The Outstanding Organization

Transcription

1 The Outstanding Organization Building the Foundation for Everyday Excellence Salon MPA November 14,

2 Success with Improvement 2001 The Economist Lasting 20% None 17% Temporary 63% 2

3 A Decade Later 2010 Accenture 69% 58% 33% Needs re evaluation, restart or complete makeover Minimal financial impact Mixed to disappointing results 3

4 To Err is Human Institute of Medicine, 1999 Up to 98,000 deaths annually due to medical errors. Goal: Reduce by 50% in 5 years. 4

5 Progress has been slow. Journal of the American Medical Association ,000 Medicare patients die annually from medical errors. Office of the Inspector General % hospitalized patients are harmed; 7% result in permanent injury or death. Health Affairs 2005 Annual death toll 2010 from medical errors is closer to 200,000. Dead by Mistake Heart Newspapers Special Report No significant change in rate of preventable errors. New England Journal of Medicine

6 Employee Engagement Gallup Findings % ACTIVELY NOT ENGAGED ENGAGED DISENGAGED 6

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8 Typical Organization 8

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12 Fire Fighting 12

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15 Which Mindsets and Behaviors Create Outstanding Performance? 15

16 The Outstanding Organization Outstanding Business Performance Problem Solving Continuous Improvement Resilience CHOS 16

17 Outstanding Organizations Operate With 17

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19 Who are your customers? What do they value? 19

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22 Key In Process Quality Metric Percent Complete and Accurate (%C&A) Rework = Correcting + Adding + Clarifying 22

23 Clarity of Input? Customer Clarity of Output? Process 1 Process 2 Process 3 Process 4 23

24 Truth Truth Truth Truth Truth Truth Truth24

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26 Go to the gemba. Go see. Ask why. Show respect. 26

27 Outstanding Organizations Operate With 27

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30 Booz & Company Findings 82% 49% 64% No written priorities Conflicting priorities Competing demands 30

31 Product Launches Per Year No additional resources Higher quality products launched Pre Focus Post Focus 31

32 Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS AT ONCE 32

33 There is no such thing as multitasking.* * For cognitive tasks. 33

34 Rockwell Automation Projects Started Projects Completed 3 Pre Focus Post Focus 34

35 Achieve Focus via Strategy Deployment 35

36 Clarity Courage Consensus Commitment 36

37 Outstanding Organizations Operate With 37

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39 Practice vs. Performance Train 90% Perform 99% Perform 10% Train 1% Athletes Businesses Jim Loehr & Tony Schwartz, The Power of Full Engagement 39

40 Develop hypothesis Refine Standardize Stabilize Conduct experiment Measure results 40

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42 Problem solving and making improvement done properly is a high. 42

43 Outstanding Organizations Operate With 43

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45 I ve become a better person, a better husband, a better friend, from working at Gore. Terry, a W.L. Gore Associate 45

46 Employee Engagement & Business Performance* World Class Average 67% 33% 49% Engaged Not Engaged Actively Disengaged 26% 18% 7% 9.57:1 1.83:1 Ratio of engaged to actively disengaged employees *Per Gallup 46

47 Engagement Drivers: The Three C s The Outstanding Organization, pp Connection To vision, annual goals, immediate supervisor, peers, customers Full use of talents, capacities, potentialities, & skills Creativity Control Heavy involvement in decisions that influence how they do their work. 47

48 The single most important process for you to nail in your organization is new hire onboarding. 48

49 Value Stream Maps: Effective for New Hire Orientation You are here 2013 The Karen Martin Group, Inc. 49

50 Engagement Drivers: The Three C s The Outstanding Organization, pp Connection To vision, annual goals, immediate supervisor, peers, customers Full use of talents, capacities, potentialities, & skills Creativity Control Heavy involvement in decisions that influence how they do their work. 50

51 Leaders determine strategy (what) Workers determine tactics (how) 51

52 Cross Functional Problem Solving & Improvement: Connecting, Using Creativity, Gaining Control 52

53 QUALITY IS EVERYONE S JOB. YOU ARE THE TEACHER.

54 The Outstanding Organization, p The Karen Martin Group, Inc. 54

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56 The Outstanding Organization Outstanding Business Performance Problem Solving Continuous Improvement Resilience CHOS 56

57 Questions? 57