It’s as true today as it was in 1986 when W. Edwards Deming published Out of the Crisis and wrote, “Remove barriers that rob people … of their right to pride of workmanship.” Companies everywhere implement processes, hire staff, and install tools to help them meet their business objectives. Many organizations strive to have engaged workers, efficient processes, and effective tools. However, Bob Jarvis says that, rather than doing the real work they were hired to perform, workers often end up spending too much time each day fighting obstacles related to those very processes, people, and tools. We recognize these organizations when we hear people say, “It’s hard to get things done around here.”Join Bob as he shares a framework to identify the real symptoms, an approach to presenting the results to management so they “get it,” and an implementation cycle to fix the root causes. Learn how to solve this problem and leave knowing how to become an expert in the framework and improve organizational outcomes.

1. BW4
Projects & Teams
11/16/2016 1:30:00 PM
Enable Your Workers … You’ll Be
Amazed What They Can Do
Presented by:
Bob Jarvis
Quality Enablement, LLC
Brought to you by:
350 Corporate Way, Suite 400, Orange Park, FL 32073
888--‐268--‐8770 ·∙ 904--‐278--‐0524 - info@techwell.com - http://www.stareast.techwell.com/

2. Bob Jarvis
Quality Enablement, LLC
Bob Jarvis has broad experience improving quality and building effective teams—
from his time in the U.S. Air Force, executive positions in national consulting
firms, chief quality officer at Instinet, Master Black Belt at JP Morgan Chase, and
VP quality assurance at GSI Commerce (an eBay Enterprise). Most recently, Bob
founded Quality Enablement LLC to help organizations—from senior
management to individual contributors—identify and remove barriers to quality
and worker productivity. To learn more about the Quality Enablement
Framework and how to improve your team’s effectiveness and efficiency, visit
ABetterWorkplace.info.

3. Enable Your Workers …
… And They’ll Amaze You
with What They Can Do
Agile Dev, Be+er So/ware, DevOps East
16 November 2016

4. Every Year …
… at GSI Commerce / eBay Enterprise, the #1 complaint
on the Employee Engagement Survey was …
“It’s hard to get things done around here.”
And every year … nothing changed.
I made it my mission to solve that problem.
2
“The first step towards ge1ng somewhere is to decide that you are not going to stay
where you are.” – John Pierpont Morgan

5. QuesMon
What’s it like where you work?
à What gets in the way of a producFve day?
à Do you leave each day with a sense of accomplishment?
3

6. PresentaMon Goals
• What do you want to get from this session?
Ø ??
• Here are my goals:
Ø Provide you informa@on to help you help your organiza@on
o A framework to iden@fy true symptoms
Ø Supply findings & references to support a business case
o Links on the following pages
Ø Provide support resources to guide you
o Email and phone support
4

7. WHY?
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“The greatest obstacle to transforming the world is that we lack the clarity and imagina@on
to conceive that it could be different.” – Roberto Mangabeira Unger

8. What We Believe
Why We Do It
We believe that workers deserve
a workplace where they:
Ø Put in a produc@ve day at work, and
Ø Leave with a feeling of
accomplishment, knowing that …
Ø They accomplished something
meaningful to themselves and
valuable to their employer.
Too oSen, that isn’t what
happens
Ø And that’s the problem we’ve solved.
Why Our Clients Care
We also believe that employers
deserve a workforce with
maximum:
Ø Efficiency and
Ø Effec@veness,
Which typically leads to:
Ø Reduced costs,
Ø Increased profit,
Ø Improved staff engagement,
Ø Improved customer sa@sfac@on,
Ø …
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9. Why Does It MaWer?
• MulMple studies … here are just some of the findings:
Ø Gallup’s State of the Global Workplace: US and Canada workers
o 29% engaged / 54% not engaged / 18% ac@vely disengaged
Ø Enterprise Engagement Alliance:
o “… employee disengagement … cost(s) the US economy as much as 350
billion dollars per year in lost produc@vity, accidents, the_ and turnover.”
Ø 2012 Towers Perrin Global Workforce Study:
o Opera@ng margins –
v 27% above average for high-engagement firms;
v 10% below average for low engagement firms
Ø The Future Founda@on Global Study:
o U.S. is devo@ng $105 billion a year to correc@ng problems associated with
poor hiring and people management prac@ces – 1.05% of the total U.S. GDP
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10. How Do We Solve It?
• Not just process
Ø Rather humbling finding for a “process guy”
Ø Result – a truly holis@c approach, including:
o People
o Process
o Tools
o Metrics
o Agility
o Management Style
• Proprietary framework …
Ø … that I put in the public domain through my blog:
www.ABejerWorkplace.info
o (Yes … people told me I was nuts)
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11. THE QUALITY ENABLEMENT
FRAMEWORK
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“Do not go where the path may lead; go instead where there is no path and leave a trail.” –
Ralph Waldo Emerson

12. Quality Enablement Framework
10

13. Quality Enablement Framework
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Note: The details of the QE Framework
and QE Cycle are available at:
qualityenablement.com/abw/

14. Quality Enablement Framework
12

15. Quality Enablement Framework
13

16. Quality Enablement Score
14
People (53)
Process (45)
Tools (40)
Metrics (47)
Agility (31)
Management
Style (33)
Assessment Results
Neutral
Score

17. Let’s look at each dimension in a liWle detail …
15
“Work and life have meaning when we feel what we are doing creates worth and is in
alignment with what we value.” – Marilyn Tam

18. PEOPLE DIMENSION
16
“All anyone asks for is a chance to work with pride.” – W. Edwards Deming

19. QE Framework – People
• Business Value
Ø Shareholder Return – According to Aon Hewij –
o Highly engaged à 22% above average in 2010
o Low-engagement à 28% below average
Ø Profits – Journal of Applied Psychology –
o Higher levels of employee sa@sfac@on and engagement à increased annual
profits of $80,000 to $120,000
Ø Overall – Schweyer –
o Engaged employees:
v Work more effec@vely, instead of just working more
v Find ways to improve;
v Share informa@on with colleagues
v Develop crea@ve solu@ons;
v Provide sugges@ons;
v Speak up for the organiza@on; and
v Try harder to meet customers’ needs, leading to repeat business
17

20. QE Framework – People
• Guiding Principles
Ø People want to create value
Ø People want to learn
Ø People want to feel in control
Ø People want to feel appreciated
Ø Given the opportunity, people will do great things
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“Pleasure in the job puts perfec@on in the work.” – Aristotle

21. QE Framework – People
• Subject Areas:
Ø Talent Acquisi@on
Ø On-Boarding
Ø Training Program
Ø Coaching / Mentoring
Ø Performance Management
Ø Management
Ø Senior Management
Ø Reten@on
19

22. PROCESS DIMENSION
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“If you can’t describe what you are doing as a process, you don’t know what you’re doing.”
– W. Edwards Deming

23. QE Framework – Process
• Business Value
Ø JPMorgan Chase 2003 Annual Report –
o “In 2003, our produc@vity and quality efforts yielded more than $1 billion
pre-tax in net financial benefits, more than doubling those achieved in 2002.
Over one-half of these benefits came from re-engineering key business
processes using the disciplined methodology of Six Sigma.”
Ø Iowa Department of Management, Office of Lean Enterprise –
o 250+ projects from 2003 to today, with documented results for each project.
Many projects reported reduc@ons in delays as part of their results, and they
ranged from 33% to well over 90%.
Ø What examples do you have?
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24. QE Framework – Process
• Business Value (flip side)
Ø Symptoms of ineffec@ve processes according to BPM Ins@tute –
o Unhappy customers
o Some things just take too long
o Work was not done right the first @me, hence there is rework, mistakes, scrap,
waste
o Processes are not measured nor controlled
o Too many reviews and signoffs
o Excep@ons, complexity, and special cases cause havoc
o Established procedures are circumvented to expedite work
o Management throws money at the problem, but it doesn’t improve
o Management throws people at the problem, but it doesn’t improve
o Finger-poin@ng and blaming between departments, mistrust between
departments
o Conflicts arise between departments due to compe@ng goals
o Constant fire figh@ng with some fires reoccurring
o Employee frustra@ons
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25. QE Framework – Process
• Guiding Principles
Ø Processes need to be flexible
Ø Organiza@on-level processes should focus on the “what”
Ø Team-level processes should focus on the “how”
Ø Organiza@on processes are owned by the organiza@on
Ø Team processes are owned by the team
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“We should work on our process, not the outcome of our processes. - W. Edwards Deming

26. QE Framework – Process
• Subject Areas:
Ø Process flexibility
Ø Process metrics
Ø Con@nuous improvement
Ø Process documenta@on
Ø Process training
Ø New process implementa@on
Ø Shared processes
Ø Process enforcement
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27. TOOLS DIMENSION
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“There is nothing so useless as doing efficiently that which shouldn’t be done at all.” –
Peter Drucker

28. QE Framework – Tools
• Business Value
Ø Successes (Forrester):
o Business Intelligence Applica@ons –
v ROI: 97%, payback in 20 months
o Project Porvolio Management Tools –
v ROI: 250%+
o Online Customer Service Communi@es –
v ROI: 99%, payback in <12 months
Ø Failures (Faye Business Systems Group):
o The Top 10 Reasons Why Accoun@ng, ERP & CRM So_ware Implementa@ons
Fail
v U.S. - >50%
v Europe – 70%-80%
v ! Most of the Mme, the reason for failure also has liWle to do with the actual soSware itself
26

29. QE Framework – Tools
• Guiding Principles
Ø Tools support processes (not the other way)
Ø Tools increase team efficiency, not reduce it
Ø Tools adapt to changing processes
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“A bad system will defeat a good person every @me.” - W. Edwards Deming

30. QE Framework – Tools
• Subject Areas:
Ø Impact on user efficiency
Ø Effort needed to "feed" the tool
Ø Adaptability to process change
Ø Tool training
Ø Degree of acceptance by users
Ø New tool selec@on process
Ø Tool change management process
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31. METRICS DIMENSION
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“The greatest obstacle to discovery is not ignorance – it is the illusion of knowledge.” –
Daniel J. BoorsKn

32. QE Framework – Metrics
• Business Value – Difficult to determine … Two Views:
Ø W. Edwards Deming
o “Everyone and every department in the company must subscribe to constant
improvement.”
o “Mee@ng specifica@ons does not result in constant improvement. It ensures
status quo.”
o “Management by results is confusing special causes with common causes.”
Ø Peter Drucker
o Management by Objec@ves (MBO)
v SMART objec@ves, cascading down through the organiza@on
v O_en provide input for performance reviews / compensa@on decisions
v Drives employees to do whatever is needed to “make the numbers”
v Unintended consequence: innova@on, quality and produc@vity suffer
» See OrganizaKonal Sabotage – The MalpracKce of Management By ObjecKve, by Ken Craddock & Kelly
Allan
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33. QE Framework – Metrics
• Guiding Principles
Ø Measure systems, not people
Ø Differen@ate between common cause and special cause
varia@ons
Ø Understand and communicate “why”
o An effec@ve framework is Goal-QuesKon-Metric
Ø Fewer are bejer
o A discussion on this topic can be found in
When Working With Metrics—The Fewer the BeSer Is the Rule
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“Not everything that can be counted counts, and not everything that counts can be
counted.” - Albert Einstein

34. QE Framework – Metrics
• Subject Areas:
Ø Metrics purpose
Ø Metrics defini@on & communica@on
Ø Data collec@on process
Ø Metrics presenta@on
32

35. AGILITY DIMENSION
33
“It is not necessary to change. Survival is not mandatory.” – W. Edwards Deming

36. QE Framework – Agility
• Business Value
Ø Superior financial performance for companies with highly mature
business agility characteris@cs (IBM):
o 13% to 38% performance advantage in capital efficiency and value
o 10% to 15% performance advantage in margins
o Up to 5% performance advantage in revenue and earnings growth
Ø Craig Le Clair, Vice President and Principle Analyst at
Forrester Research –
o 70% of the companies that were on the Fortune 1000 list ten years ago have
now vanished – unable to adapt to change.
Ø JPMorgan Chase – XP Implementa@on (SEI North American SEPG)
o Defect reduc@on: 63% overall, 79% cri@cal
o Dura@on / effort reduc@on: 47% / 44%
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37. QE Framework – Agility
• Guiding Principles
Ø Communica@on is key – up, down, sideways
Ø Managers & workers in touch with stakeholders
Ø Failure tolerance
Ø Sharing of lessons
Ø Decentralized decision-making
35
“When you’re finished changing, you’re finished.” - Benjamin Franklin

38. QE Framework – Agility
• Subject Areas:
Ø Communica@on
Ø Stakeholder Involvement
Ø Failure Tolerance
Ø Organiza@onal Learning
Ø Decision-making
Ø Process Oversight
Ø Adop@on Support
Ø Technical Agility Support
36

39. MANAGEMENT STYLE DIMENSION
37
“People rarely succeed unless they have fun in what they are doing.” – Dale Carnegie

40. QE Framework – Management Style
• Business Value
Ø Difficult to find, but …
Ø Many management styles … a few:
o Country Club – Team Leader – Produce or Perish – Impoverished
(Blake-Mouton)
o Producer – Administrator – Integrator – Entrepreneur (Dr. Ichak Adizes)
o Facilitator – Conductor – Enabler – Dominator (CalState Handout)
o Accomplisher – Regulator – Creator – Uniter
(IIOSS Management Style Model)
o Authorita@ve – Persuasive – Democra@c – Delega@ve – Adap@ve
(Leader Syndrome)
Ø And countless consultants to help managers manage, yet …
o We probably all know managers who cast a dark shadow over their team(s)
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41. QE Framework – Management Style
• Guiding Principles
Ø A manager’s primary job is to enable the team’s performance
Ø Empowered workers are more produc@ve
Ø Communica@on is key to effec@ve management
Ø Worker mo@va@on goes beyond financial incen@ves
Ø Integrity is cri@cal
39
“Simple, clear purpose and principles give rise to complex, intelligent behavior. Complex
rules and regula@ons give rise to simple, stupid behavior.” –
Dee Hock, Founder and CEO Emeritus, Visa InternaKonal

42. QE Framework – Management Style
• Subject Areas:
Ø Empowerment (Support / Trust)
Ø Collabora@on (Change / Flexibility)
Ø Innova@on (Risk-taking / Error tolerance)
Ø Communica@on / Empathy
Ø Mo@va@on (Credit / Fear)
Ø Integrity
40

43. VALUE “AT THE EDGES”
41
“He who will not apply new remedies must expect old evils.” - Francis Bacon

44. Value at the Edges
Enable Enhance
People & Process Effec@veness
People & Tools Efficiency
People & Agility Responsiveness
People & Management Style Produc@vity
Process & Tools Throughput
Process & Metrics Con@nuous Improvement
Process & Management Style Flexibility
Tools & Metrics Answers
Tools & Agility Proficiency
Metrics & Agility Adaptability
Metrics & Management Style Awareness
Agility & Management Style Innova@on
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45. QUALITY ENABLEMENT CYCLE
43
“Knowing is not enough; we must apply. Willing is not enough; we must do.” –
Johann Wolfgang von Goethe

46. Quality Enablement Cycle
44

47. Quality Enablement Cycle
45

48. LESSONS LEARNED
46
“In theory, there’s no difference between theory and prac@ce. In prac@ce, there is.” –
Yogi Berra

49. Lessons Learned (so far)
• Tools come in unexpected forms
• Early assessment discussions are more closed than later
discussions
• Management and Staff oSen have conflicMng views
47

50. WHAT’S NEXT?
48
“Whether you believe you can, or believe you can’t, you’re probably right.” – Henry Ford

51. If Interested …
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• My goal is for you to be able to do this on your own,
with some free help
Ø WIIFY:
o Guided learning through exis@ng blog entries
o Email and phone support, as needed
o Access to latest ar@facts
Ø WIIFM:
o Ideas to help me put together an educa@on program
• If interested, leave me your business card or send me an
email, and I’ll get you started
“Things do not happen. Things are made to happen.” – John F. Kennedy

52. Q & A
QuesMons?
Bob Jarvis contact info: Bob@QualityEnablement.com
ABejerWorkplace.info
www.QualityEnablement.com
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