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.
The Outstanding 
Organization
Building the Foundation 
for Everyday Excellence

Healthcare Systems Process Improvement Con...
Success with Improvement
2001 – The Economist

Lasting
20%

None
17%

Temporary
63%

2
…A Decade Later
2010 – Accenture

69%
58%

33%

Needs re‐evaluation, 
restart or complete 
makeover

Minimal 
financial 
i...
To Err is Human
Institute of Medicine, 1999

Up to 98,000 deaths
annually due to
medical errors.
Improvement goal:
Reduce ...
Something Is Terribly Wrong…
“Progress has 
been slow.”
Journal of the American 
Medical Association

Office of the 
Inspe...
7 in 10 American workers are 
“not engaged” or “actively 
disengaged” in their work.
Per Gallup, actively disengaged emplo...
Employee Engagement – Gallup Findings
2000

26

58

18

2001

16

54

30

2002

17

53

30

2003

17

55

28

2004

17

54...
© 2014 The Karen Martin Group, Inc.

8
CHAOS
Ineffective 
behaviors

© 2014 The Karen Martin Group, Inc.
10
© 2014 The Karen Martin Group, Inc.

11
Ambiguity complicates, 
slows, frustrates…        
and is dangerous
© 2014 The Karen Martin Group, Inc.

12
8 Ambiguity Wastes
1.
2.
3.
4.
5.
6.
7.
8.

Organization purpose & vision
Customers & products
Business goals & priorities...
Silo‐Centric vs. Value Stream Thinking 
Dept A

Dept B

Dept C

Dept D

Support Value Streams
Core Value Streams

Support ...
Gaining Clarity: Current State Value Stream Map
Outpatient Imaging
Percent Complete & Accurate (%C&A)
Customer
75%

Process 
1
80%

Process 
2
95%

Process 
3
50%

Process 
4
90%

Rework = ...
Gaining Alignment: Future State Value Stream Map
Outpatient Imaging
Who Owns the           
Value Stream?

18
How are we performing?

19
Visualize Work Queues & Status

20
© 2014 The Karen Martin Group, Inc.

21
There is no such thing 
as multitasking.*

* For cognitive tasks.
The Cost of Switch Tasking
Task #1:  Focus Reduces Chaos
Task #2:  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 
Round 1 – Al...
Focus Law #1:
STOP DOING
Focus Law #2:
DO FEWER THINGS 
AT ONCE
26
The Power of Focus:
Projects Completed in One Year
80

73

70
60
• No additional 
resources
• Higher quality 
output
• Low...
What is Your Improvement Strategy?

28
Strategy Deployment Key Feature: Catchball
What?
Who?
When?

Executive 
Team

What?
Who?
When?

Senior 
Mgmt

What?
Who?
W...
Actively Working On

In Queue

Started & Stopped

New Ideas

30
Must Do, Can’t Fail

Maybe

Delay

Eliminate

31
Creating Organization‐Wide Focus:
The Annual Work Plan
< Company Name >
2013 Priorities
2013 Goals & Objectives

1. Increa...
© 2014 The Karen Martin Group, Inc.

33
Train/Practice vs. Performance
Perform 
99%

Train
90%
100%
90%
80%
70%
60%
50%
40%

Perform 
10%

30%
20%
10%

Train
1%

...
Develop
hypothesis

Refine
Standardize 
Stabilize

Conduct 
experiment

Measure 
results
© 2014 The Karen Martin Group, In...
What problem are you 
trying to solve?
Why is it a problem?

36
True Continuous Improvement

37
© 2014 The Karen Martin Group, Inc.

38
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158
To vision, annual goals, 
immediate superviso...
Leaders determine 
strategy (what)

Workers determine 
tactics (how)
© 2014 The Karen Martin Group, Inc.
Cross‐Functional Problem Solving & Improvement:
Connecting, Using Creativity, Gaining Control
Doubles

Triples

Single Hits 
Add Up!

Home Runs & Grand Slams
42
© 2014 The Karen Martin Group, Inc.

43
www.ksmartin.com
858.677.6799
Signing books immediately after               
talk in exhibit hall
© 2014 The Karen Martin ...
Keynote - SHS Conference February 2014
You’ve finished this document.
Download and read it offline.
Upcoming SlideShare
Ch 33 macroeconomic theory open economy
Next
Upcoming SlideShare
Ch 33 macroeconomic theory open economy
Next
Download to read offline and view in fullscreen.

Share

Keynote - SHS Conference February 2014

Download to read offline

To subscribe: http://www.ksmartin.com/subscribe

To buy the book: http://bit.ly/TOObk

These are slides from a keynote given on 2/23/14 in Orlando, Florida at the Healthcare Systems Process Improvement Conference which was organized by The Society for Health Systems.

Related Books

Free with a 30 day trial from Scribd

See all

Keynote - SHS Conference February 2014

  1. The Outstanding  Organization Building the Foundation  for Everyday Excellence Healthcare Systems Process Improvement Conference February 23, 2014 © 2014 The Karen Martin Group, Inc.
  2. Success with Improvement 2001 – The Economist Lasting 20% None 17% Temporary 63% 2
  3. …A Decade Later 2010 – Accenture 69% 58% 33% Needs re‐evaluation,  restart or complete  makeover Minimal  financial  impact Mixed to  disappointing  results 3
  4. To Err is Human Institute of Medicine, 1999 Up to 98,000 deaths annually due to medical errors. Improvement goal: Reduce by 50% in 5 Years.
  5. Something Is Terribly Wrong… “Progress has  been slow.” Journal of the American  Medical Association Office of the  Inspector General “33% hospitalized  patients are harmed;  7% result in permanent  injury or death.” “180,000 Medicare  patients die annually  from medical errors.” 2009 2005 “Annual death toll  from medical  errors is closer to  200,000.” Dead by Mistake Heart Newspapers  Special Report 2010 2010 Health Affairs “No significant  2011 change in rate of  preventable errors.” New England Journal  of Medicine 2013 “200,000‐400,000  deaths per year  due to preventable  harm in hospitals.” Journal of                   Patient Safety
  6. 7 in 10 American workers are  “not engaged” or “actively  disengaged” in their work. Per Gallup, actively disengaged employees cost the U.S.  $450‐$550 billion a year in lost productivity. 6
  7. Employee Engagement – Gallup Findings 2000 26 58 18 2001 16 54 30 2002 17 53 30 2003 17 55 28 2004 17 54 29 2005 15 2006 15 59 26 30 55 2007 20 50 30 2008 20 51 29 2009 18 54 28 2010 19 53 28 2011 19 52 29 2012 18 52 30 0% ACTIVELY  DISENGAGED 100% NOT ENGAGED ENGAGED 7
  8. © 2014 The Karen Martin Group, Inc. 8
  9. CHAOS Ineffective  behaviors © 2014 The Karen Martin Group, Inc.
  10. 10
  11. © 2014 The Karen Martin Group, Inc. 11
  12. Ambiguity complicates,  slows, frustrates…         and is dangerous © 2014 The Karen Martin Group, Inc. 12
  13. 8 Ambiguity Wastes 1. 2. 3. 4. 5. 6. 7. 8. Organization purpose & vision Customers & products Business goals & priorities Policies Roles & responsibilities Work systems & process performance Problem solving & decision making Terminology & communication 13
  14. Silo‐Centric vs. Value Stream Thinking  Dept A Dept B Dept C Dept D Support Value Streams Core Value Streams Support Value Streams
  15. Gaining Clarity: Current State Value Stream Map Outpatient Imaging
  16. Percent Complete & Accurate (%C&A) Customer 75% Process  1 80% Process  2 95% Process  3 50% Process  4 90% Rework = Correcting, Adding, Clarifying Rolled %C&A = 26%
  17. Gaining Alignment: Future State Value Stream Map Outpatient Imaging
  18. Who Owns the            Value Stream? 18
  19. How are we performing? 19
  20. Visualize Work Queues & Status 20
  21. © 2014 The Karen Martin Group, Inc. 21
  22. There is no such thing  as multitasking.* * For cognitive tasks.
  23. The Cost of Switch Tasking Task #1:  Focus Reduces Chaos Task #2:  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17  Round 1 – Alternate between tasks : letter, number, letter, number, etc. Sentence: Numbers: Round  2 – Write the full sentence, followed by the numbers 1‐17. Sentence: Numbers:
  24. Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS  AT ONCE
  25. 26
  26. The Power of Focus: Projects Completed in One Year 80 73 70 60 • No additional  resources • Higher quality  output • Lower stress 50 40 30 24 20 10 0 Pre‐Focus Post‐Focus 27
  27. What is Your Improvement Strategy? 28
  28. Strategy Deployment Key Feature: Catchball What? Who? When? Executive  Team What? Who? When? Senior  Mgmt What? Who? When? Middle  Mgmt What? Who? When? Frontlines 29
  29. Actively Working On In Queue Started & Stopped New Ideas 30
  30. Must Do, Can’t Fail Maybe Delay Eliminate 31
  31. Creating Organization‐Wide Focus: The Annual Work Plan < Company Name > 2013 Priorities 2013 Goals & Objectives 1. Increase sales 5%. 3. Achieve 10% profit. 2. Achieve 50% gross margin. 4. Improve morale (metric TBD). X = Planned Priority 5 8 9 17 29 32 33 10 30 31 25 26 15 20 22 Content removed for confidentiality  21 ● =  Actual Jan Feb 3,500 uni ts  s ol d by 12/31/2013 through a l l  cha nnel s   (a pprox. $700K) 2 11 Goal or Measurable Objective X X X X X X Devel op & del iver tra i ni ng to top 50 Dea l ers X X X X X X X X Educa tion: 1 s chool  di s tri ct s pec'd/underperforming  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   yea r) 5 new di s tri butors  bri ngi ng $200K a nnua l  rev (& 5  termi na ted) X X X X X Josh R? X X X X X X X X X X Howa rd Mi cha el   S X X X X X X X X X Howa rd X X Mktg Ops 3 HR Fin 3 3 Bob 2 PE Pario COM  CDs /  PD  PD  BMD SWS Direct  AMs Rec Mgmt 3 1 1 3 2 1 3 2 3 3 3 2 3 1 3 3 3 Mi ke B 3 3 2 3 3 2 X X X X X X X X X X Howa rd Howa rd 2 3 X X X X X X X X X X Howa rd Da na 1 3 3 X X X X X X X X X Howa rd Ma rk H 2 3 Howa rd Howa rd X X X X X X X X X Howa rd Howa rd Ji m Ra nda l l Ji m Jos h X TBD X X X TBD Useful  reporti ng a nd metri cs a re es ta bl i shed a nd i n  pl a ce  X X TBD X X TBD X X X X X X X X X 1 3 X X X X X X X X X Jos h Ji m  Sys tem 7.0's  i n pl a ce 1 1 X Sha nnon  1 Ji m  Ra nda l l 1 3 1 X X X Phyl l is 1 Mi cha el  M 2 Ma tt D 3 Nea l l X 1 Da na Da vi d R 1 1 1 1 1 1 1 1 1 1 1 1 1 3 2 Sus a n X 3 3 Nea l l X 3 1 Jos h X 3 1 Mi cha el  M X 3 1 1 1 1 3 Ji m TBD La y out compl ete; equi pment i ns ta l led 2 X X 30 pa rts  s ourced in U.S.; compl eted pl a n for ma na gi ng  Chi na ‐s ourced pa rts Wa rehous e l a id out; ka nba n revi s ed; Sys pro  i mplemented Da na Rex/Tim  X X Des ign cha nged to s ol ve dela m i ss ue  l ong‐term Bob X 20 by yea r‐end 1 14 X X 10 projects  s pec'd  by 12/31; $300K rev by 12/31 100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on  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  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  out Level of Effort/Involvement Required IT Exec Owner X Competi tive Ana l ys i s  compl ete a nd di stri buted for us e 13 Aug Sep Oct Nov Dec Tactical  Owner Bob Mar Apr May Jun Jul Revis ed cours e ma teri a l s  by 6/30/2013 Plan review dates: Bob X 24 12 Created: 01‐14‐13 Revised:  1 2 3 1 1 3 3 3 2 1 X X X Susa n Sha nnon 3 X X X Susa n Sha nnon X X Susa n Da vi d R 3 2 2 3 3 X X X X X X 2 3 3 3 3 2 3 3 3 X 3 3 1 2 2 3 32
  32. © 2014 The Karen Martin Group, Inc. 33
  33. Train/Practice vs. Performance Perform  99% Train 90% 100% 90% 80% 70% 60% 50% 40% Perform  10% 30% 20% 10% Train 1% 0% Athletes Businesses Jim Loehr & Tony Schwartz,  The Power of Full Engagement 34
  34. Develop hypothesis Refine Standardize  Stabilize Conduct  experiment Measure  results © 2014 The Karen Martin Group, Inc. 35
  35. What problem are you  trying to solve? Why is it a problem? 36
  36. True Continuous Improvement 37
  37. © 2014 The Karen Martin Group, Inc. 38
  38. Engagement Drivers: The Three C’s  The Outstanding Organization, pp. 155‐158 To vision, annual goals,  immediate supervisor,  peers, customers Connection Creativity Full use of talents,  capacities,  potentialities,  & skills © 2014 The Karen Martin Group, Inc. Control Heavy involvement in  decisions that influence  their work life 39
  39. Leaders determine  strategy (what) Workers determine  tactics (how) © 2014 The Karen Martin Group, Inc.
  40. Cross‐Functional Problem Solving & Improvement: Connecting, Using Creativity, Gaining Control
  41. Doubles Triples Single Hits  Add Up! Home Runs & Grand Slams 42
  42. © 2014 The Karen Martin Group, Inc. 43
  43. www.ksmartin.com 858.677.6799 Signing books immediately after                talk in exhibit hall © 2014 The Karen Martin Group, Inc.
  • TimHeppenheimer

    Apr. 24, 2014

To subscribe: http://www.ksmartin.com/subscribe To buy the book: http://bit.ly/TOObk These are slides from a keynote given on 2/23/14 in Orlando, Florida at the Healthcare Systems Process Improvement Conference which was organized by The Society for Health Systems.

Views

Total views

2,899

On Slideshare

0

From embeds

0

Number of embeds

32

Actions

Downloads

73

Shares

0

Comments

0

Likes

1

×