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 AND Improvement System GOALS ACCOUNTABILITY SYSTEM IMPROVEMENT SYSTEM OUTCOMES MEASURES

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Students’Test Scores

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Graduation Rates

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Bilingual support services

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AYP

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Pre-K and Head-start

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Advanced Placement

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SAT PROCESSES MEASURES

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Cost

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Time

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Value-Added

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Quality

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Productivity

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Customer Satisfaction

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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

OHR IT OCOO Deputy OSP OSESS

Schools are Organized Functionally

Departments Support Staff Grade levels Classrooms Instructional Administration Staff .

But Most Processes are Cross-Functional

Departments Support Staff Administration Instructional Staff Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

But Most Processes are Cross-Functional

Instruction Schools Information Technology Human Resources Child Nutrition Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process Process

How does our work impact others and how do we know?

IGOE INPUT

IGOE

GUIDES Process ENABLERS OUTPUT

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

What helps us know why, when and how we

• •

do what we do?

Policies Standards · Regulations · Knowledge · Laws GUIDES INPUT What do we need to

• • • •

do this?

Information Materials People Consumed or transformed by the process .

Process OUTPUT What do we produce or

• • • • •

deliver?

Results Information Deliverables Products People ENABLERS

• • •

Where do we do it and who/what helps us do it?

Human Resources · Assets Tools · Facilities Equipment · Systems

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

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What services are needed based on stakeholder and customer Questions?

requirements?

What services are needed based needed services?

How will we know if our processes processes are effective and What will we do In-Process Measures of time, quality and Cost Effective -What will we do if they are not?

Measures Answer the Following Questions?

-How will we know when we have achieved our goals?

-Is our process meeting our objective?

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Is our process efficient and effective ?

Is our process meeting customers’ needs?

You cannot improve what you can’t, don’t or won’t measure

W hat to Measure?

Measure what is important Select the right things to measure Measure the critical few, not the trivial many 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 Measurements Performance measures should be

SMART S M A R T

pecific easurable ccountable elevant imely

Performance Measurements In – Process Measures Quality • • •

How Accurate is the service provided?

How many defects are there?

What is the customers’ satisfaction – internal and external Quality

Performance Measurements In - Process Measures Efficiency

Timeliness Percentage of transaction completed on time Answers questions - how long the process takes?

Efficiency

Performance Measurements In – Process Measures Cost Effectiveness

Cost per unit or transaction Resource utilization Cost Effective

Performance Measurements Outcome Measures

Qualitative consequences associated with a program / service Ultimate “why” of providing a service Results-oriented; focus primarily on desired results Outcome

Performance Measurements

Manage By Fact 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

Examples of “unseen” waste -Redundant checking -Non-value-adding policies -Inefficient and useless meetings -Repeated phone calls -Transition time -Excessive e-mail & scam -Antiquated procedures and processes

IGOE

Swim Lane Flowchart

Performance Monitoring

Performance Indicator (Measure) In- Process Measure Type (Time, Cost, Quality) Data Source (Where is the data) Reduce cycle repair time Time EGPS – Copier Service Request System John Marshall Responsible Person Collection Frequency (Daily, Month, Annual) Monitor Measure Schedule Communicate Results... to, how Daily (D) (D, M, Q, A) Month (M) PDSA with Day Team; Response Plan to Measures Report to Process Owner & Team Send Month results to OCOO; Web?

Performance Results

Copier Repair Measurement

Reduce copier repair time Increase customer satisfaction Reduce quantity of service requests Reduce cost of copier repairs

Previous Year (Vendor) TeamWorks 1 st Year (MCPS)

16 hours 6 hours (2 Days) 10% 87% No data $ 2.6 million

Difference

- 10 hours + 77% $ 1.4 million Savings - $ 1.2 million

Use IGOE to assist in identifying process issue or concern Problem:

Suppliers have stopped doing business with MCPS

Health √

Could the problem involve…

Process Begins

when….?

Customer requests product or services

Process Complete

when….?

Supplier being paid for product

What helps us know why, when, and how we do what we do? Provides direction √

Federal, State, and Local laws

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DMM Strategic Plan

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MCPS Policies & Regulations (aligned to MCPS & OCOO Plans)

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Procurement Manual

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Ethics, Values, Standards

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Funding Guidelines

√ What do we need to do this process?

Request for product or services Contracts with Suppliers Available Funds

Provide products, resources & services

Procure-to-Pay Process

What do we produce or deliver with this process?

Completed order Happy customer

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Invoice / Payment to Supplier

√ Where do we do it, and who / what helps us to do the process? People, equipment, facilities, systems

Procure Staff Controller Staff Facilities / Warehouse / Office

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Requestor Materials / Supplies Budget / Funds Suppliers Account Owner FMS Software System

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

Flowchart For Problem Resolution NO YES

Is It Working?

Don’t Mess With It!

YES Anyone Else Know?

YES

YOU IDIOT!

You’re SCREWED!

YES

Did You Mess With It?

NO

Will it Blow Up In Your Hands?

NO

Hide It

NO

Can You Blame Someone Else?

Yes NO PROBLEM!

46 NO

Look The Other Way