1 / 23

Understanding Quality Through Metrics

Understanding Quality Through Metrics. Kathi Sill, Assistant District Director, Midlands (SC) Eric Thompson, Southeast Regional VP, Broward (FL). “IN GOD WE TRUST; ALL OTHERS, BRING DATA”. W. EDWARDS DEMING. STRATEGIC PLAN- NSO.

enan
Download Presentation

Understanding Quality Through Metrics

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Understanding Quality Through Metrics Kathi Sill, Assistant District Director, Midlands (SC) Eric Thompson, Southeast Regional VP, Broward (FL)

  2. “IN GOD WE TRUST; ALL OTHERS, BRING DATA” W. EDWARDS DEMING

  3. STRATEGIC PLAN- NSO

  4. “YOU GET WHAT YOU MEASURE. MEASURE THE WRONG THING AND YOU GET THE WRONG BEHAVIOR” JOHN H. LINGLE

  5. QUALITATIVE VS QUANTITATIVE QUALITATIVE QUANTITATIVE Deals with numbers. Data which can be measured. Length, height, area, volume, weight, speed, time, temperature, humidity, sound levels, cost, members, ages, etc. Quantitative → Quantity • Deals with descriptions. • Data can be observed but not measured. • Colors, textures, smells, tastes, appearance, beauty, etc. • Qualitative → Quality

  6. “GOAL SETTING HAS TRADITIONALLY BEEN BASED ON PAST PERFORMANCE. THIS PRACTICE HAS TENDED TO PERPETUATE THE SINS OF THE PAST” JOSEPH M. JURAN

  7. GOAL SETTING

  8. Goal setting: qualitative or quantitative? • Top leaders use the qualitative to assess the overall state and health of the organization and the quantitative to measure the “proof.” • A key process input metric is a leading indicator that helps the leader predict the results that will be posted. • The trick is identifying the best predictors. Which levers should you pull to achieve the quantitative and qualitative results you want?

  9. “IF YOU CAN’T DESCRIBE WHAT YOU ARE DOING AS A PROCESS, YOU DON’T KNOW WHAT YOU ARE DOING” W. EDWARDS DEMING

  10. Management Scorecard: Quantitative • Net Promoter: engaged clients are more likely to: • succeed (aka create jobs and profit) • refer prospects (aka grow market share and clients) • Member Engagement: engaged mentors are more likely to: • deliver a quality experience for their clients (aka Net Promoter) • refer new members (aka SCORE widely accessible)

  11. Management Scorecard: Quantitative • KPI: • Quality Referral Sources introducing SCORE to new prospects (produces new clients) • % of Available Appointment Times Filled (demand for services = client pipeline) • % of Appointments Kept (demand for services) • Portfolio Mix (in business vs startup = speed to achieve client outcomes)

  12. Management Scorecard: Quantitative • Client Services • Volunteer Hours • Workshops Held • Email vs Face to Face

  13. Net Promoter Surveys • Sent after first completed session with client. • First piece of data inferring quality of client service delivery. • Integral to our client growth – “We are a word of mouth marketing organization!” • *Refer to page 2 of the handout for a full list of questions.

  14. Net Promoter Surveys – “What If…” • Observation • A low score in “my mentor listened and understood my needs” • I will return to see this mentor again (why?) • My mentor was able to assist me

  15. Net Promoter Surveys – “What If…” Leader Response/Mitigation Broad or isolated issue? Targeted skill building and observation to measure improvement Replicate best practices of top performers; peer coaching for broad and measurable improvements The art of combining education with assistance While we are educating the client, have we also connected the dots to answer their questions/needs?

  16. Client Outcomes Survey • Client Engagement • % engaged • % disengaged • Successful Client Outcomes • New Business • Jobs Created • Revenue Growth • Client Attribution • Was SCORE helpful in successful outcome?

  17. A Chapter of Experience Some metrics and non metrics used in the building of a chapter (0017)

  18. Outcome v Performance Metrics Outcome Performance Simple Steps Workshops Turnarounds NPS feedback The Recipe !!! • Jobs Created • Businesses Started • Businesses Saved • Businesses Prevented ???? • The Cake !!!

  19. Some Critical Metrics • Bank Account • Active Members • New Projects • Recruits per week • Workshop registrations • Saturday Registrations • Mentoring Requests

  20. Some Soft Metrics • 91 & 83 • The Remuda • Caliber of recruits • Presenter requests • Meeting attendance • Pings • Radio requests • Speaking Invitations

  21. Do they fit the Mission & Principles? • Provide significant help to starting and growing the business community in Broward County • The 4 Principles • Get ahead of the curve • Focus on growing & growing businesses • We are a business run by volunteers • Partner for the multiplier effect

  22. Everything that can be counted does not necessarily count Everything that counts cannot necessarily be counted Albert Einstein

  23. Questions?

More Related