APQC’s Process Improvement and Implementation for Education (PIIE)

1. APQC’s Process Improvement and Implementation for Education (PIIE) Jack Grayson Chairman, APQC R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

2. 4 Agenda Items • Tell you about APQC and an APQC project called PIIE • Move your district more toward “Total Process Management.” • Conduct Professional Development on “Processes” and “Statistics” at all levels for all employees. • Get startedon process improvement R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

3. The American Productivity & Quality Center: APQC • Located: Houston, Texas; at “The Houstonian” • Founded in 1975; Non-profit 501(c)(3) • Staff: 85; Budget: $12 million • Board of Directors—40; From business, government, healthcare, education • Mission: Improve productivity and quality in organizations. • 500 Members R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

4. Sample of APQC Members • Allstate Ins. Company • America Online • Anadarko Petroleum • Aramco Services • Baker Hughes • Bank of America • BP Amoco • British Telecom • Carrollton-Farmers Branch • Cemex • CenterPoint Energy • Clark County Schools • J. P. Morgan Chase • Citigroup Inc. • Cobb County Schools • ConocoPhillips • Cornell University • Dallas ISD • Dow Chemical • Educational Testing Service • Entergy • Exxon Chemical • Fairfax County Public Schools • Federal Express • Ford Motor • General Electric • General Motors • Hallmark Cards • Hawaii Public Schools • Houston Comm. College • Halliburton Energy • Hewlett-Packard • Houston I.S.D. • IBM Corporation • Intel Corp. R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

5. Sample of APQC Members • Johnson & Johnson • Kellogg • Lockheed Martin • Marathon Oil • Metro Technology Centers • Miami-Dade Co. Schools • Microsoft • Montgomery Co. Schools • National Security Agency • NASA • NEC • Nortel • Occidental Petroleum • Pfizer • Raytheon • Redstone Properties • SchoolCity Inc. • Schlumberger • Siemens Medical Systems • Singapore Productivity Ctr. • Spring Branch ISD • Sprint • Tata Iron & Steel Co. • Texaco • Texas Children’s Hospital • 3 M Company • United Parcel Service, Inc. • U.S. Government Agencies • University of California • UT MDAndersonCancer Ctr. • Unocal • Washington Mutual • World Bank Group • Xerox R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

6. 2005 PIIE 2002 Six Sigma 1999 Education 1996 Knowledge Sharing-CoP 1995 Knowledge Management 1994 Transfer of Best Practices 1991 Benchmarking 1983 Quality (Baldrige Award) 1977 Productivity: Competitiveness Process Evolution at APQC R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

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9. Traditional Model “Steering by Inputs” Inputs • Payroll • Expenses • Equipment • Facilities Data R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

10. NCLB Model “Steering by Outcomes” Outcomes • Test Results • Ach. Gap • AYP Rates • Grad. Rates Data R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

11. Processes • Assess Student Achievement • Recruit Teachers • Manage Info. Technology Data Improvement Model “Steering by Inputs, Processes & Outcomes” Inputs Outcomes • Payroll • Expenses • Equipment • Facilities • Test Results • Achievement Gap • AYP • Graduation Rates Data Data R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

12. Processes Outcomes Outcomes cannot be changed without changes in processes!! R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

13. All work is a process. • Everything you do is a • process. R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

14. Going to Work 2.1.1.1 Turn off alarm clock 2.1.1.2 Pet Dog 2.1.1.3 Start coffee 2.1.1.4 Get the newspaper 2.1.1.5 Go to restroom 2.1.1.6 Check my e-mail 2.1.1.7 Wake up 1st daughter R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

15. 2.2.1.8 Start Breakfast 2.2.1.9 Wake up 2nd daughter 2.2.1.10 Pack 2 lunches 2.2.1.11 Wake up husband 2.2.1.12 Serve breakfast 2.2.1.13 Get dressed for work 2.2.1.14 Get in car; drive to work R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

16. Process to Make a PB&J Sandwich Source: Clark County NV

17. 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 R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

18. Meet Performance Standards Meet Performance Standards A process map to evaluate a teacher at Palatine Make Plan Choice Structured Appraisal Plan Professional Growth Plan Formative Year 1 Complete Self Evaluation Form Summative Year 2 Goal-setting Conference Feedback Sessions including Final Evaluation Conference no Teacher Assistance Plan yes Continue Professional Growth Plan or Move to Structured Appraisal Plan yes no Teacher Assistance Plan R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

19. Conduct root cause analysis with students Identify research-based instructional approach(es) to remedy learning weakness (es) Identify At-Risk Students At-Risk Students Palatine Are identified students making adequate progress? Give student ISAT practice test or tests Know Identify students who might score in the academic warning or DNM categories No Yes Report progress to principal monthly Ask for feedback from students about how they like to learn Implement changes in instructional approach Report progress to principal weekly Assess progress with students R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

20. Fill out Choice Application Test for ESL eligibility Verify Residence Verify Transcripts And Demographics Enroll New Student Enroll New Student Core District Processes Core District Processes What Choose School Program Verifications Determine Services Sub-Process (cross-functional) How Activity (functional) How Task Schedule Testing Administer Test Score Test Advise Parents Select Services S8 S6 S7 S2 S1 S3 S4 Who Steps (specificallyrelated to an individual) Workflow ESL Tester Enrollment Specialist ESL Scorer Adapted from Chapter 1, Page 33—www.processrenewal.com R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

21. Instructional TechnologyMapping Software for a High School Science Class

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24. An APQC project calledPIIE:Process Improvement and Implementationin Education

25. Participating School Districts • Houston ISD – TX 212,000 • Lake Washington – WA 24,000 • Long Beach – CA 97,000 • Los Angeles – CA 747,00 • Miami–Dade - FL 374,000 • Montgomery City – MD 139,000 • Philadelphia City – PA 193,000 • Pinellas County – FL 115,000 • Pittsburgh Schools 34,000 • Santa Cruz City PS – CA 14,000 • Wake County - NC 105,000 Total Students: 3,225,000 • Aldine ISD - TX 55,000 • Anne Arundel - MD 75,000 • Boston Schools 60,000 • Brazosport ISD- TX 14,000 • Broward County 268,000 • Carrollton FB - TX 26,000 • Clark County – NV 257,000 • Cobb County - GA 100,000 • Fairfax County – VA 163,000 • Galena Park ISD – TX 20,000 • Galveston ISD – TX 10,000 • Gwinnett County - GA 123,000 R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

26. APQC Process Classification Framework for K-12 Education 2.0 Develop Instructional Programs and Support Services 3.0 Deliver Instructional Programs and Support Services 5.0 Develop and Manage Stakeholder Relations and Services 1.0 Develop a Strategic Plan for the District 4.0 Design and Manage Operations OPERATING PROCESSES 6.0 Develop and Manage Human Resources (HR)s 7.0 Manage Information Technology and Knowledge 8.0 Manage Financial Resources 9.0 Acquire, Construct and Manage Facilities and Property MANAGEMENT & SUPPORT SERVICES 10.0 Manage Environmental Health and Safety (EHS) and Security 11.0 Manage Intergovernmental and Agency Relationships 12.0 Manage Improvement and Change R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

27. How the PIIE Pilot Worked • Surveys were designed to collect data (Assessment, HR & IT) • As surveys came in, APQC staff stored the process data in a repository. • Individual Reports were sent to each district to show the efficiency and effectiveness of their processes • Mock reports are in the handouts R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

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29. $1,630 $1,519 $1,195 $1,032 $454 Median Top Your Median Top Performer District Performer Cost per New Hire Education Sector Business Sector $1,800 $1,600 $1,400 $1,200 $1,000 $800 $600 $400 $200 $0 R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

30. Potential Cost Savings Analysis* * Savings are estimates based on the current participants and is subject to change. In addition, potential savings are generalized based on the population and must not be construed as exact savings for individual districts. Figures are based on the difference between median and the low 20th deciles performance rankings multiplied by the median number of students (for managing IT and assessing student achievement) and new recruits (for recruiting). R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

31. HR Key Findings—Finding/ Hiring Staff • Top performers—seekcandidates--local, national international, and use job fairs more frequently • Top performers spend less than half of their budget on personnel. • Top performers use telephone interviews more often than others • 12.7% of top performers allocate more resources to outsourcing vs. 6.7% for others R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

32. HR Key Findings—Finding/ Hiring Staff • 60% of top performers contract with job boards for vs. 33% for others • Top performers used commercial hiring systems to automate activities. • 60% of top performers allow resumes for some positions in lieu of applications: 0% for others • Lack of communications in people and data systems slows down hiring process—and often lose best candidates R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

33. Key Findings—Managing IT • New release cycle for production environment is 2 weeks v. 12 weeks for bottom • Service commitment resolution cycle is 2 hours for top compared to 6 hours for bottom. • Production environment change cycle is 1 week for top performers vs. 4 weeks for bottom. • Longer planning horizons are used more often by top performers. R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

34. Key Findings—Managing IT • Top have less unscheduled outages due to new releases and change requests than bottom. • Top spend double on professional development per FTE than the average. • Top spend 5% more of their total budget on improving systems vs. maintaining. • Top performers use process maps more often, for communication, analysis, planning R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

35. Key Findings—Assessing St. Achievement • Strong correlation between higher achievement and a higher percentage of formative assessments • Efficient assessment programs spend 23.4% of budget on technology vs. 6% for average • Top have a total assessment cost/student of $11 vs. $35 average. • Top performers use process maps more often, for communication, analysis, planning R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

36. Key Findings—Assessing St. Achievement • Top performers have an cost per answer document of $3 vs. $14 for average. • Top spend $36% of their budget on personnel vs. average of 82%. • Top take less instructional time away from teachers & students for assessment: 1.2% vs. 6.0% • Top train summative test administrators more efficiently than bottom: 1.3 hours vs. 2.2 hours for bottom. R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

37. What Did We Learn? • A few districts do focus on selected processes • But most districts don’t focus on processes―they focus on functions, inputs, and outcomes • Most don’t map, or measure processes. • Most don’t benchmark processes. • Their data banks focus on functional data, not cross-functional processes R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

38. Few districts keep time records Costs are allocated by functions, not processes. Most districts don’t compare efficiency or effectiveness with other districts, or with business. No process taxonomy is used Few have organization structures to manage and support process mgmt. What Did We Learn? R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

39. PIIE–Project Expansion • New Benchmarking Studies Planned • Professional Development for Teachers • Financial management • Facilities and land management • Go to scale nationally R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

40. Aldine – Texas Ann Arbor – Michigan Beaverton – Oregon Brevard – Florida Cincinnati – Ohio Fairfax County – Virginia Galena Park – Texas Hawaii DOE – Hawaii Iredell-Statesville Schools – North Carolina Jefferson County – Kentucky Lee County – Florida Mobile County – Alabama Montgomery County – Maryland Richland One – South Carolina Stamford – Connecticut Tulsa – Oklahoma Wake County – North Carolina Professional Development Consortium • National Staff Development Council and TrueNorthLogic serve as sponsors and subject matter experts R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

41. APQC’s focus for the next 5 years is to spread “process management” throughout the K-12 System R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

42. PIIE’s Five Year Plan • Complete the PCF—12 Categories • Collect data from 2,000 districts • Involve 20 states • Create an APQC “Education Process Management Center” • Research links: Process & Outcomes • Expand internationally • Be financially self-sufficient in 5 years R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

43. Instructional TechnologyMapping Software for a High School Science Class

44. Fill out Choice Application Test for ESL eligibility Verify Residence Verify Transcripts And Demographics Enroll New Student Enroll New Student Core District Processes Core District Processes What Choose School Program Verifications Determine Services Sub-Process (cross-functional) How Activity (functional) How Task Schedule Testing Administer Test Score Test Advise Parents Select Services S8 S6 S7 S2 S1 S3 S4 Who Steps (specificallyrelated to an individual) Workflow ESL Tester Enrollment Specialist ESL Scorer Adapted from Chapter 1, Page 33—www.processrenewal.com R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

45. 2. Move your district moretoward“Process Management”

46. Business has moved from Functional Management toward Process Management

47. Education should do the same

48. 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 R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

49. Three OptionsToward Process Management • Functional Management—continue to focus on programs and functions. Keep on doing what you’ve always done... • Matrix Management —process improvement in a functional-process matrix managed system • Process Management —total or almost total process management across the entire organization R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28

50. Option 1: Continue the Typical Functionally Managed System Instruc-tion Food Service Finance-Acctg. Admini-stration Transpor-tation IT R:Educate\Powerpnt\Jacks Slides\CoSN 2 CTO Plano June 27+28