Balance Scorecard

Balanced Scorecard

The diagram below depicts the Lean Six Sigma organizational structure from a School District's point of view (POV). In the previous Blog, I mentioned Line of Sight (School Building POV), which falls under this organizational structure.  In the following paragraphs, I will explain how the organizational structure is broken into 4 sections that represent the Lean Six Sigma philosophy as well as the key elements of the Balanced Scorecard. 

The 4 P's of the Balanced Scorecard are as follows: 

Plans (Academic Program); 
Process (Facilities);
Parents (Finance); and
People (Communications, HR, & Operations (Tech)).

Plans

• Stretch Goals/Annual Goals of department (Identify Key Principal Items)
• SMART goals
• Leading/Lagging Indicators

Process

• Align to VOC
• Op Ex
• Problem Solving
• Appreciative
• Inquiry

Parents

• Voice of the customer
• Clarify Root needs
• Delight

People

• Values
• Beliefs
• Line of Sight
• Culture/Morale

The 4 P's directly align to the District's two goals (i.e., Equity & Excellence). The Balance Scorecard is set-up to make sure every department aligns their goals to the District's goals. The purpose of the Scorecard is to prevent the "Pendulum Effect" every time a new leader comes to the District. Too many times, a new leader will come into a district and instill their values and goals, which causes the swinging back and forth of the organization. Thus, creating an unbalanced scorecard and unstable culture. This is the synopsis version but when you go in-depth with the philosophy of Lean Six Sigma, one will see the total effect and precision of how to balance and stabilize a culture. For more information go to "What is Lean Sigma Six" by George, Rowlands, and Kastle.