The journey begins

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  • 9:20EXERCISE:Close your eyes…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 1x column)What are your thinking and feeling?Close your eyes again…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 5x column)What are your thinking and feeling?Close your eyes one last time…. imagine your alarm has just gone off, it’s 6 a.m. and you’re thinking about going to work (slowly read the 10x column)What are your thinking and feeling?Which company do YOU want to work at?
  • Very different worlds!!!I want to tell you a story to help you better understand this new world…
  • Management MUST GET IT’S ACT TOGETHER….We must build a foundation that allows us to meet the demands of the NOW: …Our customers’ demand for customization and flexibility …Acknowledges the reality of the power our customer’s now have (Dave Carroll) …Causes us to face the incredible scrutiny of our customersEvery mistake you make is visible …you can no longer hide behind policies …you can no longer afford for your employees to NOT solve customer problems …you must be able to say YES to your customer’s EVERY possible need
  • MANAGEMENT must be viewed as a system, a collection of processes that are core to running the business such that it can successfully deliver in the NOW.I will share with you OUR NOW Management System, but I want to be clear our is not the only solution, but any solution must effectively enable
  • Permanente Dental…70% in red or yellow….Within a year it was down to 20%
  • And shortly, we’ll show you the process for identifying AND defining your CRITICAL PROCESSES and their SUB PROCESSES
  • The journey begins

    1. 1. The Journey To<br />NOW<br /> B E G I N S<br />
    2. 2. TODAY’S AGENDA<br /> Introductions<br />Where we are headed<br />Fundamentals overview<br />Getting to work:<br />The Foundations: Mission, Vision & Values<br />Key Goals<br />Outcome Measures<br />
    3. 3. Begin with the End in Mind<br />ENGAGEMENT<br />
    4. 4. NOW<br />THEN<br />Managerial Hierarchy<br />Customer Need<br />DRIVER<br />Functional<br />Process Centric<br />ORGANIZATION<br />Centralized<br />Decentralized<br />DECISIONS<br />Big Ideas<br />Micro-Improvements<br />IMPROVEMENT<br />Management<br />Everyone<br />USE OF DATA<br />Ad Hoc, Intuitive<br />Standardized, Fact Based<br />PROBLEM SOLVING<br />Slow<br />Fast<br />SPEED<br />
    5. 5. Every Time<br />Every Employee<br />Every Opportunity<br />
    6. 6. Prioritize, connect, enable, and drive the execution of all work, ensuring that every resource is focused on the goals and that <br />every human beinghas the <br />maximumauthority to act<br />
    7. 7. Eliminating the Sins<br />Unclear Direction<br />No Line-of-Sight<br />Unclear Accountability<br />Inconsistent Language<br />Poor Issue Transparency<br />Inappropriate Resources<br />Inadequate Tools/Skills<br />7<br /> Deadly <br /> Sins<br /> of<br /> Management<br />
    8. 8. Improved Customer Experience<br />Reduced Costs<br />Accelerated Growth<br />FUNDAMENTALS<br />Routine Work<br />BREAKTHROUGHS<br />Strategic Initiatives<br />TARGET <br />REVIEWS<br />7-Step Problem Solving<br />Increased Profitability and Competitive Advantage<br />
    9. 9. ON THE BUSINESS<br />We can spend more time on the work that delivers NEW VALUE to our Customers<br />Finding Wasted Resources<br />IN<br />THE<br />BUSINESS<br />If we can reduce the time we need to spend on the ROUTINE work of the business<br />
    10. 10. MANAGEMENT SYSTEM MAP℠<br />FUNDAMENTALS<br />Routine Work<br />
    11. 11. NOW FUNDAMENTALS℠ <br />DELIVERABLES<br /><ul><li>Alignment
    12. 12. Process Orientation
    13. 13. Process Ownership
    14. 14. Outcome & Process Scorecards
    15. 15. Employee Line-of-Sight
    16. 16. Operating Plan with Targets</li></ul>SETTING THE STAGE FOR…<br /><ul><li>Formal Target Reviews
    17. 17. Positive Accountability
    18. 18. True Transparency
    19. 19. Clarifies real-world obstacles & opportunities to the Strategic Plan</li></ul>IN<br />
    20. 20. NOW FUNDAMENTALS℠PURPOSE<br />To get the routine work done effectively with the least possible resources<br />To connect every individual to what matters to the organization<br />To transfer accountability for results to those who do the work<br />To create complete transparency about fundamentals performance<br />
    21. 21. NOW Fundamentals℠<br />
    22. 22. SCORECARDS<br />FACTS <br />REVEAL <br />TRUTH<br />OUTCOME & PROCESS<br />
    23. 23. TARGET <br />REVIEWS<br />
    24. 24. NOW TARGET REVIEWS℠PURPOSE<br />To close the loop on performance (how did we do?)<br />To ensure transparency on performance challenges (where are we falling short?)<br />To cause intervention where needed (so, what are we going to do about it?)<br /> To recognize progress<br />
    25. 25. 7-Step<br />PLAN<br />OUTCOME or PROCESS measure in RED or YELLOW?<br />
    26. 26. NOW GEARS<br />
    27. 27. Reduce Variation<br />When any work you do goes poorly, it consumes unplanned resources<br />
    28. 28. Pursue Constraints<br />An Organization is Only as Capable as It’s Least Capable Process<br />
    29. 29. Eliminate Fear<br />FEAR<br />OPPORTUNITY<br />
    30. 30. Getting to Work<br />Checking in and validating or creating:<br />MISSION, VISION & VALUES<br />KEY GOALS<br />OUTCOME MEASURES<br />
    31. 31. MISSION<br />To be a leader in restoring, maintaining and enhancing the quality of Oregon’s air, water and land.<br />What business are we in? Why do we exist?<br />
    32. 32. VISION<br />To work collaboratively with all Oregonians for a healthy, sustainable environment.<br />What do we want our future to be like? What do we want to be known for?<br />
    33. 33. VALUES<br />Environmental Results<br />Public Service<br />Partnerships<br />Excellence and Integrity<br />Teamwork<br />Employee Growth<br />Diversity<br />Health, Safety and Wellness<br />Economic Growth Through Quality Environment<br />What rules/beliefs will we hold ourselves accountable to as we do our work?<br />
    34. 34. KEY GOALS<br />Promoting Sustainable Practices<br />Improving Oregon’s Air & Water<br />Protecting People & the Environment from Toxics<br />Involving Oregonians in Solving Problems<br />How do we define success? What will we need to accomplish to know we have done well?<br />
    35. 35. OUTCOME MEASURES<br />Promoting Sustainable Practices<br />Improving Oregon’s Air & Water<br />Protecting People & the Environment from Toxics<br />Involving Oregonians in Solving Problems<br />How will we measure our progress?<br />
    36. 36. OUTCOME MEASURE WORKSHEET<br />OUTCOMEMEASURES<br />HOW THE MEASURE IS CALCULATED<br />DESIRED LEVEL OF PERFORMANCE<br />WHO IS THE PRINCIPAL ADVOCATE FOR THIS MEASURE<br />WHAT IT<br />MEASURES<br />RANGES OF POSSIBLE PERFORMANCE<br />WHERE WE WILL GET THE DATA<br />HOW OFTEN WE WILL FORMALLY REVIEW<br />SAMPLE OUTCOME MEASURE WORKSHEET<br />
    37. 37. CORE PROCESS WORKSHEET<br />Core ProcessWORKSHEET<br />WHAT IS<br />THE NAME OF THIS CORE PROCESS?<br />WHAT ARE THE SUB PROCESSES WITHIN THIS CORE PROCESS<br />WHO IS THE PRINCIPAL ADVOCATE FOR THIS PROCESS<br />WHO DOES THIS PROCESS EXIST TO SERVE/TO BENEFIT?<br />HOW WILL WE KNOW THIS PROCESS IS WORKING?<br />

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