1. “Building Quality Culture with Facts” “Using a Dashboard in IQA”
Edited from: “Learning from America”
A HEFCE Leadership, Governance and Management Fund project
Internal quality assurance,
Enhancing quality culture.
ENQA seminar, London, 8/9 June 2010
Paul Klute, University of Kansas, US.
Philip Sullivan, Liverpool John Moores University, UK.
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2. Link to Example Chart
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3. Dr Dean Hubbard, President Emetitus
“One of the foundation stones is management with facts…if you start with a vision and core values and then you manage with facts, you’re way down the road…we would have cut years off our experience had we started there.”
Dr Dean Hubbard, President Emetitus
Northwest Missouri State University, 2003
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4. NORTHWEST QUALITY SYSTEMS MODEL
Phase 1:
STRATEGIC
CONTEXT
Phase 2:
STRATEGY
IDENTIFICATION
& REFINEMENT
Phase 3:
7-STEP PLANNING
PROCESS
DEVELOPMENT &
DEPLOYMENT
Phase 4:
BALDRIGE
SELF-
ASSESSMENT
MISSION/
VALUES
STRATEGIC
KQIs
TACTICAL KQIs
LEADERSHIP
STRATEGIC
INITIATIVES
GOALS AND
OBJECTIVES
PLANNING
DECISION
DRIVERS
CHAMPIONS
ASSESSMENT
STUDENT
FOCUS
DEPLOYMENT
PLANS
ENVIRON-
MENTAL
SCAN
VISION
ACTION PLAN
INFORMATION
& ANALYSIS HR
PLANS
TRENDS
FACULTY/
STAFF FOCUS
IMPROVEMENTS
PROCESS
MANAGEMENT
MEASUREMENT
PLANS
INTERNAL
ANALYSIS
STRETCH GOALS
RESULTS
COMMUNI-
CATION
PLANS
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5. Building a House of Quality
Northwest’s values
Click here
Building a House of Quality
CONTINUOUS
IMPROVEMENT
ASSESSMENT &
FEEDBACK
CUSTOMER FOCUS
HIGH EXPECTATIONS
INVOLVEMENT
After slide:
To repeat Dean he said words along the lines of “In an organisation that is paying attention to its changing environment, if people don’t have the same ideas about where the organisation is going, then it is difficult to make any progress.
So while (all of the above is important) in NW’s view, having everyone believe in the vision and values is a key step.
Click to CCV and discuss how they were arrived at, how they given ownership in are used in depts and how they are used to make decisions.
MANAGEMENT WITH FACTS
TRUST
SHARED VALUES AND VISION
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6. Dr Dean Hubbard, President Emeritus.
3 mins 56 secs.
Q. How do the university’s core values underpin the “Culture of Quality” at Northwest? A.
Click here

7. Next

8. Building a House of Quality
Northwest’s values
Click here
Building a House of Quality
CONTINUOUS
IMPROVEMENT
ASSESSMENT &
FEEDBACK
CUSTOMER FOCUS
HIGH EXPECTATIONS
INVOLVEMENT
After slide:
To repeat Dean he said words along the lines of “In an organisation that is paying attention to its changing environment, if people don’t have the same ideas about where the organisation is going, then it is difficult to make any progress.
So while (all of the above is important) in NW’s view, having everyone believe in the vision and values is a key step.
Click to CCV and discuss how they were arrived at, how they given ownership in are used in depts and how they are used to make decisions.
MANAGEMENT WITH FACTS
TRUST
SHARED VALUES AND VISION
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9. Scaling the wall “Theory X” “Theory Y” IMPROVEMENT BARRIER WALL
PEOPLE ARE THE PROBLEM
PEOPLE ARE THE SOLUTION
DATA
POINTS
CONTRI-
BUTORS
STAKE-
HOLDERS
COGS
MANAGEMENT MUSCLES
IMPROVEMENT
PROCESSES DRIVE IMPROVEMENT
Empowered teams
Aligned systems
Prevention and improvement-based assessment
Best systems
Continuous quality improvement
Stretch goals
Customer surveys
Assessment systems
Management by fact
Planning processes
Best practices
Tools and techniques
IMPROVEMENT BARRIER WALL
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10. Dr Dean Hubbard, President Emeritus.
3 mins 56 secs.
Q. The second foundation stone of “The House of Quality” is trust. In this context you have referred to scaling “The Wall.” Would you explain please? A.
Click here

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12. Scaling the wall “Theory X” “Theory Y” IMPROVEMENT BARRIER WALL
PEOPLE ARE THE PROBLEM
PEOPLE ARE THE SOLUTION
DATA
POINTS
CONTRI-
BUTORS
STAKE-
HOLDERS
COGS
MANAGEMENT MUSCLES
IMPROVEMENT
PROCESSES DRIVE IMPROVEMENT
Empowered teams
Aligned systems
Prevention and improvement-based assessment
Best systems
Continuous quality improvement
Stretch goals
Customer surveys
Assessment systems
Management by fact
Planning processes
Best practices
Tools and techniques
IMPROVEMENT BARRIER WALL
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13. Managing Expectations & Evaluating Perceptions
Needs
Previous Experience
Nature of the Interaction
Reputation
Commitments
Ease of Interaction
Reliability
Timeliness
Tangibles
Innovations
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14. Dr Dean Hubbard, President Emeritus. 1 min 52 secs.
Q. Many people feel we have too
much data. What is your view? A.
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16. Q. Many people believe there is too
Steve Egan, Deputy CEO.
1 mins 00 sec.
Q. Many people believe there is too
much measurement? A.
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18. “Measure the vital few, the ones that tell you something that you need to know.”
Steve Egan, HEFCE, 2002
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19. “..if a measure is not giving you useful information, get rid of it.”
Dr Dean Hubbard
Northwest Missouri State University
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20. Dr Dean Hubbard, President Emeritus. 1 min 02 secs.
Q. How do you manage confidentiality
if most people have access to the dashboard? A.
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22. .
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23. President’s Dashboard
EXCEL
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24. HEFCE 2008 EFQM award submission:
Click here
How the EFQM Model works:
Click here
LFHE Engage magazine interview with Steve Egan:
Click here
Northwest Baldrige section 4:
Click here
Northwest Baldrige section 7:
Click here
Further information:
Click here
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25. Should you require please contact: Dr Dean Hubbard deanlhubbard@gmail
Should you require please contact: Dr Dean Hubbard Adrian Officer Paul Klute or Prof Philip Sullivan or
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26. Northwest’s cultural core values
Back to the House of Quality
Click here
Northwest’s cultural core values
We focus on our students and stakeholders.
We care about each other.
We are a learning organization, continually improving our university and ourselves.
We collaborate and work together to accomplish our goals.
We master the details of what we do.
We are open and ethical.
We are leaders in our field.