Introduction to the Office for Performance Improvement Implementing The BPE/SPE Model In Student Affairs at CU Boulder

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Diana Pierce
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1 Introduction to the Office for Performance Improvement Implementing The BPE/SPE Model In Student Affairs at CU Boulder presented by Deb Coffin Vice Chancellor for Student Affairs Jeffrey Luftig Associate Vice Chancellor for Process Innovation & Director, Office for Performance Improvement 1 J

Vice Chancellor for Student Affairs Jeffrey Luftig Associate Vice

2 Areas of Assistance: Changing the Way We Operate- Implementing a Model for BPE / SPE The office will work with administrative units to facilitate and support the implementation of a databased and disciplined model for Business / Service Performance Excellence (BPE / SPE). This model is designed to allow an organization to generate the maximum level of value possible for its clients, given the human, financial, capital, and other resources it possesses.

Business / Service Performance Excellence (BPE / SPE).

3 The BPE / SPE Model Business Performance Excellence is Achieved When An Organization is Generating the Maximum Level of Profitability Possible Given the Human, Financial, Capital, and Other Resources It Possesses. Service Performance Excellence is Achieved When An Organization is Generating the Maximum Level of Value Possible Given the Human, Financial, Capital, and Other Resources It Possesses. Business Performance Technology is a Collection of Strategies, Methods, and Tools Utilized to Achieve Both Strategic Breakthroughs and Tactical Improvements in Key Financial Performance and Non Financial Indicators (KPIs and NFIs)

Service Performance Excellence is Achieved When An Organization is Generating the Maximum Level of Value Possible Given the Business Performance Technology

4 Understanding the BPE / SPE Model 16 16

5 Primary Phases / Components of the BPE Model Phase I of the BPE Improvement Process is Policy Deployment (Hoshin Planning or Hoshin Kanri), which is intended to integrate an organization s Vision and Mission with its Strategic and Business Plans; and subsequently deploy those plans so that the metrics for the organization are ultimately reflected within each individual s annual work plan(s)

Vision and Mission with its Strategic and Business Plans; and subsequently deploy those plans so

6 Establishing the Point of the Compass (Masaaki Imai) Typical Structure w/out An Integrated Policy Deployment System Initial Result Achieved After Implementing a Policy Deployment System Final Result Achieved After Implementing a Policy Deployment System 18 18

Result Achieved After Implementing a Policy Deployment System

7 Overview of the Steps in Policy Deployment Purpose A statement of Purpose is developed which is intended to briefly describe the broad role of the organization to external observers. Values, Beliefs, Guiding Principles Values, Beliefs or Guiding Principles statements describe, on a broad philosophical level, those underlying premises upon which the organization operates. These are often stated in the context of founding principles, and are provided to each employee when he or she is brought into the organization. These statements are not employed in the construct analysis employed to generate the organization s CPMs

Values, Beliefs, Guiding Principles Values, Beliefs or Guiding Principles statements describe, on a broad philosophical level, those underlying premises upon

8 Overview of the Steps in Policy Deployment Reaffirm Vision Vision statements generally encompass a year period, and describe in very broad terms the aspirations of the organization. Reaffirm Vision Reaffirm Mission The mission statement for the organization represents a 3 5 year subset of the Vision. In broad terms, the Mission Statement identifies: * What the organization does; * Who are it s critical & significant clients; and * On a short term (relative to the Vision) basis, where the organization is attempting to go, and how it will 'appear' when it arrives

Reaffirm Vision Reaffirm Mission The mission statement for the organization represents a 3 5 year subset of the Vision.

9 Overview of the Steps in Policy Deployment Reaffirm Value Proposition The Value Proposition for a firm describes those compelling value added elements or features of its products &/or services that determine why a customer would/should purchase goods or services from the organization rather than from its competitors. As related to an internal support function (e.g. finance & accounting, information services, human resources, etc.), a Value Proposition defines why the organization conducts the activity internally, rather than having the function outsourced. The Value Proposition must resonate with the consumers / customers / clients, not the management team. The Value Proposition should be closely aligned, but is not interchangeable, with the firm s Core Competencies

), a Value Proposition defines why the organization conducts the activity internally, rather than having the function outsourced.

10 Overview of the Steps in Policy Deployment Reaffirm Vision Perform Construct Analysis to Generate CPMs Reaffirm Mission Reaffirm Value Proposition Construct Analysis: The process of identifying major constructs, or themes, in the Vision, Mission, and Value Proposition which are then translated into Critical Performance Measures (CPMs). These CPMs are subsequently used to generate associated metrics or measures to be employed and deployed (cascaded) throughout the organization

Mission, and Value Proposition which are then translated into Critical Performance Measures (CPMs).

11 Overview of the Steps in Policy Deployment Reaffirm Vision Reaffirm Mission Reaffirm Value Proposition Generate Matrix of Level I and Level II KPIs and NFIs. Cascade to All Span of Control Levels Perform Construct Analysis to Generate KPIs and NFIs Perform Gap Analysis to Generate Strategic Plan {Strategic Intents, Objectives, Focal Points, Tactical Objectives, and Check Points} 29 29

Cascade to All Span of Control Levels Perform Construct Analysis to Generate KPIs and NFIs

12 Overview of the Steps in Policy Deployment Once the Strategic Plan has been developed: Create the Annual Plan Deploy the Strategic Plan Throughout the Organization, With Each Subsequent Administrative Unit Developing and Owning Their Portion of the Plan Implement Daily Management; including Commissioning and Sanctioning Appropriate Teams Execute! 32 32

Subsequent Administrative Unit Developing and Owning Their Portion of the Plan Implement

Policy Deployment. Policy Deployment. Turning Theory Into Action. Hoshin Kanri. Heinrich Moormann. Strategy Deployment EN_071124.

Policy Deployment. Policy Deployment. Turning Theory Into Action. Hoshin Kanri. Heinrich Moormann. Strategy Deployment EN_071124. Policy Deployment Hoshin Kanri Policy Deployment Turning Theory Into Action Page 1 What is Policy Deployment? Policy Deployment or Hoshin Kanri Hoshin Kanri was developed in the 1950s in Japan in order