The Outstanding Organization Building the Foundation for Everyday Excellence Salon MPA November 14, 2013 1
Success with Improvement 2001 The Economist Lasting 20% None 17% Temporary 63% 2
A Decade Later 2010 Accenture 69% 58% 33% Needs re evaluation, restart or complete makeover Minimal financial impact Mixed to disappointing results 3
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
Progress has been slow. Journal of the American Medical Association 2009 180,000 Medicare patients die annually from medical errors. Office of the Inspector General 2010 33% 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 2011 5
Employee Engagement Gallup Findings 2000 18 58 26 16 54 30 2002 17 53 30 17 55 28 2004 17 54 29 15 59 26 2006 15 55 30 20 50 30 2008 20 51 29 18 54 28 2010 19 53 28 19 52 29 2012 18 52 30 0% ACTIVELY NOT ENGAGED ENGAGED DISENGAGED 6
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Typical Organization 8
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Fire Fighting 12
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Which Mindsets and Behaviors Create Outstanding Performance? 15
The Outstanding Organization Outstanding Business Performance Problem Solving Continuous Improvement Resilience CHOS 16
Outstanding Organizations Operate With 17
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Who are your customers? What do they value? 19
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Key In Process Quality Metric Percent Complete and Accurate (%C&A) Rework = Correcting + Adding + Clarifying 22
Clarity of Input? Customer Clarity of Output? Process 1 Process 2 Process 3 Process 4 23
Truth Truth Truth Truth Truth Truth Truth24
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Go to the gemba. Go see. Ask why. Show respect. 26
Outstanding Organizations Operate With 27
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Booz & Company Findings 82% 49% 64% No written priorities Conflicting priorities Competing demands 30
Product Launches Per Year 73 24 No additional resources Higher quality products launched Pre Focus Post Focus 31
Focus Law #1: STOP DOING Focus Law #2: DO FEWER THINGS AT ONCE 32
There is no such thing as multitasking.* * For cognitive tasks. 33
Rockwell Automation 20 12 12 Projects Started Projects Completed 3 Pre Focus Post Focus 34
Achieve Focus via Strategy Deployment 35
Clarity Courage Consensus Commitment 36
Outstanding Organizations Operate With 37
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Practice vs. Performance Train 90% Perform 99% Perform 10% Train 1% Athletes Businesses Jim Loehr & Tony Schwartz, The Power of Full Engagement 39
Develop hypothesis Refine Standardize Stabilize Conduct experiment Measure results 40
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Problem solving and making improvement done properly is a high. 42
Outstanding Organizations Operate With 43
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I ve become a better person, a better husband, a better friend, from working at Gore. Terry, a W.L. Gore Associate 45
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
Engagement Drivers: The Three C s The Outstanding Organization, pp. 155 158 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
The single most important process for you to nail in your organization is new hire onboarding. 48
Value Stream Maps: Effective for New Hire Orientation You are here 2013 The Karen Martin Group, Inc. 49
Engagement Drivers: The Three C s The Outstanding Organization, pp. 155 158 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
Leaders determine strategy (what) Workers determine tactics (how) 51
Cross Functional Problem Solving & Improvement: Connecting, Using Creativity, Gaining Control 52
QUALITY IS EVERYONE S JOB. YOU ARE THE TEACHER.
The Outstanding Organization, p. 153 2013 The Karen Martin Group, Inc. 54
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The Outstanding Organization Outstanding Business Performance Problem Solving Continuous Improvement Resilience CHOS 56
Questions? ksm@ksmartin.com www.ksmartin.com/too @karenmartinopex 57