the outstanding organization: the power of discipline
DESCRIPTION
Recorded webinar: http://slidesha.re/1e1RFU6 Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/TOObk Excellence and consistency in achieving it is only possible through having a disciplined approach to business management and improvement. In this webinar, you'll learn how to create and sustain a disciplined approach to problem-solving and process management through practice, in a way that builds deep organizational capabilities and accelerates transformation.TRANSCRIPT
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: [email protected]
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
[email protected]: @karenmartinopex
For Further Questions
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