Process Management in Montgomery County Public Schools

Report
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
OUTCOMES
IMPROVEMENT SYSTEM
PROCESSES
MEASURES
MEASURES
•Students’Test Scores
•Cost
•Graduation Rates
•Time
•Bilingual support services
•Value-Added
•AYP
•Quality
•Pre-K and Head-start
•Productivity
•Advanced Placement
•Customer Satisfaction
•SAT
•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 Classrooms
levels
Instructional
Staff
Administration
.
But Most Processes are
Cross-Functional
Departments
Process
Process
Process
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
But Most Processes are
Cross-Functional
Instruction
Schools
Process
Process
Process
Information
Technology
Human
Resources
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Process
Child
Nutrition
Process
Process
Process
Process
Process
Process
Process
Process
Process
How does our work impact
others and how do we know?
IGOE
IGOE
GUIDES
INPUT
OUTPUT
Process
ENABLERS
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
· Regulations · Knowledge
• Standards
· Laws
GUIDES
INPUT
What do we need to
do this?
• Information
• Materials
• People
• Consumed or
transformed by
the process.
OUTPUT
Process
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
• Tools
• Equipment
·
·
·
Assets
Facilities
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
-What services are needed based
on stakeholder and customer
Questions?
requirements?
What services are needed based
on stakeholders requirements?
-How will we provide these needed
services?
How will we
provide these
needed services?
will
How will -How
we know
if
the needsare
aremet?
met?
we know if their needs
How will we know if our processes
are effective and
efficient?
-How
will we know
if our
In-Process Measures of time,
quality and Cost Effective
processes are effective and
What will we do
if theyefficient?
are not?
-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?
-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
What to Measure?
Measure what is important
Select the right things to measure
Measure the critical few, not
the trivial many
Focus on the customer
When 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 pecific
M easurable
A ccountable
R elevant
Timely
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)
Responsible Person
Collection Frequency
(Daily, Month, Annual)
Monitor Measure Schedule
(D, M, Q, A)
Reduce cycle repair time
Time
EGPS – Copier Service
Request System
John Marshall
Daily (D)
Month (M)
PDSA with Day Team;
Report to Process Owner
Response Plan to Measures & Team
Communicate Results... to, Send Month results to
how
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
1st Year
(MCPS)
Difference
16 hours
6 hours
- 10 hours
87%
+ 77%
(2 Days)
10%
No data
$ 2.6 million
$ 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
Process Begins when….?
Process Complete when….?
Supplier being paid for product
Customer requests product or services
What helps us know why, when, and how we do what we do? Provides direction
√
Health √
Could the
problem
involve…
Federal, State, and Local laws
√ MCPS Policies & Regulations
√ Procurement Manual
√ Funding Guidelines
What do we need
to do this process?
√
Request for product
or services
√
DMM Strategic Plan
(aligned to MCPS & OCOO Plans)
√
Ethics, Values, Standards
Provide products,
resources &
services
Procure-to-Pay
Process
Contracts with
Suppliers
Available Funds
What do we produce
or deliver with this
process?
Completed order √
Happy customer
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
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 – 200995%, 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
Did You Mess
With It?
YOU IDIOT!
NO
Anyone Else
Know?
NO
Hide It
YES
YES
You’re SCREWED!
NO
NO
Can You Blame
Someone Else?
Look The Other Way
Yes
NO PROBLEM!
Will it Blow Up
In Your Hands?
46

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