be determined by working with the appropriate departments and work groups to establish monitoring metrics like availability, reliability, error free new builds, rapid provisioning (defect free order flowthrough) and timely resolution of customer problems.

By conducting a systomatic disciplined approach to our work and providing consistently of purpose for our entire team, the qualityg Corporate Quality Team will also focus on five key dimensions and one “Common Goals” for success:

1. Customer Satisfaction is comprised of all the methodologies required to meet or exceed customer expectations and set the directions, which ensure intimacy and customer satisfaction. This section will establish and set measures of quality required to address customer issues and create the benchmarks needed to ensure customer preference.

2. Employee Value - as we continue to be a major player in this competitive market, it will be essential for all our employees to continually improve and excel in their work functions. It is leadership’s job to enlighten, enable, empower and encourage the behavior that drives Operational Performance Excellence and Customer Satisfaction. Employees must understand their roles and responsibilities and be aligned with qualityg’s business strategies and embrace the characteristics that enable us to be a major player in our industry. Consistent execution in a rapidly evolving industry will be key to our success.

3. Financial competitive challenge will continue to put pressure on our revenue growth throughout 2010. In order to maximize short and long term profitability, expense reduction and business growth, we must continue to invest in capital to grow revenue with established customers and improve gross margins by assisting in increasing our customer base. We must also manage our metrics and defend our current revenue stream from competitors. It is clearly the responsibility of all employees to aggressively increase our service productivity while reducing our expenses. Corporate Quality will demonstrate cost savings by conducting value-added Operational Reviews that will achieve avoidable costs (e.g., rework, defectives, non value-added activities, non-standardization, etc.) that will be eliminated through prevention and root cause analysis. Corporate Quality will assist in obtaining additional sales and retention of existing customers through customer specific programs. This will be accomplished while staying within all budget parameters during 2010.

4. Quality Management will be systemically integrated throughout the Customer Satisfaction, Employee Value and Financial Objectives. Our role as quality leaders must be to maintain and continue to view quality as an integral part of our day to day operations and the foundation that supports the other key dimensions. This ensures a concentrated focus on quality leadership and spans all aspects of quality, including training; execution, strategies, tactics and other activities designed to measure customer satisfaction and continuous improvement. In addition, as quality assessors we will provide value-added reviews that lead to improved operational performance of our nodes, switches and other facilities.

5. Community Involvement is an integral part of our 2010 strategy and will be utilized in Corporate Quality to demonstrate our added value to the communities and cities where we operate and live. Corporate Quality will develop specific plans, which will demonstrate how we enhance the value of our company in the community.

Values: Our Common Goals. Corporate Quality Service commits to the following values to guide our decisions and behavior:

· Respect for employees
· Dedication to helping customers
· Excellence of standards for integrity
· Teamwork
· Innovation

By executing these values, Network Operations strives to set a standard of excellence as a customer-focused team that will reward our customers, stakeholders, and all of our employees.

PART 1 – CORPORATE QUALITY SERVICE

CUSTOMER Satisfaction

Corporate Quality’s Customer Satisfaction goal is to be highly valued by our customers for consistently providing world-class service through a team of capable dedicated professionals.

Customer Satisfaction is the single most important differentiator in our goal to be “simply the best” in 2010 and beyond. Led by each manger, we can positively impact the results and the objectives of our business plan. Customer Satisfaction is a strategic initiative and the corner stone of our competitive advantage in the marketplace.

Exceeding our customer’s expectations means we must change the relationship we have with our customers. This means by continually partnering with all customers to establish and manage a clear understanding of their needs, which will strengthen our relationships with our clients.

GOAL: To establish the value of Corporate Quality Service throughout our company with all other client facing organizations.

Strategies /Tactics:

1) Train on Performance Excellence and Process Management throughout National Operations.
2) Support and assist in Company Programs.
3) Design, implement, monitor processes, and develop feedback and measurements designed to calibrate performance relative to improving the customer and supplier experience.
4) Develop mutually agreed to milestones and quantify these as much as possible.
5) Work with all qualityg departments to develop and execute plans which protect the embedded base of services and position new offers.
6) Document and communicate achievements via the Intranet and other communications vehicles.
7) Manage National Operations role in Operational Reviews including follow up and resolution of outstanding issues.
8) Continue to conduct internal Supplier Support (e.g., Engineering, HR, IT, etc.) meetings using data obtained from Quality Operational Reviews.
9) Attend and consult on Performance Reviews with responsible National Operations (N.O.) Management to identify process improvement opportunities.
10) Partner with external customers (i.e. Acme) to share and meet their respective quality goals and standards.

Objectives:
1) By the end of 1st quarter 2010, have a process in place to ensure communications and feedback via Webmaster strategic responsibilities for Corporate Quality and National Operations.
2) By the end of 2nd quarter, establish a Best Practice process for Quality Operations Reviews that can be leveraged nationwide and manage their communications for continuous improvement.
3) By year-end conduct Performance Excellence and Process Management Awareness to all major National Operations cities.
4) Continue to establish a quality partnership with Acme (Preferred Supplier) to share and meet their quality standards and goals.
5) Continue to partner with Manager of Quality Operational Reviews to support and assist in city operational review process.
6) Continue to share Operational Review data and analysis with appropriate departments (e.g., Engineering, HR, Engineering, Operations, etc.) to insure Operational Performance Excellence.

GOAL: Support field organizations to achieve an exceptional rating in all categories of the company Employee Satisfaction Survey.

Strategies / Tactics:
1) Ensure company awareness of the Employee Satisfaction survey results.
2) Have a joint meeting between C.Q. and respective leadership teams to discuss survey results and opportunities for improvement.
3) Assist appropriate leaders within National Operations in developing action items for improvement opportunities.

Objectives:
1) Throughout 2010, conduct an analysis on each employee trend survey and ensure distribution to the National Operations Leadership Team.
2) Provide analysis and feedback on the Employee Trend Survey by identifying the strengths and weakness to the leadership team.

Dr. Deming said “It will not be enough to have employees who are merely satisfied. Satisfied employees will depart, for no good reason, just to work somewhere else. Success and growth come from employees who boast about our company. The loyal employee requires no rewards or other persuasion, and he/she convinces other employees to remain.”

Ownership: Corporate Quality Service is responsible for the design, enhancement, execution and communications of the employee survey. Corporate Quality is responsible to assist National Operation’s leaders for the development of action plans for improvements based on the survey results.


GOAL: Attain World-Class status with our customers by continuously improving our employee processes and procedures.

Processes are the systems of tasks, work flows, information exchanges, people and technology that create value for National Operations employees that are required to differentiate our service from our customers.

Key customer processes include a systemic end-to-end perspective that develop, produce, distribute, and support the primary products or services of National Operations. They form the strategic capabilities that enable the business and empower our employees to compete effectively.

Strategies /Tactics:
1) Assist N.O. Leadership Team in prioritizing core customer affecting processes.
2) Assist N.O. Leadership Team in identifying process owners for all customer-affecting processes.
3) Corporate Quality supports appropriate Process Owner by:
- Defining process and identifying customer requirements
- Defining and establishing measures
- Conducting “Gap” analysis based on customer requirements
- Conducting Root Cause Analysis to identify opportunities for improvement
- Prioritizing opportunities for improvement and create action plans for correction
and prevention
- Monitoring process improvements to maintain gains
- Defining quality and process terms and definitions
- Creating Enterprise Map
- Identifying and defining Process Owners, plus their roles and responsibilities

Ownership: Corporate Quality Team will support, educate/train Process Owners and their respective teams in managing and improving key customer processes upon request or direct them to the company’s Quality Training Institute.

EMPLOYEE VALUE

National Operations employees are our most valuable resource. Corporate Quality recognizes that our employees are not just the ones who service our products; they are the ones that can make or break our reputation for an exceptional customer experience.

These basic strategies, tactics, and objectives will enable us to satisfy our employees and optimize the net value of each individual. Keeping a primary focus on Employee Value will require a partnering with Employee Relations processes (i.e. Employee Survey), practices, and programs needed to better support our teams. Corporate Quality’s plan will assist in communicating the goals, strategies, tactics, and the impact of these on our employees and teams. This Employee Value management transformation will ensure that we:

- Clearly define, communicate and implement Corporate Quality Plans
- Invest in our people with on-going education and training
- Ensure Safety practices are followed (i.e. OSHA Compliance, Motor Vehicles)
- Empower our teams
- Emphasize recognition
- Communicate often and effectively

GOAL: Corporate Quality Service leadership is responsible to develop and manage processes that provide the tools, skills and systems required to allow all employees to do the job right the first time.

Strategies/Tactics:
1) Review our own leadership style.
2) Conduct one-on-one and meetings to share leadership expectations.

Objectives:
1) Share C.Q. 2010 business plan with all employees via the face to face manager/employee meetings we all understand our goals and objectives by 1/31/10.
2) Commit to appraisals of individual performance of team members and communicate the company Career Planning Process throughout 2010.
3) Each manager completes career-planning worksheet by 4/1/10.

Ownership: Corporate Quality Service Leader will manage appraisals and a sincere interest in the employee’s career plans. Each manager will receive a written appraisal in 2009.

GOAL: EnableCorporate Quality Service team members with the necessary technical and administrative competencies needed to satisfy our customers.

Strategies/Tactics:
1) Commit to have all new employees attend Quality Operations Training (1 week) during the first 90 days of employment.
2) Support/encourage Training Department and Health and Safety Department to provide guidelines (published on Intranet) on Safety (i.e. OSHA, Motor Vehicles).
3) Maintain an employee skill set for each major job title and training matrix that addresses the
skills required for the job.
4) Training attendance for employees and their managers will be measured and reflected in
performance appraisals. A guideline of 6 days for all employees has been reflected in 2009 training budgets.
5) Managers should develop and implement plans for cross training.
6) Update all training records with Corporate Training at least once a year.

Objectives:
1) Ensure new employee attendance at new employee Orientation.
2) Develop and document a training program for each Quality Manager.
3) Ensure all employees have a required skill set list developed. This list should address the
primary responsibility of the employee and note the required skills necessary to perform their
Function.
4) Attend Employee Relations and Diversity training as required by HR in 2010.

Ownership: Corporate Quality will supply Employee Relations and Health and Safety with pertinent information.

GOAL: To provide leadership and direction incorporating the goals and tasks of Environmental, Health, & Safety (EH&S) within National Operations.

Strategies /Tactics:
1) Develop & Implement Safety Prevention Control and Countermeasure (SPCC) plans for each of our departments.
2) Identify the Field Safety Coordinator (FSC) for every business operation.
3) Require each FSC attend the 2 day Safety Coordinator Training Program developed by EH&S that defines their responsibilities and duties.
4) Establish the EH&S Awareness for Managers training sessions and the Safety Answers for Field Employees (SAFE) course.

Objectives:
1) SPCC plans must be completed to EPA requirement levels for each N.O. city by end of 1st quarter 2010.
2) Request city operation leadership provide Corporate Quality with the local FSC for each city within their regions by the end of 1st quarter 2009.
3) Have each FSC complete the Safety Coordinator Training Program by year-end.
4) Have all departmental employees complete the appropriate awareness and training courses by year-end.

Ownership: qg Corporate Quality Team will provide leadership and direction incorporating EH&S programs within National Operations. Corporate Quality will act as the single point of contact for any program or task EH&S wants to establish within National Operations.

GOAL: Develop and execute a well-defined Employee Recognition Program that supports the Corporate Common Goals by celebrating team and individual accomplishments.

Strategies / Tactics:
1) Clearly understand, communicate and execute the company Recognition Policies.

Areas to recognize are:
A) Accomplishments
B) Common Goals
C) Quality Results
D) Customer Care
E) Superior service at the lowest unit cost

Objectives:
1) Assist in ensuring that all managers are aware of the company Recognition Policies.

Ownership: Each Quality Manager is responsible for assisting appropriate leadership teams in implementing a recognition program on a local level that aligns and supports corporate objectives.

GOAL: To establish a framework for communicating accurate information in a timely and consistent manner to and from all members of the organization.

Corporate Quality will provide information on quality matters impacting the workplace and the customer we serve.

Strategies/Tactics:
1) Corporate Quality will work with the appropriate managers to stress consistent communications within the company.
2) Management needs to develop a set of formal and informal communication strategies that afford the team with an effective communications loop.
3) Where appropriate, respect the need to protect sensitive, proprietary information.

Objectives:
1) Corporate Quality will manage its Web Site, and assist the departments as required.

Ownership: Corporate Quality Leadership is responsible for local staff meetings and the communications plan. Corporate Quality will assume ownership for its respective web sites.

FINANCIAL MANAGEMENT

Rapid changes will impact Corporate Quality by requiring the need to develop strategies and tactics to redesign our production process and our service delivery platform. Each manager will take an active role in impacting the revenue base through quality methods and continuous improvements to achieve a competitive advantage and increased customer preference and retention. In concert with existing revenue and expense management tactics, Corporate Quality will partner with National Operations Departments in their efforts to develop a more effective means of calibrating business expenses.

GOAL: Use sound financial management to meet 2010 budget goals:

Strategies/Tactics:
1) Track all expenses on a monthly basis and share results with team members.
2) Document and monitor cost reduction efforts for more effective budget management and/or
budget under-runs.
Objectives:
1) Meet or improve all budget commitments with monthly measurements.
2) Document Cost of Quality savings to Finance through Quality initiatives (e.g., Operational Review findings, Supplier Partnerships, Quality Action teams, etc.). Assist in the revenue growth by partnering with Acme (Preferred Supplier) in their quality initiatives.

Ownership: Corporate Quality Leadership is responsible for monthly management and reports for all financial commitments.

GOAL: Institutionalize a Cost of Quality management philosophy that will enable the appropriate Leadership Team to measure and continuously improve productivity and cost efficiencies.

All work that is not essential to customer quality or corporate objectives is cost-of-quality work. Additionally, any product or service that does not meet customer expectations results in cost-of-quality work. Corrective and preventive solutions dealing with these matters are generally referred to as cost of quality. Cost of quality is the total dollar amount of the related cost-of-quality work including salary/wages; material and other associated expenses. For example, the cost of quality for removing a customer affecting software system includes labor costs for removing the software, the cost of the software, and the associated processing costs, such as paperwork and scheduling.

Strategies/Tactics:
1) A unit measure is defined as and has the following qualities:
- Generates a work activity
- Is measurable
- Is transaction based
- Is independently driven
2) Selection of a unit is driven by first identifying our customers and listing our deliverables.
3) The Maintenance Units of Measure include tickets (switched services and private line) and
calls. Customer Service units include # of orders, calls, transactions, etc.
4) Establish a transaction time for all measured units.
5) Review and analyze expenditures associated with unit production for improvement opportunities.

Objectives:
1) Support the development of a unit cost budget model based on customer transaction volumes
and work drivers associated with expenses by the end of 2010.
2) Support the development of a unit cost tracking model to provide useful financial information
for the Leadership team.
3) Guide Leadership Team in focusing on improving process management tactics.

Ownership: Corporate Quality will support the unit cost methodologies and work closely with the Quality Action Teams to identify cost of quality measures.

QUALITY MANAGEMENT

Corporate Quality strategy for 2010, will focus on establishing and integrating the best quality concepts, and principles and continue to educate and train our employees in the concepts of process management, voice of the customer and systems thinking. In addition, Corporate Quality Managers will begin to introduce as one of our roles the concept of “Servant Leadership.” The focus for servant leadership will be to share information, build common visions, self-management, high levels of interdependence, learn from mistakes, encourage creative input from all employees and challenge current assumptions and procedures to determine a more value-added way of doing business.

Our customers are not going to judge us a great Operations Department, or Engineering Department, but rather they are going to judge us as how well National operations (all of us) meet/exceed their wants and needs.

We will continue our ISO 9000 compliance efforts as required by corporate (if required).

To achieve our goal to be a customer focused organization, we will accelerate our journey to deliver customer value above that of any competitor. If customer value is defined as a combination of price, quality and service then quality becomes a lever by which we can differentiate National Operations to customers.

The Corporate Quality Team is also committed to selecting a staff that has experience, certifications and application in quality tools and techniques. We are also committed to our own continuous improvement by attending a minimum of 5 days of quality training per year by attending outside educational/training forums. The Corporate Quality Team will continue representing the company to outside quality organizations, academic institutions and civic organizations.

GOAL: Increase quality knowledge throughout N.O. and establish a common terminology and methodology.

Strategies/Tactics:
1) Encourage all personnel to attend suggested Quality training at the company’s School of Business.
2) Deliver Performance Excellence Training to major city operations staff.
3) ISO 9000 compliance where required.
4) Begin quality skills transfer to field managers and front-line personnel in the value of process management and systems thinking by providing examples and learning at staff and operational meetings.
5) Move quickly and decisively on improvement opportunities.

Objectives:
1) Document plans for local quality/performance excellence training and overviews in the 1Q10.
2) Conduct Root Cause and Pareto Analysis Workshop as required.
3) Continue ISO 9000 compliance as required.
4) Link Quality Tools and Techniques on the Corporate Quality Web page by end of 2Q10.
5) Assist in educating employees in systems thinking, Process Management, and Voice of the Customer (VOC) as required.
6) Continue to institute quality measures for each customer affecting process.

Ownership: Corporate Quality Leadership will coordinate with appropriate leadership teams to meet their quality education requirements.

GOAL: Manage internal processes and key customer measures of quality using a standard set of quality tools.

Strategies/Tactics:
1) Ensure appropriate team quality knowledge.
2) Communicate expectations relative to:
- Quality Assurance
- Results reporting, tracking and improvement strategies (i.e. Ops Review Tracking Form)
- Statistical Process Control
- Root Cause and Pareto Analysis
- Process Management and Systems Thinking

Objectives:
1) Continue to develop and publish quality efforts using the Intranet.
2) Continue to focus on collecting and analyzing Ops Review Data for improvement opportunities.
3) Assist in ensuring that ISO 9000 compliance in maintained at appropriate sites.

Ownership: Corporate Quality Leader will drive the Quality effort in National Operations. Corporate Quality Managers are responsible for the ISO 9000 compliance in 2010.

GOAL: Demonstrate Cost of Quality savings through Quality Operational Review Assessments and other quality initiatives (e.g., QATs, Process Improvement Activities, Ad Hoc teams, etc.)

Strategies/Tactics:
1) Corporate Quality Leadership will drive the quality efforts in National Operations.
2) Develop reporting mechanisms to document quality improvement activities (e.g., Ops Review) and corresponding cost savings.
3) Replicate and standardize best practices into standard practices in all NOps locations.
4) Improve functional efficiencies within processes and sub processes that drive system effectiveness.

Objectives:
1) Deploy Corporate Staff Quality Managers (if applicable) by 2/1/10.
2) Develop standard reporting format by end of 1Q 2010.
3) Continue best practice distribution on the Intranet.
4) Provide monthly reports on cost of quality savings for each month in 2010.

Ownership: Corporate Quality Staff will lead this effort within National Operations.

GOAL: Continue to build a world-class quality department.

Strategies/Tactics:
1) Secure membership in accredited organizations (i.e. American Society for Quality “ASQ”).
2) Attend at least 2 days of quality education.
3) Subscribe to leading quality publications (i.e. Quality Progress, Quality Digest, etc.).
4) Obtain quality certifications (i.e.Certified Quality Manager, Certified Quality Auditor, etc.).
5) Actively participate in an outside quality initiative (i.e. speaker, academic, civic, etc.)
6) Share quality information learned from outside with rest of quality team.

Objectives:
1) Each Quality Manager to join ASQ by end of January 2010.
2) Attend at least 2 days of quality education and learning by 03/31/10.
3) Subscribe to quality publication by end of 2010.
4) Begin effort to acquire quality certification(s) by end of 2010.
5) Share quality learning and information at regularly scheduled staff meetings.

Ownership: Corporate Quality Leadership will be responsible for providing assistance to quality staff and quality managers in regards to memberships and certifications. Each quality manager is responsible for joining and attending quality training and organizations. In addition, it is the responsibility for each quality manager to provide shared learning information and experiences to the rest of the team.

COMMUNITY INVOLVEMENT

National Operations and Corporate Quality will continue to establish it as an outstanding corporate citizen in each of the locations where we operate. This is not only good for business; it is good business. The communities provide us with our employee base and our current and future customers. Our image and the image of our employees are greatly enhanced when we give back to the community in response to what they have given us. There is a role all employees can take in accelerating public awareness of National Operations as a great company and a great place to work. We can create value within our communities that extends far beyond the boundaries of normal marketing and public relations activities.

Strategies /Tactics:
1) Support normal activities such as Holiday Food Delivery, Focus Hope, Community "Green" Activity Day, etc.
2) Assist in developing and implementing regional activities designed to support the local community.
3) Encourage support for any employee involved in local civic, charitable, educational or other
worthwhile community activity.
4) Actively support National operations charitable contributions.

Objectives:
1) Each member of C.Q. will report on the extent of his or her community involvement by 12/31/10.
2) Each C.Q. Manager will encourage involvement in community activities on an ongoing basis.
3) C.Q. will actively support corporate initiatives such as Holiday Food Delivery, Community Activity Green Day, etc.

Ownership: Each team member of the Corporate Quality Team will participate and report on their 2010 community involvement activities.

In 2010, the Operations Leadership Team will continue to lead the quality transformation of National Operations. This team is not another layer of management hierarchy, but simply an extension of their day-to-day activities where current functional leaders can work together across departmental boundaries, to assist in making decisions that will improve the end-to-end operations in National Operations.

One of the main activities required for the leadership team will be to identify the end-to-end chain of systemic activities vital to accomplish company goals, and to ensure that a clear line of accountability has been assigned across departmental boundaries.

Internal/External customers are a key activity during 2010 and beyond.

The major objectives of the Leadership Team are as follows:

· Review and analyze customer preference and retention data.
· Begin moving from “Hero as Leader to Servant as Leader.”
· Review and analyze company employee survey data.
· Review and analyze competitive benchmarking data.
· Drive quality initiatives into the day-to-day work life of all employees.
· Continue leadership commitment and funding, as required for ISO 9000 compliance.
· Consistent communications of strategic initiatives across the company.
· Identify and appoint Process Owners for critical customer affecting processes.
· Identify best practices that can be leveraged across the company.
· Invite leading quality speakers to at least two meetings in 2009 for additional learning on quality.
· Manage best practice processes that can be leveraged across company.

QSA Logo Developed by: MS, JF & qg

Employee Goals & Objectives & Performance Appraisals--> Rating and Ranking Team Members - I Win You Lose?

It's that time of the year again when we all lose!

I believe in Employee Goals & Objectives when they are used by leaders to enhance the skills and productivy of the workers and help them drive the company toward their individual and overall goals and objectives.

In order to do this leaders must be skilled in setting reasonable and obtainable goals and objective for each of their emplyoyees based on the workers skill and expertise level. One size fits all is Bullshit and every leader/boss knows this, if they don't, well then you have todays leaders. The problem is setting employees goals and objectives is a year round hands on effort and it takes hard word work for the goals and objectives to be done accurately and fairly.

One subject (well there are a few) that drives me nuts is when people/organizations and assholes in general want to demoralize a “TEAM” by rating, and ranking people against one another is ridiculous.

It's that time of year again when employees are searching for ways to make themselves look better than their peers while writing up their accomplishments. This exercise will be a major input for deciding who gets pay raises and bonuses for the year, or who gets to keep their jobs.

This end of the year activity commonly known as “performance appraisal” takes place in most organizations. We all know the different names our organizations use over the years (not going to mention) for rating and ranking employees/team members so they can be herded into groups to be labeled like a bunch of school children being put in Group 1, Group 2, or Group 3 (lookout, your on the chopping block).

So just what is Rating and Ranking and how Ridiculous can Leaders be in thinking this worthless effort does any good? Here is the ultimate qualityg's acid test to ask your boss and the organization after the process is completed,

When will you be posting (Company Web Site, company paper, Email notifications, company texts, twitter or the walls of fame, etc) the top rated and ranked employees so that I may use them as a model to improve my own performance? Oh yes, please add the amount of bonus money they will be receiving so as to motivate me next year?

Should we all not be happy for the winners, we know they deserve it, they worked hard and you didn’t, they were more customer-focused, they sold more products (too bad you were given a sales area that sucks), they removed more defects from their processes and you just maintained yours with little or no defects ar surprises and gave the customer what they wanted.

Should not all our objectives say "I want to be as good as Mike or Mary becasue you gave them more bonus money. Your boss should state how much they beat the objectives set so that you know how much to improve (Yeah Sure).

Americans like winners and losers, in our schools too. Why won’t we show/announce the winners (I Won and You Lost), at least half of winners must be above average, how can we improve (below avergae) when our boss won’t even tell us who to get pointers from to help our team objectives.

We all know they won’t post the names of organization workers rating and ranking because it would depress the troops and there is no known true metrics or measures that can really do this job across a medium or large organization. In Ranking someone has to be number 1, another person number 2, somebody else number 3 and the poor somebody else at the bottom, dead last, bringing up the rear, packing up their desk, etc… is a big time loser.

Now this will happen whether you have 5 employees under you or 50. Don’t forget Rating is where the boss (and in many companies your peers) get to label you “exceedingly excellent, excellent, excellent maybe and well you all know the rest…

Then you are give a bonus based on all the ratings and rankings, plus how the company is doing and blah, blah, blah.

qualityg says…

Allow me to share one of my experiences. I was asked one year to put together a team, a team made up winners, folks who stop at nothing to get the job done, you know qualityg, “one of them skunk teams that Tom Peters talks about.” It always seems senior leaders know the latest quality buzzwords (problem is, they correlate the word to fast and faster and improve the bottom line without having any idea what they are talking about).

The first thing I needed to do was to create the aim/purpose (objectives) for my team (the boss said go out and fix things and create a customer focused operation when you leave, and you get five, maybe six people to be on your team) and individually so they all correlate to company objectives and goals.

QUESTION ---> From the BOSS MAN/WOMAN/IDIOT

By what method may I ask, how it was determined five or six people would be the right amount for my team?

RESPONSE from humble willing worker

“That’s your job to make the work match the people, ain’t you supposed to be the expert?”

Not sure how I replied but “Eat My Shorts” comes to mind.

Once I got focused I needed to determine the type of work and find people with the skills that were to be required to get the job done. I figure I needed two experts in our field of expertise, a strong project manager, a database and web expert, a subject matter expert (SME) who works in the field and understands process improvement (quality certification not required, just able to use common sense).

Being diverse and the ability to work with both front line workers and senior leaders was another important requirement. I thought to myself I have my Center, two Forwards (power/small) and two Guards (shooter/point). I wanted one Reserve that had a general understanding of all the other jobs so that the team would not suffer if a teammate were off ill or on vacation.

Along with those traits the person must have experience, creativity, joy in workmanship and provide jocularity (ability to have fun) in times of stress, deadlines and functional barriers. Team chemistry was a must because there would be frequent travel that required trust and integrity by all on the team.

I was fortunate to find a great team players who were willing to leave their secure jobs, where they were the top performers (I was fortunate to have worked with most of my team over the years, so I certainly went after the ones I wanted), in their work groups.

Everything was going well until Performance Appraisal time. I received all the forms and packages and was told to have my stuff in at the appropriate date. From previous years I knew what was going to happen but I thought I had made it perfectly clear to my boss that I would not take the job if I was going to have to rank and rate my team. They were all top performers who had “unique” skills that optimized the whole team (i.e., my Center need my Forwards and they all needed the Guards). The Team had bought into this concept and liked it because they could concentrate on work instead of politics.

I sent my package (added extra metrics, team and individual objectives, customer feedback, and quarterly reviews, which was not required) up with very good ratings for my whole team. My boss’, boss who made the “final” decision said no way and told me to rate them properly, that no team can have all top performers, one has to be better than the next, and besides it won’t look right when you rank your folks against the others in the department if you have all top performers.

Every year I refused to participate in rating and ranking and every year I ended up doing it because I did’t want my folks to be penalized. Fortunately I keep a Management Log that proves to be essential when it comes to rating and rankings. See my post on Management Logs at http://qualityg.blogspot.com/2007/11/importance-of-management-log.html

I did the best I could; I had a team meeting and an individual meeting with the team and explained the situation. I also told them how I was going to distribute the dollars; those who did not get equivalent dollars got extra stock (it was worth something then). I also promised if we were all together next year I would make up the difference.

Fortunately I was able to make some amends, but soon after we were moved to a special project and found ourselves right back in the mess of barriers, bureaucracy and babbling idiots.

Well we got “skunked” all right, but we had fun, did a good job and cooperated with one another without competition. We saved the competition for beating our rivals in the marketplace, you must have cooperation before you can compete, and you must have the cooperation of the whole team to be a winner.

Sometimes it does not even matter if your whole team did well. When they want to get rid of a team they will call it removing the work function or moving it back to headquarters to save costs. What this really means is some of the people at headquarters lost their job so the Vice Presidents (Shooters) who barely know the people that don't work in headquarters saves his face with the people he comes in contact with each day.

Another example from qualityg on "The Demise of American Management" and the talent that our Business Schools are producing to be effective leaders.

To read more post on Employee Goals and Objectives click on the Label Below or on the left side of Blog.