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SMSPG Meeting
January 22, 2009
Using increasing accountabilities to drive unit-level performance: Bringing the baldrige framework to life
Developing Strategic & Operational Metrics And The Ability To Review & Act Upon Them:
Engine, Rudder, NavigationScott L Martens
Operational Metrics - The Engine:
Indicators that provide insight into the question: How are we doing with regards to the critical things we do for those we serve?
Strategic Metrics - The Rudder: Indicators that provide insight into the question: How are we doing with regards to the critical things we need to do in order to get to our vision?
Management Review & Action - Navigation:
Review, action and accountability to ensure:• Operational metrics are on track• Progress is being made on projects & initiatives driving
strategic metrics• Appropriate adjustments & modifications to the plan are
evaluated & acted upon.
Metric & Review System
Operational Metrics - The Engine:
Indicators that provide insight into the question: How are we doing with regards to the critical things we do for those we serve?
College 1
College 2
College X
Support Operation X
Education Research Outreach Support Operations
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FINANCIAL METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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FINANCIAL METRICS
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FINANCIAL METRICS
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CUSTOMER METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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PROCESS METRICS
College 1College 1
College 2College 2
College XCollege X
Support Operation XSupport Operation X
EducationEducation ResearchResearch OutreachOutreach Support OperationsSupport Operations
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FINANCIAL METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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FINANCIAL METRICS
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FINANCIAL METRICS
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CUSTOMER METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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PROCESS METRICS
Operational Metrics – The Engine
Strategic Metrics - The Rudder: Those indicators that provide insight into the question: How are we doing with regards to the critical things need to do in order to get to where we are going?
Strategic Metrics – The Rudder
Why
• Goal 1
• Goal 2
• Goal 3
• Goal x
GoalsGoalsStrategiesStrategies
Strategy 2
Strategy X
Strategy 1
$$
Source of Yield Loss
$$
Source of Yield Loss
Project A
Project B
Project C
ProjectsProjects
Project D
Project X
Why
• Goal 1
• Goal 2
• Goal 3
• Goal x
GoalsGoalsStrategiesStrategies
Strategy 2
Strategy X
Strategy 1
$$
Source of Yield Loss
$$
Source of Yield Loss
Project A
Project B
Project C
ProjectsProjects
Project D
Project X
• Goal 1
• Goal 2
• Goal 3
• Goal x
GoalsGoalsStrategiesStrategies
Strategy 2
Strategy X
Strategy 1
$$
Source of Yield Loss
$$
Source of Yield Loss
Project A
Project B
Project C
ProjectsProjects
Project D
Project X
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Senior Leaders
Front-line Leaders
QUESTIONS
ANSWERS
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Senior Leaders
Front-line Leaders
QUESTIONS
ANSWERS
Operating Reviews• Monthly / Periodic
• Leader & management team
• Review format:
• Operational Metrics (Engine)
• Process metrics
• Financial Metrics
• Learning & Growth Metrics
• Customer Satisfaction Metrics
• Strategic Metrics (Rudder)
• Improvement / project portfolio
• Action: Drive actions & accountability out of the review
Operating Reviews• Monthly / Periodic
• Leader & management team
• Review format:
• Operational Metrics (Engine)
• Process metrics
• Financial Metrics
• Learning & Growth Metrics
• Customer Satisfaction Metrics
• Strategic Metrics (Rudder)
• Improvement / project portfolio
• Action: Drive actions & accountability out of the review
Management Review & Action - Navigation: Review, action and accountability to ensure:
• Operational metrics are on track• Progress is being made on projects & initiatives driving strategic metrics• Appropriate adjustments & modifications to the plan are evaluated & acted upon.
Management Review & Action
Review & action: The most critical element, otherwise measurement is for naught
Transforming UM – The System: Engine, Rudder, Navigation
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Senior Leaders
Front-line Leaders
QUESTIONS
ANSWERS
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Senior Leaders
Front-line Leaders
QUESTIONS
ANSWERS
Operating Reviews• Monthly / Periodic
• Leader & management team
• Review format:
• Operational Metrics (Engine)
• Process metrics
• Financial Metrics
• Learning & Growth Metrics
• Customer Satisfaction Metrics
• Strategic Metrics (Rudder)
• Improvement / project portfolio
• Action: Drive actions & accountability out of the review
Operating Reviews• Monthly / Periodic
• Leader & management team
• Review format:
• Operational Metrics (Engine)
• Process metrics
• Financial Metrics
• Learning & Growth Metrics
• Customer Satisfaction Metrics
• Strategic Metrics (Rudder)
• Improvement / project portfolio
• Action: Drive actions & accountability out of the review
Metric & Review System
GoalsStrategies
Strategy 2
Strategy X
Strategy 1
Project A
Project B
Project C
Projects
Project D
Project X
Goal 1
Goal 2
Goal 3
Goal x
College 1
College 2
College X
Support Operation X
Education Research Outreach Support Operations
0
5
10
15
20
FINANCIAL METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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FINANCIAL METRICS
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FINANCIAL METRICS
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CUSTOMER METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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PROCESS METRICS
College 1College 1
College 2College 2
College XCollege X
Support Operation XSupport Operation X
EducationEducation ResearchResearch OutreachOutreach Support OperationsSupport Operations
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10
15
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FINANCIAL METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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PROCESS METRICS
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FINANCIAL METRICS
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FINANCIAL METRICS
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CUSTOMER METRICS
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CUSTOMER METRICS
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EMPLOYEE METRICS / LEARNING & INNOVATION
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Goal Tree
8
Goal #2
Goal #3
Goal #1
Goals Strategic Areas
Work Initiatives
Business Units
Potential Projects
Organization
Leadership
Resourcing
Business Processes
Service
Execution
Planning
Leadership
Cost-Savings
OSCI Goal TreeSupport the University by serving as a catalyst
and mentor for sustainable improvement, energizing and enabling a culture of continuous improvement and collaborating with University
units to identify and realize sustainable improvements
Continuous Improvement
Communication
Adhoc – On Demand
TLP
Lean
Quality Fair
Purchasing
SPIF Grants
Strategic Initiatives
Improvement Liaisons
Current (Twin Cities/Duluth)
Prospects
Events
Support/Training Materials/Wiki/User Group
Plan/Coordinate/Facilitate/Replication Opportunities
Plan/Moderate
Project Reviews/Allocations
Duluth Retention Graduation Rate Initiative
Vet Med
Analyze/Mapping/Strategy
Others
