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2013: Commit to Becoming an
  Outstanding Organization
          Karen Martin




             Webinar
         January 22, 2013
 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
Make 2013 an OUTSTANDING year!




   Website:      www.ksmartin.com
   Amazon:       www.bitly.com/TOObook
   Facebook:     www.facebook/outstandingorg

          Help us spread the word!
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Typical Organization
     Unstable 
 Foundation Leads 
 to Unpredictable 
   Performance




    Lacking Proper 
     Mindsets & 
      Behaviors


© 2013 The Karen Martin Group, Inc.
                                                             4
© 2013 The Karen Martin Group, Inc.
                                      5
6
The Outstanding Organization

   Predictable 
  Performance                                Business Performance

                                      Problem Solving




                                                        Improvement
                                                         Continuous 




                                                                       Resilience
      Core 
   Capabilities




      Solid                                              CHOS
   Foundation



© 2013 The Karen Martin Group, Inc.
                                                                                    7
Ambiguity Abounds…
•   Organization purpose & vision
•   Customers & products
•   Business goals & priorities
•   Policies & procedures
•   Roles & responsibilities
•   Process performance
•   Problem solving & decision making
•   Communication

                                        9
Who are your customers?
What problem does your good or
        service solve?
     What do they value?




                                 10
Gaining Clarity via Visual Management




                                        11
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
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
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
There is no such thing 
  as multitasking.*


      * For cognitive tasks.

                               16
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.
18
© 2013 The Karen Martin Group, Inc.
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
Frequent Status 
Meetings Assure 
Ongoing Alignment & 
Distraction Avoidance




                        20
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
< 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
17
18
19
20
                                                                                                                                               22
© 2013 The Karen Martin Group, Inc.
Develop
                                      hypothesis




          Refine
                                                    Conduct 
       Standardize 
                                                   experiment
         Stabilize




                                      Measure 
                                       results
© 2013 The Karen Martin Group, Inc.                             24
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
True Continuous Improvement




© 2013 The Karen Martin Group, Inc.         26
Progressive Learning




                       27
The Role of the Improvement Coach




                                28
Lean (Done Right) Fuels Engagement;
        Engagement Accelerates Transformation




                          Lean           Employee 
                        Practices       Engagement




© 2012 Karen Martin & Associates, LLC                30
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
Cross‐Functional Problem Solving:
Connecting, Using Creativity, Gaining Control




                                                32
—The Outstanding Organization, p. 153




                                                                              33
© 2013 The Karen Martin Group, Inc.
Self‐Assessment
    Sheet 1:  Overview & Process




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




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




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




© 2013 The Karen Martin Group, Inc.
To Download the 
  Organizational Self Assessment:

 www.scribd.com/doc/121657016/The‐
Outstanding‐Organization‐Organizational‐
            Self‐Assessment
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.
What’s Your Improvement Plan?




                                40
41
“You can make a difference no matter
  where you sit in the organization.
       But only if you start.”




                                       42
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




                                                43

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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 www.ksmartin.com
  • 3. Make 2013 an OUTSTANDING year! Website: www.ksmartin.com Amazon: www.bitly.com/TOObook 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
  • 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.
  • 9. Ambiguity Abounds… • Organization purpose & vision • Customers & products • Business goals & priorities • Policies & procedures • Roles & responsibilities • Process performance • Problem solving & decision making • Communication 9
  • 10. Who are your customers? What problem does your good or service solve? What do they value? 10
  • 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 13
  • 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
  • 15.
  • 16. There is no such thing  as multitasking.* * For cognitive tasks. 16
  • 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. 17 © 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
  • 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 17 18 19 20 22
  • 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. 25 © 2012 Karen Martin & Associates, LLC
  • 28. The Role of the Improvement Coach 28
  • 29.
  • 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
  • 33. —The Outstanding Organization, p. 153 33 © 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.
  • 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.
  • 41. 41
  • 42. “You can make a difference no matter where you sit in the organization. But only if you start.” 42
  • 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 43