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2013: Commit to Becoming an  Outstanding Organization          Karen Martin             Webinar         January 22, 2013
 Founder: Karen Martin & Associates, LLC (1993). Consultant / Coach: Lead Lean transformations & develop people in offic...
Make 2013 an OUTSTANDING year!   Website:      www.ksmartin.com   Amazon:       www.bitly.com/TOObook   Facebook:     www....
Typical Organization     Unstable  Foundation Leads  to Unpredictable    Performance    Lacking Proper      Mindsets &    ...
© 2013 The Karen Martin Group, Inc.                                      5
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The Outstanding Organization   Predictable   Performance                                Business Performance              ...
Ambiguity Abounds…•   Organization purpose & vision•   Customers & products•   Business goals & priorities•   Policies & p...
Who are your customers?What problem does your good or        service solve?     What do they value?                       ...
Gaining Clarity via Visual Management                                        11
How does work get accomplished?              And well how are we doing at it?                                   Customer  ...
Key Lean Metrics: Quality• %Complete and Accurate (%C&A) – % time downstream customer can   perform task without having to...
Processes MUST be Clearly Documented                                                                       Current State M...
There is no such thing   as multitasking.*      * For cognitive tasks.                               16
Not Convinced?                                       Try this timed experiment.                                         Fo...
18© 2013 The Karen Martin Group, Inc.
Obtain Consensus, Then Maintain Focus by Consistent Plan Management                                                       ...
Frequent Status Meetings Assure Ongoing Alignment & Distraction Avoidance                        20
Avoiding the Shiny Ball Syndrome                                  (Organizational ADD) Requires…    • Clarity – about what...
< Company Name> Priority #X Execution PlanPriority:                                                                 Execut...
© 2013 The Karen Martin Group, Inc.
Develop                                      hypothesis          Refine                                                   ...
Clarifying the PDSA Cycle                                        Phase                             Detailed Steps         ...
True Continuous Improvement© 2013 The Karen Martin Group, Inc.         26
Progressive Learning                       27
The Role of the Improvement Coach                                28
Lean (Done Right) Fuels Engagement;        Engagement Accelerates Transformation                          Lean           E...
Engagement Drivers: The Three C’s                                        The Outstanding Organization, pp. 155‐158        ...
Cross‐Functional Problem Solving:Connecting, Using Creativity, Gaining Control                                            ...
—The Outstanding Organization, p. 153                                                                              33© 201...
Self‐Assessment    Sheet 1:  Overview & Process© 2013 The Karen Martin Group, Inc.
Self‐Assessment            Sheet 2:  Assessment© 2013 The Karen Martin Group, Inc.
Embedded Comments Provide Clarification© 2013 The Karen Martin Group, Inc.
Self‐Assessment      Sheet 3:  Scorecard© 2013 The Karen Martin Group, Inc.
To Download the   Organizational Self Assessment: www.scribd.com/doc/121657016/The‐Outstanding‐Organization‐Organizational...
The Outstanding Organization                               Self‐Assessment Sample Questions                Key Behavior   ...
What’s Your Improvement Plan?                                40
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“You can make a difference no matter  where you sit in the organization.       But only if you start.”                    ...
For Further Questions           Karen Martin, Principal          7770 Regents Road #635            San Diego, CA 92122    ...
Obtain Consensus, Then Maintain Focus by Consistent Plan Management < Company Name > 2013 Priorities 1. Increase sales 5%.
Obtain Consensus, Then Maintain Focus by Consistent Plan Management < Company Name > 2013 Priorities 1. Increase sales 5%.
Obtain Consensus, Then Maintain Focus by Consistent Plan Management < Company Name > 2013 Priorities 1. Increase sales 5%.
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Obtain Consensus, Then Maintain Focus by Consistent Plan Management < Company Name > 2013 Priorities 1. Increase sales 5%. Commit to Becoming an Outstanding Organization

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Obtain Consensus, Then Maintain Focus by Consistent Plan Management < Company Name > 2013 Priorities 1. Increase sales 5%. 2. Achieve 50% gross margin. Created: 01‐14‐13 Plan review dates: 2013 Goals & Objectives 3. Achieve 10% profit. 4. Improve morale (metric TBD). Revised:  X = Planned ● =  Actual Level of Effort/Involvement Required Tactical  Priority Goal or Measurable Objective Exec Owner COM  CDs /  PD  PD  Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner IT Mktg Ops HR Bob Fin PE Pario BMD SWS Direct  AMs Rec Mgmt 3,500 uni ts  s ol d by 12/31/2013 through a l l  cha nnel s  2 X X X X X X X X X X X X Bob Da na 2 3 3 3 2 3 3 1 1 3 3 1 3 (a pprox. $700K) Content removed for confidentiality 11 Devel op & del iver tra i ni ng to top 50 Dea l ers X X X X X X Bob Rex/Tim  3 3 321 Revis ed cours e ma teri a l s  by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2 Educa tion: 1 s chool  di s tri ct s pecd/underperforming 5 X X X X X X X X X X X X Howa rd Mi cha el   S 1 3 2 3 3 COM dis tri butor (25) by 12/31 va l ued a t mi n $35K ea ch 10 new dea lers on boa rd (net) ($500K per dea l er thi s  8 X X X X X X X X X X X X Howa rd Mi ke B 2 3 yea r) 5 new di s tri butors  bri ngi ng $200K a nnua l  rev (& 5 9 X X X X X X X X X X X X Howa rd Howa rd 1 1 1 2 3 termi na ted)17 10 projects  s pecd  by 12/31; $300K rev by 12/31 X X X X X X X X X X Howa rd Da na 1 3 3 329 20 by yea r‐end X X X X X X X X X X X X Howa rd Ma rk H 2 3 3 332 TBD X X X Howa rd Howa rd33 TBD X X X X X X X X X Howa rd Howa rd Useful  reporti ng a nd metri cs a re es ta bl i shed a nd i n 10 X X Ji m Ra nda l l 3 1 1 1 1 1 1 pl a ce 30 TBD X X X X X Ji m Jos h 331 TBD X X X X X X Ji m Jos h 1 1 1 3 1 1 1 1 1 1 1 1 1 125 TBD Ji m  Sha nnon  3 3 1 1 1 1 126 Sys tem 7.0s  i n pl a ce X X X Ji m  Ra nda l l 3 2 1 2 1 100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on 15 X X X Jos h Phyl l is 1 3 a t Apri l mgmt. meeting Internet ta s k l is t is  si mpl i fi ed a nd strea ml i ned for 20 X X X X Mi cha el  M Mi cha el  M 2 3 2 3 PDs  then pl a n is  rol led out to PDs   Des ign Ca l cul a tor i s  upda ted success ful l y a nd rol l ed 22 X X X Nea l l Ma tt D 3 1 1 3 2 2 3 out24 Competi tive Ana l ys i s  compl ete a nd di stri buted for us e X X X Nea l l Da na 2 3 3 3 3 3 31 Des ign cha nged to s ol ve dela m i ss ue  l ong‐term X X X X X Sus a n Da vi d R 3 2 3 30 pa rts  s ourced in U.S.; compl eted pl a n for ma na gi ng 12 X X X X X X Susa n Sha nnon 3 3 2 2 Chi na ‐s ourced pa rts Wa rehous e l a id out; ka nba n revi s ed; Sys pro 13 X X X Susa n Sha nnon 3 i mplemented14 La y out compl ete; equi pment i ns ta l led X X X Susa n Da vi d R 3 3 © 2013 The Karen Martin Group, Inc. 19

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  • @Scott Holmberg Hi Scott. Thank you so much for your kind words. I'm glad that you're finding the content helpful. All the best for much success in your role at Johnson County. I hope things are finally getting back to normal there after the tornado. Please let me know if my firm can help in any way. To a successful 2016!
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  • Karen, I found your books and site just a few weeks ago and am thankful. I have significant experience in MFG but have transitioned into the not-for-profit service sector. Your books and webinars will be helpful to my agency. I an currently reading the one on becoming and outstanding organization. Thanks for your work.
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