Montgomery County Public
Schools Process
Management and
Improvement Journey
If all of the employees in your
organization resigned their positions
on a Friday afternoon and you were
able to successfully fill their
positions over the weekend; how
would the new employees know
what to do?
An Accountability System
GOALS
ACCOUNTABILITY SYSTEM
OUTCOMES
MEASURES
•
Students’Test
Scores
•
Graduation Rates
•
Bilingual support services
•
AYP
•
Pre
-
K and Head
-
start
•
Advanced Placement
•
SAT
Improvement System
AND
IMPROVEMENT SYSTEM
PROCESSES
MEASURES
•
Cost
•
Time
•
Value
-
Added
•
Quality
•
Productivity
•
Customer Satisfaction
•
Waste
© APQC
The District is a Collection of
Processes
Teaching and Learning
Ordering materials and supplies
Developing curriculum
Assessing student learning
Evaluating employees
Collecting and analyzing data
Monitoring Instructional Programs
Many, Many, More…
Key Processes
A key process is vital
to the success of the
organization.
With your Team, Identify Five
Key Instructional or Operational
Processes
MCPS
is Organized Functionally
Deputy
OSESS
OCOO
IT
OHR
OSP
Schools are Organized Functionally
Classrooms
Administration
.
Grade
levels
Support
Staff
Departments
Instructional
Staff
But Most Processes are
Cross
-
Functional
Process Process
Process
Process
Process
Process
Departments
Process Process
Process Process
Process
Process
Process Process
Process Process
Process
Process
Process
Support
Staff
Administration
Process Process
Process Process
Process
Process
Process
Instructional
Staff
But Most Processes are
Cross
-
Functional
Process Process
Process
Process
Process
Process
Instruction
Schools
Process
Process
Process
Process
Process
Process
Process Process
Process Process
Process
Process
Process
Information
Technology
Human
Resources
Process Process
Process Process
Process
Process
Process
Child
Nutrition
How does our work impact
others and how do we know?
IGOE
INPUT
OUTPUT
GUIDES
ENABLERS
Process
IGOE
What is an IGOE?
A strategic planning tool that helps us
think through the resources we need to
develop/evaluate/revise/refine processes
It enables us to ensure that we know how
and when we are impacting others
It helps us see how processes are
interconnected
INPUT
OUTPUT
GUIDES
ENABLERS
Process
What helps us know why, when and how we
do what we do?
•
Policies
∙
Regulations ∙ Knowledge
•
Standards
∙ Laws
Where do we do it and who/what helps us do it?
•
Human Resources
∙
Assets
•
Tools
∙
Facilities
•
Equipment
∙
Systems
What do we need to
do this?
•
Information
•
Materials
•
People
•
Consumed or
transformed by
the process
.
What do we
produce or
deliver?
•
Results
•
Information
•
Deliverables
•
Products
•
People
When do we use it?
When:
Developing a new process
Evaluating an existing process
Revising/refining an existing process
Looking for root causes for a process that
is broken
Process Owner
Responsibilities
●
Be a coach that guides and facilitates the process
●
Conduct scheduled process performance reviews
and refine the process as appropriate
●
Conduct an annual process review and refine as
appropriate
Process Owner
Responsibilities
●
Ultimate responsibility for process design,
performance, and improvement
●
Keep everyone informed and engaged about the
entire process
●
Resolve conflicts between process team members
●
Advocate for the process
–
“Go To” person for the
entire process
SO WHAT?
Process Management in
MCPS
is all about
Continuous Improvement in
every office, department, and
division
Why map processes?
To ensure:
–
Everyone knows the responsibilities they have
in getting the work done
–
Everyone knows how the work gets done
–
We are effective and efficient (time, money,
quality)
–
Processes are routinely evaluated and refined
Why do we measure and evaluate
processes?
So we can determine if:
The process is efficient and effective
And if not:
We revise/refine it
In
-
Process and Outcome Measures
►
In
-
process measures
–
to find out on a
daily, weekly, or monthly basis if a process
is adding value
–
we cannot wait until May
to find out that a certain instructional
program is not working or that teachers
are not using a particular curriculum guide
In
-
Process and Outcome Measures
►
Outcome measures
–
to find out
if the process added value in
helping achieve the goals of the
organization
Questions?
What services are needed based
on stakeholders requirements?
How will we provide these
needed services?
How will we know if
the needs are met?
How will we know if our processes
are effective and efficient?
What will we do
if they are not?
In
-
Process Measures of time,
quality and Cost Effective
-
What services are needed based
on stakeholder and customer
requirements?
-
How will we provide these needed
services?
-
How will we know if their needs
are met?
-
How will we know if our
processes are effective and
efficient?
-
What will we do if they are not?
Measures Answer the Following
Questions?
-
Is
our process meeting our objective?
-
Is our process meeting customers’ needs?
-
Is
our process efficient and effective ?
You
cannot
improve what you
can’t, don’t or won’t
measure
-
How will we know when we have achieved our
goals?
W
hat to Measure?
Select
the right things to measure
Measure the critical few, not
the
trivial
many
Measure
what is important
Focus on the customer
W
hen to Measure?
-
At
critical times in the process
-
Monitor as
close to the
data collection
time as
possible
-
Measure Frequently
Performance measures should be
SMART
S
M
A
R
T
Performance Measurements
imely
pecific
easurable
ccountable
elevant
In
–
Process Measures
Quality
Performance Measurements
•
How Accurate is the service provided?
•
How many defects are there?
•
What is the customers’ satisfaction
–
internal
and external
Quality
In
-
Process Measures
Efficiency
Performance Measurements
Timeliness
Percentage of transaction completed on time
Answers questions
-
how long the process takes?
Efficiency
In
–
Process Measures
Cost Effectiveness
Performance Measurements
Cost per unit or transaction
Resource utilization
Cost Effective
Outcome Measures
Performance Measurements
Qualitative consequences associated with a
program / service
Ultimate “why” of providing a service
Results
-
oriented; focus primarily on desired
results
Outcome
Manage By Fact
Performance Measurements
1. Establish baseline performance (data )
2. Set target Goal
3. Develop an improvement strategy
4. Implement the strategy
5. Track progress
6. Display performance results
Examples of “unseen” waste
-
Rework
, rejects
-
Waiting
time
-
Moving
things and people
-
Delayed
approvals
-
Unnecessary
red tape
-
Unread
documents / memos
-
Long
chains of command
-
Redundant
checking
-
Non
-
value
-
adding
policies
-
Inefficient
and useless meetings
-
Repeated
phone calls
-
Transition
time
-
Excessive
e
-
mail & scam
-
Antiquated procedures and
processes
Examples of “unseen” waste
IGOE
Swim Lane Flowchart
Performance Indicator
(Measure)
Reduce cycle repair time
In
-
Process Measure
Type
(Time, Cost, Quality)
Time
Data Source (Where is the
data)
EGPS
–
Copier Service
Request System
Responsible Person
John Marshall
Collection Frequency
(
Daily, Month, Annual)
Daily
(D)
Monitor Measure Schedule
(
D, M, Q, A)
Month (M)
Response
Plan to Measures
PDSA
with Day Team;
Report
to Process Owner
& Team
Communicate Results... to,
how
Send
Month results to
OCOO; Web?
Performance Monitoring
Performance Results
Copier Repair Measurement
Previous
Year
(Vendor)
TeamWorks
1
st
Year
(MCPS)
Difference
Reduce
copier
repair time
16 hours
(2 Days)
6 hours
-
10 hours
Increase customer satisfaction
10%
87%
+
77%
Reduce quantity of service requests
No data
Reduce cost of copier repairs
$ 2.6 million
$ 1.4 million
Savings
-
$ 1.2 million
Provide products,
resources &
services
Process Begins
when…
.
?
Process Complete
when…
.
?
What helps us know why
,
when
,
and how we do what we do
?
Provides direction
What do we need
to do this process
?
What do we produce
or deliver with this
process
?
Where do we do it
,
and who
/
what helps us to do
the process
?
People
,
equipment
,
facilities
,
systems
Procurement Manual
Funding Guidelines
Federal, State, and Local laws
MCPS Policies & Regulations
DMM Strategic Plan
(aligned to MCPS & OCOO Plans)
Ethics, Values, Standards
Request for product
or services
Customer requests product or services
Supplier being paid for product
Contracts with
Suppliers
Available Funds
Procure Staff
Controller Staff
Facilities / Warehouse / Office
Suppliers
FMS Software System
Budget / Funds
Requestor
Materials / Supplies
Completed order
Happy customer
Invoice / Payment to
Supplier
Account Owner
Problem:
Suppliers have stopped doing business with MCPS
Procure
-
to
-
Pay
Process
Health
Could
the
problem
involve…
√
√
√
√
√
√
√
√
√
√
√
Use IGOE to assist in identifying process issue or concern
Process Improvement
►
100% of 2 year
-
old children who qualify for special
education must have an
IEP
by their third birthday
–
2009
-
95%, 2010
-
100%
►
Secondary transition for special education students
who turn 14
–
2006 & 2007
–
99%, 2008, 2009, 2010
–
100%
►
Decrease suspensions for students with disabilities
–
MCPS
has the lowest rate in the state (3.8%)
–
state
average is 15.3%
►
Initial evaluation of special education students must
occur within 60 days of identification
–
2007
–
56%, 2009,
91%
-
2010, 94.2%
Process Improvement
►
Enrollment Projections goal is 99.5%
-
since 2004,
MCPS
has achieved an average of 99.02% accuracy
►
In
-
House Copier Repair Program
–
Outside vendor
costs average $2.7 million/yr.
MCPS
does it for $1.2
million/yr.
–
cost savings of $1.5 million/yr.
►
Copy Plus Program
–
MCPS
produced 99 million copies
centrally for teachers saving 40,000 hours of planning and
instructional time. Projections for 2010 is 125 million
copies saving 50,000 hours of planning and instructional
time
►
Response to Emergency Work Orders in 1 day
–
80% in
1 day in 2005, 90% in 2009
Process Improvement
►
Increase the percentage of work orders completed
–
Maintenance receives 60,000 work orders/yr. Completion
rate in 2005 was 85% and 90% in 2009
►
Increase in energy cost avoidance from 632,000 in 2006 to
$2.5 million in 2009
►
Increase in Kilowatt Hour Avoidance from 6.4 million in
2006 to 18.6 million in 2009
►
Decrease in solid waste disposal from 13.5 thousand tons
in 2005 to 9.6 thousand tons in 2009
–
cost savings of $171
thousand
►
Increase in recycling rates from 27% in 2007 to 38% in
2009
Process Improvement
►
Planned Life Cycle Asset Replacement
–
MCPS
has
maintained its goal of 95% project completion rate within
budget
►
Construction Projects completed within budget
–
Increased from 87% in 2007 to 100% in 2009
►
Maintenance Costs for Overtime
–
From 2005
-
2009 the
Maintenance Department has maintained an average of
88% budgeted costs
►
Maintain food costs below industry standard of 45%
-
Since 2007 food costs averaged 35% of expenditures,
10% below industry standard
►
Buses out of service for more than 24 hours
–
from
2004
-
2009 no buses were pulled from service for more
than 24 hours from a fleet of 1250 buses
Process Management
46
Flowchart For Problem Resolution
Don’t Mess With It!
YES
NO
YES
YOU IDIOT!
NO
Will it Blow Up
In Your Hands?
NO
Look The Other Way
Anyone Else
Know?
You’re SCREWED!
YES
YES
NO
Hide It
Can You Blame
Someone Else?
NO
NO PROBLEM!
Yes
Is It Working?
Did You Mess
With It?
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