The Outstanding Organization: The Power
of Engagement Presenter: Karen Martin Webinar May 17, 2012

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

2012 Webinars Date TopicMarch 22
The Outstanding Organization: The Power of ClarityApril 5 The Outstanding Organization: The Power of FocusMay 3 The Outstanding Organization: The Power of DisciplineMay 17 The Outstanding Organization: The Power of Engagement All recorded webinars are available at www.vimeo.com/karenmartinassoc and all materials are available at www.slideshare.net/karenmartin2. Release Date: July 6, 2012 (McGraw-Hill) Available for Preorder: www.bit.ly/km-too 3

We need to improve how
we improve. 4

Mindsets & Behaviors 5

Lack of Clarity Lack of
Focus Lack of Discipline Lack of Engagement 6

The Outstanding Organization Business Results Problem Solving
Improvement Continuous Resilience Core Capabilities CHOS 7

Employee Engagement &Operational Excellence:Two Sides
of the Same Coin

• World-class organizations - ratio
of engaged to actively disengaged employees is 9.57:1.• Average organizations, ratio of engaged to actively disengaged employees is 1.83:1. ― Gallup 9

We Know It’s Important... 10

Energy Crisis: Widespread Disengagement 11

The corporate world isappalling bad
at capitalizingon the strengths of its people. — Marcus Buckingham 12

What is Engagement? 13

“To be fully engaged, we
must bephysically energized, emotionallyconnected, mentally focused andspiritually aligned with a purpose beyond our self-interest.” — Jim Loehr & Tony Schwartz, The Power of Full Engagement 14

“… focused energy, evident to others in the display of… persistence directed toward organizational goals.”
— William Macey, Benjamin Schneider, et. al, Employee Engagement 15

How do we “get” our
employees to engage? 16

Enabling Engagement Connection Creativity Control
17

“I’ve become a better person, a better husband, a better friend, from working at Gore.” — Terry, a W.L. Gore Associate 18

Under-Developed Areas• Onboarding• Problem-Solving &
Continuous Improvement 19

You had them at “You’re
hired.” 20

To what degree do new hires receive all of the tools and information they need to function effectively on day one? 70.0% 63%60.0%50.0% 44%
Before initial round40.0% of improvement30.0% 23% After initial round of improvement 14%20.0%10.0% 0.0% Always, Sometimes Rarely, Never

Onboarding – Missing Pieces• Tools
– Physical (e.g. desk, etc.) – Technology (e.g. phones, computers, physical access, access to applications needed, logins, etc.) – Identifiers (e.g. signage, business cards, etc.)• General information – Company (e.g., customers, values, business goals, etc.) – Org charts – Phone directories• Job-specific orientation – Documented procedures (standard work) – Apprenticeship approach: Observe, do with supervision, do – Clear understanding about what constitutes “success.” 22

23

Under-Developed Areas• Onboarding• Problem-Solving &
Continuous Improvement 24

Develop hypothesis Refine Conduct Standardize experiment
Stabilize Measure results 25

Enabling Engagement: A3 Management A3
Report The vital role of the coach/mentor 26

Kaizen Event – DefinitionA two-
to five-day focused improvement activity during which a sequestered, cross-functional team designs andimplements improvements to a definedprocess or work area, generating rapid results and learned behavior. Karen Martin & Mike Osterling The Kaizen Event Planner 27

Kaizen Events Offer Myriad Benefits

“I went home yesterday and
told myfamily that it was one of the bestworking days I’ve ever had. I was able to fully use mycapabilities for three days.” — Fred Valenzano, Professional Engineer 29

Engagement via Daily ImprovementImprovement Kata
+ Coaching Kata 30

Problem solving is a high.
31

Progressive Learning 32

The Next Frontier…The Middle Manager 33

Where to Start?• Improve your
onboarding process.• Train a core group of middle managers and/or above in problem solving and improvement coaching.• Transition your dedicated improvement professionals from “do-ers” to “teachers.”• Hold a few kaizen events each year to build new behaviors.• Never, ever make process improvement without deep involvement of the people who actually do the work.• Advocate the truth that people aren’t the problem – systems are. 34

Additional Resources July 6, 2012 Available for Preorder: www.bit.ly/km‐too
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For Further Questions Karen Martin, Principal 7770
Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopexMonthly newsletter: www.ksmartin.com/subscribe 36