The 12 slides give an impression of what delta 5 can do for your organization. More information: www.delta5.nl/en/home

1. 1 delta 5 – quick read: discover in a few minutes how delta 5 can add value to your organization
It’s the entire iceberg that
determines your results
Enhancing performance levels written
rules
delta 5 is a proven diagnostic and
change method for effectively
influencing behavioral patterns and
embedding high performance behavior
unwritten
rules
Content
• when delta 5?
• delta 5 Safety
• LEAN delta 5
• diagnosis
• improvement approach The ‘soft’ side of the organization has
a ‘hard’ impact on performance levels
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2. 2 delta 5 – when?
↓
delta 5 enhances your success in
the following situations: ‘The strength of delta 5 is that this
tool makes ‘culture’ manageable: it
… when performance levels works from a diagnosis that enables
are unsatisfactory (quality, safety, the design of practical interventions
efficiency)
resulting in an upgrade of the
… when it�s difficult to create ownership company’s learning capability.’
and responsibilities lower in the
Thom Albers
organization Corporate Strategy Director FrieslandCampina
… when levels of innovation are
disappointing
… when the way people collaborate
in the organization needs to be
improved
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3. 3 delta 5 – understanding current behavior gives grip to create high performance
↓
Molecules respond according
to laws of nature. Behavior also
follows certain natural laws.
Such as…
• you always display behavior
• behavior always has effect
• only when you are conscious of
your behavior, you can choose
It’s the behavior of your people that
determines performance levels. The
written rules above the water surface
might be in place, performance can still
be low due to the unwritten rules
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4. 4 delta 5 – performance improvement in an operational environment
↓
A dairy factory in Europe:
Realizing improvement by
Situation at the start
bending unwritten rules: the • Frequently disappointing audit results
right actions towards creating •
•
Customers terminating contracts
Disapproved product totals 20 km row of trucks
a high performance culture •
•
First-time-right maximum 83%
Safety not under control
• Loss of market share
example 1 / 2
Diagnosis showed explanatory unwritten rules
• ‘Focus on producing quantity’
• ‘Quality Assurance department is responsible
for quality, not us’
• ‘Do your work your own way’
• ‘The situation is very complex here’
• ‘You will not be sent away’
Steps taken in bending the unwritten rules
(for a more elaborate explanation, see the delta 5 book)
1. Creating awareness of the impact and the ownership of the
behavioral rules
2. Composing and introducing a new set of unwritten rules
based on the organizational values, and give trainings to
enlarge the behavioral repertoire of employees
3. Embedding the new behavior in daily routines utilizing the
5 perspectives (see page 8)
Results one year later
• Excellent audit results
• Higher demand than the factory can produce
• Disapproved product decreased with 75%
• First-time-right varies between 98% and 100%
• Number of safety incidents significantly decreased
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5. 5 delta 5 – performance improvement in an operational environment
↓
The same dairy factory in Europe:
Change is visible due to the
bending of the five most important
unwritten rules of this factory
‘This is the best factory
example 2 / 2
I have visited in years’
(external auditor, Danone)
Unwritten rules one year later Explanation of an unwritten rule and her effects
The unwritten rule ‘The situation is very complex
1. Focus on producing quantity 1. Stop production in case of doubt! here’ was accepted from management to work floor.
The effect was that problems were not traced back to
causes. In case of an interruption or contamination
2. Quality Assurance department
2. Quality is number 1 for everyone in the production lines; ‘anything could be the cause,
is responsible for quality, not us
that’s how complex it is here’. This explained the low
3. Do your work your own way 3. Give each other feedback
first-time-right production of 83%, and the huge return
flows of rejected product. During the change program
this unwritten rule was successfully bent to ‘Find out
4. The situation is very
4. Find out the causes the causes’.
complex here
5. You are held responsible for In the delta 5 book, a chapter is devoted to the organizational
5. You will not be sent away change in the dairy factory, written by the responsible plant
your actions
manager.
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6. 6 LEAN delta 5 – to embed LEAN in organizational behavior
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LEAN eliminates waste at the top
delta 5 strengthens (previous) initiatives like TQM,
of the iceberg; LEAN delta 5 also Kaizen and LEAN, which aim to professionalize and
removes waste under the water improve performance levels. delta 5 explains why
these kind of initiatives don’t have the desired impact
surface: in interaction processes of actually improving organizational performance.
example of waste:
S T O R A G E O F D ATA
LEAN components always have a
behavioral aspect:
Modern and accessible • Process optimalization runs by existing behavioral
10% patterns that facilitate or inhibit intelligent decision
written information system
rules making concerning process optimalization
• Operational management's success depends on the
90% actual daily behavioral routines: the unwritten rules
unwritten 'Everybody has their
rules
own database' • Leadership outcomes depend on the sensitivity
for unwritten rules and the capacity to effectively
influence them
LEAN focuses on the top of the iceberg
LEAN delta 5 focuses on the entire iceberg
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7. 7 delta 5 Safety – including behavior when enhancing safety levels
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Example unwritten rule:
Using a gas burner in order to
defreeze a pump causes a huge fire You don’t have to
at Chemie-Pack (Netherlands) follow the rules
delta 5 Safety
a) defines the gap between current behavioral patterns
and HRO (High Reliability Organization) principles
b) brings HRO-principles in the genes of the organization
c) is a concretization of Hearts & Minds
delta 5 is on a regular basis further
developed in collaboration with
the founders of HRO in the USA
Source: ANP
Extraordinary conclusion public prosecutor's office: Shifting of perspective in
‘It could have been any employee. […] In this organization the Netherlands: it�s not
it�s the normal way to solve things. […]. That is why we the individual employee,
hold the management accountable’. but the management that
Source: NOS news October, 9th, 2012 is found guilty.
Source: ANP
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