organizational development: finding focus
DESCRIPTION
"Organizational Development: Finding Focus" was presented at the 2012 residency of the International University for Graduate Studies: www.iugrad.edu.kn Lean Six Sigma strategies are outlined for implementing process improvements.TRANSCRIPT
改 善 © Daniel Jordan, PhD, ABPP, [email protected]
ORGANIZATIONAL
DEVELOPMENT Finding Focus: Health Care Case Study
International University
for Graduate Studies
July 2012
www.iugrad.edu.kn
Daniel
Jordan,
PhD, ABPP
© Daniel Jordan, PhD, ABPP, [email protected]
改 善 © Daniel Jordan, PhD, ABPP, [email protected]
What’s your job? (or if you’re a student, what are you studying
for. If you’re unemployed, what would you like your job to be?
These questions apply to self -employed too. If you’re retired,
forget about it and go to the beach.)
What does your role add to the mission?
What percentage of your time would you estimate is spent
actually working toward your mission, what percentage is
spent doing “bureaucratic” work, fill ing out forms, meetings,
writing documentation, pushing paper, and other stuff that
really does not add direct value to the mission?
Do you see things that could be improved, wasted time and
energy, that could be made more efficient and effective?
Shout out some answers.
QUESTIONS: TAKE 5 MINUTES
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,,
改 善 © Daniel Jordan, PhD, ABPP, [email protected]
What is it?
Innovation
Improve existing processes, eliminate wasted effort,
improve quality
Develop new products, services or procedures that really
work
Operations
Assumes innovation is more than inspiration, it has basic
operating principles too
Tools
A set of methods to improve focus, processes and
outcomes
DEVELOPING A
PERFORMANCE MANAGEMENT SYSTEM
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WE NEED THE RIGHT TOOLS . . .
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. . . AND LEARN HOW TO USE THEM
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. . . OR WE WIND UP LIKE THIS. . .
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EVEN THEN, WHEN WE START LEARNING
We wind up like this . . .
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. . . INSTEAD OF THIS
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TO GET THERE, WE NEED
COMMITMENT
It’s good to believe in
ourselves, but One man
bands don’t get very far
We have to learn team skills
We have to think and work as
teams
We have to trust and rely on
each other
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TO GET THERE, WE NEED
PRACTICE
And more
practice and
experience
And practice and
experience
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Question: What’s the major waste in
this image?
Answer:
Transportation
Solution: Rethink
the technology
POP QUIZ
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Lean Focus Reduce Non-Value
Added Time Result:
LARGE time savings Improved outcomes
LEAN PROCESS IMPROVEMENT: ELIMINATE WASTE & IMPROVE EFFICIENCY
= Value
Added Time
= Non-Value-Added
Time (WASTE)
WORK TIME Start Finish
Concept: Value-Added Time is only a small percentage of Total Work.
Focus on the large amounts of often unseen waste.
Check Begin Process
Review/Approve Re-work
Transport Work Work
Transport
Wait
Transport
Work
Wait
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Myth: Management’s job to make sure
everyone is doing what they’re supposed to
do. If they are not, they need to be disciplined
and made to conform.
Myth: If someone is not working out,
something is wrong with them. They need
either to shape up or leave.
ORGANIZATIONAL MYTHS & REALITIES
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Reality: The best way to facilitate
development is to help staff members become
informed, educated and empowered to
improve their own work setting and their own
performance.
Reality: Most opportunities for improving
performance lie with
The manager’s theories of change
The system of work (procedures and processes)
ORGANIZATIONAL MYTHS & REALITIES
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THREE COMPONENTS OF
PERFORMANCE IMPROVEMENT
Focus:
Bottlenecks and roadblocks eliminated
Speed/Efficiency:
No waste in processes or steps
Quality/Effectiveness:
No outputs/results errors or variation from
standards or requirements
Theory of Constraints
Lean
Six Sigma
Goal: Do more with less wasted time (Lean)
Do it better (Six Sigma)
Of what we’re here to do (Theory of Constraints)
Method: Empower people to make the change
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Innovation
Improve existing processes
New products, services or procedures that really work
Operations not People
Innovation has basic operating principles
Assumes that employee and program performance is
largely a function of the conditions in which work is
performed
Empowerment: Change agents are the people
involved in the process itself.
WHAT IS LEAN SIX SIGMA ABOUT?
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What problems does the agency face?
Who has the problems?
What do the problems seem to be? What are resources are available to address the problems?
When do the problems occur? All the time? Under certain circumstances? At certain points in a flow?
Where does the problem occur? Which locations, why some more than others?
Why does the problem occur? (The “5 Whys” was W. Edwards Deming's advice to those seeking to understand the root cause of a problem.)
How does the problem occur? What actually happens? Map out the events or processes.
Where is the leverage to solve these problems? Pick your points of focus carefully.
SETTING PRIORITIES
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Improved ROI
Greater public accountability
Reduced duplication and repetition of
efforts
Increased understanding of
accomplishments and priorities
Increased cooperation and teamwork
Increased quality, not just quantity
Improved problem-solving practices
RESULTS
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Customer Value Stream
(“Voice of the Customer”)
Business Value Stream
(Voice of the Business”)
Stakeholder Value Stream (and others)
The Customer’s Value Comes First!
WANTS, NEEDS, DESIRES =
VALUE STREAMS
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High proportion of mental health client charts
have as the closing note “client is resitant to
treatment.”
Mother brings child to clinic for childhood IZs.
Teen girl comes to clinic for birth control.
Discuss: Do you have some other examples of
systems gone awry?
CUSTOMER – “BUSINESS” CONFLICTS
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WE MUST LEARN TO FOCUS TO SEE WHAT
IS GOING ON AROUND US
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Help customer voice what they really want:
Refine and expand their vision.
Make sure you are really listening, match what
you hear to what they say.
Retool procedures, eliminate activities that
are not needed, and maybe move to new
technologies.
In short: The first step in a change effort is to
do a really great consult and assessment.
MORAL OF THE STORY
Focus
Comes
First
LEAN 6
SIGMA:
FOCUS,
SPEED,
QUALITY Six Sigma
Lean Speed
Quality
Theory of Constraints
Focus
Performance Improvement
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Lean All effort is
“Value-Added”
“War on Waste”
THEORY OF CONSTRAINTS
& LEAN 6 SIGMA
Six Sigma No defects, variation, “do -
overs”
Operational vision,
common focus
Methods and tools
Feedback driven
Optimize performance
Constraints:
Macro, Meso, Micro Focus the analysis
Address factors that
limit moving forward or
achieving goals
A Six Sigma process
with its own subroutine
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“Nearly 100% of innovation is
inspired not by “market analysis”
but by people who are supremely
[ticked] off at the way things are.”
Tom Peters
THEORY OF
CONSTRAINTS:
DEFINING
VALUE
Micro
Meso
Macro
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CONSTRAINTS:
MICRO, MESO, MACRO
Identify* Scope Match: Develop a charter (plan)
that matches the problem and its boundaries and
hits the leverage points.
Exploit: Look for new opportunities, weaknesses
Subordinate: transform weaknesses into strengths,
look for “Rule Creep” as well as “Practice Creep”
Elevate: Focus on leverage and strengths
Repeat (as needed, new
constraints may pop up)
Constraints are not just
eliminated, but as often,
controlled and manipulated *Eliyahu M. Goldratt
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ELEVATE OPPORTUNITIES AND
CONSTRAINTS TO DEFINE CUSTOMER VALUE
Get to the root: Who is the customer(s)? What do they want? Getting this right may be the biggest constraint. If you don’t get this right, all the rest of what you do transforms into waste.
Distinguish:
Client/Customers
Users
Bystanders (might be impacted
and have concerns)
Stakeholders
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Customer Foxholes : What the customer didn’t
discuss or didn’t have the insight to see themselves.
Our Foxholes (perception limits, biases, assumptions)
going in. Identify them, think about them, work on
them. We may also delimit ourselves in what we
think we can do or deliver.
Negative Synergy : What the customer says, what we
hear, what we think we can do, can put the process
into a self-limiting trap.
VISION CONSTRAINT: FOXHOLE EFFECTS
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Four Factor Model
OPPORTUNITIES
AND CONSTRAINTS:
BUILDING
YOUR CHANGE
TEAM
Policies, Rules,
Regulations
Tools and Technologies
Processes & Practices
People: Skills,
Perceptions, Positions, Desires,
Goals
Four Factor Model
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TO CREATE CHANGE TEAMS
START WITH THE PEOPLE
Do not choose team members because of their
positions, rank, seniority,
Choose them for their:
Desires, goals, skills, talent, stick-to-itivness, passion
for greatness, teaming, motivation, creativity, critical
thinking, experience, follow-through . . . .
In fact, do not mention job titles, official
positions, they are irrelevant.
Do the people individually and collectively have
the “wanna”to make change?
改 善
"If you want
to build a
ship, don't
drum up the
people to
gather wood,
divide the
work, and
give orders.
Instead,
teach them to
yearn for the
vast and
endless sea."
Antoine de
Saint-
Exupéry,
“The Little
Prince”
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Blind Spots
Mindsets
Assumptions
Habits
Norms
History
Products/Services
Processes
Perceptions
Operations
Resistance
INVISIBLE CULTURE TRUMPS TOOLS
Must address
Tools and Culture
to avoid unintended
consequences &
less than desirable
long-term success with
Process Management
Focus, Process, Goals, Results,
Needs, Wants, etc.
Improvement Tools
Invisible Culture: Hard to Measure & Change
Treatment Therapy
Consultation
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Borrowing from human service delivery model
Understand the culture of the customer
History of their development
How they do things
Who’s really in charge, degree of horizontal vs
vertical organization, etc.
Outside mandates: Laws, rules, customs
Current technology, flexibility in technology
CULTURAL COMPETENCE:
PERSONAL AND ORGANIZATIONAL
Micro Constraints:
Personal
Readiness
MANAGING
PERSONAL,
ROLES,
POSITIONS
Micro
Meso
Macro
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FIRST STEP: ASSESS
PERSONAL READINESS FOR CHANGE
Denial vs Responsi-bility and Reality
•Precontem-plation: “What problem?” “What responsibility?”
Minimization vs Recognition
•Contemplation: “Problem exists, I can’t do anything about it”
Justification vs Acknowledge-ment
•Move to “Preparation”: Identify issues, options, strategies
Blame vs Affirmation, Solidarity & Critique* •Active Change Agent: Recognizes “connection” with others, engages the process, acts on tactics from the array of options
Stasis vs Ongoing & Progressive Action •Maintenance: Continues to improve, begins to collaborate, expands s to broader areas
(Or not . . . )
Meso Constraints:
Group Readiness
MANAGING
AGREEMENT
AND
CONFLICT
Micro
Meso
Macro
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ASSESSING MESO-CONSTRAINTS
© Daniel Jordan, PhD, ABPP, [email protected]
GROUPTHINK None of Us is as Dumb as all of Us Together
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May seem counter-intuitive.
Agreement can be a bigger risk than conflict.
Be careful to listen for what the customer is really
saying.
Avoid “Trips to Abilene.”
Always ask, “Have we just engaged in Groupthink?”
before settling on agreements.
Do not push for early agreement, do not stifle
dissent, manage it. “Tell me more . . .”
Clarify what you are agreeing to and how it fits into
your larger mission or goals. Does the agreement
have a “niche” in the larger picture?
GROUPTHINK:
MANAGE AGREEMENT, NOT JUST CONFLICT
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Establish clear Voice of Customer (stakeholders, bystanders, etc.), Voice of Analysis, Voice of Process. Ask 5 “Whys, Whats, Hows, Wheres, Whens” for each.
Look for mismatches and their root causes.
Find out what the customer really needs. Find out what would “float their boat!”
Listen carefully, look for gaps, problems, issues, inconsistencies, lack of clarity.
Look at what we can currently deliver.
Modify our view of what we do, then do it.
Then work on all three issues at once.
HOW DO WE DO THIS?
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THEORY OF CONSTRAINTS’
PERFORMANCE GOAL
Focus your analyses
Address factors that limit moving forward or
achieving the goals, question the goals too
One step in the Six Sigma process with its
own subroutine
Example: Critical Path Analysis
Multiple people, multiple tasks that have to
converge. Which “path” is the longest? Fix it first.
Macro Constraints:
Contextual
Readiness
MAGIC OR
MAYHEM:
“BLUE INK”
CONSTRAINTS
Micro
Meso
Macro
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MACRO CONSTRAINTS
Macro (System) Constraints
Rules, regulations, funding, disconnect
between mandates and needs, unclear
standards or requirements
“Rule Creep”
“Blue Ink Standards”
“Tribal Wisdom”
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MACRO-CONSTRAINTS: READINESS
Assessment and Action (Rosenblatt) Observe: look around, learn, identify environmental constraints
Analyze: break them down, study their structures and processes, be objective
Conclude: Summarize the macro-constraints, describe them, “know them”
Recommend: Actions may often be outside your , may need to work with others
Enact: Sometimes this just means wait, may be up to policy - makers to act, may need work- arounds
(Repeat)
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TRY IT
Brainstorm some examples of each level of constraints:
Macro, meso and micro.
Spend 10 minutes using the analytic steps to understand
them.
Levels of Constraints Template
Stage
Micro
(Personal)
Meso (Group,
Process)
Macro (Policy, Rules,
Structures, Systems)
Observe
Analyze
Conclude
Recommend
Enact
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“You know you’ve achieved perfection in design, not when you have nothing more to add, but when you have nothing more to take away.”
Antoine de Saint-Exupéry French writer/ aviator
LEAN:
PROCESS
IMPROVEMENT
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Champion: Has a vision of the need for
change, may not be directly involved in the
improvement team
Team Leads: facilitate the team process, may
know little or nothing of the work being done
Subject matter experts who know the issues,
policies, constraints
Process experts (usually the people involved in
the work)
TEAM COMPOSITION
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STEPS IN “LEAN”
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THE TASK ITSELF TAKES TWO SECONDS:
SET UP & TRAINING CAN’T BE IGNORED
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How Do
We Know
Whether
What
We’re
Doing
Really
Works?
SIX SIGMA:
OUTCOME
IMPROVEMENT
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DESIGN FOR SIX SIGMA (DFSS)
PRODUCT/PROCESS DEVELOPMENT
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CURRENT PROCESS SIX SIGMA STEPS
PRODUCT/PROCESS IMPROVEMENT
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SIX SIGMA
PERFORMANCE GOALS
No defects, variation, “do -overs”
Operational vision, common focus
Methods and tools
Feedback driven
Optimized performance:
Tangible results
Done right the first time
Out-of-range variability is nearly eliminated
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Standard
SIX SIGMA
TYPICAL GOAL REDUCE “TWO -TAIL” VARIANCE
From this To this
Rejects Rejects
Some too fast
Some too slow
Some too big
Some too small
Some too long
Some too short
Some too hot
Some too cold
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Standard
SIX SIGMA ANOTHER GOAL
REDUCE “ONE -TAIL” VARIANCE
In some cases, we have a single standard with one “tail” of error to be reduced.
“J” or “S” shaped results
Example: All requests are to be processed in one week or less.
To this
From this
Rejects
Some too fast
Some too big
Some too long
Some too hot
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SIX SIGMA
OTHER TYPES OF DISTRIBUTIONS
The Loch Ness Curve Error
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THE RESULT?
Theory of Constraints
Focused efforts: Increased throughput, ongoing
management of constraints and reduction of
bottlenecks
Lean
Reduced cycle times and waste
Six Sigma
Uniform results, reduced variation, better quality
products and/or services
改 善 © Daniel Jordan, PhD, ABPP, [email protected]
DEFINE
Create a process improvement environment: How would you
set up a change that focuses on systems?
Do (or read the example) a “Walk -About”
List at least five problems identified during the “walk -about”
discussion described in the case study.
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MEASURE
A number of problems were already identified in th Walk-
About.
List the ones that seem most relevant.
Add measures you would also want to know about.
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ANALYZE
Get customer and stakeholder input and involve them in the
change
Set an objective performance baseline
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IMPLEMENT
Create teamwork and responsibility
Simplify
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CONTROL
Identify results to track and
improvements you want to see
happen
Reward staff initiatives
Get customer feedback
For more information n
1. DEFINE Create a process
Improvement environment
2. MEASURE Stakeholder involvement . set
objective performance baseline
Define Problem(s) Goal ScopeIBoundaries Get Client, Customer Staff Input Describe Expected Benefits Establish Success Criteria
3. ANALYZE Stakeholders set objective
performance baselines
Identify Root Causes Summarize & Prioritize Set Metrics & Targets Identify Solutions to: • Reduce Waste • Reduce Complexity • Increase Correct Outcomes
Describe Current State
Collect/Gather Data
Observe and Identify
Determine Capacity
4. IMPROVE Create teamwork and
responsibility, simplify
5. CONTROL Structure metrics and
Improvements, reward initiatives
Implement Controls
Record Results & Benefits
Publicize & Recognize
Knowledge Sharing
• Solicit Feedback
• Capture Lessons
Learned
Write a plan
Conduct Pilots
Test & Validate Metrics
Design Controls
Roll-Out Action Items
(Schedule)
Deploy Improvements
© Daniel Jordan, PhD, ABPP, [email protected]
改 善 © Daniel Jordan, PhD, ABPP, [email protected]
CONTACT FOR MORE INFORMATION
About this presentation:
Daniel Jordan, PhD, ABPP at
About the International University for
Graduate Studies graduate
programs:
www.iugrad.edu.kn