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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...
4
We have THREE
BIG
PROBLEMS.
5
Problem
6
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...
8
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…
12
2009
2005 2010
2010
2011
Progress has been 
slow.
Journal of the American 
Medical Associa...
13
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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 ...
24
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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Common Management Practices • Processes not standardized nor documented. • Processes not designed by the experts–the people doing  We've Had it All Wrong: Manage Processes, Not people

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Common Management Practices
• Processes not standardized nor documented.
• Processes not designed by the experts–the people doing 
the work.
• Processes not measured against operational targets.
• Process workers don’t receive adequate training.
• Reactive improvement and problem‐solving.
• Blame – invoking the 5 Who’s instead of the 5 Why’s
• Telling people what to do.
• Silo’d behavior; lack of holistic thinking.
• Misaligned incentives.
• Poor problem solving capabilities.
– Process improvements don’t address the true root cause of the 
problem that drove the need for improvement.

Publicado en: Empresariales, Educación

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