1. 2013: Commit to Becoming an
Outstanding Organization
Karen Martin
Webinar
January 22, 2013

2.  Founder: Karen Martin & Associates, LLC (1993).
 Consultant / Coach: Lead Lean transformations &
develop people in office, service and knowledge
environments.
 Teacher: University of California, San Diego’s
Lean Enterprise program.
 Author:
Karen Martin, Principal
www.ksmartin.com

3. Make 2013 an OUTSTANDING year!
Website: www.ksmartin.com
Amazon: www.bitly.com/TOObook
Facebook: www.facebook/outstandingorg
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4. Typical Organization
Unstable
Foundation Leads
to Unpredictable
Performance
Lacking Proper
Mindsets &
Behaviors
© 2013 The Karen Martin Group, Inc.
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5. © 2013 The Karen Martin Group, Inc.
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6. 6

7. The Outstanding Organization
Predictable
Performance Business Performance
Problem Solving
Improvement
Continuous
Resilience
Core
Capabilities
Solid CHOS
Foundation
© 2013 The Karen Martin Group, Inc.
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9. Ambiguity Abounds…
• Organization purpose & vision
• Customers & products
• Business goals & priorities
• Policies & procedures
• Roles & responsibilities
• Process performance
• Problem solving & decision making
• Communication
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10. Who are your customers?
What problem does your good or
service solve?
What do they value?
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11. Gaining Clarity via Visual Management
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12. How does work get accomplished?
And well how are we doing at it?
Customer
Process Process Process Process
1 2 3 4
LT LT LT LT
PT PT PT PT
LT = Lead (Throughput) Time
PT = Process (Touch) Time 12

13. 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
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14. Processes MUST be Clearly Documented
Current State Metrics-Based Process Map
PT Units Process Details Mapping Team
Seconds Hours Process Name Order Fulfillment Dianne O'Shea Ryan Austin
Minutes Days Specific Conditions Domestic orders through sales force Sean Michaels Mary Townsend
LT Units Occurrences per Year 37,500 Sam Parks
Seconds Hours Hours Worked per Day 8 Paul Dampier
Minutes Days Date Mapped 26-Nov-07 Michael Prichard
Step # ? 6 7 8 9
Function /
Department Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT
Customer
Notify customer
Fax PO to
Sales Rep Approve PO 15 240 100% 5 20 100% when they can 15 300 95%
Account Manager
expect delivery
Review and
Account Manager approve PO; send 5 240 100%
to Order Entry
Enter order into
Order Entry 10 240
SAP
Finance / Credit

16. There is no such thing
as multitasking.*
* For cognitive tasks.
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17. Not Convinced?
Try this timed experiment.
Focus reduces chaos.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Round 1: Write F, 1, O, 2, C, 3, U, 4… etc. (alternating—switch‐
tasking—between letters and numbers)
Round 2: Write the complete sentence, followed by numbers 1‐17
(focused on one task at a time.
Common result: Round 2’s time is 1/3 to 1/2 of Round 1’s.
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© 2013 The Karen Martin Group, Inc.

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© 2013 The Karen Martin Group, Inc.

19. Obtain Consensus, Then Maintain Focus by Consistent Plan Management
< Company Name >
2013 Priorities
1. Increase sales 5%. 2. Achieve 50% gross margin. Created: 01‐14‐13 Plan review dates:
2013 Goals & Objectives
3. Achieve 10% profit. 4. Improve morale (metric TBD). Revised:
X = Planned ● = Actual Level of Effort/Involvement Required
Tactical
Priority Goal or Measurable Objective Exec Owner COM CDs / PD PD
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner IT Mktg Ops HR Bob Fin PE Pario BMD SWS
Direct AMs Rec Mgmt
3,500 uni ts s ol d by 12/31/2013 through a l l cha nnel s
2 X X X X X X X X X X X X Bob Da na 2 3 3 3 2 3 3 1 1 3 3 1 3
(a pprox. $700K)
Content removed for confidentiality
11 Devel op & del iver tra i ni ng to top 50 Dea l ers X X X X X X Bob Rex/Tim 3 3 3
21 Revis ed cours e ma teri a l s by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2
Educa tion: 1 s chool di s tri ct s pec'd/underperforming
5 X X X X X X X X X X X X Howa rd Mi cha el S 1 3 2 3 3
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
8 X X X X X X X X X X X X Howa rd Mi ke B 2 3
yea r)
5 new di s tri butors bri ngi ng $200K a nnua l rev (& 5
9 X X X X X X X X X X X X Howa rd Howa rd 1 1 1 2 3
termi na ted)
17 10 projects s pec'd by 12/31; $300K rev by 12/31 X X X X X X X X X X Howa rd Da na 1 3 3 3
29 20 by yea r‐end X X X X X X X X X X X X Howa rd Ma rk H 2 3 3 3
32 TBD X X X Howa rd Howa rd
33 TBD X X X X X X X X X Howa rd Howa rd
Useful reporti ng a nd metri cs a re es ta bl i shed a nd i n
10 X X Ji m Ra nda l l 3 1 1 1 1 1 1
pl a ce
30 TBD X X X X X Ji m Jos h 3
31 TBD X X X X X X Ji m Jos h 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Ji m Sha nnon 3 3 1 1 1 1 1
26 Sys tem 7.0's i n pl a ce X X X Ji m Ra nda l l 3 2 1 2 1
100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on
15 X X X Jos h Phyl l is 1 3
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
20 X X X X Mi cha el M Mi cha el M 2 3 2 3
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
22 X X X Nea l l Ma tt D 3 1 1 3 2 2 3
out
24 Competi tive Ana l ys i s compl ete a nd di stri buted for us e X X X Nea l l Da na 2 3 3 3 3 3 3
1 Des ign cha nged to s ol ve dela m i ss ue l ong‐term X X X X X Sus a n Da vi d R 3 2 3
30 pa rts s ourced in U.S.; compl eted pl a n for ma na gi ng
12 X X X X X X Susa n Sha nnon 3 3 2 2
Chi na ‐s ourced pa rts
Wa rehous e l a id out; ka nba n revi s ed; Sys pro
13 X X X Susa n Sha nnon 3
i mplemented
14 La y out compl ete; equi pment i ns ta l led X X X Susa n Da vi d R 3 3
© 2013 The Karen Martin Group, Inc. 19

20. Frequent Status
Meetings Assure
Ongoing Alignment &
Distraction Avoidance
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21. Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters & organizational
direction.
• Consensus – about how best
to get there.
• Courage – to actively choose
to “not do” or “not do now.”
• Commitment – to stick with
the plan.
© 2013 The Karen Martin Group, Inc. 21

22. < Company Name> Priority #X Execution Plan
Priority: Executive Owner:
Background/Scope: Next Review:
Measurable Objective(s):
Core work team: Input/Review needed by:
Relationship to Annual Business Goal(s): Timeline
Status
Planned Timeline X Complete (Actual) % (Red,
Due Complete Yellow,
2013
Date Green)
# Action Item Owner Deliverable Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
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23. © 2013 The Karen Martin Group, Inc.

24. Develop
hypothesis
Refine
Conduct
Standardize
experiment
Stabilize
Measure
results
© 2013 The Karen Martin Group, Inc. 24

25. 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.
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© 2012 Karen Martin & Associates, LLC

26. True Continuous Improvement
© 2013 The Karen Martin Group, Inc. 26

27. Progressive Learning
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28. The Role of the Improvement Coach
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30. Lean (Done Right) Fuels Engagement;
Engagement Accelerates Transformation
Lean Employee
Practices Engagement
© 2012 Karen Martin & Associates, LLC 30

31. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
To vision, annual goals,
immediate supervisor,
peers, customers
Connection
Creativity Control
Full use of talents,
capacities, Heavy involvement in
potentialities, decisions that influence
& skills their work life.
© 2012 Karen Martin & Associates, LLC 31

32. Cross‐Functional Problem Solving:
Connecting, Using Creativity, Gaining Control
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33. —The Outstanding Organization, p. 153
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© 2013 The Karen Martin Group, Inc.

34. Self‐Assessment
Sheet 1: Overview & Process
© 2013 The Karen Martin Group, Inc.

35. Self‐Assessment
Sheet 2: Assessment
© 2013 The Karen Martin Group, Inc.

36. Embedded Comments Provide Clarification
© 2013 The Karen Martin Group, Inc.

37. Self‐Assessment
Sheet 3: Scorecard
© 2013 The Karen Martin Group, Inc.

38. To Download the
Organizational Self Assessment:
www.scribd.com/doc/121657016/The‐
Outstanding‐Organization‐Organizational‐
Self‐Assessment

39. 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.

40. What’s Your Improvement Plan?
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41. 41

42. “You can make a difference no matter
where you sit in the organization.
But only if you start.”
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43. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Blog & newsletter: www.ksmartin.com/subscribe
Book info: www.ksmartin.com/TOO
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