Recorded webinar: http://bit.ly/M58raU
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/TOObk
A fundamental lack of CLARITY is often at the root of inefficient processes, errors, poor decisions, and mistrust across the organization. Worse, it's one of the reasons why improvement approaches don't produce greater results and why organizational performance often lags behind desired targets.
Gaining awareness about how often we create and tolerate ambiguity is the first step to making the
necessary behavioral changes across organizations.
In this webinar, you'll learn not only how to recognize this insidious problem, but also how to change your organization's course so that clear information that people can act upon and the unvarnished truth becomes the rule rather than the exception.
Outstanding organizations operate this way. So can you.
2. ď§ Founder of Karen Martin & Associates
(1993)
ď§ Thought leader in applying Lean to
the service sector and office areas
within manufacturing
ď§ Teaches at University of California,
San Diegoâs Lean Enterprise program
ď§ Email: karen@ksmartin.com
ď§ Twitter: @karenmartinopex
Karen Martin,
Principal
3. 2012 Webinars
Date Topic
March 22 The Outstanding Organization: The Power of Clarity
April 5 The Outstanding Organization: The Power of Focus
May 3 The Outstanding Organization: The Power of Discipline
May 17 The Outstanding Organization: The Power of Engagement
Release Date: July 8, 2012
(McGraw-Hill)
Available for Preorder:
www.bit.ly/km-too
3
11. Something Is Terribly WrongâŚ
33% hospitalized
180,000 Medicare
patients are harmed;
patients die
7% result in
Progress has annually from
permanent injury or
been slow. medical errors.
death.
Journal of the American Office of the
Health Affairs
Medical Association 2009 Inspector General 2010
2005 Annual death 2010 No significant 2011
toll from change in rate of
medical errors preventable
is closer to errors.
200,000. New England Journal of
Dead by Mistake Medicine
Hearst Newspapers
Special Report
11
26. How does work get accomplished?Â
And well how are we doing at it?
Customer
Process Process Process Process
1 2 3 4
LT LT LT LT
PT PT PT PT
LT = Lead (Throughput) Time
PT = Process (Touch) Time 26
27. Key Lean Metrics: Quality
⢠%Complete and Accurate (%C&A)
â % time downstream customer can
perform task without having to âCACâ the
incoming work:
⢠Correct information or material that was
supplied
⢠Add information that should have been
supplied
⢠Clarify information that should or could have
been clear
27
28. Processes MUST be Clearly Documented
Current State Metrics-Based Process Map
PT Units Process Details Mapping Team
Seconds Hours Process Name Order Fulfillment Dianne O'Shea Ryan Austin
Minutes Days Specific Conditions Domestic orders through sales force Sean Michaels Mary Townsend
LT Units Occurrences per Year 37,500 Sam Parks
Seconds Hours Hours Worked per Day 8 Paul Dampier
Minutes Days Date Mapped 26-Nov-07 Michael Prichard
Step # ? 6 7 8 9
Function /
Department Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT
Customer
Notify customer
Fax PO to
Sales Rep Approve PO 15 240 100% 5 20 100% when they can 15 300 95%
Account Manager
expect delivery
Review and
Account Manager approve PO; send 5 240 100%
to Order Entry
Enter order into
Order Entry 10 240
SAP
Finance / Credit
33. Clarifying the PDSA Cycle
Phase Detailed Steps
 1.  Define and break down the problem.
2.  Grasp the current condition.
DevelopÂ
Plan  3.  Set a target condition.
Hypothesis
 4.  Conduct root cause & gap analysis.
 5.  Identify potential countermeasures.
 6.  Develop & test countermeasure(s)
ConductÂ
Do  7.  Refine and finalize countermeasure(s).
Experiment
 8.  Implement countermeasure(s).
EvaluateÂ
Study  9.  Measure process performance.
Results
10. Refine, standardize, & stabilize the process.
RefineÂ
Adjust Standardize 11. Monitor process performance.
Stabilize
12.  Assess results. 33
34. Learning How to Clarify: A3 Management
A3Â
Report
The vital role ofÂ
the coach/mentor
34