Recorded webinar: http://slidesha.re/1e1RFU6 Subscribe: http://www.ksmartin.com/subscribe To purchase the book: http://bit.ly/TOObk Excellence and consistency in achieving it is only possible through having a disciplined approach to business management and improvement. In this webinar, you'll learn how to create and sustain a disciplined approach to problem-solving and process management through practice, in a way that builds deep organizational capabilities and accelerates transformation.

1. The Outstanding Organization:
The Power of Discipline
Presenter: Karen Martin
Webinar
May 3, 2012

2.  Founder, Karen Martin & Associates, LLC
(1993)
 Lead Lean transformations in the service
sector and office areas within manufacturing
 Teaches at University of California, San
Diego’s Lean Enterprise program
 Email: karen@ksmartin.com
 Twitter: @karenmartinopex
 Facebook:
www.facebook.com/karenmartinassoc
Karen Martin,
Principal
July 2012

3. We need to improve
how we improve.
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4. Mindsets & Behaviors
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5. Lack of Clarity
Lack of Focus
Lack of Discipline
Lack of Engagement
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6. The Outstanding Organization
Business Results
Problem Solving
Improvement
Continuous
Resilience
Core
Capabilities
CHOS
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7. 7

8. Greatness results from
disciplined people engaged in
disciplined thinking that leads to
disciplined action.
— Jim Collins, Good to Great
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9. Mastery Requires Deliberate Practice
Rafael Nadal
successfully
returned the
shot to Andy
Roddick.
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10. How much
deliberate practice?
10,000 hours
(10 Years)
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11. Relevant Resources
1. K. Anders Ericsson et. al, “The Making of an Expert,”
Harvard Business Review, July 2007.
2. Daniel Coyle, The Talent Code, Bantam Books, 2009.
3. Geoff Colvin, Talent is Overrated, Portfolio Press, 2008.
4. Charles Duhigg, The Power of Habit, Random House, 2012.
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12. “Effectiveness is a
habit.”
— Peter Drucker
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13. Practice vs. Performance
Perform
Train 99%
100% 90%
90%
80%
70%
60% Train
50% Perform
40%
30% Perform
20% 10% Train
1%
10%
0%
Athletes Businesses
Jim Loehr & Tony Schwartz,
The Power of Full Engagement
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14. Two Key Areas for Development
• Problem-Solving
– Mechanics
– Coaching Expertise
• Process Management
– Process Owner
– Key Performance Indicators
– Continuous Improvement
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15. Problem: A gap between where you
are and where you need to be.
Opportunity: A gap between where
you are and where you’d like to be.
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16. Develop
hypothesis
Refine
Conduct
Standardize
experiment
Stabilize
Measure
results
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© 2012 Karen Martin & Associates, LLC

17. 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.
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© 2012 Karen Martin & Associates, LLC

18. True Continuous Improvement
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© 2012 Karen Martin & Associates, LLC

19. Developing PDSA Capabilities
• A3 Management
• Kaizen Events
• Daily Kaizen (Improvement &
Coaching Kata)
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20. The Role of the Improvement Coach
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21. Learning Stages
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© 2012 Karen Martin & Associates, LLC

22. Remember This?
How much
deliberate practice?
10,000 hours
(10 Years)
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23. Types of Coaching
REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT
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© 2012 Karen Martin & Associates, LLC

24. Improvement‐Oriented Socratic Questions
• Clarification • Viewpoints & perspectives
– What problem are you trying to solve? – What about the current condition is not
– Why is that a problem? ideal?
– What is this data telling you? – Which countermeasures have you
rejected and why?
• Simplification
– Is there another way to look at these
– How could you visually depict that data? results?
– What’s the most relevant finding?
• Implications & consequences
– What specific conditions would be best
for testing your hypothesis? – If you do that, what might happen?
– If “that” happens, then what?
• Rationale/evidence
– What data supports that conclusion?
• Procedure
– How could you collect the data you need – What’s your next step?
to prove or disprove your hypothesis? – How is the new way of operating being
– What is the primary root cause for that documented?
problem? – How do you plan on training the affected
workers on this new process?
– How will the process be monitored?
– Where else can this learning be applied
in the organization?
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© 2012 Karen Martin & Associates, LLC

25. Process Design,
Management
and Improvement
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26. Process Needs
• Clearly documented (and CURRENT).
– Input(s), task itself, output(s)
– Sequencing, handoffs, performance expectations for
each step (time & quality).
– Standardized, error-proofed and waste-free.
• 3-5 defined KPIs (key performance
indicators).
• Designated process owner.
• Continuously improved.
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27. The Next Frontier…
The Middle Manager 27

28. We need to shift our focus from
managing people
to managing processes.
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29. Release Date: July 8, 2012
(McGraw‐Hill)
Available for Preorder:
www.bit.ly/km‐too
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30. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Monthly newsletter: www.ksmartin.com/subscribe
Connect with us:
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