Your SlideShare is downloading. ×
Accreditation   091411
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Introducing the official SlideShare app

Stunning, full-screen experience for iPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Accreditation 091411

311
views

Published on

Given at the ASBO International Annual Conference 16-19 September 2011

Given at the ASBO International Annual Conference 16-19 September 2011

Published in: Business

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
311
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
4
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • These are the departments that are apart of the pilot implementation for ISO 9001:2008.
  • Management has two primary goals for making this initiative a success.1. Perform management level activities such as: conduct Management Reviews; incorporate recommendations as necessary into the department’s operational workflows; and provide an avenue for continual development process improvements throughout the organization. 2. Make sure employees are using approved processes, procedures, guides, etc. that will provide organizational growth and maturity within the process improvement initiative. Management should also understand that this initiative is to identify and improve processes; not point fingers at employees or retaliate against employees for making recommendations for improvement.
  • Transcript

    • 1. Baltimore County Public Schools
      Focused on Quality, Committed to Excellence
      Implementing a
      Quality Management System (QMS)
      Rick Gay, CPPO, RSBO
      Purchasing Manager
      ASBO International Annual Conference – Seattle, WA
      16-19 September 2011
    • 2. Variables
      September 16-19, 2011
      2
    • 3. Why Credibility?
      Credibility is the thing that makes people
      respect you as an expert. It's the thing that
      gives you an edge because it causes
      people to seek you out for your
      knowledge.
      September 16-19, 2011
      3
    • 4. And with credibility comes…
      authenticity
      believability
      genuineness
      legitimacy
      visibility
      trust
      Plausibility
      reputation, and word of mouth.
      September 16-19, 2011
      4
    • 5. Benefits Of Creating Credibility For Yourself / Your Organization
      Perception of Trust - Credibility creates an implied trust that decreases your need to work as hard to prove yourself. People trust you if you have credibility.
      Knowledge Showcase - Credibility allows you to share useful and/or entertaining information about your area of specialization that draws added attention to you/your organization but is not confused with other media forms.
      Implied Quality - Credibility carries with it an assumption of due diligence. For example, if Oprah recommends a book, do people bother to read other reviews or do they run out and buy the book? Deserved or not, Oprah's opinion carries some of the highest credibility in the world.
      Increased Exposure - Credibility enables you to reach your constituents who fall beyond the reach of your
      traditional marketing efforts.
      Improved Recall & Recognition - Credibility reduces your audience's resistance to your media message.
      Brighter Visibility - The more your credibility increases, the more likely people are to seek you out to suggest joint ventures and other opportunities.
      September 16-19, 2011
      5
    • 6. What is Accreditation and why is it important?
      Accreditation is regarded as one of the key benchmarks for measuring the quality of an organization, and its services.
      Preparing for accreditation will disclose your organizations strengths and weaknesses.
      This process provides information for management to make decisions regarding operations, in order to improve effectiveness and efficiency of the organizations performance.
      Organizational self-examination should result in better planning, implementation and further evaluation of all processes.
      Accreditation standards provide the catalyst for organizational management strategy.
      The on-site survey validates the application of those strategies and determines if your organization is actually performing according to the goals and objectives it has adopted in its system.
      September 16-19, 2011
      6
    • 7. Successful accreditation can reap many benefits for the organization.
      Improved policies
      More effective and efficient operations
      Enhanced team awareness
      Credibility with politicians, businesses, and citizens
      Greater customer trust
      Professional self-respect
      Accreditation allows you to raise your standards of excellence and be a leader in your community.
      Be ahead of the curve when it come to changes in FUTURE state regulations.
      September 16-19, 2011
      7
    • 8. Measuring effectiveness is more difficult and deals with questions such as:
      Is the department working on the right things?
      Is it emulating the behavior of procurement departments that are recognized as being excellent?
      Is there an acknowledged standard of excellence?
      Does its senior staff have the required skills?
      Is there a plan for the function to increase its contribution to the agency’s mission?
      September 16-19, 2011
      8
    • 9. Recognition Builds Credibility
      In 1987, the US Congress created the national quality award, named in honor of the Secretary of Commerce, Malcolm Baldridge.
      The Deming Prize, named in honor of W. Edwards Deming was created by Japan and is awarded to those firms that have achieved distinctive performance improvement through the application of total quality management principles (TQM).
      September 16-19, 2011
      9
    • 10. Seven Time Recipient of the National Purchasing Institute Achievement of Excellence in Procurement Award!
      The Baltimore County Public Schools Office of
      Purchasing has been awarded The National
      Purchasing Institute's Achievement of
      Excellence in Procurement award for the fifth
      year in a row (2005 - 2011). The National
      Purchasing Institute, the public sector affiliate of
      the Institute for Supply Management (ISM),
      exists to promote the achievement of excellence
      in governmental and institutional
      Procurement through education, certification,
      professional development and networking of
      their members and other professionals
      associated with public sector procurement and
      supply management. This prestigious award is
      earned by those organizations that demonstrate
      excellence in innovation, professionalism,
      productivity, e-procurement, and leadership
      attributes of the procurement organization. 
      September 16-19, 2011
      10
    • 11. Achievement of Excellence in Procurement
      The National Purchasing Institute in the U.S. has been leading the way in establishing criteria for excellence in public procurement. In 1995, they established a program designed to recognize organizational excellence. The Achievement of Excellence in Procurement is awarded annually and is earned by organizations that demonstrate excellence by obtaining a high score based on standardized criteria. The criteria are designed to measure innovation, professionalism, productivity, e-procurement and leadership attributes of the procurement organization.The award is sponsored by nine U.S.-based organizations dedicated to public procurement including the National Institute of Governmental Purchasing, National Association of State Procurement Officials and National Association of Educational Buyers.
      September 16-19, 2011
      11
    • 12. Does the organization…
      Publish an electronic “how to do business” document on its website.
      Have a “procurement ethics” policy statement.
      Publish an electronic procurement manual for internal use.
      Maintain a “continuous improvement” program comprised of:
      Formal procurement customer surveys of internal and external customers;
      formal internal customer training and formal vendor training within the past year;
      Performance measures specific to procurement function.
      Have a centralized procurement authority based in law.
      September 16-19, 2011
      12
    • 13. Does the organization…
      Utilize a comprehensive procurement card (pCard) system and a formal
      procurement card program audit or review.
      Use term (annual or requirements) contracts for at least 25 percent of total dollar commodity and services purchases.
      Require professional certification of chief procurement officer and at least 65 percent of professional staff.
      Require university or college education of chief procurement officer and at least 65 percent of the professional staff.
      Have a procurement staff “professional development” program.
      September 16-19, 2011
      13
    • 14. Does the organization…
      Have a professional staff member with a leadership position in a
      purchasing association.
      Participate at national, state or regional conferences or seminars as a
      presenter or panel member on a public procurement topic or author a
      published article on the topic.
      Have a statute or ordinance that allows for best value procurements for the Agency.
      Follow environmental purchasing through a formal policy and publication of performance report on environmental purchasing.
      Lead in a cooperative purchasing contract.
      September 16-19, 2011
      14
    • 15. Does the organization…
      Place the procurement function at a high level in the organizational structure to ensure sufficient authority and independence to foster the goals and objectives of the procurement function. Having the procurement function report to the finance department is not acceptable; procurement must be at least on the same organizational level as finance.
      Have internal procurement automation.
      Utilize electronic commerce (electronic transmission of data with the business community):
      Internet home page with link to purchasing activities;
      online electronic vendor registration;
      posting and distribution of solicitations;
      system email notification of formal solicitation to prospective registered bidders;
      acceptance of online interactive request for quotation (RFQ) process;
      acceptance of formal bids and proposals via the Internet;
      posting of IFB tabulations and award documentation on website;
      electronic purchase order to vendor;
      Internet auction system to dispose of surplus materials.
      September 16-19, 2011
      15
    • 16. Does the organization…
      Have a procurement code, directive or policy to allow the chief
      procurement official to solicit and award competitively bid contracts for goods and non-professional (non A/E) services in an unlimited dollar amount, without agency governing body (e.g. mayor and council, board of supervisors, school board, etc.) approval for specific contract award (source selection). This criterion covers those procurements that have competitive specifications, multiple sources and formal bidding processes.
      September 16-19, 2011
      16
    • 17. BCPS Office of Purchasing Performance Measures
      September 16-19, 2011
      17
    • 18. September 16-19, 2011
      18
      Number of Purchase Orders Processed Each Fiscal YearFY 2000 – FY 2011
    • 19. Bids vs. Bid Protests FY 2002 – FY 2011
      September 16-19, 2011
      19
    • 20. Vendor Bid Protests vs. Vendor Appeals of Agent DecisionFY 2002 – FY 2011
      September 16-19, 2011
      20
    • 21. Dedicated Professionals committed to Excellence yield Qualitative ResultsFY 2001 – FY 2009
      • As of FY 2011 Purchasing has Processed 2,761 bids valued at $2.9 Billion
      • 22. 56 of the Agent’s recommendation for award have been appealed by bidders. These bid protests represent 2.1% of total bids solicited.
      • 23. Of the 56 Appeals, 39 (69.6%) of the Agents’ decisions have been appealed to the Purchasing Manager.
      • 24. Of the 39 appeals to the Purchasing Manager, only 7 (17.9%) appeals of an Agent’s decision has been overturned.
      • 25. Of the 39 Appeals to the Purchasing Manager, as of FY 2011 only 5 (12.8%) of his decisions have been appealed to the CFO and the Executive Director of Physical Facilities.
      • 26. All appeals except one (1) to the CFO and the Executive Director of Physical Facilities of the Purchasing Manager’s decisions have been sustained
      • 27. No award has been appealed to the Board of Education of Baltimore County since 2001
      September 16-19, 2011
      21
    • 28. September 16-19, 2011
      22
      Projected Savings from the Number of Purchase Orders Processed Each Fiscal YearFY 2000 – FY 2010
    • 29. Comparison of PO’s vs. ePO’sProcessed Each Fiscal YearFY 2000 – FY 2010
      September 16-19, 2011
      23
    • 30. Total Number of BCPS Procurement Card Transactions Per YearFY 97 – FY 10
      September 16-19, 2011
      24
    • 31. Total Dollar Amount Spent With BCPS Procurement Cards Per Year FY 97 – FY 11
      September 16-19, 2011
      25
    • 32. September 16-19, 2011
      26
      On-Line Orders Summary ReportTotal Dollar Value of Orders Per YearFY 00 – FY 10
    • 33. September 16-19, 2011
      27
      On-Line Orders Summary ReportNumber of Orders Per YearFY 00 – FY 10
    • 34. September 16-19, 2011
      28
      Cost Reduction Per Transaction
      The average administrative cost of procuring and paying for a good or service via the traditional purchase-order based process is reported by respondents to be about $89, while the average cost associated with their purchasing card transactions is estimated to be about $22 – a net savings attributable to purchasing card use of over $67 per transaction. (Based on the 2005 Palmer Study)
    • 35. Ordering Cycle By MonthFY 2000 – FY 2009
      September 16-19, 2011
      29
    • 36. eProcurement Ordering Cycle By MonthFY 2000 – FY 2009
      September 16-19, 2011
      30
    • 37. Number of Purchase Orders Processed Per YearFY 00 – FY 10
      FY 2000
      FY 2010
      September 16-19, 2011
      31
    • 38. 32
      FY2010 Operating, Grants, Capital, and Food Services Expenditures
      September 16-19, 2011
    • 39. NIGP Outstanding Agency Accreditation Achievement Award
      The Outstanding Agency Accreditation Achievement
      Award recognizes those agencies that lead the public
      procurement profession. Accreditation certification is
      valid for three years.
      September 16-19, 2011
      33
    • 40. NIGP Outstanding Agency AccreditationAchievement Award
      The Baltimore County Public Schools
      Office of Purchasing is a recipient of
      The “Outstanding Agency
      Accreditation Achievement Award”
      from the National Institute of
      Governmental Purchasing (NIGP),
      which recognizes our Purchasing Office
      as a leader in the public procurement
      profession.
      September 16-19, 2011
      34
    • 41. Outstanding Agency Accreditation in Achievement Award
      Similar to individual certification, NIGP Agency Accreditation reflects an entity's achievement of professional competency and earns the immediate respect of all who interact with the procurement department.
      Agencies achieving OA4 Award have a long-term impact on agency credibility, recognition and improved bond ratings.
      The OA4 recognizes agencies that lead the public procurement profession through the implementation of best practices.
      The accreditation demonstrates excellence in procurement through the accomplishment of rigorous standards and best practices.
      The program is founded on a self-evaluation process using the NIGP Agency Accreditation Criteria Form, which requires substantial documentation to demonstrate best practices used by the entity.
      Agencies meeting the minimum requirements are OA4-accredited for three years.
      September 16-19, 2011
      35
    • 42. Pareto Award
      The Pareto award was named after the founder of the 80/20 rule, and is
      the most prestigious and highest award of agency achievement in our
      profession.  Pareto may be earned only by agencies that have achieved
      OA4 accreditation and successfully completed a prescribed peer review
      process.  The Pareto Award is not easily earned due to the rigors inherent
      to the review process.  It is the intent of the Pareto Award to honor and
      recognize those public procurement operations that really are “best in
      class”.
      September 16-19, 2011
      36
    • 43. Vilfredo Federico Damaso Pareto (15 July 1848 – 19 August 1923)
      Pareto, was an Italian engineer, sociologist,
      economist, and philosopher. He made several
      important contributions to economics,
      particularly in the study of income distribution
      and in the analysis of individuals' choices. His
      life’s work holds a direct relationship with
      public procurement professionals of today.
      He derived many economic theorems used
      today, including the 80/20 rule - the law of the
      trivial many and the critical few. He was the
      first to discover that income follows a certain
      distribution.
      The Pareto principal was named after him and
      built on His observations that 80% of the land
      in Italy was owned by 20% of the population.
      He also introduced the concept of Pareto
      efficiency and helped develop the field of
      microeconomics.
      September 16-19, 2011
      37
    • 44. The Malcolm Baldridge National Quality Award
      The Malcolm Baldridge National Quality Award is an annual award used to recognize companies for business excellence and quality achievement. "The Award promotes awareness of quality as a vital competitive element; understanding of quality: and excellence requirements, and sharing of quality strategies and benefits from their implementation"
      The Baldridge Award has become the U.S. standard of excellence for total quality management. Baldridge winners deliver goods and services that are competitive with the best in the world. They attain this status by successfully applying TOM principles to every aspect of their business.
      September 16-19, 2011
      38
    • 45. The following essentials for total quality are embodied in the Baldridge criteria:
      Customers define quality.
      Senior corporate leadership must create clear quality values and build them into company operations.
      Excellent quality evolves from well-designed and well-executed systems and processes.
      Continuous improvement must be integrated into the management of all systems and processes.
      Companies must develop goals and strategic and operational plans to achieve quality leadership.
      Shortened response time for all operations and processes must be part of quality improvement efforts.
      Operations and decisions of the company must be based on facts.
      All Employees must be appropriately trained, developed, and involved in quality improvement activities.
      Design quality and error prevention must be key elements of quality systems.
      Companies must communicate quality requirements to suppliers and work to elevate their performance.
      September 16-19, 2011
      39
    • 46. ISO 9001/2008
      ISO 9001 is, a generic standard, applicable to any industry and to any type of organization—whether the organization is a business, nonprofit or government agency.
      ISO 9001 is based on a systematic, process-driven approach and strives to control and improve results in all types of organizations.
      ISO 9001 doesn’t ensure product quality. However, it does provide a systematic quality management framework, and it is grounded in eight principles that are common to effective quality approaches:
      Customer focus.
      Leadership.
      Involvement of people.
      Process approach.
      System approach to management.
      Continual improvement.
      Factual approach to decision making.
      Mutually beneficial supplier relationships.
      September 16-19, 2011
      40
    • 47. ISO 9001 benefits
      Many perceived ISO 9001 failures can be attributed to organizations that adopt the standard with a focus on marketability rather than on achieving quality, and to poor implementation of the resulting quality systems.
      The keys to successful ISO 9001 execution are strategies that are common to other effective quality approaches.
      The foremost requirement is strong and sustained leadership commitment.
      Any organization achieving certification will need to make continuous quality investments in employee training, process review and refinement, and in frequent and meaningful customer evaluation and feedback.
      It’s essential to engage workers at every level, with more than pro forma ISO 9001 training.
      September 16-19, 2011
      41
    • 48. ISO 9001 benefits
      Companies that make effective use of ISO often cite improved quality in deliverables, reduced cost of production and shorter cycle times thanks to improved processes and higher efficiency.
      The benefits are similar whether the organization is focused on products or services.
      For service providers, this means improved employee morale, greater productivity and increased quality of service.
      September 16-19, 2011
      42
    • 49. ISO Model Chosen for BCPS Quality Management System Implementation
      International Organization for Standardization
      ISO 9001:2008 Standards
      most widely accepted and implemented
      quality standard in the world. Implemented by over a million organizations in almost 200 countries.
      organizational certifications provided by independent, outside auditing organizations (Registrars)
      defines generic requirements for a QMS to manage and control processes (activities)
      September 16-19, 2011
      43
    • 50. Quality Management System Scope
      Quality Management means an organization:
      a) demonstrates its ability to consistently provide products or services that meet customer and applicable regulatory requirements, and
      b) aims to enhance customer satisfaction through the effective application of the QMS and continual improvement of the system.
      September 16-19, 2011
      44
    • 51. Customer Focus: Who Is Our “Customer”?
      Clause 5.2 Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction.
      • Can be an internal or external customer
      • 52. Can be used to address concerns of other system stakeholders
      In BCPS, the focus of all central office work is on providing
      services to support the principals as the customer.
      Using the BCPS superintendent’s Service Model approach
      September 16-19, 2011
      45
    • 53. What Is Our “Product”?
      The central office products and services provided to principals to support them in meeting the district’s mission and their customer requirements.
      Current BCPS QMS scope limited to services in:
      Curriculum and Instruction Development/Assessment
      Purchasing
      Technology Development, Implementation & Support
      Human Resources – School-based Employee Recruitment, Hiring, Appraisals, Discipline, and Position Allocations
      September 16-19, 2011
      46
    • 54. BCPS Service Model
      September 16-19, 2011
      47
    • 55. Eight (8) Quality Management Principles:
      A customer focused organization
      Organizations depend on their customers and therefore should understand current and future customer needs, meet customer requirements, and strive to exceed customer expectations.
      Leadership
      Leaders establish unity of purpose and set the direction of the organization. They should create and maintain an environment in which employees can become fully involved in achieving the organization's objectives.
      Involvement of people
      Employees at all levels are the essence of an organization and their full involvement enables their abilities to be used for the organization’s benefit.
      A process based approach
      A desired result is achieved more efficiently and effectively when resources and activities are managed as a process.
      System approach to management
      Identifying, understanding, and managing a system of interrelated processes for a given objective yields maximum value for the organization.
      Continual improvement
      Continual improvement should be a permanent objective of the organization.
      A factual approach to decision making
      Effective decisions are based on the logical analysis of data and information.
      Mutually beneficial supplier relationships
      An organization and its suppliers are interdependent and a mutually beneficial relationship enhances the ability of both to create value.
      September 16-19, 2011
      48
    • 56. Overall Requirements for the System
      Establish a quality management system: develop it, implement it, and improve it
      Document the quality management system:
      Have a quality manual – the system framework
      Create documents including a quality policy, core processes, objectives, procedures, and records
      Control documents - Ensure that right documents are being used at the right time by the right people.
      Create and maintain records of the system - Identify records and keep them as evidence of performance and conformity with standards.
      September 16-19, 2011
      49
    • 57. Upper Management Commitment
      Demonstrate commitment to the quality management system
      Communicate the importance of quality
      Establish measurable target objectives for your products/services.
      Plan and do reviews of the system.
      Satisfy your customers and meet their needs and requirements.
      Make available adequate resources.
      September 16-19, 2011
      50
    • 58. Responsibility, Authority, and Communication
      Identify who has what responsibility and authority.
      Make sure everyone knows their duties and roles.
      Appoint a manager as focal point for the quality system.
      Have effective means of communicating internally and keep everyone informed of system effectiveness.
      September 16-19, 2011
      51
    • 59. Resource Management
      Identify and provide the resources needed to implement, maintain, and improve the system, and enhance customer satisfaction.
      Decide what competencies are required for personnel and ensure everyone working in the system is competent.
      Train and evaluate personnel and recognize their contributions.
      Provide adequate facilities, equipment, and support services for product/service conformity.
      September 16-19, 2011
      52
    • 60. Requirements for Products or Services
      Plan and develop processes for product/service realization.
      Define customer, regulatory, and system requirements.
      Talk to customers about products/services and complaints.
      Special requirements for the “design and development” of products for customers.
      Control any purchasing of goods, materials or services that affects product/service conformity; 'purchasing' includes outsourcing and subcontracting.
      September 16-19, 2011
      53
    • 61. Measurement, Analysis, and Improvement
      Plan, measure, analyze, evaluate, and improve processes.
      Ask customers what they think about your products/services.
      See if processes are achieving planned results.
      Collect and analyze data to demonstrate effectiveness and identify opportunities for improvements.
      September 16-19, 2011
      54
    • 62. Continual Improvement
      Improve your system!
      Have a systematic approach to fixing nonconformity and stop it from recurring.
      Have a systematic approach to prevent potential nonconformity from happening.
      Implement and maintain documented procedures required by the standards.
      September 16-19, 2011
      55
    • 63. Continuous Process Improvement
      Performance advantage through improved organizational capabilities
      Alignment of improvement activities at all levels to the Department of Fiscal Services (Fiscal Services) strategic planning
      Flexibility to react quickly to opportunities
      Identification of non-conformities with the quality system, product, or services delivered to Fiscal Services customers
      Handling customer complaints
      Identification of “root cause”, actions taken to prevent re-occurrences; record results for corrective and preventative actions
      Implementing the action and following up to determine effectiveness of the action
      56
      September 16-19, 2011
    • 64. Corrective and Preventative Action Processes
      Processes for employees to provide input into how Purchasing can improve our level of service to our customers
      • Any BCPS employee can submit a Corrective Action Request (CAR) form or a Preventative Action Request (PAR) form to identify existing or potential problems
      57
      September 16-19, 2011
    • 65. Corrective and Preventative Action Processes (Cont.)
      A Corrective Action Request (CAR)Form is used to facilitate employee reporting of existing problems
      The Corrective Action Request (CAR) Form should not used as a personal grievance mechanism
      A Preventive Action Request (PAR) Form is used to recommend preventing a non-conformity from happening again
      • Reference: Corrective Action Form
      • 66. Reference: Preventative Action Form
      58
      September 16-19, 2011
    • 67. Continuous Process Improvement
      Performance advantage through improved organizational capabilities
      Alignment of improvement activities at all levels to Purchasing strategic intent
      Flexibility to react quickly to opportunities
      Identification of non-conformities within the quality system, product, or services delivered to Purchasing customers
      59
      September 16-19, 2011
    • 68. Continuous Process Improvement (Cont.)
      Handling customer complaints
      Identification of “root cause”, actions taken to prevent re-occurrences; record results for Corrective and Preventative actions
      Implementing the action and following up to determine effectiveness of the action
      60
      September 16-19, 2011
    • 69. Support & Improvement Procedures
      Document Control Process
      Record Control Process
      Control of Nonconforming Products Process
      QMS Audit Process
      Corrective Action Process
      Preventive Action Process
      September 16-19, 2011
      61
    • 70. 62
      Level 1:
      Quality Manual
      Level 2:
      Process Documents
      Level 3:
      Manuals, Handbooks, Guides, Procedures, Protocols, Work Instructions, etc.
      Level 4:
      Forms and Templates
      Level 5:
      Records
      (Completed Forms, Reports, Minutes, etc.)
      Records Management and
      Control Process
      • What are process records?
      • 71. Records are maintained to provide evidence that required quality activities are performed as identified in the Quality Manual and/or Level 2 Process Documents
      • 72. It is the responsibility of each process owner to ensure that the required quality records are created and maintained in accordance with a specific methodology
      • 73. Records are required to be legible, readily identifiable, and appropriately retrievable
      September 16-19, 2011
    • 74. Support & Improvement Procedures – QMS Internal Audits
      QMS Audit Process (Internal)
      Are you doing what you say you are doing?
      Trained QMS auditors from existing personnel
      Performed on a scheduled basis throughout the year
      Department/process audits
      QMS System audits
      Evidence of compliance with ISO Standard requirements, your own QMS requirements, customer requirements…
      Process specific questions – written procedure, where, how, records, customer requirements/feedback…
      September 16-19, 2011
      63
    • 75. Support & Improvement Processes – QMS Registration Audits
      External QMS Audits (by a contracted, certifying company)
      Registration/certification Audit – to verify that the organization has a quality management system in place that conforms with the stated requirements of ISO 9001:2008.
      Audit goal is to document with objective evidence the system's effectiveness and tell you what’s wrong with the system, but not to recommend solutions to problems.
      Identified nonconformities simply must be fixed.
      Surveillance Audits (twice/year) – only on selected parts of the QMS.
      Re-registration Audit – every three years.
      Provides motivation to meet and maintain ISO standards!
      September 16-19, 2011
      64
    • 76. Support & Improvement Processes - Corrective and Preventive Action
      Processes for employees to provide input on
      how the level of services can be improved.
      The Quality Management System (QMS) helps address obstacles to quality performance by focusing attention on them. Inefficiency and ineffectiveness of central office department services are confronted and solutions are implemented. Any employee can help with this process by submitting a Corrective Action Request (CAR) form or a Preventive Action Request (PAR) form to identify existing or potential problems.
       
      September 16-19, 2011
      65
    • 77. Internal and External Process Audits
      What is process auditing?
      What are the two types of process audits?
      • Internal – BCPS trained staff performing internal audits
      • 78. External – Non-BCPS staff performing certification audits
      What is your input into a process audit?
      Why is process auditing so important to the Fiscal Services?
      • Provide system-wide proof that we are doing what we say we are doing; compliance and achievement of certification
      • 79. Provide compliance and achievement of the Standard for certification
      66
      September 16-19, 2011
    • 80. What Is An Internal ISO Audit
      Performed by BCPS staff that have been specifically trained – called internal auditors
      Continuous effort that is performed throughout the year on a schedule
      Questionnaire based assessment that asks managers and staff about their operational and ISO process documentation
      Seeks to find areas of improvement within an approved process, procedure, or detailed work instruction only
      67
      September 16-19, 2011
    • 81. What Should You Know For A Process Audit?
      When approached be able to discuss:
      • BCPS Quality Policy (Blueprint for Progress)
      • 82. BCPS Quality Manual and Quality Management System
      • 83. Purchasing One Process Documents
      • 84. You, as an employee will contribute to making the Purchasing process “true” via discussing how you use these processes and by showing supporting documentation
      • 85. You may re-direct the auditor to your manager if there are questions asked that you aren’t sure how to answer
      68
      September 16-19, 2011
    • 86. What Should You Know For A Process Audit? (Cont.)
      Able to discuss your awareness and use of the following:
      • Document Control Process
      • 87. Records Control Process
      • 88. Control of Non-Conforming Products Process
      • 89. Corrective and Preventative Action Processes
      • 90. Management Review Process
      69
      September 16-19, 2011
    • 91. ISO 9001 in a Nutshell
      Say what you do
      Do what you say
      Monitor and Measure
      Prove it by providing evidence consistent with the standards
      September 16-19, 2011
      70
    • 92. QMS Standards and their Benefits
      ISO 9001:2008 Registration demands the active commitment and participation of all managers and employees.
      Staff must be able to explain all of the activities, actions, and approval requirements specific to their respective QMS process responsibilities and must be able to provide evidence (documents and/or records) that their duties in the process have been effectively implemented and are being performed consistent with quality standards.
      Successful registration will not only allow the organization to gain national and international recognition for developing a quality system but the ongoing external audit process will also ensure the continuing commitment and discipline needed to improve the system’s effectiveness in the future.
      September 16-19, 2011
      71
    • 93. Fiscal Services ISO 9001:2008Primary Objective
      Objectives for the Department of Fiscal Services (Fiscal Services)
      • Enhance Purchasing customer satisfaction by assuring conformity to customer requirements through the application of a Quality Management System (QMS) that:
      • 94. Conform with ISO standards
      • 95. Is based on a process approach
      • 96. Is focused on continual improvement
      • 97. Provides awareness for identified, documented, and implemented processes, procedures, and work instructions
      72
      September 16-19, 2011
    • 98. 73
      Customer Focus: Who Is Our “Customer”?
      The focus of all central office work is on providing services to support the principals as the customer.
      • Identified using the Customer Service Model approach
      Hiring
      Professional
      Development
      Fiscal Services
      Department of Technology
      Curriculum Development
      73
      September 16-19, 2011
    • 99. Quality Management System Structure
      Level 1:Quality Manual
      (What will be done)
      Level 2:Process Documents
      (How it happens)
      Level 3: Plans, Procedures, Work Instructions
      (How to do it)
      Level 4: Forms and Templates
      (How to do it)
      Level 5: Records, Completed Forms, Reports
      (What was done)
      74
      September 16-19, 2011
    • 100. 75
      BCPS Quality Policy
      “The Blueprint for Progress establishes clear standards and expectations for the delivery of quality instruction and support services, individual commitment and accountability, and continuous improvement for the Baltimore County Public Schools.” http://www.bcps.org/system/
      In essence, the Blueprint for Progress document sets the quality standards for BCPS.  Management’s reference to the Blueprint for Progress in its quality policy communicates the significance of that document in leading BCPS toward improvement of its performance. 
       
      September 16-19, 2011
    • 101. Fiscal Services Management Responsibility
      • Motivate, communicate, and obtain commitment from staff to meet goals and objectives
      • 102. Participate in process audit reviews
      • 103. Understands, plans, and corrects audit findings
      • 104. Reviews and understands effectiveness of process management via the use of optimized processes
      • 105. Audits are tools used to identify areas within your processes or procedures that need refinement
      • 106. Conveys to team that process audits do not reflect negatively on employees
      • 107. Provide guidance on QMS policies and procedures
      • 108. Accept team recommendations to improve processes
      76
      September 16-19, 2011
    • 109. Fiscal Services Employee Responsibility
      Understand and be able to communicate your job duties
      Make recommendations for improvement to your manager
      Document your work
      Adhere to documented and approved processes and procedures
      Encourage your teammates to follow the approved processes and procedures
      77
      September 16-19, 2011
    • 110. ISO Implementation Within BCPS
      78
      78
      September 16-19, 2011
    • 111. Procurement of Goods and Services Process
      School/office identifies need for good or service utilizing the appropriate method of procurement
      School/office purchases items using a procurement card
      • Purchaser reconciles purchases through Pro-Cure
      • 112. Purchaser reconciles purchases through catalog system
      • 113. Prepare purchase order from requisition order
      • 114. Approve and release purchase order
      • 115. Send purchase order and contract, as appropriate, to vendor
      79
      September 16-19, 2011
    • 116. Procurement of Goods and Services Process (Cont.)
      Schools/offices verify receipt of goods and services
      Schools/offices provide feedback on vendor performance to Fiscal Services
      Notify vendor of performance issues and remove vendor as necessary
      Apply core business processes as applicable
      Define and support improvement processes
      80
      September 16-19, 2011
    • 117. Procurement of Goods and Services Process
      Schools/offices orders/purchases using a requisition order
      Requisition order up to $24, 999
      • School/office attaches 1 to 3 quotes (where appropriate)
      • 118. Prepare purchase order from requisition order
      • 119. Approve and release purchase order
      Apply core business processes
      Define and support process improvements
      81
      September 16-19, 2011
    • 120. Procurement of Goods and Services Process (Cont.)
      Requisition order $25,000 or more
      Publish/advertise solicitations and evaluate contracts available from other government agencies
      Evaluate potential vendors (with committees as appropriate)
      Evaluate MBE/SBE participation
      82
      September 16-19, 2011
    • 121. Procurement of Goods and Services Process (Cont.)
      Board approval of contract
      Prepare purchase order from requisition order
      Approve and release purchase order
      Send purchase order and contract, as appropriate, to vendor
      Schools/offices verify receipt of goods and services
      83
      September 16-19, 2011
    • 122. Procurement of Goods and Services Process: (Cont.)
      • Send purchase order and contract, as appropriate, to vendor
      • 123. Schools/offices verify receipt of goods and services
      • 124. Schools/offices provide feedback on vendor performance to Fiscal Services
      • 125. Notify vendor of performance issues and remove vendor as necessary
      • 126. Apply core business processes
      • 127. Define and support process improvements
      • 128. Procurement process leads to an efficient payment process
      84
      September 16-19, 2011
    • 129. ISO – A Simplified View
      • Say what you do…
      by documenting our system
      • Do what you say…
      by following our system
      • Prove it…
      by producing documented evidence
      85
      September 16-19, 2011