the outstanding organization: the power of discipline

The Outstanding Organization:The Power of Discipline

Presenter: Karen Martin

WebinarMay 3, 2012

Founder, Karen Martin & Associates, LLC (1993)

Lead Lean transformations in the service sector and office areas within manufacturing

Teaches at University of California, San Diego’s Lean Enterprise program

Email: karen@ksmartin.com

Twitter: @karenmartinopex

Facebook: www.facebook.com/karenmartinassoc

Karen Martin, Principal

July 2012

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We need to improve

how we improve.

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Mindsets & Behaviors

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Lack of ClarityLack of Focus

Lack of DisciplineLack of Engagement

The Outstanding Organization

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Business Results

CHOS

Prob

lem Solving

Continuo

us 

Improvem

ent

Resilience

Core Capabilities

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Greatness results from

disciplined people engaged in

disciplined thinking that leads to

disciplined action.

— Jim Collins, Good to Great

Rafael Nadalsuccessfully returned the shot to Andy Roddick.

Mastery Requires Deliberate Practice

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How much deliberate practice?

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10,000 hours(10 Years)

Relevant Resources1. K. Anders Ericsson et. al, “The Making of an Expert,”

Harvard Business Review, July 2007.2. Daniel Coyle, The Talent Code, Bantam Books, 2009.3. Geoff Colvin, Talent is Overrated, Portfolio Press, 2008.4. Charles Duhigg, The Power of Habit, Random House, 2012.

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“Effectiveness is a habit.”

— Peter Drucker

Practice vs. Performance

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Athletes Businesses

TrainPerform

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Train90%

Train1%

Perform 99%

Perform 10%

Jim Loehr & Tony Schwartz, The Power of Full Engagement

Two Key Areas for Development

• Problem-Solving– Mechanics– Coaching Expertise

• Process Management– Process Owner– Key Performance Indicators– Continuous Improvement

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Problem: A gap between where youare and where you need to be.

Opportunity: A gap between whereyou are and where you’d like to be.

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Develophypothesis

Conduct experiment

Measure results

RefineStandardize Stabilize

© 2012 Karen Martin & Associates, LLC

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Detailed Steps

  1.  Define and break down the problem.

  2.  Grasp the current condition.

  3.  Set a target condition.

  4.  Conduct root cause & gap analysis.

  5.  Identify potential countermeasures.

  6.  Develop & test countermeasure(s)

  7.  Refine and finalize countermeasure(s).

  8.  Implement countermeasure(s).

StudyEvaluate Results

  9.  Measure process performance.

10. Refine, standardize, & stabilize the process.

11. Monitor process performance.

12.  Reflect & share learning.

Adjust

Do

Clarifying the PDSA Cycle

PlanDevelop 

Hypothesis

Conduct Experiment

Refine Standardize Stabilize

Phase

Continuous Improvement

© 2012 Karen Martin & Associates, LLC

True Continuous Improvement

18© 2012 Karen Martin & Associates, LLC

Developing PDSA Capabilities

• A3 Management

• Kaizen Events

• Daily Kaizen (Improvement & Coaching Kata)

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The Role of the Improvement Coach

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Learning Stages

21© 2012 Karen Martin & Associates, LLC

How much deliberate practice?

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10,000 hours(10 Years)

Remember This?

Types of Coaching

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REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT

© 2012 Karen Martin & Associates, LLC

Improvement‐Oriented Socratic Questions• Clarification

– What problem are you trying to solve?– Why is that a problem?– What is this data telling you?

• Simplification– How could you visually depict that data?– What’s the most relevant finding?– What specific conditions would be best 

for testing your hypothesis?

• Rationale/evidence– What data supports that conclusion?– How could you collect the data you need 

to prove or disprove your hypothesis?– What is the primary root cause for that 

problem?

• Viewpoints & perspectives– What about the current condition is not 

ideal?– Which countermeasures have you 

rejected and why?– Is there another way to look at these 

results?

• Implications & consequences– If you do that, what might happen?– If “that” happens, then what?

• Procedure– What’s your next step?– How is the new way of operating being 

documented?– How do you plan on training the affected 

workers on this new process?– How will the process be monitored?– Where else can this learning be applied 

in the organization?24

© 2012 Karen Martin & Associates, LLC

Process Design, Management

and Improvement

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Process Needs• Clearly documented (and CURRENT).

– Input(s), task itself, output(s)– Sequencing, handoffs, performance expectations for

each step (time & quality).– Standardized, error-proofed and waste-free.

• 3-5 defined KPIs (key performance indicators).

• Designated process owner.• Continuously improved.

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The Next Frontier…

27The Middle Manager

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We need to shift our focus from

managing peopleto managing processes.

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Release Date: July 8, 2012 (McGraw‐Hill)

Available for Preorder: www.bit.ly/km‐too

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Karen Martin, Principal7770 Regents Road #635

San Diego, CA 92122858.677.6799

ksm@ksmartin.comTwitter: @karenmartinopex

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