2. Montgomery County Public Schools Process Management and Improvement Journey

3. 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?

4. 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 SystemAND IMPROVEMENT SYSTEM PROCESSES MEASURES Cost Time Value-Added Quality Productivity Customer Satisfaction Waste © APQC

5. 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…

6. Key Processes A key process is vital to the success of the organization.

7. With your Team, Identify Five Key Instructional or Operational Processes

8. MCPS is Organized Functionally Deputy OSESS OCOO ITOHR OSP

9. Schools are Organized Functionally Classrooms Administration. Grade levels Support Staff Departments Instructional Staff

10. But Most Processes are Cross-Functional Process Departments Process Process Process Process Process Process Support Staff Administration Process Process Process Instructional Staff

11. But Most Processes are Cross-Functional Process Instruction Schools Process Process Process Process Process Process Information Technology Human Resources Process Process Process Child Nutrition

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

13. IGOE INPUT OUTPUT GUIDES ENABLERS Process IGOE

14. 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

15. 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 Triggering Event End

16. 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

17. 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 ● 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

18. 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 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

19. SO WHAT?

20. Process Management in MCPS is all about Continuous Improvement in every office, department, and division

21. 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

22. 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

23. 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

24. In-Process and Outcome Measures ►Outcome measures – to find out if the process added value in helping achieve the goals of the organization

25. 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?

26. 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?

27. 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

28. W hen to Measure? -At critical times in the process -Monitor as close to the data collection time as possible -Measure Frequently

29. Performance measures should be SMART SMARTSMARTSMARTSMART Performance Measurements imely pecific easurable ccountable elevant

30. In – Process Measures Quality Performance Measurements How Accurate is the service provided?How Accurate is the service provided? How many defects are there?How many defects are there? What is the customers’ satisfaction – internal and externalWhat is the customers’ satisfaction – internal and external Quality

31. In - Process Measures Efficiency Performance Measurements Timeliness Percentage of transaction completed on time Answers questions - how long the process takes? Efficiency

32. In – Process Measures Cost Effectiveness Performance Measurements Cost per unit or transaction Resource utilization Cost Effective

33. 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

34. 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

35. Examples of “unseen” waste -Rework, rejects -Waiting time -Moving things and people -Delayed approvals -Unnecessary red tape -Unread documents / memos -Long chains of command

36. -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

37. IGOE

38. Swim Lane Flowchart

39. 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 PersonJohn 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

40. 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

41. Provide products, resources & services 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 SystemBudget / 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

42. 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%

43. 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

44. 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

45. 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

46. Process Management

47. 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 NO Hide It Can You Blame Someone Else? NO NO PROBLEM! Yes Is It Working? Did You Mess With It?