Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Upcoming SlideShare
What to Upload to SlideShare
What to Upload to SlideShare
Loading in …3
×
1 of 43

Clarity the Essence of Lean Management

1

Share

Download to read offline

These are the slides for the webinar https://vimeo.com/507636848

Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.

In this webinar, Karen discusses:

• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity

With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!

To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.

If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

Clarity the Essence of Lean Management

  1. 1 Clarity The Essence of Lean Management Karen Martin, President
  2. 2 CLARITY FOCUS DISCIPLINE ENGAGEMENT THE OUTSTANDING ORGANIZATION OutstandingOrg.com
  3. 3 CAN I PARK HERE?
  4. Ambiguity complicates, slows, frustrates… and is expensive
  5. Akiyoshi Kitaoka
  6. COHERENCE P R E C I S I O N ELEGANCE
  7. CLARITY TYPES Consistently pursues clarity as an information provider and recipient CLARITY PURSUER Type 1: Intentional deceit Type 2: Strategic ambiguity Type 3: Willful ignorance CLARITY AVOIDER Type 1: Unaware Type 2: Aware; cannot perceive CLARITY BLIND
  8. 9
  9. 10
  10. 11
  11. 12
  12. 14 180+ COGNITIVE BIASES
  13. IUMRINC TO GQNGIUSIQNS JUMPING TO CONCLUSIONS
  14. 16 FEAR
  15. 17 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING Clarity & Lean Management THE FIVE P’S © 2020 TKMG, Inc. www.clarityfirstbook.com
  16. 18 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2020 TKMG, Inc.
  17. 19 WHY DO YOU DO WHAT YOU DO
  18. 20 Mining for an organization’s purpose
  19. 21 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2020 TKMG, Inc.
  20. © 2015 The Karen Martin Group, Inc. 22
  21. 23 There’s no such thing as multitasking.* * For cognitive tasks.
  22. 24 • A clear, focused, disciplined, and deeply engaging approach to • achieve measurable business goals that • enable the organization to realize its strategy and • stay true to its purpose. Strategy Deployment: Defined
  23. Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS AT ONCE 25
  24. Completed Projects of Similar Complexity (annual) 26 24 73 Pre-Focus Post-Focus • No additional resources • Higher quality results
  25. 27 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2020 TKMG, Inc.
  26. 28 Customer 0.0 hrs. 0.5 days 1.0 hrs. 5.0 days 3.6 hrs. 0.6 days 0.0 hrs. 1.0 days 0.2 hrs. 0.5 days 16.0 hrs. 0.0 hrs. 7.0 days 8.0 hrs. 0.0 hrs. 7.0 days 0.1 hrs. 26.0 days 0.0 hrs. 0.2 days Total LT = 50.8 days Total PT = 29.0 hrs. Activity Ratio = 7% SAP Summary Invoice (Excel) Obtain Order; Enter Order in Offline Order Form Sales (Key at night) LT = 4.5 hrs. PT = 18 mins. %C&A: 80% 1 Review & Release Credit Holds Sales LT = 4 hrs. PT = 10 mins. %C&A: 99% 3 Issue DO To Transporter; Create Pick List WH1 LT = 8 hrs. PT = 1 mins. %C&A: 95% 5 Pick & Load Order Logistics LT = 4 hrs. PT = 15 mins. %C&A: 95% 6 Collect POD from Customer Transporter LT = 2 days 7 Collect POD From Transporter WH1 LT = 7 days PT = 1 mins. %C&A: 99% 8 Deliver POD to A ccounting Messenger Batch = 1x/day LT = 1 days 9 Review POD For A ccuracy A ccounting LT = 7 days PT = 2 mins. %C&A: 99% 10 Deliv er Bill; Collect from Customer; Deposit Sales Batch = 1x monthly LT = 26 days PT = 5 mins. 11 Current State VSM: VMO3 UPC 40 Orders/Day 18,000 Cases /Day COLOR LEGEND Logistics / W arehouse Sales Order Management Production 10% 90% Produce Product Plant 1 LT = 280 mins. PT = 215 mins. %C&A: 99% 4B Pick & Load Order WH2 LT = 40 mins. PT = 3 mins. %C&A: 99% 5B 40 Days Delivery to Payment Received 3.5 Days Order Receipt to Ship MonthlySales Volume Wk 1 = 14-23% Wk 2 = 19-24% Wk 3 = 23-25% Wk 4 = 30-42% Obtain & Revise Sales Forecast Sales LT = 0 days PT = 270 mins. %C&A: 99% 1B Hold S&OP Meeting 6-7 People LT = 5 days PT = 3 hrs. %C&A: 99% 2B Create Production Plan Production Planning LT = 5 days PT = 1 hrs. %C&A: 99% 3B Produce Product Plant 2 LT = 280 mins. PT = 215 mins. %C&A: 99% 4C Offline Order Form Enter Payment; Clear Billing A ccounting LT = 2 hrs. PT = 1 mins. %C&A: 99% 12 Accounting Delivery Order (DO) Sales Order Form Pick List Proof of Delivery (POD) Transfer Report Prod. Plan Check Stock & Reallocate Logistics & Warehouse Batch = 1x/day LT = 4 hrs. PT = 2 mins. %C&A: 99% 4 Upload PDF Order Mgmt LT = 4 hrs. PT = 1 mins. %C&A: 95% 2 Prod. Plan Supplier Receive Material Store 3C Bill collector (Excel) Current State Value Stream Map Visualize an entire work system on a single sheet of paper
  27. 29 Value Stream Maps Help Visualize Information Management Problems
  28. Standard Work: Work Instructions 30
  29. 31
  30. 32 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2020 TKMG, Inc.
  31. 33
  32. 34 LEVEL 3 SCORECARD
  33. Saved in Lesson 4 - Anthony’s PSD files as V2
  34. 36 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2020 TKMG, Inc.
  35. 37 P D S A © 2020 Karen Martin Clarity First, pp 168-209 www.clarityfirstbook.com
  36. 38 Problem Countermeasures / Implementation Plan - Ÿ 32% of customers dissatisfied with office space cleanliness - 80% of emergency service requests are to wrong contact - Standard work for restroom cleaning - Standard work checklist for non-routine items - Service levels vary by building - Standard process for measuring & mixing chemicals - 10% of daily staffing available is allocated to travel/check in time - Restroom cleaning log - Standard facility service plan (Plan A & Plan B) Current Condition - Modify & standardize process for unplanned absences - 31 Facility areas require custodial services - Modify starting points and schedules to reduce transportation waste - Evaluate fleet availability to reduce waiting waste Effect Confirmation Target Conditions/Measurable Objectives - 80% Daily staffing availability - 50% Improvement - customer satisfaction with restroom cleanliness - Defined standard work (for custodial staff and customers) Follow Up Actions Root Cause & Gap Analysis - Undefined level of service (office parties, special events) - No defined process for unplanned absences (calling in, redistribute work, etc.) - Inconsistent availability of communication tools (vary by building) - No defined process for requesting/responding to emergencies - Variation in cleaning schedules versus facility operating schedules - Unpredictable daily staffing - Travel time + Check in Time = 16.00 hrs/day = 2 FTE - Customer requested personalized service (newspaper delivery, parties, trash) CUSTODIAL SERVICES A3 Plan Do, Check, Act - 22% of customers dissatisfied with restroom cleanliness 8% 20% 8% 14% 17% 33% 0% 5% 10% 15% 20% 25% 30% 35% Phone Call to Custodian Phone Call to Custodial Supervisor Phone Call to Custodial Manager Phone Call to Public Works Dispatch (x6000) Email Notify Custodial Staff On Site Survey: When you require emergency services, how do you request them? 32% 22% 19% 18% 6% 0% 10% 20% 30% 40% Office Spaces Restrooms Common Areas Overall Conference Rooms Survey: Custodial Services - Areas of Dissatisfaction Travel/ Check In Time 16.00 10% Absent Staff 24.00 15% Vacancies 24.00 15% Special Events 2.00 1% Staff Available 94.00 59% Daily Staffing Availability (Hours) 41% ofdaily staffing is unavailable for custodial tasks T itle # Staff H rs/ Wk H rs/ D ay Lead Custodian 4 1 60 32 FT Custodian 8 520 64 FT Custodian (Vacant) 2 80 1 6 PT/Perm (avg 30 hrs each) 3 90 24 PT/Temp (avg 20 hrs each) 3 60 24 T o tal 20 910 160 Travel/Check In Time 8.00 5% Absent Staff 24.00 15% Special Events 2.00 1% Current State Staff Available 94.00 50% PI Time Savings 15.00 9% Fill Vacancies 24.00 15% Reduced Travel/Check In Time 8.00 5% Staff Available 126.00 79% Future State Daily Staffing Availability (Hours) 22% 10% 12% 0% 5% 10% 15% 20% 25% Dissatisfied Customers (Current) Target Future State Restroom Cleanliness Customer Satisfaction Current Actual Result State (+ 60 days) Customers dissatisfied with restroom cleanliness 22% <10% Avg minutes per restroom cleaning 35 30 Avg hours per day cleaning restrooms (184 restrooms) 107 92 Daily staffing availability 59% 80% Daily travel/check in time (hours/day) 16 8 Travel miles per day 139 <70 Metric Projected Remaining Actions Owner 1 2 3 4 5 6 7 8 9 10 11 12 Explore options to improve cell phone availability Mark R. Define process for requesting and responding to emergencies Custodial Supvs Equip carts for recycling Mark R. Process mapping for specialized facilities Mark R. Standardize Cart Equipment & Supplies Custodial Supvs Process improvement for other facility types, e.g. offices, common areas, etc. Mark R. Consider alternative staffing models (floaters, modified shifts) Mark R. Actively manage vacancies Mark R. Implementation Schedule (Months) 269 220 91 27 19 15 0 50 100 150 200 250 300 Office Space Rec Center/Gym Library Shops Misc. Animal Shelter Work Hours per Week by Facility Type
  37. 39 Go & See Gemba
  38. 40 Clarity and YOU
  39. THE CLARITY PAUSE
  40. 42 Lean management lights the path to excellence. Clarity is at the core of it all.
  41. karen.martin@tkmg.com LinkedIn: karenmartinopex Twitter: karenmartinopex 43 tkmg.com tkmgacademy.com

Editor's Notes

  • So why clarity? What led be to study it and decide it’s time to make clarity a topic for leaders and organizations to focus on. First, Lean management is all about creating clarity. If you drill Lean management practices—principles, practices, and tools--down to a single common component, it’s clarity that’s at the core of it all.
  • Those were all large-scale gaffes. What about your organization? Where is clarity lacking? What does it cost you in lost productivity, errors, expense overruns, frustration… lurks… insidious disease? When you begin to shine a flashlight on the topic in your corners, you begin to see a lot of cobwebs.

    Lest you think this only happens in big companies or overseas….

    How many of you are familiar with Baeder-Meinhoff phenomenon? (show of hands) – pronounced Badder-Mainfoff. It’s also known as a frequency or recency illusion; one of the myriad cognitive biases we have. Once you focus on something you see it everywhere because your brain is excited about something new and paying more attention. Silver Audis are everywhere!
     
    Well, once you decide to write a book on clarity you see the lack of it everywhere. Now that you’ve been to this keynote, you’re going to experience this as well. An exec at one of our clients pulled me aside last week and said, “Curse you, Karen Martin! I can’t stop thinking about clarity! It’s a huge problem.” Yes, it is.

    Back to Baeder-Meinhoff - In Feb 2016, I moved to Santa Monica. You know how you’re typically a little bit “off” when you move into a new neighborhood? You’re still trying to find your way and learn where everything is? I finally got settled and went to the closest grocery store – a WholeFoods – for the first time. There was only one space around the store and this is what greeted me (slide 4).
     
    If you look around you, lack of clarity is everywhere.
  • Self-inflicted or natural/normal? Why do we ask people to be comfortable with ambiguity? Do we have to accept this “as is”? I argue no.

  • The third thing is noise…Akiyoshi Kitaoka, PhD, University of Kyoto - For more optical illusions: www.bitly.com/AKillusions
  • To connect the dots, you have to see the dots. You have to get rid of the noise to see the dots. Lean principles, practices, and tools help you remove the noise. But you have to utilize them. ALL of them.

  • Coherence, precision, elegance
  • This is true at an individual level and organization level as well. We morph between types but you’ll have a primary point of where you operate from in each circumstance. Can be pursuer at work and avoider at home; can be pursuer with staff and avoider with higher ups; can be an avoider around budget and pursuer about operational improvement.
  • Why don’t we operate with clarity all of the time? Why is clarity difficult so achieve?

  • We were born as clarity-seeking machines. What’s the number one question kids ask? Why. Number 2 – why not? But then something happens…
  • And when kids can’t get clarity, it doesn’t feel good. As kids, they aren’t prone to hide their feelings. But as adults, we are.

    Why doesn’t it feel good? Because our innate curiosity is being squelched. You see, curiosity drives the need for clarity. If clarity is the engine, curiosity is the fuel. We are naturally curious. Yet parents who are on overload start discouraging questions. Why? You may have asked. Because I said so! May have been the reply. Bosses – I had one to said, “You know, you have a high need to know.” as if it was a problem. You could have a company filled with people from these environments.

    So what happened? What happens as children become adults?
  • Curiosity killed the cat. Well, that doesn’t seem like a encouraging message.
  • And then there’s Curious George. As wonderful as this best-selling series is, it doesn’t exactly celebrate curiosity. George’s curiosity always gets him in a pickle and then the Man with the Yellow Hat comes to the rescue. Still, George doesn’t decide I won’t be curious. But many people have. And it’s time to reawaken that. Because clarity is the machine and curiosity is the fuel.

    So what happens when our curiosity gets drummed out of us?
  • Confirmation bias – seeking information that supports our beliefs.
    Automation bias – believing that automation solves everything.
    Dunning-Kruger effect – unskilled people overestimating their skills and experts underestimating their skills
    Bias that make you believe that things will remain the way they are
    Believing that you’re performing better than you believe
    Believing that you know your demand – IT tickets – 18,000 vs. 25,000
  • Sporting goods manufacturer
  • How many football fans do we have here? Which teams? Where are the Steeler fans?
  • This is the standard board that will be animated throughout.
  • The A3 report is a powerful clarification device. One of its greatest benefits is how it can mold thinking so that clarity becomes habituated into the problem solver. Because the problem solver is limited to 11x17” real estate and most problems are fairly complex, the problem solver is forced to distill and synthesize the information in a way that tells a more compelling story. Unfortunately what we see all too often are rambling reports that contain irrelevant information and don’t tell a clear story. Proper coaching helps problem solvers learn how to be more clear.
  • ×