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Commit to Becoming an Outstanding Organization


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Just as you may be re-evaluating your personal goals for the New Year, January is a great time to re-evaluate your organization’s management practices and set new goals that will enable you to move your organization ahead.

If you're not sure how to start, this webinar—based on Karen Martin's book The Outstanding Organization—presents a framework for understanding the four keys for creating lasting transformation.

It's time to replace the habits that don't serve your organization well with new ones that accelerate results.

Will you commit to helping your organization become outstanding in 2013? All it takes is a critical mass to create the type of momentum that’s tough to stop.

Join us for this important webinar and learn how to:
* Replace organizational ambiguity with CLARITY and truth telling.
* Help your organization FOCUS and break its "organizational ADD" habit.
* Instill DISCIPLINE into your company's DNA.
* Create the conditions for deep employee ENGAGEMENT.

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Commit to Becoming an Outstanding Organization

  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
  3. Make 2013 an OUTSTANDING year! Website: Amazon: Facebook: www.facebook/outstandingorg Help us spread the word! • Pin it • Buy it • Like it • Post it • Tweet it • Review it
  4. Typical Organization Unstable  Foundation Leads  to Unpredictable  Performance Lacking Proper  Mindsets &  Behaviors© 2013 The Karen Martin Group, Inc. 4
  5. © 2013 The Karen Martin Group, Inc. 5
  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. 7
  8. Ambiguity Abounds…• Organization purpose & vision• Customers & products• Business goals & priorities• Policies & procedures• Roles & responsibilities• Process performance• Problem solving & decision making• Communication 9
  9. Who are your customers?What problem does your good or service solve? What do they value? 10
  10. Gaining Clarity via Visual Management 11
  11. How does work get accomplished?  And well how are we doing at it? Customer Process Process Process Process 1 2 3 4LT LT LT LT PT PT PT PTLT = Lead (Throughput) TimePT = Process (Touch) Time 12
  12. 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 13
  13. Processes MUST be Clearly Documented Current State Metrics-Based Process Map PT Units Process Details Mapping Team Seconds Hours Process Name Order Fulfillment Dianne OShea 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 LTCustomer Notify customer Fax PO toSales Rep Approve PO 15 240 100% 5 20 100% when they can 15 300 95% Account Manager expect delivery Review andAccount Manager approve PO; send 5 240 100% to Order Entry Enter order intoOrder Entry 10 240 SAPFinance / Credit
  14. There is no such thing  as multitasking.* * For cognitive tasks. 16
  15. 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. 17© 2013 The Karen Martin Group, Inc.
  16. 18© 2013 The Karen Martin Group, Inc.
  17. 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 3 321 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 pecd/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 pecd  by 12/31; $300K rev by 12/31 X X X X X X X X X X Howa rd Da na 1 3 3 329 20 by yea r‐end X X X X X X X X X X X X Howa rd Ma rk H 2 3 3 332 TBD X X X Howa rd Howa rd33 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 331 TBD X X X X X X Ji m Jos h 1 1 1 3 1 1 1 1 1 1 1 1 1 125 TBD Ji m  Sha nnon  3 3 1 1 1 1 126 Sys tem 7.0s  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 out24 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 31 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 mplemented14 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
  18. Frequent Status Meetings Assure Ongoing Alignment & Distraction Avoidance 20
  19. 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
  20. < Company Name> Priority #X Execution PlanPriority:  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 91011121314151617181920 22
  21. © 2013 The Karen Martin Group, Inc.
  22. Develop hypothesis Refine Conduct  Standardize  experiment Stabilize Measure  results© 2013 The Karen Martin Group, Inc. 24
  23. 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. 25© 2012 Karen Martin & Associates, LLC
  24. True Continuous Improvement© 2013 The Karen Martin Group, Inc. 26
  25. Progressive Learning 27
  26. The Role of the Improvement Coach 28
  27. Lean (Done Right) Fuels Engagement; Engagement Accelerates Transformation Lean Employee  Practices  Engagement© 2012 Karen Martin & Associates, LLC 30
  28. Engagement Drivers: The Three C’s The Outstanding Organization, pp. 155‐158 To vision, annual goals,  immediate supervisor,  peers, customers Connection Creativity ControlFull use of talents,  capacities,  Heavy involvement in  potentialities,  decisions that influence  & skills their work life.© 2012 Karen Martin & Associates, LLC 31
  29. Cross‐Functional Problem Solving:Connecting, Using Creativity, Gaining Control 32
  30. —The Outstanding Organization, p. 153 33© 2013 The Karen Martin Group, Inc.
  31. Self‐Assessment Sheet 1:  Overview & Process© 2013 The Karen Martin Group, Inc.
  32. Self‐Assessment Sheet 2:  Assessment© 2013 The Karen Martin Group, Inc.
  33. Embedded Comments Provide Clarification© 2013 The Karen Martin Group, Inc.
  34. Self‐Assessment Sheet 3:  Scorecard© 2013 The Karen Martin Group, Inc.
  35. To Download the  Organizational Self Assessment:‐Outstanding‐Organization‐Organizational‐ Self‐Assessment
  36. 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.
  37. What’s Your Improvement Plan? 40
  38. 41
  39. “You can make a difference no matter where you sit in the organization. But only if you start.” 42
  40. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 Twitter: @karenmartinopexBlog & newsletter: Book info: 43