แนวทางการบริหารจัดการ tqa

8 650350TQC(ThailandQuality

Class)

TQA

:

7

1.

2.

3.

4.

5.

6.

7.

9

6

(1) (2)

(3)

(5) (6)

(7)

(1) (7)

2

(4)

10

7

17

(VisionaryLeadership)

(Customer-DrivenExcellence)

11

(OrganizationalandPersonalLearning)

(ValuingWorkforceMembers andPartners)

(Agility)

(FocusontheFuture)

12

(ManagingforInnovation)

(ManagementbyFact)

(SocietalResponsibility)

(FocusonResultsandCreating Value)

(SystemsPerspective)

7

13

1.

1)

2)

3)

4)

5)

2.

1)

2)

3)

14

3.

4

1)

()

2) ()

3) ()

4)

()

15

4.

2

1) 17

2)

17

TQM PDCA

TQA

. PMQA(PublicManagementQualityAward)

16

guideline

MBNQA

TQA

7

()

TQA

1508-92553

.

MBNQA(MalcomBaldrigeNationalQualityAward)

TQA

2555-2556

17

2555-2556

2555-2556

(

)

(

)

18

1. :

.

1)

2)

(corecompetencies)

3)

4)

5)

19

.

1)

2)

3)

20

2. :

.

1)

2)

3)

()

.

/

.

21

1 (110 )

1.1 :(60)

.

1)

2)

22

3)

.

1)

/

2)

23

1.2 :

(50)

.

1)

2)

24

.

1)

2)

.

1)

2)

(corecompetencies)

25

/

2 (90 )

2.1 :(40)

.

1)

(corecompetencies)

()

26

2)

(corecompetencies)

.

1)

2)

/

(corecompetencies) (core

competencies)

27

2.2 :(50)

.

1)

()

2)

3)

(FinancialViability)

.

28

4)

5)

6)

.

2.2 .(5)

29

3 (100 )

3.1 :

(50)

.

1)

2)

30

.

1)

2)

3)

31

3.2 :

(50)

.

1)

()

2)

3)

4)

32

.

1)

2)

33

4 (90 )

4.1 :

(50)

.

1)

2)

3)

()

4)

34

.

.

1)

2)

3)

35

4.2 :

(40)

.

1)

:

2)

3)

36

.

1)

2)

/

37

5 (100 )

5.1 :

(45)

.

1)

2)

38

3)

(corecompetencies) /

4)

.

1)

2)

39

5.2 :

(55)

.

1)

2)

3)

/

40

.

1)

2) /

/

7

/

.

1)

(corecompetencies)

/

2)

3)

41

6 (110 )

6.1 :

(60)

.

1)

(corecompetencies)

()

2)

42

.

1)

2)

.

43

6.2 :

(50)

.

1)

2)

.

1)

2)

3)

44

7 (400 )

7.1 :

(130)

.

.

1)

2)

.

(corecompetencies)

45

7.2 :

(75)

.

1)

2)

7.3 :

(65)

.

1)

2)

3)

4)

46

7.4 :

(65)

.

1)

2)

3)

4)

5)

47

7.5 :

(65)

.

1)

(FinancialViability)

(BudgetaryPerformance)

2)

48

TQA

TQA

TQA

7 TQA

process

117

49

TQA

()

7

(

)

7

TQA

50

7

TQA Guru

TQA

Dimock & Dimock

1 2

3 6

5

47

Guru TQA

7

facilities

(OrganizationalProfile)

51

(Organizational Profile)

1. (OrganizationalDescription)

.(OrganizationalEnvironment)

1)

/

English

Program(EP)MiniEnglishProgram(MEP)EnglishIntegrated

Study(EIS)

- -

2) 2

Managementbyfact Resultsfocus

52

7

SWOT

( )

3)

/ / (/)

53

.

(Class-size)

(MomentofInertia)

EarlyRetired()

EarlyRetired

EarlyRetired

TQA

4)

Resourcecenter Multimedia Shop/-

54

()

Intranet Tele-conferenceVDO-conference e-Officee-mailIntercom/ Multimedia Dry-lab

5)

... ... ... ...

55

.

1)

../.

2) TQA

(Catchmentarea) /

//

3-5 Admission rate

()Transitionrate()

56

3) (ValueChain)

(SystemApproach)

(Catchment

area)

/

()

face-to-face,openhouse,e-mail

58

2.

.

1)

Admission

Rates () TransitionRates (

) .1 .1 .4

2.

.

()

O-NET,A-NET,NT,PISA,TIMMS

2)

FinalOutput

MalcolmBaldrigeNationalQuailityAward

(MBNQA)

59

KeyLearning-Centered

Stakeholders

class-size,teachingload ()

3)

.

TQA

!

SWOT2

TQA /

60

.

/MBNQA

PDCA(PlanDoCheckAct)styleTQA

PDSA

Iredell-StatesvilleSchools(ISS) PerformanceExcellence

Model PDSA

6

1. Validatetheneedforimprovement

2. Clarifypurpose,goalsandmeasures

3. Adoptanddeployanapproachtocontinualimprovement

4. Translatetheapproachtoalignedaction

5. Analyzetheresults

6. Makeimprovements

ISSPDSA

MontgomeryCountyPublicSchools(MCPS) PDSA

Plan

Do

Act

Study

61

PDSA

ISO BalancedScorecard

Guru

62

1

TQA

Guru

Managersdothethingsright,Leadersdotherightthings

GuruGuru

managementPeterF.DruckerJimCollins

WilliamA.Cohen

TheStuffofHeroes:TheEightUniversalLawsofLeadership

1. Maintainabsoluteintegrity.

Iftheleaderlacksintegrityofcharacterheisnotfittobealeader.

DruckerThey(followers)mayforgiveamanagreatdeal:incompetence,

ignorance,insecurityorbadmanner.Buttheywillnotforgivehimlackofintegrity.

2. Knowyourstuff

Leadershiprestsonbeingabletodosomethingotherscannotdoatallorfind

difficulttodo.bodyofknowledge

3. Declareyourexpectations

63

4. Showuncommoncommitment

commitment

wrongcommitmentDrucker

inability unwillingnesstochangewith

thedemandsofanewpositionGuruDifferentsituationscallfordifferent

typesofleadership.

5. Expectpositiveresults

DruckerInnovationrequiresachangeleaderwhohastoexpectpositive

results

6. Takecareofyourpeople

Aleaderhasresponsibilitytohissubordinates,tohisassociates.

7. Dutybeforeself

Leadershaveadutytoaccomplishthemissionandadutytotakecareofthose

forwhomtheyareresponsible.Addressingaleadersownsneedmustcomeonlyafter

fulfillingthisduty.Theleadercannotactinpersonalinterests.

Itmustbeintheinterestsof

thecustomerandtheworker.

8. Getoutinfront

Theleadermustbewheretheworkisthemostchallenging.

()

DanielGolemaneffectiveleaders emotional

intelligenceIQtechnicalskills

emotional intelligence effectiveperformance

technicalskills,IQ emotionalintelligence

emotionalintelligence

emotionalintelligence

64

CohenGoleman

outstandingperformance

emotional intelligence

emotional intelligence

Goleman emotionalintelligence

1) Self-awareness

2) Self-regulation self-regulation

3) Motivation

motivation

4) Empathy

5) Socialskill

65

Goleman TQA

()()GuruTQA

TQA

Fail(

)

TQA Guru()

TQA

TQA

(align)

()

(ValueChain)

TQA

/

./

HigherEducation

IT..

/

.6/

.3 ..

/

66

1.1

(SeniorLeader)

TQA

()

.3

1) TQA

(

)

.

stakeholders

(

)

indicator()

Guru TQA

.

() MBNQA

67

( .) (

)

TQA

3

1

SWOT2

68

2

(SWOT

)SWOTSWOT

/

SWOT

GuruTQAVision

goalof

excellenceTQA

feedback

(LeadershipSystem)

69

MontgomeryCountyPublicSchools(MCPS)

70

2)

Guru

1.

2.

3.

4.

5.

MCPS (Senior Leaders)

(professional)

EthicsPolicy MCPS

EmployeeConflictofInterestRegulation

HumanRelationsPolicy

TheStudentRightsandResponsibilities (SRR)Policy

71

3)

(HighPerformingOrganization)

(ExcellentCustomerExperience)

TQA

I-SS

Baldrige

I-SS

(managementbyfact)

72

MCPSI-SSBaldrige

MCPS

MCPS

PublicEducationLeadershipProject Harvard

ProfessionalLearningCommunitiesInstitute

casestudies

high-performingteams

73

.

1)

I-SS

Guru

()

74

2)

(Focusonaction)

KPI

(KeyPerformanceIndicator)

Guru

1 1.1

I-SSMCPS

SWOT

()

milestone

75

1.2

.

1)

2)

76

.

1)

Recycle

2)

77

MCPS

StudentRightsandResponsibilitiesHandbook

1983

MCPS

AmericanInstituteofArchitects

I-SS

online

MCPSI-SS

78

.

1)

/

2)

style

TQA

79

2

4

4 3

6 5

align

7

plan

.

digital TQA

TQA

plan

paper

80

()3

5

..5

1

systemapproach

(

)

Line-ItemBudgetingSystemPerformance

BudgetingSystem()PlanningProgramming

BudgetingSystem PPBS PPB

2525Line-Item

Line-Item

PerformanceBasedBudgetingSystem

PBB Strategy

PerformanceBasedBudgetingSystemSPBB

Line-Item

PPBS

( ) PBB SPBB

Systemapproach

Strategy

()

( )

(MediumTermExpenditureFramework:MTEF) 3-4

81

PBB SPBB

finaloutput output intermediateoutput

finaloutput intermediateoutputoutput

intermediateoutput

...

4

4

MTEF

/

.

4 5

MTEF ()

./MTEF

SBM

action4W1H1M

82

2.1 :

.

TQA

MBNQA

Demingcycle

PDCA TQA PDSA

Montgomery

PDSA

Ifwecantmeasure,wecantmanage.Ifwecant

measure,wecantimprove.

Finaloutput

O-NETA-NETGATPATPISATIMSS

treatment

Guru

83

Trainingneeds

(ModernizationwithoutDevelopment)

(PseudomorphicDevelopment)

84

Market

share .1

.1 .4 (Catchmentarea)

/

/

/

(

SchoolMappingdownload

www.secondary.go.th)

SchoolMapping(Promotionrate)

(Repetitionrate)(Drop-outrate)

(Retentionrate) .

7

85

SWOT

SWOT SWOT

TOWS School

.

(Sociocultural:S) (Technology:T)

(Economy:E) (Politics :P) STEP

PEST

(Service&Product:S)(Structure:S)(Man:M)

(Money:M)(Material:M)(Management:M)

2S4M (

) 2S4M 7S

McKinsey

86

TQA(/)

(/)

(

)

()

(loyalty)

87

SWOT TOWS

BCGModeldiagram

88

(Vision)

(Mission)(CorporateObjective)

VMOWhattobeWhattodo

Towhomfinaloutput Guru

SWOTSWOT

GuruTQA

goalofexcellence

4

TQA

()

O-NET

89

. ()

VMO

3Corporate

StrategyBusinessStrategyFunctionalStrategy

2CorporateFunctional

Corporate

Business

/Functional

Functionnal

3

Guru

routine

MichaelE.Porter

strategy

Operationaleffectiveness

(strategicpositioningmeansperformingdifferentactivitiesfromrivals orperformingsimilaractivitiesindifferentways)Porter

90

(outcome)

() (baselinedata) /

BalancedScorecard

action() 4W1H1M 4W2H

(4)

Kaplan&

Norton

dont ManagementbyFact

ManagementbyWifeManagementbyDreamblueprint

blue-skyArmchair

PDSAPlanPlanplan

Do

2 TQA

91

25

.

MBNQA

(Businessunit)

workshop SWOT ()

/ ()

()

align()

()

92

/ /

SWOT

priority

93

.

1)

Guru TQA

StrategyEffectivenessAnalysis

Workshop

(

TQA

)

/(NewBusinessModel)

(CoreCompetencies)

94

2.2 :

.

1) 4

. MTEF

SBM

()

SchoolMapping

() ()

()

95

()

1TQA

TQA

3-4

1

11

/

/()

/

TQA TQA

/

TQA

96

2)

DoPDSA

TQA

TQA

align

97

BalancedScorecard Kaplan Norton

StrategyMap

Strategic

ObjectivesMeasure Baseline Target

Initiative

Strategy

Perspective Objective

Customer

Internalprocess

Learning&Growth

Financial

98

/

/IntermediateoutputFinal

output/

.

class-size

teachingloadednon-teachingloaded

manage

managemanage

?

Zero-based

PDSA

99

3)

TQA

/

()

MBNQA

Zero-basedbudgeting

focus

priority

Scenario

100

4)

.

20

18.

.

SBM

101

Trainingneed

TQATrainingneed

priority

5)

()

output/outcomeBalancedScorecard

6)

102

.

.

SWOT

baseline

imagination

103

3

TQA

TQA

.1 .3

.4

(catchmentarea)

3.1

.

104

/

/

/

/ stakeholders /

TQA

.1..

TQA

6

105

.

(Focusgroup)

(Publichearing) poll

GuruTQA

1.

2.

3.

107

3.2

.

1)

/

.

108

2)

online

MBNQA Student Support Services

3)

.

4)

109

.

1)

Guru

(AcquireCustomerandBuild

MarketShare)

(RetainandSatisfyCustomer)

(IncreaseCustomerEngagement)

110

/

Openhouse

MBNQA

GoldenOpportunitiesPartner

partner

3

2)

Guru

1.

2.

3.

111

TQA

/

112

4

4.1

.

1)

GuruIfyoucantmeasure,

youcantmanage.Ifyoucantmeasure,youcant improve.

(corporate objective)

42

SWOT/

113

Management by Fact

ManagementbyWife(wives)Managementby

()Kaplan&Norton

BalancedScorecard

dynamicstatic

syntheticindicators

na nonavailable

baseline

ManagementbyFact

TI()IT

114

1.

() ()

()

(

TQA)

(

)

-

Schoolmapping

115

O-NET

2.

/

baseline 1 1

na

Unitcost1)

30

2) 1()

3) 2

Unitcost

Unitcost 3

cost-effectiveness

116

2)

TQA

(Benchmarking)

(CompetitiveComparison)

(Breakthrough)

117

TQA

SystematicApproach

BestPractice

4

1. (Planning)

(Benchmark)

2. (Analysis) Gap

3. (Integration)

4. (Action)

O-NET.

118

InputProcessOutput

Input

Process Output Input

3)

3

( )

3

SWOT

119

4)

Scenario

120

.

4.1

Guru

1.

(FactBased)

2.

3.

4.11(

)

TQA /

4.

()

( )

121

5.

122

FinalOutput

Highlight

O-NET

O-NET

O-NET

.

.

TeachingLoad Non-TeachingLoad

123

ManagementbyFact class-size

facilities

()

124

O-NET PISA

version

version

.

load class-size

Finaloutput

/

Intermediateoutput

10:1

125

.

(Internalefficiency)

...

/ (

)

(Admission rate)

(Transitionrate)

1 100%

(Promotionrate)(Drop-outrate)

(Repetitionrate)(Retentionrate)

100%

() 100%

BalancedScorecard MBNQA

126

.

1)

TQA

2)

127

Benchmark

(TQA)

Scenario

outputinputprocess

128

3)

(priority)

()

TQA

/

/

129

4.2

.

1) ManagementbyFact

4

4 .

Guru(Accuracy)

(Integrity&Reliability)

130

2)

4.1

Stakeholders

3)

(Knowledge)2

1. (TacitKnowledge)

2. (Explicit

Knowledge)

Information

(KnowledgeManagement)

131

RoadMap

(KnowledgeBasedSociety)

.

1)

2)

BackupServer

132

5

5.1

.

1) .

20:1()

18()

4

Needs

gap

2

133

2)

3)

pattern

(corecompetencies)

(

)

134

4)

3

1.

2.

3. /

.

1)

TQA

MBNQA

135

2)

Guru()

3

136

5.2

.

1)

Guru

/

(Satisfied/HappyWorkforce)

(EngagedWorkforces)

/

(Dialogue&Feedback)

137

Guru

2)

(OpenCommunication)

3

SupportiveEnvironment

138

ParticipativeEnvironment

/

TrustingEnvironment

//

(HighPerformanceWork)

(HighPerformanceWorkCulture)

139

/

/ /

/

/

/

/

/

(ManagementPractices)

140

3)

()

/

1. (High

PerformanceWork)

2.

3.

4.

/

141

.

1)

5.2 1

earlyretired

2) /

1)

earlyretired

/

SWOT

142

.

1)

(LearningandDevelopment)

15

(Practice)

/ . Trainingneeds

gap

gapanalysis Needs

gap

143

2)

/

3)

144

6

6.1

.

1)

(WorkSystem)TQA

(

) /

/

2

MBNQA

145

PearlRiverSchoolDistrict(PRSD)

PRSD PDSA

12

146

A+Approach forClassroomSuccess

plan-do-study-act

Figure6.1-2:A+ApproachforClassroomSuccess

1. Analyze

cohort

(cohort

.1

.6 .1 .3)

2. Align

()

147

Figure6.1-3:CurriculumAlignment

3. Act

4. Assess formal informal

AdministrativeCouncil

datawarehouse

5. Standardize curriculummap

best practices

148

MontgomeryCountyPublicSchools(MCPS)

MCPS

/

Cross-functional teams

worksystem

()

Cross-functional teams

AdvancedPlacementand InternationalBaccalaureate(AP/IB)

Figure6.1-1:SystemofCommunication

149

SandyHillSchoolDistrict(SHSD)

SHSDLearning-Centered

1. SHSD

2.

3. districtskeysuccess factors

stakeholder

SHSD3

1. Curriculum/InstructionDesignandDeliveryProcessSHSD

systematicprocess(6.1-1)

2. AssessmentDesignProcessSHSD formative

summative

3. ServiceDesignProcessSHSD

StudentDevelopmentPlan

150

Iredell-StatesvilleSchools(ISS)

ISS BaldrigeCriteriaforExcellence

corecompetencies

ISS corecompetencies

2

1. Alignedandintegratedsystemsapproachtomanagement

andimprovingthedistrict

2. Thedepthandbreadthofourcontinuousimprovement

core competencies model 2

1LearningTriangle()modelkeywork

process

modelOperationsTriangle

worksystem

151

MBNQA

formativesummative

cohort

2)

(WorkSystemRequirements)

Guru

()

152

(Corporate

objectives) gapanalysis

gap

.

1)

infrastructure

153

2)

Schoolmapping 3(

Schoolmapping)

1) (TimeUtilizationRate:

TUR)

(Theoreticalduration)

100

2) (SpaceUtilizationRate:

SUR)

100

3)OverallUtilizationRate

TURSUR

Lab.

. 7 9 8 8

40-4545

projector

154

.

()

155

6.2

.

1) 2)

(workprocess)(workprocessrequirements)

MBNQA

MontgomeryCountyPublicSchoolskeywork

processes5

developingrigorouscurriculum

deliveringeffectiveinstruction

buildingstaffcapacity

providinghigh-qualitybusinessservices

monitoringresults

keyrequirements

eliminatingtheachievementgap

preparingallstudentsforcollegeandcareerperformance

withoutremediation

maintainingahighlyeffectivestaff

maintainingsupportfromourcommunity

requirementsworkprocess

156

Figure6.1-2:RequirementsforKeyWorkProcesses

Iredell-StatesvilleSchools

Figure6.1-2b:KeyWorkProcesses

157

.

1)

1. //

2.

3.

4.

5.

6.

7.

158

1a

2b1

2b2a

1b

2a

2b2

2b2b

2b2b

2b

3a

2b3

2b2c

3b

A

2b

2b2

2b2b

B

0

1

2

3

159

3leadingindicator

2 2

leading indicator 1

output indicators

(in-process indicators) output

Critical toQuality

QualityControlPoint

Guru

4 3

160

MCPS

(processmanagement teams)

MCPS systematic systemic

modelIGOE(Inputs,Guides,OutputsandEnablers)

IGOE

IGOEprocess team

stakeholder6.2-1PDSA

Figure6.2-1:RoadMaptoProcessManagement

andImprovement(PMI)andKhowledgeManagement(KM)

161

Businessoperations EnterpriseResourcePlanning

(ERP) ERP

leadershipteam business

operation

MCPS folders

bestpractices

feedback Observingand

AnalyzingTeaching

StudyingSkillfulTeaching1 2

concepts,strategies vocabulary

MCPS

162

2)

2

openhouse

(catchmentarea)

TQA

163

MOU

TQA

3)

(ProcessMapping)

(Benchmarking)

(Re-engineering)

164

LeanOrganizationISOPlan-Do-

Check-Act TQM QCcircle

Guru

ISO9000

14000PDCA Deming QCcircle Lean

Organization

MCPS bestpractices

MBNQA

formativesummative

outcome

MCPS

bestpractices

165

7

TQA

1. 4.1 1

1-6TQA

2.

3.

4.

5.

6.

/

4.1

166

7.

(6.23)

2.26

3.2

5.2

8.

9.

7

167

7.1

.

MBNQA

cohort

PearlRiver

cohort 6 8

cohort

168

(

)

ProficiencyTest

()

169

CollegeSAT1

SAT2basicrequirementcollege

I-SS PDSA 2003-2004

SAT

2006I-SS PDSA 8

21 PDSA

170

.

1)

MCPS

block

PearlRiver

-

171

2000-2001PearlRiver

51.7

172

I-SS

173

I-SS

classsize

JenksPublicSchools(JPS)

3

174

2)

/

PearlRiver

I-SS

175

MCPS EmergencyResponsePlans

176

MCPS

48-72 (120-150

)

MCPS

.

2

2.1 1

2.2 6 2.2

Pearl River

Dropout rate At tendance rate

178

information technology

179

7.2

.

1)

MCPS

MCPS

180

SandyHillSchoolDistrict (SHSD)

stakeholdersLikertscale

60%199895%

2003

181

programs climateand

safety,facilities

183

SHSD

JenkPublicSchool(JPS)

Ilearnalotatschool(Q1);Ienjoy

thetimeIspendatschool(Q2);Ifeelsafeatschool(Q3);Ipractice

goodcharacterhabitsatschool(Q4)

184

JPS(Drop-

outrate)6.3%19991.6%2005

PearlRiver

185

2)

I-SSstakeholders

186

SHSD

2003

94%

187

7.3

.

1)

I-SS

2)

/

188

PearlRiver

3)

PearlRiver

189

I-SS

4)

PearlRiver 42

MBNQA

191

7.4

.

1)

I-SS

2)

..

.

192

3)

MCPS

Solarcell

PearlRiver

4)

PearlRiver

193

5)

(Admissionrate)

(Transition rate)

MCPS

raisethebarandclosethegap

JPS

2004-2006

194

MBNQA

195

7.5

.

1)

I-SS

MCPS

196

()

()

197

2)

(Admissionrate)(Transitionrate).1.4

(Catchmentarea)

I-SS

PearlRiver

198

1-6

1-6 7

1-6

1-6

outputoutcome

If you cant measure, you cant manage. If you cant measure, you cant improve.

TQA projectTQA

project project TQA

TQA

TQA

TQA

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.:

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.(2554).2555-2556.:

.

.(2555).TQA.:

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.(2523)..:.

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AndyBruce&KenLangdon.(2000).StrategicThinking.London:Dorling,KindersleyLimited.

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Crawfordsville.

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RobertS.Kaplan,DavidP.Norton. (2001). TheStrategyFocusedOrganization.

Massachusetts:HarvardBusinessSchoolPress.

WilliamA.Cohen.(2010).DruckeronLeadership.SanFrancisco:AWillyImprint.

MBNQA

PearlRiverSchoolDistric2001

KennethW.MonfortCollegeofBusiness2004

SandyHillSchoolDistrict2004

JenksPublicSchools2005

Iredell-StatesvilleSchools2008

MontgomeryCountyPublicSchools2010

200

.

.

.

.

.

.10

.1

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