Schoolcraft College aspires to become a knowledge-driven organization, grounded by a culture of evidence and innovation; motivated by a desire to produce an effective, relevant, value-added higher education product.
There are two Total Quality Management (TQM) concepts used to ensure the achievement of a quality product or service. In Kaizen, processes are visible, repeatable and measurable. Embedded in Atarimae Hinshitsu is the idea that things will work as expected (Management Gurus, 2008). In other words, continually aligned improvements should yield large results; something that works as it is supposed to. In the 21st century, we might add that the end user of any system or product expects it to be useful AND fast. During the 2008-2009 fiscal year, Schoolcraft will establish quality structures and systems to make sure we not only meet the expectations of our students and stakeholders but that we exceed them.
Schoolcraft’s Mission Alignment work produced a tool that shows inter-and intra-departmental relationships. The tool also helps people all across the institution see how their work supports providing a transformational learning experience to increase the capacity of individuals and groups to achieve their intellectual, social and economic goals, our Mission. Purpose statements will be used to define what constitutes performance and eventually what performance attributes should be measured (Key Performance Indicators).
The Breakthrough Initiatives provide a consistent structure to establish quality targets and hone quality standards. In January 2007, President Jeffress rolled three Breakthrough Initiatives (Action Projects) to the entire community. Each initiative is led by a Cabinet member, is long-term in nature and will be implemented through a series of annual projects.
Schoolcraft’s Board and President endorsed a new approach for building objectives. This approach emphasizes the interplay of the long view and annual tasks. Each division and department identifies objectives supporting the Breakthrough Initiatives. The objectives are then organized cross-functionally; producing, in effect, an annual project plan for each goal.