Process Management Key to Survival for School Systems

1
Process ManagementKey to Survival for School
Systems
Operations Institute Memphis City Schools June
4-5, 2009
2
ISS Background

• Fired superintendent
• Budget problems
• Low student achievement
• Low community expectations
• Low trust community and staff
• Low morale
• Excellent staff

3
(No Transcript)
4
Passion for Learning

• All children come to school with a yearning for
  learning. Our aim should be to increase the
  positives and decrease the negatives so all
  children keep their yearning for learning.
• Edward Deming

5
Leadership Beliefs

• The vast majority of adults want the best for
  children and want children to be successful
• No one comes to work everyday and wants to fail
• A passion for learning exists in all of us
• The level above must enable the level below

6
Leadership Beliefs System vs. People

• If children are not learning at high levels, the
  adults have not done their part
• Parents have not created a system of
  encouragement and support for learning
• Teachers have teaching centered classrooms rather
  than learning centered classrooms
• Principals have created adult centered schools
  rather than learning centered schools
• Superintendents and school boards have created
  adult centered school systems rather than
  learning centered systems

7

• As Superintendent I Needed
• Framework
• Blueprint
• Measure
• I Decided To Use Baldrige National Quality
  Program Criteria Why?

8

• Defining Systemic Seven Components
• Leadership
• Strategic Planning
• Student, Stakeholder, and Market Focus
• Measurement, Analysis, and Knowledge Management
• Workforce Focus
• Process Management
• Results

9
Process Focused on Right Target/Results
10
Traditional Accreditation Model Managing by
Inputs
Inputs

• Payroll
• Expenses
• Equipment
• Facilities

• Library Books
• Masters Degrees
• Science Labs
• Certification

Data
11
NCLB Model Managing by Outcomes
Outcomes

• Test Results
• Ach. Gap
• AYP Rates
• Grad. Rates

Data
12
Improvement Model Managing by Inputs, Processes
Outcomes
Outcomes
Inputs

• Test Results
• Achievement Gap
• AYP
• Graduation Rates

• Payroll
• Expenses
• Equipment
• Facilities

Data
Data
13
Process Management
14
Everything You Do Is a Process

• Coming to this meeting was a process
• Driving your car is a process
• Going to work is a process
• Making a peanut butter jelly sandwich is a
  process
• Getting up this morning was a process

15
Everything business or education does is
a Process.
16
A business is a collection of processes

• Developing strategic plans
• Creating an organization structure
• Designing and inventing products
• Producing products and services
• Marketing and selling products
• Managing facilities and supplies
• Developing employees
• Managing quality of products services

17

• Business
• Process Management

18
Business Functional Management
IT
Product-ion.
Engine-ring
Mktg.
Sales
RD
19
Business organized their processes into
collections called functions.

• Planning and Management
• RD, Design, Engineering
• Purchasing, Production
• Marketing, Sales
• Finance, Facilities
• Human Resources
• Information Technology

20
But many processes were really cross-functional
Outcomes
Functions
Profits ROI Mkt. Share
IT
Sales
Mktg
Prod..
Eng
RD
21
Problems of Functional Management

• Sub-optimization Low cross-functions
• Sub-systems often dont work together
• Silo mentality, bureaucracy, red tape, change
  resistance, turf wars, high costs
• Slowness, errors, and rework
• Waste, Redundancy, Non-value-added

22
So leading businesses are moving,or have moved,
from functional management toward process
management
23
Deeres Process Mgmt. Model
Worldwide Business Environment
Customers Process Needs
Business Controlling Process
Business Measurement Process
Core Processes

Process that creates value for the external
customer
Customer Acquisition
Product Delivery
Customer Support
Order Fulfillment
Enabling Processes
Leadership Process
Processes that supply resources to other processes
Channel Management
Supply Management
Business Acquisition
Info. Tech. Application
Suppliers Processes
24
Process Management (Category 6)Baldrige for
Education

• Key aspects of your organizations process
  management
• Key learning-centered processes for your
  educational program offerings
• Services that create student, stakeholder, and
  organizational value
• Key support processes
• All key processes and all work units

25
Business found Large Gains through a Process Focus
20-50
Process Management
10-20
Process Innovation
2-10
Process Improvement
12
Cost Reduction
26

• Education Process Management?

27
Everything You Do Is a Process

• Everything that anyone does is a process.
• All work is a process.
• You can do it efficiently and effectivelyor not.
• Most people dont know whether theyre doing it
  the best way or not.

28
A district is a collection of processes

• Hiring a teacher, Teaching a class
• Busing and feeding students
• Collective bargaining with a union
• Conducting professional development
• Holding a school board meeting
• Teaching math and science
• Assessing student achievement
• Evaluating a teacher

29
Most education organizations are organized
functionally
Instructional Support
Finance-Accounting
Food Service
IT
Instruction
HR
30
But most processes areCross-Functional
Information Technology
Human Resources
Food Service
Instruction
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
31
Education functional silos also dont deal well
with cross function
32
APQCs 8 benchmarking studies found that one
missing link in education improvement is a
greater focus on processes

• Most educators do not think processes.
• They focus functionally, not cross-functionally.
• They do not map, or measure processes.
• They do not analyze or benchmark processes.
• They dont link inputsprocessesoutcomes
• They dont manage or organize by processes.
• The ability to improve performance is very
  limited without improving processes.

33
Why so little process thinking in education?

• Focus is on functions, inputs, outcomes
• Districts not accustomed to using data to compare
  themselves with others.
• No common taxonomy of processes
• Low urgency to change
• No infrastructure for process mgmt.
• Dont know how to change

34
So where could education start?
35
Steps toward process mgmt.

• Functional Managementappoint process owners
  inside functions, but add members from other
  functions to make a cross-functional team.
• Matrix Management begin organizational changes
  that combine process and functional managementa
  matrix.
• Process Management move toward total or almost
  total process management across the entire
  organization

36
ISS Chose Option 3 Move toward a totally --or
almost totally-- Process Managed system (Can that
be done?)
37
Malcolm Baldrige Education Criteria6.0Process
Management (85 pts)

• 6.1 Work Systems Design How do you design your
  work systems? (35 points)
• 6.2 Work Process Management and Improvement How
  do you manage and improve your key organizational
  work processes? (50 points)

38
Malcolm Baldrige Education CriteriaDefining
Systematic

• Systematic Two Components
• Processes
• A approach clearly defined steps
• D deployment to all levels
• L learning cycles of improvement
• I integration organizational knowledge
• Results
• Le levels of performance
• C comparisons
• T trends
• I integration

39
I-SS Enterprise Model
40
GUIDES

• What helps us know why, when and how we
• do what we do?
• Policies Regulations Knowledge
• Standards Laws

Triggering Event
End
INPUT
OUTPUT

• 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

ENABLERS

• Where do we do it and who/what helps us do it?
• Human Resources Assets
• Tools Facilities
• Equipment Systems

41
Manage Financial Resourcesto Activity Level
8 Activities (see next slide)
42
ISS Mission and Vision
ISS Strategic Plan
Leadership Executive Cabinet
Cabinet Admin Team Oversight, management and
coaching provided through Learning Team School
Climate Team Quality Team Brenda Clark Brady
Johnson Mathew Fail
ISS District PDSA Teams
43
PDSA Monthly Updates

• Strengths
• OFIs
• Information or Data Needed
• Next Steps and Resources Needed
• Monthly report to Admin Team through oversight
  committee and notes sent to all schools

44
Connecting District PDSA with Strategic Plan and
to Schools for Deployment

• STUDENT SERVICES Student Wellness and Behavior
  Interventions
• By May 2009, 100 of PE teachers will use and
  record FitnessGram test correctly. Schools may
  support this goal by monitoring the use of
  FitnessGram in grades 5, 7, and 9 and making sure
  data is reported accurately and timely.
• By 2009, I-SS will decrease the OSS rate by 5 by
  implementing PBS with fidelity. Schools may
  support this goal by monitoring OSS data. PBS
  schools continue to deploy PBS strategies. Non
  PBS schools may wish to consider the PBS model.
  Student Services will be willing to present PBS
  to any faculty upon request. Training is also
  available for bus drivers on the use of PBS
  strategies to reduce discipline referrals on
  buses.

45
Connecting District PDSA to Department
Improvement PlanBus Driver Overtime Example
67 reduction to date with savings of 50,000
46
PDSA Monthly Tracking Chart
47
(No Transcript)
48
Handout
49
Results from 2002 to 2008

• Academic Composite 55th to 9th
• Graduation Rate 53rd to 11th (61 to 81)
• SAT 57th to 7th (991 to 1056)
• 3-8 Reading 75th to 20th
• 3-8 Math 68th to 12th

50
Results from 2002 to 2008

• Reading Gap AA reduced by 48
• Reading Gap EC reduced by 53
• Computer Skills 68 to 96 (2009)
• Dropout Rate 106th to 10th
• Attendance Rate 55th to 3rd

Refer to ISS Turnaround Results
51
Handout
52
Other areas of improvement bus discipline,
energy savings, faith based partners, highly
qualified teachers, overtime costs, child
nutrition costs, maintenance, custodial,
workmens compensation ratio, fund balance,
credit recovery Expenditures per Pupil
remain in bottom 10 in NC - 700 below state
average
53
Just DO IT
54

• Contact Information
• ASQ
• Christa Kautz ckautz_at_asq.org
• Follett
• ISS tholliday_at_iss.k12.nc.us
• APQC North Star Project
• Jack Grayson jgrayson_at_apqc.org
• Diane Kline dkline_at_apqc.org
• 713-685-4602