The Outstanding Organization: The Power of Discipline
 

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Recorded webinar: http://slidesha.re/1e1RFU6 ...

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.

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The Outstanding Organization: The Power of Discipline Presentation Transcript

  • 1. The Outstanding Organization: The Power of Discipline Presenter: Karen Martin Webinar May 3, 2012
  • 2.  Founder, Karen Martin & Associates, LLC(1993) Lead Lean transformations in the servicesector and office areas within manufacturing Teaches at University of California, SanDiego’s Lean Enterprise program Email: karen@ksmartin.com Twitter: @karenmartinopex Facebook:www.facebook.com/karenmartinassoc Karen Martin, Principal July 2012
  • 3. We need to improve how we improve. 3
  • 4. Mindsets & Behaviors 4
  • 5. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 5
  • 6. The Outstanding Organization Business Results Problem Solving Improvement Continuous  Resilience Core Capabilities CHOS 6
  • 7. 7
  • 8. Greatness results from disciplined people engaged indisciplined thinking that leads to disciplined action. — Jim Collins, Good to Great 8
  • 9. Mastery Requires Deliberate PracticeRafael Nadal successfully returned the shot to Andy  Roddick. 9
  • 10. How muchdeliberate practice? 10,000 hours (10 Years) 10
  • 11. 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. 11
  • 12. “Effectiveness is a habit.” — Peter Drucker 12
  • 13. Practice vs. Performance Perform Train 99%100% 90%90%80%70%60% Train50% Perform40%30% Perform20% 10% Train 1%10% 0% Athletes Businesses Jim Loehr & Tony Schwartz, The Power of Full Engagement 13
  • 14. Two Key Areas for Development• Problem-Solving – Mechanics – Coaching Expertise• Process Management – Process Owner – Key Performance Indicators – Continuous Improvement 14
  • 15. 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. 15
  • 16. Develop hypothesis Refine Conduct  Standardize  experiment Stabilize Measure  results 16© 2012 Karen Martin & Associates, LLC
  • 17. Clarifying the PDSA Cycle Phase Detailed Steps   1.  Define and break down the  problem.   2.  Grasp the current condition. Develop  Plan   3.  Set a target condition. Hypothesis   4.  Conduct root cause & gap analysis.   5.  Identify potential countermeasures.   6.  Develop & test countermeasure(s) Conduct  Continuous  Do   7.  Refine and finalize countermeasure(s). Experiment Improvement   8.  Implement countermeasure(s). Evaluate  Study   9.  Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine  Adjust Standardize  11. Monitor process performance. Stabilize 12.  Reflect & share learning. 17© 2012 Karen Martin & Associates, LLC
  • 18. True Continuous Improvement 18© 2012 Karen Martin & Associates, LLC
  • 19. Developing PDSA Capabilities• A3 Management• Kaizen Events• Daily Kaizen (Improvement & Coaching Kata) 19
  • 20. The Role of the Improvement Coach 20
  • 21. Learning Stages 21© 2012 Karen Martin & Associates, LLC
  • 22. Remember This? How muchdeliberate practice? 10,000 hours (10 Years) 22
  • 23. Types of Coaching REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT 23© 2012 Karen Martin & Associates, LLC
  • 24. Improvement‐Oriented Socratic Questions • Clarification • Viewpoints & perspectives – What problem are you trying to solve? – What about the current condition is not  – Why is that a problem? ideal? – What is this data telling you? – Which countermeasures have you  rejected and why? • Simplification – Is there another way to look at these  – How could you visually depict that data? results? – What’s the most relevant finding? • Implications & consequences – What specific conditions would be best  for testing your hypothesis? – If you do that, what might happen? – If “that” happens, then what? • Rationale/evidence – What data supports that conclusion? • Procedure – How could you collect the data you need  – What’s your next step? to prove or disprove your hypothesis? – How is the new way of operating being  – What is the primary root cause for that  documented? problem? – 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
  • 25. Process Design, Managementand Improvement 25
  • 26. 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. 26
  • 27. The Next Frontier…The Middle Manager 27
  • 28. We need to shift our focus from managing people to managing processes. 28
  • 29. Release Date: July 8, 2012  (McGraw‐Hill) Available for Preorder:  www.bit.ly/km‐too 29
  • 30. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopexMonthly newsletter: www.ksmartin.com/subscribe Connect with us: 30