Montgomery County Public

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?