Accreditation 091411


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

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  • 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.
  • Accreditation 091411

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