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 Consultant – We help clients establish and grow
Lean management systems organization-wide.
 Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
@karenmartinopex
2
www.ksmartin.com/subscribe
Shingo AwardShingo Award
www.ksmartin.com/webinars
3
4
You will learn…
• Common points of failure with improvement roll outs.
• How best to communicate change – especially in
environments with remote offices.
• “Training” delivery tips for rolling out new processes.
• How to manage processes to assure compliance and
timely adjustments.
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
6
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
7
8
WHY
MATTERS.
A LOT.
Problems:
Gaps between where
you are and where you
need or want to be.
© 2015 The Karen Martin Group, Inc. 9
Make a Compelling Case!
© 2015 The Karen Martin Group, Inc. 10
“We need to reduce/increase <measurement>
from X to Y because…”
11
1
2 1
3 2
4 3
5 4
5
1 6
2 7
3 8
4 9
5 10
1
2 1
3 2
4 3
5 4
1
2
3
4
Specific
Conditions
Engineer to order, requires both hardware &
software customization
Value Stream
Champion
Nancy Little
Demand Rate 1,000 per year
Facilitator Dave Parks
Value Stream Mapping Charter
Scope Accountable Parties Logistics
Value Stream Capital equipment
Executive
Sponsor
Allen Ward
Event Dates
& Times
July 24-26, 2013
8:00 am - 5:00 pm
Last Step Production ships product
Boundaries &
Limitations
No new software; only minor changes to existing IT
systems; no additional staff; no budget changes
Briefing
Attendees
** required
*optional
** Allen W (COO), Joe M (CIO),
Sal T (VP Sales)
* Bruce R (VP Ops), Carlos P
(HR), Su T (CFO), Bill M (VP CS)
Base-camp
Location
Surf's Up - Room A
Trigger Customer submits RFQ
First Step Sales reviews the RFQ Logistics
Coordinator
Dave Parks
Meals
Provided
Continential breakfast & lunch
Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information
Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels
Briefing
Dates &
Times
July 24, 25, & 26
4:00-5:00 pmImprovement Time
Frame
Future state design is fully realized by
December 31, 2013.
Current State Problems & Business Needs Mapping Team
Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin
Goals & Measurable Target Conditions Engineering, Vice President Nancy Little
Unclear & incorrect information flowing through value stream. IT, Director Diana Marie
RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald
Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt
Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala
Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran
Faster delivery; less hassle; less cost. Function Name Contact Information
Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer
Benefits to Customers & Business On-Call Support
Relevant Data Agreement
Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James
Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature:
Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator
Financial: Estimate-to-actual cost comparison.
Date: Date: Date:
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
12
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
13
14
© 2015 The Karen Martin Group, Inc. 15
16
Assembly Visual Aid
DESC.: Threading Operation
CELL: 25
1Take part from cart
2 Inspect for cracks, burrs and poor plating (see sample
boards)
Step 1
Authorized By: Joe Blow
OP#: 2
DOC. NO. : V25-2A
MODEL(S): All model “As
DATE: 03 / 03 / 97
1. Place body in machine fixture.
2. Make sure part is seated in fixture as shown in photo
Step 2
1. Pull the red button located at the front of the machine
Step 3
1. Switch button from “manual” to “automatic”
Step 4
1. Once part is threaded, take out of fixture and load next
part
2. Review that part is threaded properly
Step 5
1. Place piece on mounting rail for next operation.
Step 6
Page 1 of 2
Inspect work done at previous station Process steps Self inspection
© 2015 The Karen Martin Group, Inc. 17
18
© 2015 The Karen Martin Group, Inc.
19
© 2015 The Karen Martin Group, Inc. 20
Company
Logo
© 2015 The Karen Martin Group, Inc. 21
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
22
Point of Failure:
Believing that “telling” = process rollout
23
Believing that email
communication =
process rollout
© 2015 The Karen Martin Group, Inc. 24
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
25
Questions for Planning Process Rollouts
(Communication and Learning Activities)
© 2015 The Karen Martin Group, Inc. 26
1. What’s the objective? (What do you want people to know
or do differently?)
2. Who needs to know? Why?
3. What specifically do they need to know?
4. When do they need to know it?
5. What’s the best way to deliver the information to assure
it meets the objectives of the communication/learning?
6. How will you assess the effectiveness of your
communication and learning activities?
Process Rollout: Learning Requirements
© 2015 The Karen Martin Group, Inc. 27
• Documented process
• Conversation, including why, when, how, and Q&A
• Demonstration of new process
• Practice session
• Designated source for questions (Process Owner?
Super users?)
• Ideally onsite close to where the work is done for first
few days (or weeks, in some cases)
• Designed source for improvement ideas
© 2015 The Karen Martin Group, Inc. 28
Improvements / Process(es) 1
2
3
4
5
Functions / Groups that
Need to Attend
Awareness
(What & Why)
Details
(How)
1 Sales x
2 Engineering x
3 Order Management x x
4 Account Management x x
5 Tech Support x x
Instructors 1 Amanda Gerber
2 Ellen Sampley
3 Jeanine Chang
4
Delivery Format(s) Being
Used
1 PPT
2 Standard work instructions
3 Classroom with Webex (recorded)
4 Hands on - Participants bring laptops
New Process Roll-out - Communication & Learning Work Plan
<Process Name>
Description
Description
Description
© 2015 The Karen Martin Group, Inc. 29
When & Where Sessions
Will Be Held
Location Date Time
1 Conf Room A 8/18/2015 9-11 am PDT
2 Conf Room A 8/19/2015 1-3 pm PDT
3 Conf Room A 8/25/2015 1-3 pm PDT
4 Conf Room A 8/27/2015 9-11 am PDT
5
6
7
8
Learning Objectives -
Awareness Participants
1 Will know…
2
3
4
5
Learning Objectives -
Details Participants
1 Will be able to…
2
3
4
5
New Process Roll-out - Communication & Learning Work Plan
<Process Name>
© 2015 The Karen Martin Group, Inc. 30
Training Materials Needed Date Due Owner
1 PPT Overview
2 Standard work instructions ( How to request billable/non-billable)
3 Standard work instructions ( How validate & process billable/non-billable)
4 Standard work instructions ( program setup)
5 Standard work instructions ( IPMprocess)
6 SFG Template
Action Plan / Preparation Task Date Due Owner
1 Select attendees
2 Select instructors
3 Schedule sessions
4 Send invites
5 Prepare curriculum & learning materials
6 Test curriculum & learning materials
7 Refine curriculum & learning materials
8 Practice delivering the session
9 Deliver sessions
10 Reflect about session; review participant feedback
11 Revise content as needed
12 Send follow-up to participants (if needed)
13 Deliver make-up sessions to those on PTO or at clients
14 Check with functions to see if process is working well
15 Design, test, and roll-out adjustments as needed
New Process Roll-out - Communication & Learning Work Plan
<Process Name>
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
31
Value Stream-Level Ownership
© 2015 The Karen Martin Group, Inc. 32
Value Stream & Process Oversight
33
Value Stream Value Stream Manager Process Process Owner
Outpatient Imaging Sally V Scheduling & Registration Bill G
Exam & Clinical Reporting Jose C
Reports to physician Maria J
Inpatient surgery Tonianne S Admission Tom M
Clinical stay Kathleen T
Discharge Mike M
Billing Sylvia S
Revenue Cycle Management Bruce T N/A N/A
Value Stream & Process Ownership
ABC Medical Center
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
34
3 Criteria for Proper
Process Management
35
1. Defined and documented processes
2. 2-5 relevant KPIs for each process
• Visually displayed
• Consistently measured
• Consistently improved
3. Sole ownership / oversight
Guidelines for Establishing KPIs
© 2015 The Karen Martin Group, Inc. 36
• 2-5 max
• Measure performance (vs. volume - only in certain
circumstances)
• Should be heavily operational & customer
experience focused
o But can also include financial & market share
measurements
• What problems do you need to shine a light on?
o Should be dynamic (but don’t change them too
frequently)
© 2015 The Karen Martin Group, Inc. 37
Process #
(on VSM)
Process Process Owner Measure of… KPI Metric
Data Point
Time Period
Single
Target
Lower Target
(if relevant)
Upper Target
(if relevant)
4 Invoicing Sally Jones Errors, Customer experience Credit memos Raw number Month
4 Invoicing Sally Jones Errors, Customer experience Credit memos % of total $ due Month 25%
4 Invoicing Sally Jones Cash flow Accounts receivables % of receivables > 60 days Month 15%
4 Invoicing Sally Jones Customer experience Accounts receivables
Median TAT (Billing inquiry case open
to close)
Month
3.5 business
days
5 Collections Sally Jones Cash flow Accounts receivables Median invoice age Month
30 calendar
days
Defining KPIs
All value streams & most processes should be monitored via 2-5 KPIs
Purpose of Visual Management
© 2015 The Karen Martin Group, Inc. 38
1. Communicate what needs to be
done, when it needs to be done &
how to do it
2. Communicate status
3. Show performance
4. Make problems visible
How Are We
Doing?
How Are We Doing?
40
41
How Are We Doing?
How Are We Doing?
© 2015 The Karen Martin Group, Inc. 42
How Are We Doing?
Administrative Metrics
Engineering Change Releases
36% 31%
51% 48%
37% 30%
45%
58%
76% 77%
61%
0%
20%
40%
60%
80%
100%
Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
On-TimeRelease
48
39
32
39
33
36
29
19 16
11
17
0
10
20
30
40
50
60
Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 J
Avg.DaystoRel.
Poor
Communication
Poor
“Training”
Poor
Measurement /
Monitoring
Poor
Documentation
Missing or Weak
Ownership
Poor
Continuous
Improvement
Unclear
Purpose
Poor
Involvement
Improvement
Rollout
Failure
45
© 2015 The Karen Martin Group, Inc. 46
For Further Learning…
© 2015 The Karen Martin Group, Inc. 47
www.ksmartin.com/webinars
p. 135-148 p. 83-86
p. 146-147 p. 172-174
© 2015 The Karen Martin Group, Inc. 48
Karen Martin, President
858.677.6799
@karenmartinopex
Blog & newsletter: www.ksmartin.com/subscribe

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Process Change: Communication & Training Tips

  • 1.
  • 2.  Consultant – We help clients establish and grow Lean management systems organization-wide.  Author & Speaker: Karen Martin, President The Karen Martin Group, Inc. @karenmartinopex 2 www.ksmartin.com/subscribe Shingo AwardShingo Award
  • 4. 4
  • 5. You will learn… • Common points of failure with improvement roll outs. • How best to communicate change – especially in environments with remote offices. • “Training” delivery tips for rolling out new processes. • How to manage processes to assure compliance and timely adjustments.
  • 6. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 6
  • 7. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 7
  • 9. Problems: Gaps between where you are and where you need or want to be. © 2015 The Karen Martin Group, Inc. 9
  • 10. Make a Compelling Case! © 2015 The Karen Martin Group, Inc. 10 “We need to reduce/increase <measurement> from X to Y because…”
  • 11. 11 1 2 1 3 2 4 3 5 4 5 1 6 2 7 3 8 4 9 5 10 1 2 1 3 2 4 3 5 4 1 2 3 4 Specific Conditions Engineer to order, requires both hardware & software customization Value Stream Champion Nancy Little Demand Rate 1,000 per year Facilitator Dave Parks Value Stream Mapping Charter Scope Accountable Parties Logistics Value Stream Capital equipment Executive Sponsor Allen Ward Event Dates & Times July 24-26, 2013 8:00 am - 5:00 pm Last Step Production ships product Boundaries & Limitations No new software; only minor changes to existing IT systems; no additional staff; no budget changes Briefing Attendees ** required *optional ** Allen W (COO), Joe M (CIO), Sal T (VP Sales) * Bruce R (VP Ops), Carlos P (HR), Su T (CFO), Bill M (VP CS) Base-camp Location Surf's Up - Room A Trigger Customer submits RFQ First Step Sales reviews the RFQ Logistics Coordinator Dave Parks Meals Provided Continential breakfast & lunch Desire to stay ahead of the competition & deepen customer loyalty. Function / Title Name Contact Information Forecasted growth of 15% for next fiscal year. Sales, Director Sean Michaels Briefing Dates & Times July 24, 25, & 26 4:00-5:00 pmImprovement Time Frame Future state design is fully realized by December 31, 2013. Current State Problems & Business Needs Mapping Team Competition's RFQ LT is 1 wk; PO to delivery is 4 wks Scrum Master Ryan Austin Goals & Measurable Target Conditions Engineering, Vice President Nancy Little Unclear & incorrect information flowing through value stream. IT, Director Diana Marie RFQ lead time = 2 weeks; PO to software dev lead time = 5 weeks Finance, Controller Dave Gerald Improve quality of information flowing throughout value stream. Customer (contract manufacturer) JR Hunt Reduce RFQ LT from 2 weeks to 3 days (70% improvement). Manufacturing, Director Ambreen Motiwala Reduce PO to software dev LT from 5 wks to 3 wks (40% improvement) Customer Service, Manager Danny Tran Faster delivery; less hassle; less cost. Function Name Contact Information Better working relationships between sales, estimating & engineering. Planning / Purchasing, Planner Lourdes Dwyer Benefits to Customers & Business On-Call Support Relevant Data Agreement Freed capacity to absorb additional business w/o increasing staff. Production Supervisor Tom St. James Operational: LT in segments (RFQ to quote; PO to development). Signature: Signature: Signature: Sales effectiveness: RFQ conversion rate. Executive Sponsor Value Stream Champion Facilitator Financial: Estimate-to-actual cost comparison. Date: Date: Date:
  • 12. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 12
  • 13. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 13
  • 14. 14
  • 15. © 2015 The Karen Martin Group, Inc. 15
  • 16. 16 Assembly Visual Aid DESC.: Threading Operation CELL: 25 1Take part from cart 2 Inspect for cracks, burrs and poor plating (see sample boards) Step 1 Authorized By: Joe Blow OP#: 2 DOC. NO. : V25-2A MODEL(S): All model “As DATE: 03 / 03 / 97 1. Place body in machine fixture. 2. Make sure part is seated in fixture as shown in photo Step 2 1. Pull the red button located at the front of the machine Step 3 1. Switch button from “manual” to “automatic” Step 4 1. Once part is threaded, take out of fixture and load next part 2. Review that part is threaded properly Step 5 1. Place piece on mounting rail for next operation. Step 6 Page 1 of 2 Inspect work done at previous station Process steps Self inspection
  • 17. © 2015 The Karen Martin Group, Inc. 17
  • 18. 18
  • 19. © 2015 The Karen Martin Group, Inc. 19
  • 20. © 2015 The Karen Martin Group, Inc. 20 Company Logo
  • 21. © 2015 The Karen Martin Group, Inc. 21
  • 22. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 22
  • 23. Point of Failure: Believing that “telling” = process rollout 23
  • 24. Believing that email communication = process rollout © 2015 The Karen Martin Group, Inc. 24
  • 25. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 25
  • 26. Questions for Planning Process Rollouts (Communication and Learning Activities) © 2015 The Karen Martin Group, Inc. 26 1. What’s the objective? (What do you want people to know or do differently?) 2. Who needs to know? Why? 3. What specifically do they need to know? 4. When do they need to know it? 5. What’s the best way to deliver the information to assure it meets the objectives of the communication/learning? 6. How will you assess the effectiveness of your communication and learning activities?
  • 27. Process Rollout: Learning Requirements © 2015 The Karen Martin Group, Inc. 27 • Documented process • Conversation, including why, when, how, and Q&A • Demonstration of new process • Practice session • Designated source for questions (Process Owner? Super users?) • Ideally onsite close to where the work is done for first few days (or weeks, in some cases) • Designed source for improvement ideas
  • 28. © 2015 The Karen Martin Group, Inc. 28 Improvements / Process(es) 1 2 3 4 5 Functions / Groups that Need to Attend Awareness (What & Why) Details (How) 1 Sales x 2 Engineering x 3 Order Management x x 4 Account Management x x 5 Tech Support x x Instructors 1 Amanda Gerber 2 Ellen Sampley 3 Jeanine Chang 4 Delivery Format(s) Being Used 1 PPT 2 Standard work instructions 3 Classroom with Webex (recorded) 4 Hands on - Participants bring laptops New Process Roll-out - Communication & Learning Work Plan <Process Name> Description Description Description
  • 29. © 2015 The Karen Martin Group, Inc. 29 When & Where Sessions Will Be Held Location Date Time 1 Conf Room A 8/18/2015 9-11 am PDT 2 Conf Room A 8/19/2015 1-3 pm PDT 3 Conf Room A 8/25/2015 1-3 pm PDT 4 Conf Room A 8/27/2015 9-11 am PDT 5 6 7 8 Learning Objectives - Awareness Participants 1 Will know… 2 3 4 5 Learning Objectives - Details Participants 1 Will be able to… 2 3 4 5 New Process Roll-out - Communication & Learning Work Plan <Process Name>
  • 30. © 2015 The Karen Martin Group, Inc. 30 Training Materials Needed Date Due Owner 1 PPT Overview 2 Standard work instructions ( How to request billable/non-billable) 3 Standard work instructions ( How validate & process billable/non-billable) 4 Standard work instructions ( program setup) 5 Standard work instructions ( IPMprocess) 6 SFG Template Action Plan / Preparation Task Date Due Owner 1 Select attendees 2 Select instructors 3 Schedule sessions 4 Send invites 5 Prepare curriculum & learning materials 6 Test curriculum & learning materials 7 Refine curriculum & learning materials 8 Practice delivering the session 9 Deliver sessions 10 Reflect about session; review participant feedback 11 Revise content as needed 12 Send follow-up to participants (if needed) 13 Deliver make-up sessions to those on PTO or at clients 14 Check with functions to see if process is working well 15 Design, test, and roll-out adjustments as needed New Process Roll-out - Communication & Learning Work Plan <Process Name>
  • 31. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 31
  • 32. Value Stream-Level Ownership © 2015 The Karen Martin Group, Inc. 32
  • 33. Value Stream & Process Oversight 33 Value Stream Value Stream Manager Process Process Owner Outpatient Imaging Sally V Scheduling & Registration Bill G Exam & Clinical Reporting Jose C Reports to physician Maria J Inpatient surgery Tonianne S Admission Tom M Clinical stay Kathleen T Discharge Mike M Billing Sylvia S Revenue Cycle Management Bruce T N/A N/A Value Stream & Process Ownership ABC Medical Center
  • 34. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 34
  • 35. 3 Criteria for Proper Process Management 35 1. Defined and documented processes 2. 2-5 relevant KPIs for each process • Visually displayed • Consistently measured • Consistently improved 3. Sole ownership / oversight
  • 36. Guidelines for Establishing KPIs © 2015 The Karen Martin Group, Inc. 36 • 2-5 max • Measure performance (vs. volume - only in certain circumstances) • Should be heavily operational & customer experience focused o But can also include financial & market share measurements • What problems do you need to shine a light on? o Should be dynamic (but don’t change them too frequently)
  • 37. © 2015 The Karen Martin Group, Inc. 37 Process # (on VSM) Process Process Owner Measure of… KPI Metric Data Point Time Period Single Target Lower Target (if relevant) Upper Target (if relevant) 4 Invoicing Sally Jones Errors, Customer experience Credit memos Raw number Month 4 Invoicing Sally Jones Errors, Customer experience Credit memos % of total $ due Month 25% 4 Invoicing Sally Jones Cash flow Accounts receivables % of receivables > 60 days Month 15% 4 Invoicing Sally Jones Customer experience Accounts receivables Median TAT (Billing inquiry case open to close) Month 3.5 business days 5 Collections Sally Jones Cash flow Accounts receivables Median invoice age Month 30 calendar days Defining KPIs All value streams & most processes should be monitored via 2-5 KPIs
  • 38. Purpose of Visual Management © 2015 The Karen Martin Group, Inc. 38 1. Communicate what needs to be done, when it needs to be done & how to do it 2. Communicate status 3. Show performance 4. Make problems visible
  • 40. How Are We Doing? 40
  • 41. 41 How Are We Doing?
  • 42. How Are We Doing? © 2015 The Karen Martin Group, Inc. 42
  • 43. How Are We Doing?
  • 44. Administrative Metrics Engineering Change Releases 36% 31% 51% 48% 37% 30% 45% 58% 76% 77% 61% 0% 20% 40% 60% 80% 100% Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 On-TimeRelease 48 39 32 39 33 36 29 19 16 11 17 0 10 20 30 40 50 60 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 J Avg.DaystoRel.
  • 45. Poor Communication Poor “Training” Poor Measurement / Monitoring Poor Documentation Missing or Weak Ownership Poor Continuous Improvement Unclear Purpose Poor Involvement Improvement Rollout Failure 45
  • 46. © 2015 The Karen Martin Group, Inc. 46
  • 47. For Further Learning… © 2015 The Karen Martin Group, Inc. 47 www.ksmartin.com/webinars p. 135-148 p. 83-86 p. 146-147 p. 172-174
  • 48. © 2015 The Karen Martin Group, Inc. 48 Karen Martin, President 858.677.6799 @karenmartinopex Blog & newsletter: www.ksmartin.com/subscribe