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 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

2012 Webinars Date Topic March
22 The Outstanding Organization: The Power of Clarity April 5 The Outstanding Organization: The Power of Focus May 3 The Outstanding Organization: The Power of Discipline May 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 is appalling
bad at capitalizing on the strengths of its people. — Marcus Buckingham 12

What is
Engagement?
13

“To be fully engaged, we
must be physically energized, emotionally connected, mentally focused and spiritually 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 round 40.0% of improvement 30.0% 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 – Definition A
two- to five-day focused improvement activity during which a sequestered, cross-functional team designs and implements improvements to a defined process 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 my family that it was one of the best working days I’ve ever had. I was able to fully use my capabilities for three days.” — Fred Valenzano, Professional Engineer 29

Engagement via Daily Improvement Improvement
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
35

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 36