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How Outstanding Is Your Organization?: An Assessment
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How Outstanding Is Your Organization?: An Assessment

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Recorded webinar: http://slidesha.re/1iuueq4

Recorded webinar: http://slidesha.re/1iuueq4

Subscribe: http://www.ksmartin.com/subscribe

To purchase the book: http://bit.ly/TOObk

Organizations who wish to become outstanding on all fronts often have areas of weakness that hold them back from achieving their goals.

In this webinar, Karen shares the assessment she created for measuring one's current state, shares how to set a target condition, and provides how-to's for bridging the gaps that exist.

Based on her Shingo prize-winning book, The Outstanding Organization, the assessment rates an organization's skill in operating with clarity, focus, discipline, and a fully engaged workforce--the fundamental behaviors required for excellence in any endeavor.

Participants received a link to the free assessment, which can be used to obtain a baseline and measure progress on the journey to "outstandingness."

Download the free assessment here: http://www.ksmartin.com/the-outstanding-organization/

Published in: Business, Technology

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  • 1. How Outstanding is Your  Organization? Webinar September 17, 2013
  • 2. Welcome! • Argentina • Australia • Canada • Finland • France • Great Britain (UK) • Hong Kong • Indonesia • Israel • Italy • Netherlands • New Zealand • Philippines • Spain • United States www.ksmartin.com/subscribe
  • 3.  Coach / Facilitator / Consultant / Trainer:  Lead Lean transformations & develop people  across all industries.  Teacher: University of California, San Diego  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. www.ksmartin.com 3 December  2013 2013 Shingo  Prize winner!
  • 4. © 2013 The Karen Martin Group, Inc. 4 Upcoming Webinars • Value Stream Mapping: Visualizing Work Flow and Aligning People for  Organizational Transformation – Tuesday, October 8, 2013 – 11:00 am‐12:15 pm PT – https://www2.gotomeeting.com/register/151856458 • Improvement Facilitation & Coaching: An Open Forum – Tuesday, October 29, 2013 – 11:00 am‐12:15 pm PT – https://www2.gotomeeting.com/register/999232762 • Plan‐Do‐Study‐Adjust – Tuesday, December 3, 2013 – 11:00 am‐12:15 pm PT – https://www2.gotomeeting.com/register/893454842 • Hoshin Kanri: Creating a Strategy Deployment Plan That Gets Results – Thursday, December 5, 2013 – 11:00 am‐12:15 pm PT – https://www2.gotomeeting.com/register/943880106
  • 5. © 2013 The Karen Martin Group, Inc. 5 After the webinar… • All recordings are available on: – www.vimeo.com/karenmartingroup – www.youtube.com/karenmartingroup – www.slideshare.net/karenmartingroup – www.ksmartin.com/webinars • The materials are available on – www.slideshare.net/karenmartingroup
  • 6. To Download the  Organizational Self Assessment: www.ksmartin.com/ the‐outstanding‐ organization Click “Download a  free organizational  assessment”
  • 7. © 2013 The Karen Martin Group, Inc. 7 www.bitly.com/TOObook Winner  2013 Shingo  Research Prize
  • 8. © 2013 The Karen Martin Group, Inc. Success with Improvement 0% 10% 20% 30% 40% 50% 60% 70% 8 2001 – The Economist Temporary LastingNone 17% 63% 20%
  • 9. © 2013 The Karen Martin Group, Inc. …A Decade Later 9 2010 – Accenture 0% 10% 20% 30% 40% 50% 60% 70% 80% Minimal  financial  impact Needs re‐evaluation,  restart or complete  makeover “Mixed” to  “disappointing”  results 33% 58% 69%
  • 10. © 2013 The Karen Martin Group, Inc. Up to 98,000 deaths annually due to medical errors. Improvement goal: Reduce by 50% in 5 years 10 To Err is Human Institute of Medicine, 1999
  • 11. © 2013 The Karen Martin Group, Inc. Something Is Terribly Wrong… 11 2009 2005 2010 2010 2011 “Progress has  been slow.” Journal of the American  Medical Association “Annual death toll  from medical  errors is closer to  200,000.” Dead by Mistake Heart Newspapers  Special Report “180,000 Medicare  patients die annually  from medical errors.” Office of the Inspector  General “No significant  change in rate of  preventable errors.” New England Journal of  Medicine “33% hospitalized  patients are harmed;  7% result in permanent  injury or death.” Health Affairs
  • 12. © 2013 The Karen Martin Group, Inc. 12
  • 13. © 2013 The Karen Martin Group, Inc. 13 Cracks in the Foundation
  • 14. © 2013 The Karen Martin Group, Inc. 1414
  • 15. © 2013 The Karen Martin Group, Inc. 15 What are the Mindsets and Behaviors  That Produce Excellence?
  • 16. © 2013 The Karen Martin Group, Inc. Requirements for Excellence  in ANY Endeavor 16
  • 17. Ambiguity Abounds… • Organization purpose & vision • Customers & products • Business goals & priorities • Policies & procedures • Roles & responsibilities • Process performance • Problem solving & decision making • Communication 18
  • 18. There is no such thing  as multitasking.* * For cognitive tasks. 20
  • 19. Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS  AT ONCE
  • 20. 22 1. Increase sales 5%. 3. Achieve 10% profit. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario COM  Direct  CDs /  AMs PD  Rec PD  Mgmt BMD SWS 2 3,500 units sold by 12/31/2013 through all channels  (approx. $700K) X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3 11 Develop & deliver training to top 50 Dealers X X X X X X Bob Rex/Tim  3 3 3 21 Revised course materials by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2 5 Education: 1 school district spec'd/underperforming  COM distributor (25) by 12/31 valued at min $35K each X X X X X X X X X X X X Howard Michael  S 1 3 2 3 3 8 10 new dealers on board (net) ($500K per dealer this  year) X X X X X X X X X X X X Howard Mike B 2 3 9 5 new distributors bringing $200K annual rev (& 5  terminated) X X X X X X X X X X X X Howard Howard 1 1 1 2 3 17 10 projects spec'd  by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3 29 20 by year‐end X X X X X X X X X X X X Howard Mark H 2 3 3 3 32 TBD X X X Howard Howard 33 TBD X X X X X X X X X Howard Howard 10 Useful reporting and metrics are established and in  place  X X Jim Randall 3 1 1 1 1 1 1 30 TBD X X X X X Jim Josh 3 31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1 25 TBD Jim  Shannon  3 3 1 1 1 1 1 26 System 7.0's in place X X X Jim  Randall 3 2 1 2 1 15 100% accurate payroll; 100% management satisfaction  at April mgmt. meeting X X X Josh Phyllis 1 3 20 Internet task list is simplified and streamlined for  PDs then plan is rolled out to PDs  X X X X Michael M Michael M 2 3 2 3 22 Design Calculator is updated successfully and rolled  out X X X Neall Matt D 3 1 1 3 2 2 3 24 Competitive Analysis complete and distributed for use X X X Neall Dana 2 3 3 3 3 3 3 1 Design changed to solve delam issue  long‐term X X X X X Susan David R 3 2 3 12 30 parts sourced in U.S.; completed plan for managing  China‐sourced parts X X X X X X Susan Shannon 3 3 2 2 13 Warehouse laid out; kanban revised; Syspro  implemented X X X Susan Shannon 3 14 Lay out complete; equipment installed X X X Susan David R 3 3 X = Planned 2013 Priorities 2013 Goals & Objectives 4. Improve morale (metric TBD). 2. Achieve 50% gross margin. Created: 01‐14‐13 Revised:  Level of Effort/Involvement Required Priority Goal or Measurable Objective Exec Owner Plan review dates: Tactical  Owner ● =  Actual < Company Name > Contentremoved for confidentiality  © 2013 The Karen Martin Group, Inc. Obtain Consensus, Then Maintain Focus by Consistent Plan Management
  • 21. 23 • Clarity – about what really  matters. • Consensus – about what really  matters. • Courage – to actively choose to  “not do” or “not do now.” • Commitment – to follow  through on the plan. © 2013 The Karen Martin  Group, Inc. Avoiding the Shiny Ball Syndrome  (Organizational ADD) Requires…
  • 22. © 2013 The Karen Martin Group, Inc.
  • 23. © 2013 The Karen Martin Group, Inc. Train/Practice vs. Performance 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Athletes Businesses 25 Train 90% Train 1% Perform  99% Perform  10% Jim Loehr & Tony Schwartz,  The Power of Full Engagement
  • 24. © 2013 The Karen Martin Group, Inc. Building mastery takes 10,000 hours  of deliberate practice 26 From The Outstanding Organization, p. 115
  • 25. © 2013 The Karen Martin Group, Inc. True Continuous Improvement
  • 26. © 2013 The Karen Martin Group, Inc. 28 “Going to the gemba  has been life changing  for me as a leader.” ‐ Ginny Cattaneo, Sr. VP, Franklin Templeton Investor Services 
  • 27. Lean (Done Right) Fuels Engagement Engagement Accelerates Transformation 30 Lean Practices  Employee  Engagement © 2013 The Karen Martin Group, Inc.
  • 28. To Download the  Organizational Self Assessment: www.ksmartin.com/ the‐outstanding‐ organization Click “Download a  free organizational  assessment”
  • 29. Self‐Assessment Sheet 1:  Overview & Process © 2013 The Karen Martin Group, Inc.
  • 30. The Outstanding Organization Self‐Assessment Sample Questions Key Behavior Assessment Questions Clarity C‐1: What % of the workforce can describe your organization’s  purpose and the value you provide to your external customers? C‐6: What % of work areas have visual management in place? Focus F‐2: What % of the workforce say that priorities are stable and  don’t shift unnecessarily? F‐6: What % of meetings have stated goals and written agenda  that are communicated in advance? Discipline F‐3: What % of processes have 2‐5 Key Performance indicators that are consistently used to measure success and drive  improvement? F‐5: What % of processes have a clearly identified process owner  who’s accountable for performance? Engagement E‐4: What % of the workforce feel they have a degree of control  over their work processes and environment? E‐5: What % of new hires receive all of the information,  equipment and supplies they need to be successful beginning on  day one? © 2013 The Karen Martin Group, Inc.
  • 31. Data Collection Recommendations • Read each question carefully to know who the  target audience is (e.g. supervisors, front lines,  senior leaders, etc.) • Define your sample size (keep it manageable, but  the larger the better – aim for at least 10%) • Have a conversation. This is NOT a tool designed  for electronic communication. • Consider collecting data by department, level of  employee, geographic region, shift, contractors vs.  employees, etc. • Consider including external customers or suppliers  in your analysis.
  • 32. Self‐Assessment Sheet 2:  Assessment © 2013 The Karen Martin Group, Inc.
  • 33. Embedded Comments Provide Clarification © 2013 The Karen Martin Group, Inc.
  • 34. Self‐Assessment Sheet 3:  Scorecard © 2013 The Karen Martin Group, Inc.
  • 35. © 2013 The Karen Martin Group, Inc. TOO Assessment: Baseline Measurements 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% A B C D E F G H Clarity Focus Discipline Engagement 38
  • 36. © 2013 The Karen Martin Group, Inc. Baseline Measurements By Employee Type 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 1st shift 2nd shift 3rd shift Management Clarity Focus Discipline Engagement © The Karen Martin Group, Inc. 39
  • 37. © 2013 The Karen Martin Group, Inc.© The Karen Martin Group, Inc. 40 How Do You Rate?  (1 = strongest; 4  = weakest) Clarity Focus Discipline Engagement Dept A 1 2 4 3 Dept B  1 3 4 2 Dept C 1 2 3 4 Dept D 4 1 2 3 Dept E 1 3 4 2 Dept F 1 2 3 4 Dept G 2 3 4 1 Dept H 2 4 3 1 Dept I 1 2 3 4
  • 38. 41 What’s Your Improvement Plan?
  • 39. © 2013 The Karen Martin Group, Inc. 42  X  # Target  Condition(s)* Action Owner Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 2013 2014 Date Complet e = Begin Instilling New Organizational Behaviors: Action Plan *Target Condition(s): Clarity, Focus, Discipline, Engagement or a combination thereof Date created: Version: Plan review dates: Timeline Due  Date Plan owner:   Support team:   %  Complet e Status (Red,  Yellow,  Green) = Timeline = Complete
  • 40. © 2013 The Karen Martin Group, Inc. Strive for Clarity About: 1. Organization purpose  ____ ____ 2. Customers & products ____ ____ 3. Business goals & priorities ____ ____ 4. Roles & responsibilities ____ ____ 5. Process & process performance ____ ____ 6. Problem solving & decision making ____ ____ 7. Information ____ ____ 1 = Very poor 10 = Outstanding 43 Aug 2013 Aug 2014
  • 41. 44
  • 42. “You can make a difference no matter where you sit in the organization. But only if you start.” 45
  • 43. © 2013 The Karen Martin Group, Inc. Lean Practices Build CFDE;  CFDE is Required for Successful Lean Deployment 46
  • 44. © 2013 The Karen Martin Group, Inc. 47 Karen Martin, President 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com For Further Questions Blog & newsletter:  www.ksmartin.com/subscribe