TRAINING AND REALIZING RESULTS USING GREENBELT ACROSS DIVISIONS: A CASE STUDY WITH THE SCHOOL DISTRICT OF MENOMONEE FALLS Wisconsin State Education Convention January 22 8:45-9:45

Chasing Programs & Initiatives

Create a culture around continuous improvement

Members of the Team and Description of Greenbelt PositionPersonProject School Board MemberFaith VanderHorst Director-Technology & Assessment Jeff NennigImprove repair service time Director-BusinessJeff GrossCopy Center Utilization Director-Community Ed & Rec Joan EricksonAffiliate Billing Process Director-CurriculumGary KiltzImprove implementation of instructional model Director-FacilitiesRick FechterIncrease cleaning quality Director-Human Resources Christiane StandleeImprove Benefits Enrollment Process

A quick visit to SDMF  SDMF Continuous Improvement-HD.mp4 SDMF Continuous Improvement-HD.mp4  Our Spring Visit is MARCH 26 and MARCH 27!!  COME JOIN US to Learn MORE about Continuous Improvement in the Classroom.

System-Wide Continuous Improvement  Defined Goals  Defined Behaviors  Defined Processes

Attendance Quality Achievement Proficiency & Growth Reading Math Closing the Achievement Gaps ACT Advanced Placement Participation Performance Graduation Rate Service Parent SurveyStudent Survey District Support Card People Staff Performance Employee Engagement Survey Health & Safety SuspensionsAttendance Workers Compensation Finance Bond RatingBalanced Budget Efficient Operations Our System PillarsDefine Goals-Measuring our TEAMS

Superintendent Score Card Accountability and Defined Behaviors

Defined Behaviors and Professional Development

Defined Process and Process Improvement-Six Sigma If you can't describe what you are doing as a process, you don't know what you're doing. W. Edwards Deming

Six Sigma Defined  Improve the mean and reduce the variation  DMAIC as Six Sigma methodology/process.

DMAIC Process

Roles within Lean Six Sigma Projects  Black Belt: Leads problem-solving projects.  Green Belt: Assists with data collection and analysis for projects. Leads Green Belt projects or teams.  Yellow Belt: Participates as a project team member. Reviews process improvements that support the project.  White Belt: Can work on local problem-solving teams that support overall projects. Understands basic Six Sigma concepts from an awareness perspective.

World Café Process-Exploring our DMAIC (Greenbelt) Projects  Divide into Six Teams  Team 1-Business Services  Team 2- Community Ed and Recreation  Team 3- Curriculum and Learning  Team 4-Human Resources  Team 5-Facilities  Team 6-Technology Services

World Cafe  Round 1: Go to the numbered sectional you received (10 minutes). Explanation of tools used for DMAIC Process  Round 2: Rotate to the next numbered sectional (10 minutes). Explanation of tools used for DMAIC Process.  Full Group Reflection. What did you see as important to the process?

CONTROL PLAN  Why is a Control Plan Necessary?  Ensure that the improvement solutions are sustained over time.

Control Plan  What is Key in a Control Plan?  Written Summary (what is needed to keep an improved process at its current level) Human resources Training requirements Actions if measures are outside the specified range

Control Plan  What are the key benefits of a Control Plan?  Provides a summary of process knowledge  Keeps process requirements and expectations visible for all functional area involved  Describes data used to assess process performance (process and/or quality indicators)  Describes when action needs to occur, how frequently to check performance, who is responsible for checks, and what the contingency plans are  Describes who is involved and what their roles are in the process

Control Plan What to think about: Step 1. Briefly describe the process being performed. Step 2. Indicate the immediate benefactor of the process. Step 3. List the department and/or persons who either initiate or perform the process steps. Step 4. Show the process steps performed. Step 5. For the major steps of the process, determine the critical success factors and measures (e.g., time required to execute each step). Step 6. Indicate the needs and expectations with relevant quality indicators. Step 7. Develop control charts for selected control points and indicate control limits or any other metric to track performance over time (if control charts are not applicable). Step 8. List items that need to be checked, frequency, responsible person, and contingency plans when process necessitates. Step 9. List dates of changes and what changes were made. Step 10. List any other pertinent information needed.

Control Plan A successful control plan will remain a living document to ensure that the benefits of the project will be fully realized.

 Video – 45 Day Cycles in the District Video – 45 Day Cycles in the District

Question and Answer Site Visits and PD on CI March Sign up through district website