The Outstanding Organization: Building the Foundation for Everyday Excellence

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These are slides from a keynote given on 11/5/13 in Stockholm, Sweden at the Nordic Forum for Improvements which was organized by C2 Management.

This keynote focused on the four requirements for excellence in any endeavor: clarity, focus, discipline, and engagement.

For more information on C2 Management visit them at: http://www.c2management.se.

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The Outstanding Organization: Building the Foundation for Everyday Excellence

  1. The Outstanding Organization Building the Foundation for  Everyday Excellence The Nordic Forum for Improvements November 5, 2013 © 2013 The Karen Martin Group, Inc.
  2. Why? © 2013 The Karen Martin Group, Inc. 2
  3. The average company  performs at levels that are  a fraction of what it’s  capable of. 3
  4. Success with Improvement 2001 – The Economist Lasting 20% None 17% Temporary 63% © 2013 The Karen Martin Group, Inc. 4
  5. …A Decade Later 2010 – Accenture 80% 69% 70% 58% 60% 50% 40% 33% 30% 20% 10% 0% © 2013 The Karen Martin Group, Inc. “Mixed” to  “disappointing”  results Minimal  financial  impact Needs re‐evaluation,  restart or complete  makeover
  6. To Err is Human Institute of Medicine, 1999 Up to 98,000 deaths annually due to medical errors. Improvement goal: Reduce by 50% in 5 Years. © 2013 The Karen Martin Group, Inc.
  7. Something Is Terribly Wrong… “Progress has        been slow.” Journal of the American  Medical Association 2005 2009 “Annual death toll  from medical  errors is closer to  200,000.” Dead by Mistake Heart Newspapers  Special Report © 2013 The Karen Martin Group, Inc. “33% hospitalized  patients are harmed;  7% result in permanent  injury or death.” “180,000 Medicare  patients die annually  from medical errors.” Office of the               Inspector General 2010 2010 Health Affairs “No significant  change in rate of  preventable errors.” New England Journal           of Medicine 2011
  8. 7 in 10 American workers  are “not engaged” or  “actively disengaged” in  their work. Gallup estimates actively disengaged employees cost the U.S. $450  billion to $550 billion a year in lost productivity. 8
  9. Employee Engagement – Gallup Findings 2000 26 58 18 2001 16 54 30 2002 17 53 30 2003 17 55 28 2004 17 54 29 2005 15 2006 15 59 26 30 55 2007 20 50 30 2008 20 51 29 2009 18 54 28 2010 19 53 28 2011 19 52 29 2012 18 52 30 0% ACTIVELY  DISENGAGED © 2013 The Karen Martin Group, Inc. 100% NOT ENGAGED ENGAGED 9
  10. http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx © 2013 The Karen Martin Group, Inc.
  11. © 2013 The Karen Martin Group, Inc. 11
  12. Typical Organization © 2013 The Karen Martin Group, Inc.
  13. © 2013 The Karen Martin Group, Inc.
  14. Does Your Organization  Seek the Silver Bullet? © 2013 The Karen Martin Group, Inc.
  15. Continuously Shifting Priorities? © 2013 The Karen Martin Group, Inc.
  16. Fire Fighting Constantly fighting fires? © 2013 The Karen Martin Group, Inc.
  17. © 2013 The Karen Martin Group, Inc. 17
  18. Blaming  People? © 2013 The Karen Martin Group, Inc.
  19. The idea that performance is  primarily a factor of the     employee is just wrong. The Outstanding Organization, p. 154 19
  20. Work doesn’t have to be as hard as we make it. 20
  21. What are the Mindsets and Behaviors  That Produce Excellence? Photo #4 TBD – Greta  Garbo? © 2013 The Karen Martin Group, Inc. 21
  22. Requirements for Excellence  in ANY Endeavor © 2013 The Karen Martin Group, Inc. 22
  23. The Outstanding Organization CHOS © 2013 The Karen Martin Group, Inc. Resilience Continuous  Improvement Problem Solving Outstanding  Business Performance
  24. Lean  Principles, Practices  & Tools  © 2013 The Karen Martin Group, Inc. Outstanding  Business Performance
  25. Common Areas Lacking Clarity • • • • • • • • Organization purpose & vision Customers & products Business goals & priorities Company policies Roles & responsibilities Work systems & process performance Problem solving & decision making Terminology & communication © 2013 The Karen Martin Group, Inc. 26
  26. Common Areas Lacking Clarity • • • • • • • • Organization purpose & vision Customers & products Business goals & priorities Company policies Roles & responsibilities Work systems & process performance Problem solving & decision making Terminology & communication © 2013 The Karen Martin Group, Inc. 27
  27. Who are your customers? What do they value?  © 2013 The Karen Martin Group, Inc. 28
  28. Value is a verb, not a noun.  And it’s often emotional. © 2013 The Karen Martin Group, Inc. 29
  29. Common Areas Lacking Clarity • • • • • • • • Organization purpose & vision Customers & products Business goals & priorities Company policies Roles & responsibilities Work systems & process performance Problem solving & decision making Terminology & communication © 2013 The Karen Martin Group, Inc. 30
  30. Value stream maps provide clarity. Customer Great Plains Verisae (Customer) Special Order Part Excel Spreadsheet (Customer) Supplier Tech Upload time card Close call in Verisae Process Time Cards Tech Account Manager (West) Payroll Admin PT = 0 mins. %C&A = 70% Batch: 1x/day PT = 1 mins. %C&A = 90% Batch: 1x/day Complete Call in GP Pick up Part at Parts Store Review Service Call Data ?% Tech 40% Receive customer call Select & Dispatch Tech Call Center Dispatcher & Service Manager 5 m. 120 m. PT = 2 mins. %C&A = 60% 0.0833 hours Make Repair; Call to raise the NTE Get Part from Truck Tech PT = 0 mins. 1.25 hours 90 minutes 640 m. 240 m. PT = 5 mins. %C&A = 80% PT = 120 mins. %C&A = 40% 2 hours 75 minutes Dispatcher Tech 120 m. 75 m. PT = 90 mins. %C&A = 90% 1.5 hours 5 minutes ?% Tech 90 m. PT = 5 mins. %C&A = 60% 2 hours 2 minutes Assess Problem PT = 75 mins. %C&A = 95% 5 minutes PT = 15 mins. %C&A = 85% Batch: 1x/day Posting Admin Billing Admin 6 days PT = 25 mins. %C&A = 75% 240 mins. PT = 3 mins. %C&A = 98% Batch: 1x/day 640 m. Account Manager 3 minutes Enter Invoices into Verisae & Excel; Mail Invoices Billing Admin 120 m. PT = 10 mins. %C&A = 85% Batch: 3-5x per wk 10.7 hours 4 hours 25 minutes Review Invoices; Close in Verisae (Pac) Review & Post Invoices Review Open Ticket Report 48 hours 10 minutes A/P Admin PT = 10 mins. %C&A = 90% Batch: 1x/day PT = 10 mins. %C&A = 50% Batch: 2x/day 10.7 hours 4 hours 120 minutes Service Manager Process A/P Receive Cash; Post Payment Collections 60 days PT = 4 mins. %C&A = 95% Batch: 1x/week 480 hours 2 hours 10 minutes 4 minutes Lead Time = 572 hours Process Time = 349 minutes Acronym Key %C&A %Complete and Accurate AR Activity Ratio FTE Full Time Equivalent LT Lead Time PT Process Time RFPY Rolled First Pass Yield © 2013 The Karen Martin Group, Inc. Lead Time to invoice = 86.2 hrs Process Time =5.9 hrs. NOTE: Business hours Activity Ratio = 6.8% RFPY = 1.1% Lead time to cash = ? days
  31. Truth Truth Truth Truth Truth Truth Truth Truth Truth © 2013 The Karen Martin Group, Inc. 32
  32. Gaining Clarity via Visual Management © 2013 The Karen Martin Group, Inc. 33
  33. How are you performing? Gray – Highest industry quality scores; Purple – Median industry quality scores; Blue – Client quality scores © 2013 The Karen Martin Group, Inc. 34
  34. Key Lean Metrics:  Quality • %Complete and Accurate (%C&A) – % time downstream customer can perform  task without having to “CAC” the incoming  work: • Correct information or material that was  supplied • Add information that should have been supplied • Clarify information that should or could have  been clear © 2013 The Karen Martin Group, Inc. 35
  35. How does work get accomplished?  And well how are we doing at it? Customer Process 1 © 2013 The Karen Martin Group, Inc. Process 2 Process 3 Process 4 36
  36. Common Areas Lacking Clarity • • • • • • • • Organization purpose & vision Customers & products Business goals & priorities Company policies Roles & responsibilities Work systems & process performance Problem solving & decision making Terminology & communication © 2013 The Karen Martin Group, Inc. 37
  37. A problem clearly stated is  a problem half solved. — Dorothea Brande (writer/editor) 38
  38. “If I had an hour to save the world, I would spend 59 minutes defining the problem and one minute finding solutions.” — Albert Einstein 39
  39. A3 Management Plan Do, Study, Adjust 40
  40. “Going to the gemba  has been life changing  for me as a leader.” ‐ Ginny Cattaneo, Sr. VP, Franklin Templeton Investor Services  © 2013 The Karen Martin Group, Inc.
  41. Activity #1 • Pair up or work in groups of 3. • Discuss where your organization  lacks clarity, the root cause(s) for it,  and potential countermeasures. • How will you know if you’re  successful? (measurable outcomes) • 5 minutes to work; 10 minutes for  report outs and questions.  © 2013 The Karen Martin Group, Inc.
  42. Where does your organization lack clarity? Problem © 2013 The Karen Martin Group, Inc. Root cause(s) Potential Countermeasure 43
  43. © 2013 The Karen Martin Group, Inc.
  44. Sporting Goods Manufacturer – Product Launches Per Year 80 73 70 No additional  resources;  higher quality  products  launched 60 50 40 30 24 20 10 0 Pre‐Focus © 2013 The Karen Martin Group, Inc. Post‐Focus 45
  45. 70% Organization is attempting “more than” or “significantly more than” we can reasonably handle.* * Poll of 700+ Subscribers 46
  46. Booz & Company Findings 90% 82% 80% 70% 64% 60% 50% 49% 40% 30% 20% 10% 0% No written priorities © 2013 The Karen Martin Group, Inc. Conflicting priorities Competing demands 47
  47. Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS  AT ONCE © 2013 The Karen Martin Group, Inc.
  48. © 2013 The Karen Martin Group, Inc.
  49. There is no such thing  as multitasking.* * For cognitive tasks. © 2013 The Karen Martin Group, Inc.
  50. The Cost of Switch Tasking – Timed Activity Task #1:  Focus Reduces Chaos Task #2:  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17  Round 1 – Alternate between tasks : letter, number, letter, number, etc. Sentence: Numbers: Round  2 – Complete one task before beginning the next. Sentence: Numbers: © 2013 The Karen Martin Group, Inc.
  51. © 2013 The Karen Martin Group, Inc. © 2013 The Karen Martin Group, Inc. 52
  52. To create new ideas  is a gift, but to  choose wisely is  a skill. — Ryan Morgan © 2013 The Karen Martin Group, Inc. 53
  53. A Key to Apple’s Success? “…saying no to 1,000 things  to make sure we don’t get on the  wrong track or try to do too  much. We’re always thinking  about new markets we could  enter, but it’s only by saying no  that you can concentrate on the  things that are really important.” — Steve Jobs © 2012 Karen Martin & Associates, LLC 54
  54. What is Your Improvement Strategy? © 2013 The Karen Martin Group, Inc. 55
  55. Classic Strategy Deployment (Hoshin Kanri) X‐Matrix © 2013 The Karen Martin Group, Inc.
  56. Modified Strategy Deployment Annual Plan < Company Name > 2013 Priorities 2013 Goals & Objectives 1. Increase sales 5%. 3. Achieve 10% profit. 2. Achieve 50% gross margin. 4. Improve morale (metric TBD). X = Planned Priority 5 8 9 17 29 32 33 10 30 31 25 26 15 20 22 Content removed for confidentiality  21 ● =  Actual Jan Feb 3,500 uni ts  s ol d by 12/31/2013 through a l l  cha nnel s   (a pprox. $700K) 2 11 Goal or Measurable Objective X X X X X X Devel op & del iver tra i ni ng to top 50 Dea l ers X X X X X X X X Educa tion: 1 s chool  di s tri ct s pec'd/underperforming  COM dis tri butor (25) by 12/31 va l ued a t mi n $35K ea ch 10 new dea lers on boa rd (net) ($500K per dea l er thi s   yea r) 5 new di s tri butors  bri ngi ng $200K a nnua l  rev (& 5  termi na ted) X X X X X X X X X X X X X X Howa rd Mi cha el   S X X X X X X X X X Howa rd X X Mktg Ops 3 HR Fin 3 3 Bob 2 PE Pario COM  CDs /  PD  PD  BMD SWS Direct  AMs Rec Mgmt 3 1 1 3 2 1 3 2 3 3 3 2 3 1 3 3 3 Mi ke B 3 3 2 3 3 2 X X X X X X X X X X Howa rd Howa rd 2 3 X X X X X X X X X X Howa rd Da na 1 3 3 X X X X X X X X X Howa rd Ma rk H 2 3 Howa rd Howa rd X X X X X X X X X Howa rd Howa rd Ji m Ra nda l l Ji m Jos h TBD X X X TBD Useful  reporti ng a nd metri cs a re es ta bl i shed a nd i n  pl a ce  X X TBD X X TBD X X X X X X X X X 1 3 X X X X X X X X X Jos h Ji m  Sys tem 7.0's  i n pl a ce 1 1 X Sha nnon  1 Ji m  Ra nda l l 1 3 1 X X X Phyl l is 1 Mi cha el  M 2 Ma tt D 3 Nea l l X 1 Da na Da vi d R 1 1 1 1 1 1 1 1 1 1 1 1 1 3 2 Sus a n X 3 3 Nea l l X 3 1 Jos h X 3 1 Mi cha el  M X 3 1 1 1 1 3 Ji m TBD © 2013 The Karen Martin Group, Inc. Josh R? X X La y out compl ete; equi pment i ns ta l led 2 X X 30 pa rts  s ourced in U.S.; compl eted pl a n for ma na gi ng  Chi na ‐s ourced pa rts Wa rehous e l a id out; ka nba n revi s ed; Sys pro  i mplemented Da na Rex/Tim  X X Des ign cha nged to s ol ve dela m i ss ue  l ong‐term Bob X 20 by yea r‐end 1 14 X X 10 projects  s pec'd  by 12/31; $300K rev by 12/31 100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on  a t Apri l mgmt. meeting Internet ta s k l is t is  si mpl i fi ed a nd strea ml i ned for  PDs  then pl a n is  rol led out to PDs   Des ign Ca l cul a tor i s  upda ted success ful l y a nd rol l ed  out Level of Effort/Involvement Required IT Exec Owner X Competi tive Ana l ys i s  compl ete a nd di stri buted for us e 13 Aug Sep Oct Nov Dec Tactical  Owner Bob Mar Apr May Jun Jul Revis ed cours e ma teri a l s  by 6/30/2013 Plan review dates: Bob X 24 12 Created: 01‐14‐13 Revised:  1 2 3 1 1 3 3 3 2 1 X X X Susa n Sha nnon 3 X X X Susa n Sha nnon X X Susa n Da vi d R 3 2 2 3 3 X X X X X X 2 3 3 3 3 2 3 3 3 X 3 3 1 2 2 3 57
  57. Strategy Deployment Key Feature: Catchball What? How? Who? When? Executive  Team What? How? Who? When? Senior  Mgmt What? How? Who? When? Middle  Mgmt What? How? Who? When? © 2013 The Karen Martin Group, Inc. Frontlines 58
  58. Cascading Goals is the Means to  Organizational Alignment Organization Division/Business  Unit Department Division/Business  Unit Department Department Division/Business  Unit Department Department Department Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual Individual © 2013 The Karen Martin Group, Inc.
  59. Rockwell Automation 25 20 20 Projects Started 15 12 12 10 5 Projects Completed 3 0 Pre‐Focus © 2013 The Karen Martin Group, Inc. Post‐Focus 60
  60. Clarity Consensus Courage Commitment © 2013 The Karen Martin Group, Inc. 61
  61. Activity #2 • Pair up or work in groups of 3. • Discuss where your organization  lacks focus, the root cause(s) for it,  and potential countermeasures. • How will you know if you’re  successful? (measurable outcomes) • 5 minutes to work; 10 minutes for  report outs and questions.  © 2013 The Karen Martin Group, Inc.
  62. Where does your organization lack focus? Problem © 2013 The Karen Martin Group, Inc. Root cause(s) Potential Countermeasure 63
  63. © 2013 The Karen Martin Group, Inc. © 2013 The Karen Martin Group, Inc.
  64. Practice vs. Performance 100% Perform  99% Train 90% 90% 80% 70% 60% Train 50% Perform 40% 30% Perform  10% 20% 10% Train 1% 0% Athletes Businesses Jim Loehr & Tony Schwartz, The Power of Full Engagement 65
  65. Develop hypothesis Refine Standardize  Stabilize Conduct  experiment Measure  results © 2013 The Karen Martin Group, Inc. 66
  66. Building mastery takes 10,000 hours  of deliberate practice From The Outstanding Organization, p. 115 © 2013 The Karen Martin Group, Inc. 67
  67. Ways to Practice PDSA Strategy  Deployment  (Hoshin Kanri)  or A3 Value  Stream  Mapping Daily Improvement, Projects,  & Rapid Improvement Events © 2013 The Karen Martin Group, Inc.
  68. Standard Work Creates Clarity & Builds Discipline Current State Metrics-Based Process Map 0 Process Details PT Units 1 0 Seconds Hours Minutes Days LT Units 15 6 -1 0 Seconds Hours Minutes Days 1 Customer Diane O'Shea Sean Michaels Sam Parks Sally Dampier Michael Prichard Specific Conditions Domestic orders through sales force Occurrences per Year 37,500 Hours Worked per Day 8 Date Mapped 25-Jun-08 Step # ► Function / Department Mapping Team Process Name Order Fulfillment 1 2 Activity PT LT %C&A Fax PO to Sales Rep 0 0 Ryan Austin Mary Townsend Facilitator Dave Morgan 3 4 45% PT LT %C&A Activity PT LT %C&A Review PO; clarify with customer as needed 20 2 90% Fax PO to warehouse 10 4 Activity PT LT %C&A Activity PT LT %C&A Check inventory levels; notify Sales Rep re: status 2 Sales Rep Activity 5 90% 5 4 95% Fax PO to Sales Rep 5 0.33 90% 5 Finance 6 Warehouse / Shipping Critical Path PT Critical Path LT Rolled %C&A Total PT 0 20 0 45% 0 10 2 90% 20 5 4 90% 10 5 4 0.33 95% 5 Metrics‐Based Process Mapping, Karen Martin & Mike Osterling, 2012, Productivity Press © 2013 The Karen Martin Group, Inc. 90% 5
  69. True Continuous Improvement © 2013 The Karen Martin Group, Inc.
  70. Process Owner ≈ Process Doctor 71
  71. Process Owner Role • Manager or below • NOT a third party (C.I. staff or external consultants) • Responsible for overall process performance – Tracks performance against 2‐5 Key Performance Indicators – Leads corrective action when negative trends appear – Leads continuous improvement to progressively raise  the bar • Granted authority to cross org chart “boundaries” – And widely recognized to possess this authority © 2013 The Karen Martin Group, Inc. 72
  72. Value Stream & Process Oversight Value Stream & Process Ownership ABC Medical Center Value Stream Outpatient Imaging Value Stream Manager Process Owner Maria J Admission Tom M Kathleen T Discharge Mike M Billing Bruce T Jose C Clinical stay Revenue Cycle Management Bill G Reports to physician Tonianne S Scheduling & Registration Exam & Clinical Reporting Inpatient surgery Sally V Process Sylvia S N/A N/A 73 © 2013 The Karen Martin Group, Inc.
  73. Activity #3 • Pair up or work in groups of 3. • Discuss where your organization  lacks discipline, the root cause(s) for  it, and potential countermeasures. • How will you know if you’re  successful? (measurable outcomes) • 5 minutes to work; 10 minutes for  report outs and questions.  © 2013 The Karen Martin Group, Inc.
  74. Where does your organization lack discipline? Problem © 2013 The Karen Martin Group, Inc. Root cause(s) Potential Countermeasure 75
  75. © 2013 The Karen Martin Group, Inc.
  76. “I’ve become a better  person, a better husband, a  better friend, from working at  Gore.” — Terry, a W.L. Gore Associate  © 2013 The Karen Martin Group, Inc.
  77. Employee Engagement &  Business Performance* World Class Average 33% 67% Engaged 49% Not Engaged Actively Disengaged 26% 7% 9.57:1 *Per Gallup  18% 1.83:1 Ratio of engaged to actively disengaged employees © 2013 The Karen Martin Group, Inc.
  78. Lean (Done Right) Fuels Engagement Engagement Accelerates Transformation Lean Practices  © 2013 The Karen Martin Group, Inc. © 2013 The Karen Martin Group, Inc. Employee  Engagement 79
  79. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection © 2013 The Karen Martin Group, Inc. To vision, annual goals,  immediate supervisor,  peers, customers
  80. The single most important  process for you to nail in your  organization is                     new hire onboarding. 81
  81. You had them at “You’re hired.” 82 © 2013 The Karen Martin Group, Inc.
  82. To what degree do new hires receive all of the tools and  information they need to function effectively on day one?  63% 70% 60% 50% 44% Before initial round of improvement 40% 23% 30% 14% 20% 10% 0%   Always, Sometimes © 2013 The Karen Martin Group, Inc.   Rarely, Never After initial round of improvement
  83. Onboarding – Common Missing Pieces • General information – Company (e.g., purpose, products, customers, values, business goals, etc.) – Org charts – Phone directories • Job‐specific orientation – – – – Role and responsibilities Documented procedures (standard work) Apprenticeship approach: Observe, do with supervision, do Clear understanding about what constitutes “success.” • Tools – Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications  needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.) © 2013 The Karen Martin Group, Inc.
  84. Value Stream Maps:  Effective for New Hire Orientation You  are  here © 2013 The Karen Martin Group, Inc. 85
  85. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection Control © 2013 The Karen Martin Group, Inc. Heavy involvement  in decisions that  influence how they  do their work.
  86. Improvement Roles Strategic Who? Senior Leadership Accountability What has to happen Practice / Tool Strategy Deployment and Value Stream Mapping Tactical Middle  Management Frontline Workers How it will happen © 2013 The Karen Martin Group, Inc. Daily Continuous Improvement and Rapid Improvement Events 87
  87. Leaders determine  strategy (what) Workers determine  tactics (how) © 2013 The Karen Martin Group, Inc.
  88. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 Connection Full use of talents,  capacities,  potentialities,  & skills © 2013 The Karen Martin Group, Inc. Creativity Control
  89. Problem solving and making improvement —done properly—is a high. © 2013 The Karen Martin Group, Inc.
  90. Cross‐Functional Problem Solving & Improvement: Connecting, Using Creativity, Gaining Control © 2013 The Karen Martin Group, Inc.
  91. “I went home yesterday and told my family that it was one of the best  working days I’ve ever had.  I was able to fully use my  capabilities for three days.” — Fred Valenzano, Professional Engineer © 2013 The Karen Martin Group, Inc.
  92. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 To vision, annual goals,  immediate supervisor,  peers, customers Connection Creativity Full use of talents,  capacities,  potentialities,  & skills © 2013 The Karen Martin Group, Inc. © 2012 Karen Martin & Associates, LLC Control Heavy involvement in  decisions that influence  their work life. 93
  93. —The Outstanding Organization, p. 153 94 © 2013 The Karen Martin Group, Inc. © 2013 The Karen Martin Group, Inc.
  94. Activity #4 • Pair up or work in groups of 3. • Discuss where your organization lacks  engagement, the root cause(s) for it,  and potential countermeasures. • How will you know if you’re  successful? (measurable outcomes) • 5 minutes to discuss; 10 minutes for  report outs and questions.  © 2013 The Karen Martin Group, Inc.
  95. Where does your organization lack engagement? Problem © 2013 The Karen Martin Group, Inc. Root cause(s) Potential Countermeasure 96
  96. 97
  97. 98 © 2013 The Karen Martin Group, Inc.
  98. The Outstanding Organization CHOS © 2013 The Karen Martin Group, Inc. Resilience Continuous  Improvement Problem Solving Outstanding  Business Performance
  99. “You can make a difference no matter  where you sit in the organization.  But only if you start.” © 2013 The Karen Martin Group, Inc.
  100. For Further Questions Karen Martin, President 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Blog & newsletter:  www.ksmartin.com/subscribe © 2013 The Karen Martin Group, Inc.
  101. To Download the  Organizational Self Assessment: www.ksmartin.com/ the‐outstanding‐ organization Click “Download a  free organizational  assessment” © 2013 The Karen Martin Group, Inc.
  102. Self‐Assessment Sheet 2:  Assessment © 2013 The Karen Martin Group, Inc.
  103. 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.
  104. Self‐Assessment Sheet 3:  Scorecard © 2013 The Karen Martin Group, Inc.
  105. Organizational Assessment: Sample Baseline Measurements by Department 90% 80% 70% 60% Clarity 50% Focus 40% Discipline Engagement 30% 20% 10% 0% A B © 2013 The Karen Martin Group, Inc. C D E F G H 106
  106. How Do You Rate?  (1 = strongest; 4  = weakest) Clarity Dept A Dept B  Dept C Dept D Dept E Dept F Dept G Dept H Dept I © 2013 The Karen Martin Group, Inc. © The Karen Martin Group, Inc. Focus Discipline Engagement 1 1 1 4 1 1 2 2 1 2 3 2 1 3 2 3 4 2 4 4 3 2 4 3 4 3 3 3 2 4 3 2 4 1 1 4 107
  107. Organizational Assessment: Sample Baseline Measurements by  Shift & Employee Type 90% 80% 70% 60% Clarity 50% Focus 40% Discipline 30% Engagement 20% 10% 0% 1st shift © 2013 The Karen Martin Group, Inc. 2nd shift 3rd shift Management 108
  108. Tack för erat engagemang och lycka till med erat förbättringsarbete framöver. ― Karen © 2013 The Karen Martin Group, Inc.

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