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Session #6 How Winning Organizations Sustain Excellence Session #6 How Winning Organizations Sustain Excellence

TORONTO DISTRICT SCHOOL BOARD How Winning Organizations Sustain Excellence David Reid Director of Education TORONTO DISTRICT SCHOOL BOARD How Winning Organizations Sustain Excellence David Reid Director of Education October 19, 2004 November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 2

Attributes of Winning Boards • The focus is on instructional improvement • Research based Attributes of Winning Boards • The focus is on instructional improvement • Research based principles guide PD • Strong connections are established between district vision and school strategies • Networks exist to support teachers • Student needs are identified through data • Use of resources tied to measurable results November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 3

Critical Challenges at the TDSB • • November 22, 2003 Governance Funding and Budget Critical Challenges at the TDSB • • November 22, 2003 Governance Funding and Budget Stability Public Confidence Labour Relations Scale of Operation Equity of Access Staff Morale & Productivity P 06(David Reid Speeches/Winning Boards)rs. 998500 4

Governance • Governance Agreement with Province – to Balance Budget – to Negotiate Relationship Governance • Governance Agreement with Province – to Balance Budget – to Negotiate Relationship with Senior Staff • • Relationship Committee Accountability Framework Code of Conduct Policy Reform – Committee Structure – Policy Process – Clarity of Roles/Responsibilities/Accountabilities November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 5

Funding and Budget Stability • First Balanced Budget in Board’s History • Budget Process Funding and Budget Stability • First Balanced Budget in Board’s History • Budget Process to be Profoundly Changed – Will establish targets for improvement – Will support action plans – Will outline indicators of success – Will set new standards for operational oversight – Will rely upon an internal audit process – Will ensure clear accountability November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 6

Public Confidence • • • Aggressive communication plan System report card published annually Validation Public Confidence • • • Aggressive communication plan System report card published annually Validation through NQI certification Strategy for parent involvement Implemented School Improvement Planning – engaged parents and staff at 557 schools – created data and resource warehouses (virtual) – local authority/autonomy and accountability November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 7

Labour Relations • • • 6 years of labour unrest 5 bargaining units Provincial Labour Relations • • • 6 years of labour unrest 5 bargaining units Provincial policy sets settlement standards Bodies for bucks not sustainable Provincial negotiation strategy required Labour/management politics highly destructive for all employees November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 8

Scale of Operations • • 50 m sq. ft. of real estate in 600 Scale of Operations • • 50 m sq. ft. of real estate in 600 buildings 300, 000 students and 30, 000 staff more than 1 million stakeholders 60, 000 computers supported daily 100, 000 meals served daily 120, 000 work orders processed annually $2. 3 billion dollar budget managed November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 9

Equity of Access • • • Highly diverse student population Amalgamation of 6 cultures Equity of Access • • • Highly diverse student population Amalgamation of 6 cultures Program integration not complete Enrolment and demographics changing Special Education funding in flux At-Risk Students everywhere November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 10

Mission • Our mission is to enable all students to reach high levels of Mission • Our mission is to enable all students to reach high levels of achievement and to acquire the knowledge, skills and values they need to become responsible members of a democratic society. November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 11

We Value • • each and every student a strong public education system partnership We Value • • each and every student a strong public education system partnership of students, family& community the uniqueness and diversity of our students the commitment and skills of our staff equity, innovation, accountability learning environments are safe & nurturing November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 12

Board Approved Strategic Goals for 2004 -2005 • • • Successful Students Inspired Staff Board Approved Strategic Goals for 2004 -2005 • • • Successful Students Inspired Staff Engaged Parents and Communities Kind and Caring Schools and Workplaces Fine Facilities Equity of Access November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 13

TDSB has put the focus on: SCHOOL IMPROVEMENT and BUSINESS BUDGET PLANNING November 22, TDSB has put the focus on: SCHOOL IMPROVEMENT and BUSINESS BUDGET PLANNING November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 14

Our strategy is not just about how we allocate resources, but how we use Our strategy is not just about how we allocate resources, but how we use resources to achieve measurable results that benefit students. November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 15

Each business budget plan from 5 service departments and the school improvement plans from Each business budget plan from 5 service departments and the school improvement plans from 557 schools: • • Show evidence of need Establish targets for improvement Outline the resources required List actions to be taken Assign responsibility Report performance publicly Support system accountability November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 16

How will the Toronto District School Board be a “winning” organization that sustains excellence? How will the Toronto District School Board be a “winning” organization that sustains excellence? BY APPLYING THE LESSONS OF SUCCESSFUL BOARDS November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 17

BEYOND ISLANDS OF EXCELLENCE: What Districts Had the Courage to Do • • • BEYOND ISLANDS OF EXCELLENCE: What Districts Had the Courage to Do • • • Acknowledged poor performance Developed a system-wide approach Focused vision on student learning Based decisions on data and research Adopted new approach to staff development Redefined leadership roles November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 18

The 10 Lessons We’ve Learned • • 1. The Board must lead the schools The 10 Lessons We’ve Learned • • 1. The Board must lead the schools 2. The truth must be heard 3. Focus must be on student achievement 4. Improving instruction requires a coherent, system-wide approach • 5. Decisions must be based on good data and evidence of need November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 19

More of what we learned • 6. Professional development is a critical component of More of what we learned • 6. Professional development is a critical component of the system strategy • 7. Leadership is needed from many places • 8. Working together takes work • 9. There are no quick fixes • 10. Structures and lack of sustained funding can limit success November 22, 2003 P 06(David Reid Speeches/Winning Boards)rs. 998500 20

How Winning Organizations Sustain Excellence ISO 9001, ISO 14001, TS 16949 & Q 1 How Winning Organizations Sustain Excellence ISO 9001, ISO 14001, TS 16949 & Q 1 Registered. Frank Milligan President & C. E. O.

ISO 9001, ISO 14001, TS 16949 & Q 1 Registered. Polywheels Manufacturing Ltd. Oakville, ISO 9001, ISO 14001, TS 16949 & Q 1 Registered. Polywheels Manufacturing Ltd. Oakville, Ontario, Canada

Company Background Company Started in 1986 320 Employees (Hourly and Salary) Unionized C. A. Company Background Company Started in 1986 320 Employees (Hourly and Salary) Unionized C. A. W. (Hourly) 5 day, 3 Shift Operation Manufacture products for the automotive and consumer products industries Customers include Ford Motor Company, General Motors, Visteon.

Sample Products Heat Shields Skid Plate Aftermarket and Ford Service Parts Sample Products Heat Shields Skid Plate Aftermarket and Ford Service Parts

Compression Molding Technology Compression Molding Technology

Raw Material Manufacturing Sheet Mold Compound Machine Raw Material Manufacturing Sheet Mold Compound Machine

State of the Art Technology In-line Compounder State of the Art Technology In-line Compounder

Quality Policy Polywheels Manufacturing Limited exists to provide World Class Products and Services to Quality Policy Polywheels Manufacturing Limited exists to provide World Class Products and Services to our customers. The foundation for continuous improvement of our Business Objectives is our focus on core competencies and family/business values. Polywheels Manufacturing Limited works as a team focusing on our customer’s needs. Our business strategy and our operating plan focus on exceeding customer expectations while ensuring a proper return to shareholders. This will be achieved in an environment that promotes continuous improvement in knowledge and technical competence.

Polywheels Business Overview 2004 Polywheels Business Overview 2004

Vision, Strategy, Operating Plan Vision Strategy World- Class Supplier Manufacturing Best Practices -Growth -Quality Vision, Strategy, Operating Plan Vision Strategy World- Class Supplier Manufacturing Best Practices -Growth -Quality - cquisition A Reinvestment -Diversificati -Shareholder Investment People Excellence on- Key Business Objectives Operating Plan Run to Rate Sales Performance Customer Ratings Gross Sales/Ebit. DA % Accidents Lost Time Performance Overall Quality Scrap Rate Labour Efficiency Environmental Responsibility -

Sustaining Excellence Through Core Competencies & Values Core Competencies Family/Business Core Values/Culture Sustaining Excellence Through Core Competencies & Values Core Competencies Family/Business Core Values/Culture

How: Recruitment, Selection and Promotion Education/Development/Workshops Year End Salaried Employee Performance Reviews Focus Groups How: Recruitment, Selection and Promotion Education/Development/Workshops Year End Salaried Employee Performance Reviews Focus Groups – Every 6 months Problem-Solving Teams on-going (I. e. Shift Schedules, Scrap, Rotation of workers) Relationship building meetings with C. A. W. Personality Profiling and Education

Sheridan College Frank Milligan & Dr. Robert Turner , President and C. E. O Sheridan College Frank Milligan & Dr. Robert Turner , President and C. E. O of Sheridan College

Polywheels University in Partnership with Sheridan College Level 1 Level 2 n Effective Communication Polywheels University in Partnership with Sheridan College Level 1 Level 2 n Effective Communication n The Confident Leader n Problem Solving Skills n Coaching Skills n Change Management n Conflict Resolution n Cost Consciousness n Performance Management

Personality Profiling & How to Improve Personal Effectiveness RF JJ AG DF BP JD Personality Profiling & How to Improve Personal Effectiveness RF JJ AG DF BP JD EA CR AM TR RZ JA RK JS MK AA LM BR FF RS MD JE KS LO JL IU VP SM TS DH RB LW FM DB AC GRDODC GS GM TP RR LK NO DG SR GM DM MG DA RP MM DP GB BM SC JK DJ NP PD RJ SB JM TC GC SK Jungian Psychology Theory

Conclusion Sustaining Excellence? Our People Make the Difference. Conclusion Sustaining Excellence? Our People Make the Difference.

How Winning Organizations Sustain Excellence: Building a High Performance Culture MDS Nordion How Winning Organizations Sustain Excellence: Building a High Performance Culture MDS Nordion

About MDS Nordion leading global supplier of radioisotopes used to diagnose, prevent and treat About MDS Nordion leading global supplier of radioisotopes used to diagnose, prevent and treat disease gamma irradiation technology for sterilizing medical and consumer products and food radioisotopes for nuclear medicine radiotherapy products and services for targeted cancer therapies radiation therapy machines for cancer treatment blood and research irradiators 20% of MDS Revenues

We are changing… We are changing…

Today’s business environment Increasing competition Need for innovation and agility Retention of critical resources Today’s business environment Increasing competition Need for innovation and agility Retention of critical resources Good company but need to get better

MDS High Performance Action Plan Achieving the right mix of businesses Creating a platform MDS High Performance Action Plan Achieving the right mix of businesses Creating a platform for successful growth Actively driving performance Organizing our systems and processes around our customers needs

Building a High Performance Culture Strong customer focus Accountability at every level Collaborative teams Building a High Performance Culture Strong customer focus Accountability at every level Collaborative teams Open, respectful feedback Rewards & recognition Innovation mindset Effective knowledge management Open communications Agreed standards Supportive work environment Value diversity Discipline Commitment to learning & development Leaders play a critical role in creating the performance environment

MDS Nordion in 2004 New business strategy focused on growth ERP implementation Launch of MDS Nordion in 2004 New business strategy focused on growth ERP implementation Launch of Shared Services Outsourcing of IT Services Culture shift / people alignment

People strategy People are our competitive advantage (bench strength) People are key drivers of People strategy People are our competitive advantage (bench strength) People are key drivers of growth People can add more value People make decisions People make a difference

People Driving Growth Leader’s role is to ensure that each employee – knows what People Driving Growth Leader’s role is to ensure that each employee – knows what to do and why (alignment) – knows how and has the skills to do it (capability) – has the tools and resources they need (resources) – is motivated through feedback, accountability, and rewards (motivation)

Change Leadership Change Leadership

Change Leadership: Definitions Actively managing the process of change in a business environment and Change Leadership: Definitions Actively managing the process of change in a business environment and transitioning people in order to meet business performance targets rapidly and effectively Mobilizing change – one individual at a time. Helping employees understand the need for change, gaining their commitment to the change, and helping them translate their thoughts and feelings into actions

Change Leadership is critical Communication & Feedback – Keep delivering the messages and asking Change Leadership is critical Communication & Feedback – Keep delivering the messages and asking the tough questions Health and Well being strategy – Holistic approach to a healthy workplace Metrics – Measure what matters Accountability – Delivering results

Strategy means Implementation Focus, priorities, communication Balanced Scorecard Monitor performance delivery Hold exec accountable Strategy means Implementation Focus, priorities, communication Balanced Scorecard Monitor performance delivery Hold exec accountable Utilize expertise to assist in implementation Leaders have to walk the talk

Sustaining Excellence… Leadership Alignment, capability, resources, motivation Attracting and retaining the right people Values Sustaining Excellence… Leadership Alignment, capability, resources, motivation Attracting and retaining the right people Values

An Award-winning Organization – 9 Years Later Dr. James R. Mac. Lean President and An Award-winning Organization – 9 Years Later Dr. James R. Mac. Lean President and CEO Markham Stouffville Hospital

Sustaining a “Winning” Attitude ü Organizational culture ü Leadership ü Loyalty and commitment Sustaining a “Winning” Attitude ü Organizational culture ü Leadership ü Loyalty and commitment

Organizational Culture ü Glue - shared meaning ü Focus on values, beliefs and expectations Organizational Culture ü Glue - shared meaning ü Focus on values, beliefs and expectations ü Strong positive culture can sustain an organization – takes time to develop ü Negative culture can destroy it – can happen quickly

Organizational Culture ü At MSH – based on “Make It Great” ü Sense of Organizational Culture ü At MSH – based on “Make It Great” ü Sense of pride and ownership ü Quality improvement – everyone’s responsibility

Organizational Culture ü Organizational Culture ü "The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy. " ü Martin Luther King, Jr.

Organizational Culture: The SARS Experience ü SARS Wars ü Trust ü Strong and intentional Organizational Culture: The SARS Experience ü SARS Wars ü Trust ü Strong and intentional communication

Chatelaine: September 2003 ü “While nurses in many hospitals felt they weren’t in the Chatelaine: September 2003 ü “While nurses in many hospitals felt they weren’t in the loop, the team in the SARS unit at Markham Stouffville Hospital has nothing but praise for their bosses. ü ‘They were with us every day. We knew what they knew. If we had a suggestion for change, they made it happen. ’ ” ü p. 136

Organizational Culture: The SARS Experience ü Strengthened sense of “team” – no experts ü Organizational Culture: The SARS Experience ü Strengthened sense of “team” – no experts ü 24 hour support – walking to units to listen ü Asked for and received input ü Did what “made sense” – positive outcomes ü Moments of levity ü Celebration – day to day; week to week

Leadership ü Drives the culture ü Invest in development ü Not just a title Leadership ü Drives the culture ü Invest in development ü Not just a title – find and nurture everywhere ü During SARS - critical

Loyalty and Commitment: How Does It Happen? ü Recruitment ü 1989/90 – hired the Loyalty and Commitment: How Does It Happen? ü Recruitment ü 1989/90 – hired the “best” – enthusiastic risk-takers – % original staff remain – sustained the culture through many changes ü Continue to hire the best ü Welcome them warmly

Loyalty and Commitment: How Does It Happen? ü Retention ü Provide best possible working Loyalty and Commitment: How Does It Happen? ü Retention ü Provide best possible working conditions ü Multiple communication strategies – – Open-door policy Technology Newsletters Open forums ü Celebrate together – annual theme song

“A retained workforce creates quality. ” Quint Studer in The Quality Letter for Healthcare “A retained workforce creates quality. ” Quint Studer in The Quality Letter for Healthcare Leaders, August 2004

Would they do it again? “Of course, ” says Adamson, “I’m a nurse. ” Would they do it again? “Of course, ” says Adamson, “I’m a nurse. ” But they come back with a second thought. Warner says, “I’d be a SARS nurse again, but only in this hospital. ” p. 138