1. Improvement Facilitation & Coaching:
An Open Forum
Webinar
October 29, 2013

2. Welcome!
• Argentina
• Australia
• Canada
• Denmark
• Great Britain
• Ireland
• Mexico
• Saudi Arabia
• United States
www.ksmartin.com/subscribe

3. 3
Q1:
Any key tips on facilitating
"out of the box" thinking?
Often times participants
brainstorm solutions that can
be a little too basic.

4. © 2013 The Karen Martin Group, Inc. 4
Facilitating “Out of the Box” Thinking
• Executive sponsor
– Clear expectations
– Permission to be bold
• Use of a proper charter (and
properly socialized)—or A3
– Clear problem
– Measurable targets
• Safe environment
• Permission to be bold
• Skill set (yours and theirs)
• The New Business of Paradigms
video
– http://www.youtube.com/watch?
v=ujv_B1PGx8Q
– www.crmlearning.com

5. © 2013 The Karen Martin Group, Inc. 5
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:
Freed capacity to absorb additional business w/o increasing staff. Signature:
Date:
Benefits to Business Agreement
Better working relationships between sales, estimating & engineering.
Executive Sponsor
Higher margins.
Signature: Signature:
Higher confidence in Golden State's products and staff. Production Supervisor
Faster delivery. Function
Less hassle (back and forth re: RFQ, design and code). Planning / Purchasing, Planner
Continential breakfast & lunch
Surf's Up - Room A
Tom St. James
Benefits to Customers On-Call Support
JR Hunt
Improve quality of information flowing throughout value stream. Customer (contract manufacturer)
Reduce PO to SW dev completion by a minimum of 50%. Customer Service, Manager
Ambreen Motiwala
Danny Tran
Michael O'Shea
Reduce RFQ lead time by a minimum of 50%. Manufacturing, Director
Scrum Master
Goals & Measurable Target Conditions Engineering, Vice President
Unclear & incorrect information flowing through value stream. IT, Director
Lead time for RFQ turnaround = 2 weeks; PO to SW dev = 5 weeks Finance, Controller
Desire to stay ahead of the competition & deepen customer loyalty. Function / Title
Forecasted growth of 15% for next fiscal year. Sales, Director
Current State Problems & Business Needs Mapping Team
Boundaries &
Limitations
Improvement Time
Frame
No new software; only minor changes to existing IT
systems; no additional staff; no budget changes
Future state design is fully realized by
December 31, 2013.
Last Step Production ships product
Logistics
Coordinator
Dave Parks
July 24, 25, & 26
4:00-5:00 pm
First Step Sales reviews the RFQ
Briefing
Dates &
Times
Meals
Provided
Briefing
Attendees
** required
*optional
** Joe M (CIO), Sal T (VP Sales)
* Bruce R (VP Ops), Carlos P
(HR), Su T (CFO), Bill M (VP CS)
Demand Rate
Trigger
1,000 per year
Customer submits RFQ
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Allen Ward
Nancy Little
Specific Conditions
Engineer to order, requires both hardware &
software
Value Stream
Champion
Capital equipment
Executive
Sponsor
Value Stream
Event Dates
& Times
July 24-26, 2013
Dave Parks
Base-camp
Location
Facilitator
Name
Name
Lourdes Dwyer
Diana Marie
Dave Gerald
Ryan Austin
Facilitator
Value Stream Champion
Sean Michaels
Contact Information
Contact Information

6. 6
Q2:
How would you talk a site manager into
using a Strategy Deployment X-Matrix or
Hoshin Kanri plan to prioritize
improvements?
I am two levels down in his chain of
command, and my boss is all for it.

7. Task #1: Focus Reduces Chaos
Task #2: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
7
© 2013 The Karen Martin Group, Inc. – www.ksmartin.com
Round 1 – Alternate between tasks : letter, number, letter, number, etc.
Round 2 – Complete one task before beginning the next.
Sentence:
Numbers:
Sentence:
Numbers:
The Cost of Switch Tasking – Timed Activity

8. You need an
improvement
strategy that’s
aligned with
overarching
business goals
8

9. Hoshin Kanri X-Matrix
9

10. 10
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 >
Content
removed
for
confidentiality
© 2013 The Karen Martin Group, Inc.
Tie Improvement to Annual Strategy Deployment Plan
ABC Company

11. Strategy Deployment Key Feature:
Catchball
11
Executive
Team
What?
How?
Who?
When?
Senior
Mgmt
What?
How?
Who?
When?
Middle
Mgmt
What?
How?
Who?
When?
Frontlines
What?
How?
Who?
When?

12. © 2013 The Karen Martin Group, Inc. 12
Selling Strategy Deployment
• Education: David Meyer’s research re: engineers
• Demonstration of the cost of switch tasking (next
slide)
• The Outstanding Organization – Chapter 3 (Focus)
• Getting the Right Things Done – Pascal Dennis
• Why isn’t your boss selling it?????

13. Strategy Deployment Books
Modified strategy deployment
Chapter 3 - Focus

14. 14
Q3:
Our corporate, division & plant
management teams only think of
quarterly results and want to
implement lean. Management team
expects higher efficiency should result
in reduced head count. How can I
engage employees in such an
environment and change thinking from
short term to long-term benefits?

15. 15
Q4:
How do you usually select a
product family?

16. © 2013 The Karen Martin Group, Inc. 16
Selecting Product Families for Improvement
1. What are the business goals?
– Strategy deployment helps
– What problem are you trying to solve or
opportunity do you need to leverage?
2. Where do you have supportive leadership?
3. What’s an “easy” one to tackle first?

17. © 2013 Karen Martin & Mike Osterling 17
Function Function
Function
Function
Core Value Stream
Support Value Stream
Support Value Stream
Traditional vs. Value Stream Thinking
© 2013 The Karen Martin Group, Inc.
Value
stream
segment
Value
stream
segment

18. Value Stream Scoping Diagram
Defining Specific Conditions
Golden State
Equipment, Inc.
Capital
Equipment
Catalog
Configure to
order
Engineer to
order
Custom
hardware
Custom
software
Both
New Product
Development
Spares &
subassemblies
Catalog
Engineer to
order
18

19. Refining the Scope: Hiring Process
Hiring
Requisition
Existing
Position
Salaried
Employee
Hourly
Employee
Office
Field
Contractor
New
Position
Salaried
Employee
Hourly
Employee
Office
Field
Contractor
19

20. 20
Q5:
Have you found an effective, scalable method
for introducing the PDCA (e.g., kata)
methodology into a multi-facility enterprise?
How should we introduce PDCA when people
have been using trial/error all their lives and in
some cases getting good results?

21. © 2013 The Karen Martin Group, Inc. 21
Developing PDSA (PDCA) Skills
• Develop execs first (using A3).
• If that’s not possible, develop managers first.
– Try this: - Use A3 initially, then move to kata.
• All managers must be highly proficient in Lean
philosophy, PDSA/PDCA, analysis tools,
countermeasures, and coaching!

22. 22
From The Outstanding Organization, p. 115
Attaining Mastery
© 2013 The Karen Martin Group, Inc.

23. 23
Q6:
How can we best get non-
employed physicians to
engage in our Lean
improvement efforts?

24. © 2013 The Karen Martin Group, Inc. 24
How to Engage Non-employed Physicians
• Establish organization-wide priorities via
strategy deployment.
• Pay them.

25. 25
Q7:
How do you keep your teams
small and yet ensure buy-in
from large communities of
people involved in the
process?

26. © 2013 The Karen Martin Group, Inc. 26
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4 Date: Date:
Freed capacity to absorb additional business w/o increasing staff. Signature:
Date:
Benefits to Business Agreement
Better working relationships between sales, estimating & engineering.
Executive Sponsor
Higher margins.
Signature: Signature:
Higher confidence in Golden State's products and staff. Production Supervisor
Faster delivery. Function
Less hassle (back and forth re: RFQ, design and code). Planning / Purchasing, Planner
Continential breakfast & lunch
Surf's Up - Room A
Tom St. James
Benefits to Customers On-Call Support
JR Hunt
Improve quality of information flowing throughout value stream. Customer (contract manufacturer)
Reduce PO to SW dev completion by a minimum of 50%. Customer Service, Manager
Ambreen Motiwala
Danny Tran
Michael O'Shea
Reduce RFQ lead time by a minimum of 50%. Manufacturing, Director
Scrum Master
Goals & Measurable Target Conditions Engineering, Vice President
Unclear & incorrect information flowing through value stream. IT, Director
Lead time for RFQ turnaround = 2 weeks; PO to SW dev = 5 weeks Finance, Controller
Desire to stay ahead of the competition & deepen customer loyalty. Function / Title
Forecasted growth of 15% for next fiscal year. Sales, Director
Current State Problems & Business Needs Mapping Team
Boundaries &
Limitations
Improvement Time
Frame
No new software; only minor changes to existing IT
systems; no additional staff; no budget changes
Future state design is fully realized by
December 31, 2013.
Last Step Production ships product
Logistics
Coordinator
Dave Parks
July 24, 25, & 26
4:00-5:00 pm
First Step Sales reviews the RFQ
Briefing
Dates &
Times
Meals
Provided
Briefing
Attendees
** required
*optional
** Joe M (CIO), Sal T (VP Sales)
* Bruce R (VP Ops), Carlos P
(HR), Su T (CFO), Bill M (VP CS)
Demand Rate
Trigger
1,000 per year
Customer submits RFQ
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Allen Ward
Nancy Little
Specific Conditions
Engineer to order, requires both hardware &
software
Value Stream
Champion
Capital equipment
Executive
Sponsor
Value Stream
Event Dates
& Times
July 24-26, 2013
Dave Parks
Base-camp
Location
Facilitator
Name
Name
Lourdes Dwyer
Diana Marie
Dave Gerald
Ryan Austin
Facilitator
Value Stream Champion
Sean Michaels
Contact Information
Contact Information

27. 27
Q8:
What are some tools to keep
Coaches/Facilitators engaged
after they had their training? How
do you get teams to focus on data
when they are more concerned
with their own routine?

28. 28
Q9:
PDCA vs. DMAIC?
PDCA = Plan, Do, Check, Act
DMAIC = Define, Measure, Analyze,
Improve, Control

29. © 2013 Karen Martin & Mike Osterling 29
Value
Stream
Mapping
Strategy
Deployment
(Hoshin Kanri)
or A3
Projects,
Kaizen Events,
Kata

30. 30
Q10:
How can I best coach / facilitate a senior
leadership group that is unwilling to see
things in ways other than their own? Are
there specific 'go to' questions that
could be considered 'never fail'?
Sometimes it's difficult to assess if a
question is too edgy and might cost me
my job. Any guidelines?

31. © 2013 The Karen Martin Group, Inc. 31
31
Who? Accountability Tool
Leadership “What has to happen” Value Stream
Mapping
Workforce “How it will happen” Kaizen Events,
Just-do-its,
and Projects
Improvement Roles
Strategic
Tactical
Middle
Management

32. © 2013 The Karen Martin Group, Inc. 32
Helping Shift “My Way” Thinking
• Lean leadership behavior development
– Gemba orientation
– Humility
– Curiosity
– Scientific thinking/doing (PDSA/PDCA)
– Authorizing the people who do the work
• Education / observation / simulation / data
• “How’s that workin’ for ya?”

33. 33
Q11:
Recommended books that are
worth my time?
A17: Visit
www.ksmartin.com/reading-list

34. 34
Q12:
Problem with blending Value
Stream Mapping and Kaizen
Events (on the same week).

35. © 2013 The Karen Martin Group, Inc. 35
35
Who? Accountability Tool
Leadership “What has to happen” Value Stream
Mapping
Workforce “How it will happen” Kaizen Events,
Just-do-its,
and Projects
Improvement Roles
Strategic
Tactical
Middle
Management

36. © 2013 Karen Martin & Mike Osterling 36
Value
Stream
Mapping
Strategy
Deployment
(Hoshin Kanri)
or A3
Projects,
Kaizen Events,
Kata

37. © 2013 Karen Martin & Mike Osterling 37
1 2 3 4 5 6 7 8 9 10 11 12
2 Improve quality of referral to 85% KE
Sean
Michaels 100%
3,4
Reduce lead time between scheduling
and preregistration step to 45 minutes
Proj
Dianne
Marie 75%
4 Only one check in per patient KE
Ryan
Austin 50%
4 Reduce wait time in waiting area by 50% KE
Dianne
Marie 50%
6
Eliminate 6 hour lead time associated
with transcription step
Proj
Dave
Gerald 50%
7 Eliminate redundant data entry Proj
Dave
Gerald 25%
5
Visually managed inventory; no outages
or expired items
KE
Michael
O'Shea 100%
6 Reduce imaging LT to one hour Proj
Martha
Allen 25%
8 Reduce report delivery LT to 30 minutes Proj
Martha
Allen 0%
7 Reduce LT at image review to 1 day JDI
Dave
Gerald 100%
Value Stream Transformation Plan
Value Stream
Value Stream Champion
Value Stream Mapping Facilitator
Allen Ward 1-Nov-12
Executive Sponsor
Scheduled Review Dates
21-Nov-12
Outpatient Imaging
Paul Scanner
Dave Parks 13-Dec-12
10/18/2012 10-Jan-13
Date Created
Value Stream Mapping Facilitator
Increase % of physicians receiving
electronic delivery
Planned Timeline for Execution
Status
Signature:
Agreement
Signature: Signature:
FS VSM
Block #
Measurable Target Proposed Countermeasure
Implement standard work for referral
process
Exec.
Method*
Owner
* Execution Method = JDI (Just-do-it), KE (Kaizen Event), or Proj (Project)
Cross-train and co-locate work teams
Value-stream specific radiologists
Implement voice recognition technology
Auto populate between PACS and
Meditech
5S CT supplies area; implement kanban
Collect copays in Imaging
Balance work / level demand
Visual metrics and indicators
Date: Date:
Executive Sponsor Value Stream Champion
Date:

38. 38
Q13:
In the organization where I work we had
a lot of Kaizen events. We had a lot of
cost saving but today we are not able to
do additional Kaizen. How can we start
again? What are the activities we have
to do to avoid a fatal end to lean
implementation?

39. 39
Q14:
How do you get teams to
focus on data when they are
more concerned with their
own routine?
CLARIFICATION: I run into a lot of people that collect data for their
areas as a daily routine but do nothing with the data. How do you
get someone to go from being a bean counter to analyzing data and
make improvements from that data?

40. 40
Q15:
What have you done when you
have a group of Kaizen
participants who are trained,
but do not "believe" in
Continuous Improvement?

41. 41
Q16:
What are some tools to keep
Coaches/Facilitators engaged
after they had their training?

42. 42
Q17:
How do you ensure you get
the right team leader?

43. 43
Q18:
How can continuous
improvement teams be engaged
through the use of appropriate
improvement tools?

44. © 2013 The Karen Martin Group, Inc. 44
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