The Value Of Stepping Back


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One slide contains animation--download for best viewing. This is about establishing scope and being effective. If you\'re wondering why your organization has never achieved the level of "well-oiled machine"...

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The Value Of Stepping Back

  1. 1. The Value of Stepping Back<br />How to Get The Well-Oiled Machine You’ve Always Wanted<br />1/4/2010<br />1<br />(c) 2010 Michael P. Meier<br />
  2. 2. You can get too close<br />1/4/2010<br />2<br />(c) 2010 Michael P. Meier<br />
  3. 3. Or you can get too much distance<br />1/4/2010<br />3<br />(c) 2010 Michael P. Meier<br />
  4. 4. We need perspective<br />How do I fit in?<br />Or this [thing/unit]?<br />Or is the problem in the marketplace itself or our response to it?<br />To the problem?<br />To the solution?<br />Or this [batch/lot/area/organization]?<br />Is the problem this spot?<br />1/4/2010<br />4<br />(c) 2010 Michael P. Meier<br />
  5. 5. My Well-Oiled Machine<br />What does a machine do?<br />What does your machine do?<br />What if you need to do something else?<br />Is your machine adaptable?<br />What if demand increases suddenly?<br />Is your machine expandable?<br />What if quality becomes an issue?<br />Is your machine consistently effective?<br />1/4/2010<br />5<br />(c) 2010 Michael P. Meier<br />
  6. 6. A Machine<br />Has an intended purpose<br />Combines [many] simple but hidden process steps into one apparent process.<br />Performs that one process repeatedly and with consistent results.<br />Requires minimal to no intervention.<br />When intervention is required, the internal processes are no longer hidden.<br />Functions indefinitely with minimal maintenance.<br />1/4/2010<br />6<br />(c) 2010 Michael P. Meier<br />
  7. 7. A Process<br />One or more activities that may be considered as a whole.<br />SIPOC<br />Process requires input (from some source)<br />Process produces output (delivered to a customer)<br />Process<br />Input<br />Output<br />Supplier<br />Customer<br />1/4/2010<br />7<br />(c) 2010 Michael P. Meier<br />
  8. 8. Processes and Machines<br />What’s the difference between “a machine” and “my [well-oiled] machine”?<br />Human parts<br />Ability to learn and adapt<br />Process become visible and critical<br />Abstract inputs and outputs<br />1/4/2010<br />8<br />(c) 2010 Michael P. Meier<br />
  9. 9. A Word About Abstraction<br />It isn’t about being “real”<br />Some of our most cherished things are abstraction<br />Money—currency is a manifestation of money<br />Figures on a balance sheet are a manifestation of money.<br />Abstractions manifest as things that we can touch and collect and sort.<br />We can only manage the manifestations if we understand the abstraction.<br />1/4/2010<br />9<br />(c) 2010 Michael P. Meier<br />
  10. 10. Process<br />Human processes (our well-oiled machine) require information (or data) as input and produce information as product.<br />If the process must be done by humans<br />It’s because the input must be interpreted in some way<br />Or because the output must be customized in some way.<br />1/4/2010<br />10<br />(c) 2010 Michael P. Meier<br />
  11. 11. A Business<br />Is based on the availability of two resources<br />Money<br />Information<br />Both are necessary<br />Both require management<br />Both are abstractions<br />Neither is consistently well understood.<br />1/4/2010<br />11<br />(c) 2010 Michael P. Meier<br />
  12. 12. Sand in the Gears<br />Can destroy the effectiveness of a machine.<br />How do we get sand in the gears of our [well-oiled] machine?<br />When the availability of the required resources is uncertain or haphazard<br />When the resources are incomplete or inadequate<br />When the resources are poorly understood and lead to poor decisions within the process(es)<br />1/4/2010<br />12<br />(c) 2010 Michael P. Meier<br />
  13. 13. The Bottom Line<br />Who takes care of your processes?<br />Who takes care of your people?<br />Who takes care of your money?<br />Who takes care of your information?<br />1/4/2010<br />13<br />(c) 2010 Michael P. Meier<br />
  14. 14. Money and Information<br />You know Money is complex and difficult to manage.<br />You hire the best experts you can find—Accountants, Attorneys, experts on investments<br />You believe that information is trivial and that “everyone knows” information.<br />You entrust it to literally everyone in your machine.<br />And your machine sputters and surges, falters and dies.<br />1/4/2010<br />14<br />(c) 2010 Michael P. Meier<br />
  15. 15. Information<br />There is no one who comprehends the full scope of the abstraction, Information.<br />You need someone who is able to <br />grasp the manifestations that are critical to you<br />account for all of those manifestations and their uses<br />audit them for consistency of meaning and quality contamination<br />design mechanisms to put appropriate information in the hands of the people and processes that need it<br />1/4/2010<br />15<br />(c) 2010 Michael P. Meier<br />
  16. 16. Comparison<br />Your Information management efforts will be larger and more costly than your Money management efforts.<br />You have way more Information than Money<br />Information comes in infinite variety<br />Money has been the focus for much longer—the methods and tools are stable<br />The input channels for Information are much less controlled<br />We have so much misunderstanding around Information (e.g., your technology infrastructure people are handling your information needs)<br />1/4/2010<br />16<br />(c) 2010 Michael P. Meier<br />
  17. 17. Finally<br />Information is NOT dependent on technology<br />Though its storage and distribution may be<br />Information is NOT<br />Software/applications<br />Databases<br />Servers<br />Data Models<br />Architectures<br />Though all may be components of your Information resource.<br />1/4/2010<br />17<br />(c) 2010 Michael P. Meier<br />
  18. 18. Michael P. Meier, Master of Abstraction<br />Learn the story behind the photo and why it is relevant to this discussion:<br />Michael P. Meier<br />dbaWhiteLake Data Management<br /><br />mailto:<br />507.273.9742<br />1/4/2010<br />18<br />(c) 2010 Michael P. Meier<br />