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We’ve Had It All Wrong: 
Manage Processes, Not People
Webinar
November 1, 2012
 Founder: Karen Martin & Associates, LLC (1993).
 Consultant / Coach: Lead Lean transformations in 
office, service and ...
Last Webinar of 2012!
Metrics-Based Process Mapping:
What, When & How
Thursday, November 29
11:00 am – 12:15 pm Pacific Ti...
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We have THREE
BIG
PROBLEMS.
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Problem
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Most businesses aren’t
performing as well as
they could and need to.
Common Organizational Woes
(cause and effect can be debated)
• Unclear vision; inability to focus
• Slim margins
• Unreali...
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Problem
2010 Accenture Study
Success with Improvement Approaches
0%
10%
20%
30%
40%
50%
60%
70%
80%
Minimal 
financial 
impact
Nee...
Up to 98,000 deaths
annually due to medical
errors.
Goal: Reduce by 50% 
in 5 years.
To Err is Human
Institute of Medicine...
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Something Is Terribly Wrong…
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2009
2005 2010
2010
2011
Progress has been 
slow.
Journal of the American 
Medical Associa...
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Problem
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Widespread Disengagement
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You had them at
“You’re Hired.”
Workers have been robbed of…
• Trust
• Respect
• Knowledge, skills, aptitude, creativity, 
experience (KSACE)
• The abilit...
The Result…
• Whining
• Finger‐pointing
• Interpersonal tension
• Inter‐divisional and/or inter‐departmental 
tension
• Tu...
Poorly designed processes are typically
behind interpersonal & interdepartmental
tension―not personalities.
Forming New
Habits:
Organizational
response to
problems moves
from blaming people
to improving
processes.
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You create (or fail to create)
high-performing employees in
the way your organization
operates and treats its people.
—...
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The
Countermeasure…
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Toyota’s Overarching Tenets
• Continuous Improvement.
• Respect for people.
– Safety and quality of life.
– Authorized ...
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How do we get the people to
do the process the way it
should be done?
For example, how can you
invoke what seems to be ...
Common Management Practices
• Processes not standardized nor documented.
• Processes not designed by the experts–the peopl...
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Process Owner ≈ Process Doctor
Process Owner
• Manager or below
• Responsible for overall process performance
– Tracks performance against targets
– Lead...
Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT
Approve PO 15 240 100%
Fax PO to
Account Manage...
CEO
COO
VP
Dir Dir
Dir
VP
Dir Dir
CIO
VP VP
Dir
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Process Owners Have the Responsibility &  
Authority to Lead Improvemen...
The Next Frontier…
30The Middle Manager
How to Turn the Tide
1. Face the truth.
– Processes remain poorly managed.
– People are being beaten up for no good reason...
Keys to Outstanding
Process Management
• Relevant key performance indicators
• Metrics-based value stream and process-leve...
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Watch as poor performers
begin to soar and poor
performance turns exceptional.
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Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartino...
www.ksmartin.com/files/webinarmaterials/11
-01-2012_handout.pdf
_slides.pdf
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 Founder: Karen Martin & Associates, LLC (1993).  Consultant / Coach: Lead Lean transformations in  office, service and knowledge environments. We've Had it All Wrong: Manage Processes, Not people

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 Founder: Karen Martin & Associates, LLC (1993).
 Consultant / Coach: Lead Lean transformations in 
office, service and knowledge environments.
 Teacher: University of California, San Diego’s 
Lean Enterprise program.
 Author:
Karen Martin, 
Principal
July 2012 Just released!

Publicado en: Empresariales, Educación

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