Más contenido relacionado La actualidad más candente (20) The Outstanding Organization: Building the Foundation for Everyday Excellence6. To Err is Human
Institute of Medicine, 1999
Up to 98,000 deaths
annually due to
medical errors.
Improvement goal:
Reduce by 50% in 5
Years.
© 2013 The Karen Martin Group, Inc.
31. Value stream maps provide clarity.
Customer
Great
Plains
Verisae
(Customer)
Special Order
Part
Excel
Spreadsheet
(Customer)
Supplier
Tech
Upload time
card
Close call in
Verisae
Process Time
Cards
Tech
Account
Manager
(West)
Payroll Admin
PT = 0 mins.
%C&A = 70%
Batch: 1x/day
PT = 1 mins.
%C&A = 90%
Batch: 1x/day
Complete Call
in GP
Pick up Part
at Parts Store
Review
Service Call
Data
?%
Tech
40%
Receive
customer call
Select &
Dispatch Tech
Call Center
Dispatcher &
Service
Manager
5 m.
120 m.
PT = 2 mins.
%C&A = 60%
0.0833
hours
Make Repair;
Call to raise
the NTE
Get Part from
Truck
Tech
PT = 0 mins.
1.25 hours
90 minutes
640 m.
240 m.
PT = 5 mins.
%C&A = 80%
PT = 120 mins.
%C&A = 40%
2 hours
75 minutes
Dispatcher
Tech
120 m.
75 m.
PT = 90 mins.
%C&A = 90%
1.5
hours
5 minutes
?%
Tech
90 m.
PT = 5 mins.
%C&A = 60%
2 hours
2 minutes
Assess
Problem
PT = 75 mins.
%C&A = 95%
5 minutes
PT = 15 mins.
%C&A = 85%
Batch: 1x/day
Posting Admin
Billing Admin
6 days
PT = 25 mins.
%C&A = 75%
240 mins.
PT = 3 mins.
%C&A = 98%
Batch: 1x/day
640 m.
Account
Manager
3 minutes
Enter Invoices
into Verisae &
Excel; Mail
Invoices
Billing Admin
120 m.
PT = 10 mins.
%C&A = 85%
Batch: 3-5x per wk
10.7
hours
4 hours
25 minutes
Review
Invoices;
Close in
Verisae (Pac)
Review &
Post Invoices
Review Open
Ticket Report
48
hours
10 minutes
A/P Admin
PT = 10 mins.
%C&A = 90%
Batch: 1x/day
PT = 10 mins.
%C&A = 50%
Batch: 2x/day
10.7
hours
4 hours
120 minutes
Service
Manager
Process A/P
Receive
Cash; Post
Payment
Collections
60 days
PT = 4 mins.
%C&A = 95%
Batch: 1x/week
480
hours
2 hours
10 minutes
4 minutes
Lead Time = 572 hours
Process Time = 349 minutes
Acronym Key
%C&A %Complete and Accurate
AR
Activity Ratio
FTE
Full Time Equivalent
LT
Lead Time
PT
Process Time
RFPY Rolled First Pass Yield
© 2013 The Karen Martin Group, Inc.
Lead Time to invoice = 86.2 hrs
Process Time =5.9 hrs.
NOTE: Business hours
Activity Ratio = 6.8%
RFPY = 1.1%
Lead time to cash = ? days
45. Sporting Goods Manufacturer –
Product Launches Per Year
80
73
70
No additional
resources;
higher quality
products
launched
60
50
40
30
24
20
10
0
Pre‐Focus
© 2013 The Karen Martin Group, Inc.
Post‐Focus
45
57. Modified Strategy Deployment Annual Plan
< Company Name >
2013 Priorities
2013 Goals & Objectives
1. Increase sales 5%.
3. Achieve 10% profit.
2. Achieve 50% gross margin.
4. Improve morale (metric TBD).
X = Planned
Priority
5
8
9
17
29
32
33
10
30
31
25
26
15
20
22
Content removed for confidentiality
21
● = Actual
Jan
Feb
3,500 uni ts s ol d by 12/31/2013 through a l l cha nnel s
(a pprox. $700K)
2
11
Goal or Measurable Objective
X
X
X
X
X
X
Devel op & del iver tra i ni ng to top 50 Dea l ers
X
X
X
X
X
X
X
X
Educa tion: 1 s chool di s tri ct s pec'd/underperforming
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
yea r)
5 new di s tri butors bri ngi ng $200K a nnua l rev (& 5
termi na ted)
X
X
X
X
X
X
X
X
X
X
X
X
X
X
Howa rd
Mi cha el S
X
X
X
X
X
X
X
X
X
Howa rd
X
X
Mktg Ops
3
HR
Fin
3
3
Bob
2
PE Pario
COM CDs / PD
PD
BMD SWS
Direct AMs Rec Mgmt
3
1
1
3
2
1
3
2
3
3
3
2
3
1
3
3
3
Mi ke B
3
3
2
3
3
2
X
X
X
X
X
X
X
X
X
X
Howa rd
Howa rd
2
3
X
X
X
X
X
X
X
X
X
X
Howa rd
Da na
1
3
3
X
X
X
X
X
X
X
X
X
Howa rd
Ma rk H
2
3
Howa rd
Howa rd
X
X
X
X
X
X
X
X
X
Howa rd
Howa rd
Ji m
Ra nda l l
Ji m
Jos h
TBD
X
X
X
TBD
Useful reporti ng a nd metri cs a re es ta bl i shed a nd i n
pl a ce
X
X
TBD
X
X
TBD
X
X
X
X
X
X
X
X
X
1
3
X
X
X
X
X
X
X
X
X
Jos h
Ji m
Sys tem 7.0's i n pl a ce
1
1
X
Sha nnon
1
Ji m
Ra nda l l
1
3
1
X
X
X
Phyl l is
1
Mi cha el M
2
Ma tt D
3
Nea l l
X
1
Da na
Da vi d R
1
1
1
1
1
1
1
1
1
1
1
1
1
3
2
Sus a n
X
3
3
Nea l l
X
3
1
Jos h
X
3
1
Mi cha el M
X
3
1
1
1
1
3
Ji m
TBD
© 2013 The Karen Martin Group, Inc.
Josh R?
X
X
La y out compl ete; equi pment i ns ta l led
2
X
X
30 pa rts s ourced in U.S.; compl eted pl a n for ma na gi ng
Chi na ‐s ourced pa rts
Wa rehous e l a id out; ka nba n revi s ed; Sys pro
i mplemented
Da na
Rex/Tim
X
X
Des ign cha nged to s ol ve dela m i ss ue l ong‐term
Bob
X
20 by yea r‐end
1
14
X
X
10 projects s pec'd by 12/31; $300K rev by 12/31
100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on
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
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
out
Level of Effort/Involvement Required
IT
Exec Owner
X
Competi tive Ana l ys i s compl ete a nd di stri buted for us e
13
Aug Sep Oct Nov Dec
Tactical
Owner
Bob
Mar Apr May Jun Jul
Revis ed cours e ma teri a l s by 6/30/2013
Plan review dates:
Bob
X
24
12
Created: 01‐14‐13
Revised:
1
2
3
1
1
3
3
3
2
1
X
X
X
Susa n
Sha nnon
3
X
X
X
Susa n
Sha nnon
X
X
Susa n
Da vi d R
3
2
2
3
3
X
X
X
X
X
X
2
3
3
3
3
2
3
3
3
X
3
3
1
2
2
3
57
69. Standard Work Creates Clarity & Builds Discipline
Current State Metrics-Based Process Map
0
Process Details
PT Units
1
0
Seconds
Hours
Minutes
Days
LT Units
15
6
-1
0
Seconds
Hours
Minutes
Days
1 Customer
Diane O'Shea
Sean Michaels
Sam Parks
Sally Dampier
Michael Prichard
Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 25-Jun-08
Step # ►
Function /
Department
Mapping Team
Process Name Order Fulfillment
1
2
Activity
PT
LT
%C&A
Fax PO to Sales
Rep
0
0
Ryan Austin
Mary Townsend
Facilitator
Dave Morgan
3
4
45%
PT
LT
%C&A
Activity
PT
LT
%C&A
Review PO;
clarify with
customer as
needed
20
2
90%
Fax PO to
warehouse
10
4
Activity
PT
LT
%C&A
Activity
PT
LT
%C&A
Check inventory
levels; notify
Sales Rep re:
status
2 Sales Rep
Activity
5
90%
5
4
95%
Fax PO to Sales
Rep
5
0.33
90%
5 Finance
6
Warehouse /
Shipping
Critical Path PT
Critical Path LT
Rolled %C&A
Total PT
0
20
0
45%
0
10
2
90%
20
5
4
90%
10
5
4
0.33
95%
5
Metrics‐Based Process Mapping, Karen Martin & Mike Osterling, 2012, Productivity Press
© 2013 The Karen Martin Group, Inc.
90%
5
82. You had them at
“You’re hired.”
82
© 2013 The Karen Martin Group, Inc.
84. Onboarding – Common Missing Pieces
• General information
– Company (e.g., purpose, products, customers, values, business goals, etc.)
– Org charts
– Phone directories
• Job‐specific orientation
–
–
–
–
Role and responsibilities
Documented procedures (standard work)
Apprenticeship approach: Observe, do with supervision, do
Clear understanding about what constitutes “success.”
• Tools
– Physical (e.g. desk, etc.)
– Technology (e.g. phones, computers, physical access, access to applications
needed, logins, etc.)
– Identifiers (e.g. signage, business cards, etc.)
© 2013 The Karen Martin Group, Inc.
93. Engagement Drivers: The Three C’s
The Outstanding Organization, pp. 155‐158
To vision, annual goals,
immediate supervisor,
peers, customers
Connection
Creativity
Full use of talents,
capacities,
potentialities,
& skills
© 2013 The Karen Martin Group, Inc.
© 2012 Karen Martin & Associates, LLC
Control
Heavy involvement in
decisions that influence
their work life.
93
109. Tack för erat engagemang och
lycka till med erat
förbättringsarbete framöver.
― Karen
© 2013 The Karen Martin Group, Inc.