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Simo Susiluoto CEO, Principal Adulta, Institute of Further Education Finland. ADULTA, INSTITUTE OF FURTHER EDUCATION. Adult training centre, located in Southern Finland Founded in 1972, incorporated company since 1995 Facilities: Järvenpää, Tuusula, Kerava, Vantaa and Helsinki

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slide1
Simo Susiluoto

CEO, Principal

Adulta,

Institute of Further Education

Finland

adulta institute of further education
ADULTA, INSTITUTE OF FURTHER EDUCATION
  • Adult training centre, located in Southern Finland
  • Founded in 1972, incorporated company since 1995
  • Facilities:Järvenpää, Tuusula, Kerava, Vantaa and Helsinki
  • Nearly 9000 students in 2004
  • 184 staff in 2004
  • Turnover for 2004 13,5 million EUR
  • ISO 9001 quality certification since1998
adulta institute of further education1
ADULTA, INSTITUTE OF FURTHER EDUCATION
  • Owned by four municipalities (Järvenpää, Kerava, Tuusula and Mäntsälä)
  • Main building in Järvenpää, 45 km north from Helsinki, 8 satellites in the metropolitan area
  • Mission statement: Our institute responds to the development needs of its customers by producing flexible high quality adult education and constultative services
services offered by adulta
SERVICES OFFERED BY ADULTA
  • Training courses for unemployed people
  • Self-motivated education
  • Courses for private individuals
  • Apprenticeship training
  • Training need surveys
  • Tailor-made courses for companies
  • Planning and subcontracting services
  • Production services
  • Consultative services
  • Accommodation services
  • Each course is an individual, separetely priced training product
adulta s values
ADULTA´S VALUES
  • The ClientValuing our clients, striving for their success and emphasing the confidentiality of the client relationship.
  • Quality and profitabilityEmphasising high quality training and good financial results.
  • Change and opportunitySetting our sights on the future, embracing change and the opportunities for continual learning and development.
  • Motivation and professionalismCreating a happy working environment that motivates our capable staff and ensures professionalism.
sales growth

Milj. euro

14,0

12,0

10,0

8,0

6,0

4,0

2,0

0,0

SALES GROWTH

2003

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2004

financing 2001 2004

16000

14000

12000

10000

8000

6000

4000

2000

0

2001

2002

2003

2004

employment training

self-motivated education

apprenticeship training

training for companies

basic training

other incomes

FINANCING 2001-2004 %
ages distribution for the students

1400

1200

1000

800

600

400

200

0

20-24

25-29

30-34

35-39

40-44

45-49

50-54

55-59

60-64

AGES DISTRIBUTION FOR THE STUDENTS

1988

operative planning process in adulta

Mission

The Board

Future megatrends

Adulta vision

2003, 2006

(Balanced Scorecard)

Adulta strategies, objectives

2003,2006

(Balanced Scorecard)

Division Balanced Scorecard

The result arguments

of the division

Budget

2004

Image

survey

(values)

Quality audition

ISO 9001

(values)

Team

Balanced

Scorecard

Team developing

objectives and personal developing plans

Atmosphere survey

of the company (values)

Team appraisals

Key results

for the team

Student feedback

(values)

OPERATIVE PLANNING PROCESS IN ADULTA
slide14

MANAGING DIRECTOR PRINCIPAL

PEDAGOGICAL LEADERSHIP

Vice Principal

Executive Secretary

PedagogicalDevelopment

Quality

ARTO

Principal

TECHNICAL DIVISION

Director

INDUSTRIAL DIVISION

Director

IDA

Director

BUSINESS UNIT

Director

ADMINISTRATION

Director

Automation

Adulta Consulting

Language and Culture

Customer Relations

Communication and Culture

Personnel Unit

Workshop

Automation or KAT

Internat. Hotel and Tourism

Customer Service

Sales and Marketing

Electricity

Metalwork & Welding LEHI

International Trade

Finance

IT Systems

Data Communications

Measurement

Immigrannt Training

Enterprise and Leadership

Finance

Information Technology

Projects & Development

Sales

IT Training

ARTO = Adulta radio and television institute

IDA = International Development Centre of Adulta

Construction Technology

Secretarial Services

MaRaCat

Metal Sales

Projects

Catering

Matrix and special teams

Preparatory

Training

importance or shared vision and strategy

LONG-TERM

PROFITABILITY

SHORT-TERM

PROFITABILITY

PRODUCTIVITY

CUSTOMER

SATISFACTION

PERSONEL

GOALS

COST

REDUCTION

MARKET SHARE

PROFITABILITY PER BUSINESS UNIT

QUALITY

SALES

IMPORTANCE OR SHARED VISION AND STRATEGY
  • On one hand, organizations set contrasting corporate objectives
  • On the other hand, successful organizations know the following:
    • What they have to accomplish to create corporate values
    • How they can commit themselves to common corporate goals
balanced scorecard five key factors
BALANCED SCORECARD FIVE KEY FACTORS
  • Clarifies the company vision and fulfills its strategy through follow-up and measurement
  • Leads the organization operations towards the desired future
  • Reveals the organization to its employees, how their input is an important part of the overall operations; (coverage and commitment)
  • Compensates traditional methods of economic analysis with more flexible strategy based measurements allowing more relevant points of view.
  • Simultaneously creates an overall plan and also considers the reasons and relationships which define the organization.
general framework for developing measures

Vision

Perspectives

Financial

Perspective

Customer

Perspective

Business

Process

Perspective

Learning & Growth

Perspective

Strategic objectives

If we achieve our vision, where do we stand?

Success Factors

What kind of decisive success factors can affect the main strategic goals?

Key Measures

What kind of measures can describe significant strategic orientation?

Implementation Plan

What kind of action plan can guarantee success?

GENERAL FRAMEWORK FOR DEVELOPING MEASURES

source: Olve-Roy-Wetter (1998)

general framework for developing measures1

Vision

Perspectives

Financial

Perspective

Customer

Perspective

Business

Process

Perspective

Learning & Growth

Perspective

Strategic objectives

If we achieve our vision, where do we stand?

Success Factors

What kind of decisive success factors can affect the main strategic goals?

Key Measures

What kind of measures can describe significant strategic orientation?

Implementation Plan

What kind of action plan can guarantee success?

GENERAL FRAMEWORK FOR DEVELOPING MEASURES

source: Olve-Roy-Wetter (1998)

slide19

Adulta Oy Team/Division:

BALANCED SCORECARD 2005

Compiled:

Printed: 18.9.2014

1(1)

VISION 31.12.2005

STRATEGIC ALIGNMENT

CRITERIA FOR SUCCESS

MEASUREMENTS

INITIATIVES

CUSTOMER

LEARNING

OPERATIONS DEVELOPMENT

FINANCE

MISSION:

the balanced scorecard s framework of linked cause and effect relationship
THE BALANCED SCORECARD´S FRAMEWORK OF LINKED CAUSE-AND-EFFECT RELATIONSHIP

FINANCIAL

SCORE

CUSTOMER

SCORE

BUSINESS

PROCESS

SCORE

LEARNING & GROWTH

SCORE

balanced scorecard structure in adulta

Business Div.

Vision

Start. 2005

Succfact.

Indicators

Projects

Business Div.

Vision

Start. 2008

Succfact.

Techn. Div.

Vision

Start. 2005

Succfact.

Indicators

Projects

Techn. Div.

Vision

Start. 2008

Succfact.

Met. Engin. Div.

Vision

Start. 2005

Succfact.

Indicators

Projects

Adulta 2005

Vision

Strategies

Succes

Factories

Indicators

Projects

Met. Engin. Div.

Vision

Start. 2008

Succfact.

Internat. Div.

(IDA)

Vision

Start. 2005

Succfact.

Indicators

Projects

Internat. Div.

(IDA)

Vision

Start. 2008

Succfact.

TV/radio Inst.

(ARTO)

Vision

Start. 2005

Succfact.

Indicators

Projects

TV/radio Inst.

(ARTO)

Vision

Start. 2008

Succfact.

Administrat.

Vision

Start. 2005

Succfact.

Indicators

Projects

Administrat.

Vision

Start. 2008

Succfact.

BALANCED SCORECARD STRUCTURE IN ADULTA

Adulta 2008

Vision

Strategies

Succes

Factories

slide22

VISIO 31.12.2005

STRATEGIC ALIGNMENT

CRITERIA FOR SUCCESS

MEASUREMENTS

INITIATIVES

Adulta OnLine becomes established practice and is in part commercially available.

Each training division is to produce OnLine training commercially, especially for OPSO (apprenticeship) training.

A new online learning environment.

- there will be 700 students taking training with an online learning component by 1.11.2005

- there will be 40 training courses incorporating online learning by 1.11.2005

- the number of trainers to have completed online pedagogical training to be 50 by the end of 2005

An ongoing programme of preparatory training for trainers in online pedagogy. /ES

Ok.

Professional competences for the chosen areas of emphasis are defined and the first steps towards necessary development are taken. Sufficient funds for investment are allocated in the budget for 2005 to ensure that the chosen project areas can start accordingly.

Cooperation partners are found that will bring added value to both sides and in significant areas for Adulta.

Adulta’s training processes are in order and harmonised where applicable.

Bonus incentives foster greater work commitment.

Feedback from OPAL is always methodically reviewed in the training divisions.

Comprehensive use of IT systems

The board decides the criteria for selecting relevant areas of focus. 1/05. Ok.

Training divisions prepare development plans and budgets. K05. Ok.

The partnership strategy is carried out.

The form, content and methods of putting together study plans are reviewed and renewed to a suffficient degree. (ES). Ok.

Training is bought for NTM (training for specialists in competence-based examinations). Benchmarking related to the central processes is done between divisions amd especially with cooperation partners. (Peto). Ok.

Renewal plans for IT systems are checked. (LN ja ES).

IT training programmes are made more efficient.Ok.

Adulta has selected the strategies and points of emphasis that will enable it to become a country-wide training provider.

Adulta is a desirable cooperation partner.

High quality training carried out by Adulta.

Practical on-the-job training carried out according to objectives.

Adulta has functional and up-to-date IT systems, which support and serve operations.

Following preparation of each division in spring 2005, the administration is to name the areas which will have a special focus (3-5).

A partnership strategy is put together in spring 2005.

Emphasis is placed on the organization and planning of training and on student customer service.

Employment through work placement is furthered by guidance and the acquisition of more training places.

Continuous development of IT systems.

The number of cooperation agreements is established in accordance with the partnership strategy.

All required OL course programmes are approved..

Functional working tools and methods for planning and follow-up are available and in working order. Student feedback grades for practical on-the-job training are at least 3.65 for all training divisions.

Less than 39% of students to remain unemployed after three months of employment office funded vocational training. Measurements are found to gauge the use of IT systems in training departments and teams.

OPERATIONS DEVELOPMENT

There is sufficient awareness concerning sources of funding in every training area and team.

New premises and training areas are profitable.

Budjets are realised.

All training divisions have some

training with common sources of funding. Ok.

Training about sources of funding (A).

Operations are profitable in all training areas.

Training products grow in accordance with preliminary estimates at approx. 5 % over 2004.

Adulta’s profit is 2 %.

All training areas have several training projects where funding is combined methodically.

Each team’s financial results are followed by division directors at all times.

The Board reviewed/evaluated 25.5. – 26.5.2005.

FINANCE

BALANCED SCORECARD FOR ADULTA LTD (1)

Adulta OnLine becomes established practice and is in part commercially available.

Each training division is to produce OnLine training commercially, especially for OPSO (apprenticeship) training.

A new online learning environment.

- there will be 700 students taking training with an online learning component by 1.11.2005

- there will be 40 training courses incorporating online learning by 1.11.2005

- the number of trainers to have completed online pedagogical training to be 50 by the end of 2005

An ongoing programme of preparatory training for trainers in online pedagogy. /ES

Ok.

slide23

VISIO 31.12.2005

STRATEGIC ALIGNMENT

CRITERIA FOR SUCCESS

MEASUREMENTS

INITIATIVES

To be an expert partner in the minds of our customers and to be wanted for long-term development projects.

  • Operations differ according to target groups:
  • • general government
  • • large corporations
  • • small and medium-sized companies
  • • private individuals
  • Immigrants are provided with a path leading to vocational training.
  • Guidance for on-the-job training is developed

Client maintenance is long-term and methodical

Clarification of the benfits and methods for carrying out blended learning programmes in small- and medium-sized enterprises

Immigrants are familiar with Leo’s range of training

A model is created for the evaluation and guidance of on-the-job training

An average grade 4 for point 7 on company client feedback questionnaires.

Benchmarking of Kuopio sme programme. Partly in progress.

40 immigrants in vocational training. Ok.

Student feedback to be an average of 3,5 in training organised by LEO

Marketing and sales plans, follow-up procedures established as working tools for company groups. Ok.

Benchmarking of Kuopio adult education centre’s sme-programme and clarification ofbenefits of initiating/operating a corresponding programme. K-U/IA. To be carried out in the autumn.

Systematic notification about career guidance from the start/IDA. Ok.

Current practice of initiative clarified/ team leaders/ JH/KH

CUSTOMER

At least 60% of LEO personnel

to receive training in the new

online learning environment. Ok.

LEO is considered to be a good workplace

We are able to identify the present and future comptence needs of the workplace

Cooperation between teams works well within a common leadership structure

Varied cooperation developed

with interest groups

Use of the new learning environment

The system of organizing activities is documented

Information from work climate surveys is used in the development of activities

We will participate methodically in the same cooperation groups as our partners

All teams allocated resources for study of the online learning environment

Description is present, team agreements updated. Ok.

Response rate 75%.

Common methods of working are agreed between teams and work is begun.Ok.

At least 60 % of LEO personnel to receive training in the new online learning environment. Ok.

Common methods of working are agreed/Team agreements. Ok.

Review and suggestions for development by team/ teamleaders/IA.Ok.

Performance appraisals to be done in teams/IA. Ok.

Each team allocated an online tutor/team leaders. Ok

LERNING

All teams allocated resources for study

of the online learning environment

Each team allocated an online

tutor/team leaders. Ok.

MISSION: Together with our customers LEO checks and renews competence in the workplace

Leo’s product environment is quality-oriented

We offer our customers better value than our competitors

Investment resources to be used to develop operations

Existing key products to be further improved. Ok.

We are able to make full use of our know-how concerning funding for training

Training support services and classroom facilities are of good quality and functional

Tailoring of training to target groups in line with core concepts

Ok.

Sufficient awareness of sources of funding in all teams

Feedback from students to be at least 3.6 in all areas.

Feedback from customers and students.

Training about the organization for all teams involved in vocational training Ok.

Sufficient office services/IA, increase in resources/IA, “updating” of premises /Board. Ok.

Planning and evaluation of training following to common guidelines. Ok.

Feedback utilization/review in teams to be standard practice in team meetings.Ok.

Development days and training concerning for teams about sources of funding/ training managers IA.. Ok.

Ok.

Ok.

Ok.

Ok.

OPERATIONS DEVELOPMENT

Ok.

Ok.

Ok.

Empl.Off. 760t€

Voc. Qual. 96

Appren. 1.261

Supp. 904

Noste 180

Company 228

Voluntary 60

Other 855

Total 4.344 t€

The results of all teams to be positive after administrative costs subtracted

LEO’s balanced scorecard review/evaluation carried out 25.5 - 26.5. 2005.

Knowledge of financial matters to be further increased

Provisions 1: 14 %. In the budget following a correction.

Training about financial matters relating to teams /IA. Ok

Ok.

FINANCE

BALANCED SCORECARD FOR BUSINESS DIVISION (LEO)

We are able to identify

the present

and future

competence

needs of

the workplace

LEO’s balanced scorecard

review/evaluation carried

out 25.5 - 26.5.2005.

slide24

VISIO 31.12.2005

STRATEGIC ALIGNMENT

CRITERIA FOR SUCCESS

MEASUREMENTS

INITIATIVES

We are a well-known and respected trainer in IT company and community training investments.

In our training we listen to the customer and emphasise results.

Training towards diplomas

The team develops its transparency, cooperation and communication directed at companies.

We develop training products in collaboration with companies

A strategy for taking care of clients. Increased awareness about clients. Accurate segmentation and selection of target groups.

A project to produce web-based study materials. (eTieNet)

Customer feedback of at least 4.1 In particular feedback about suitability of training to be at least 4.0.

At least 2-3 new long-term company clients.

Sales of web-based courses to account for 10 % of total sales.

Each team member’s personal share of sales to be 5% of the team’s total sales as a personal sales target.

Thorough marketing and sales plans created for the team.

Drawing up of plans for customer care.

Description and distribution of target groups.

Follow-up and analysis of competition.

eEemeli competition

CUSTOMER

Our team is Adulta’s foremost expert on online learning from the point-of-view of both content and guidance.

Each team member has a good command of the online learning environment and is able to advise clients.

We continue to develop content for online-learning programmes, and methods for exploiting the online learning environment as well as developing the whole team’s competence in this area.

Staff motivation and training.

Each team member takes personal responsibility for an area of development.

Successful resources which meet requirements.

• Staff in personal training for five days

• Training for the team of one day

• Online training two days

• Product training half a day

• sales and marketing training

for one day

• NTM (training for specialists in

competence-based examinations)

one day

Each team member is provided with a personal knowledge and skills development plan.

Personal Development plans

Competence profiles  correlation with best-selling products and services

LERNING

We will participate in nationwide training projects and find new cooperation partners.

We are Finland’s highest quality IT trainer�

We will seek well-known cooperation partners through seminars and projects.

We will concentrate our resources in the development of our products and services by working in close cooperation with the client.

New and existing models of cooperation and their continuing development.

Participation in future projects – staying on the pulse of the times.

We will participate in at least two nationwide development or training projects.

Participation in Tieke’s nationwide IT security project.

Acquisition of supplementary vocational training development project/state funding.

OPERATIONS DEVELOPMENT

Results from company training, development projects and supplementary vocational training

Cooperation beyond team and departmental borders as well as with outside partners.

We will increase the amount of online learning and emphasize our long-term clients

Selling competence.

More effective use of resources.

Quality and the comprehensive monitoring of the whole process of customer care. Exceeding customer expectations

The team achieves its targets for results.

Over 50% turnover.

Better allocation of resources (mental and physical) and utilization of know-how.

- Resource calendar

- Training programmes for clients

- Increased sales through a sales campaign

FINANCE

BALANCED SCORECARD FOR DATACOMMUNICATIONS-TEAM

• Staff in personal training for five days

• Training for the team of one day

• Online training two days

• Product training half a day

• sales and marketing training

for one day

• NTM (training for specialists in

competence-based examinations)

one day

Our team is Adulta’s

foremost expert on

online learning from

the point-of-view of

both content and

guidance.

team competency

NAMES OF TEAM MEMBERS

TEAM TASK

Competency level

Completely competent

Nearly competent

Half competent

Partially competent

Requires training

Competence no needed

TEAM COMPETENCY
information technology team

Adulta Oy, Technical Sector

J. Jussila

INFORMATION TECHNOLOGY -TEAM

Team margin (€)

TARGET 1:

TARGET 2:

The teams’s sales to the privaty sector (share of turnover)

TARGET 1:

TARGET 2:

The team’s internal and external jointoperations

TARGET 1:

TARGET 2:

slide27

Balanced Scorecard

Performance strategy, Towards A solid foundation

Are the correct issues being addressed?

Long term Inspection – From present to the future, where do we want to go?

Context dependent – organization specific solution

Selection, based upon targeted strategic principles

Vision Based:Subjective and Value Based

A whole from balancing the influence of different issues recognizing the relationships

Fulfilling the Strategy through regular principled evaluation of chenges, what if scenarios?

EFQM Excellence

General Performance Evaluation

Are we doing the right things?

Cross sectional inspection – Historic and present day; where are we now?

Context independent – General Solution

Full coverage; different issue by issue emphasis

Fact based, working towards objective based evaluations

Not judgmental of imbalance or of ongoing evaluation

Health Inspection – An evaluation of the present organization; how are we?

A Company’s basis for Strategy – Excellent Performance and Competitiveness

Balanced Scorecard and EGQM

slide28
Advance Methods
    • Top Down: management – Entire Organization
    • Pilot: management – Entire Organization
    • Management Scorecard Only
    • Entire organization at the same time
    • Comes to provide direction for the concern
    • Simultaneous pilots
    • Either in use jointly or then by individual daparments / divisions

There are actually no correct advanced methods; only advanced quantity of goals and an accompanying organization culture.

thank you for your attention
THANK YOU

FOR YOUR ATTENTION