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The Outstanding Organization:      The Power of Clarity       Presenter: Karen Martin            March 22, 2012
 Founder of Karen Martin & Associates(1993) Thought leader in applying Lean tothe service sector and office areaswithin ...
2012 Webinars    Date                            TopicMarch 22   The Outstanding Organization: The Power of ClarityApril 5...
Success with Improvement          2001 – The Economist70%                   63%60%50%40%30%20%       17%                 2...
…A Decade Later             2010 – Accenture80%70%           69%60%                            58%50%40%                  ...
To Err is HumanInstitute of Medicine, 1999Up to 98,000 deathsannually due tomedical errors.8th leading cause ofdeath in U....
Southwest Airlines’ Boeing 737 has       137 passenger seats.                                       7
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To Err is Human Institute of Medicine, 199998,000 lives lostImprovement Goal:Reduce by 50%in 5 years.                     ...
Not. Even. Close.                    10
Something Is Terribly Wrong…                                                                                 33% hospitali...
What are we missing?                       12
We need to  improve     how we improve.                       13
Mindsets & Behaviors                       14
Lack of Clarity    Lack of Focus       Lack of Discipline            Lack of Engagement                                 15
The Outstanding Organization                                 Business Results               Problem Solving               ...
Lack of Clarity    Lack of Focus       Lack of Discipline            Lack of Engagement                                 17
Truth    Truth        Truth            Truth                Truth                    Truth                        Truth   ...
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Ambiguity Abounds…•   Organization purpose & vision•   Customers & products•   Business goals & priorities•   Policies & p...
Who are your customers?What problem does your good      or service solve?                              21
What value do these consumer goodscompanies provide to their customers?                                        22
You must indoctrinateall new hires into who the organization’s customers are and what they value.                         ...
What is Your Improvement Strategy?                                 24
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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 h...
Processes MUST be Clearly Documented                                                                       Current State M...
Every key process…   2-5 Key Performance Indicators       Monitored Continually                                    29
Gaining Clarity via Visual Management                                        30
“Going to the gemba has been life changing for me as a leader.”                      31
What problem are you trying to solve?                                        32
Clarifying the PDSA Cycle         Phase                             Detailed Steps                          1.  Define and...
Learning How to Clarify: A3 Management                             A3                            Report      The vital rol...
Progressive Learning                       35
Gaining Clarity: Avoid “Fuzzy” Words•   Near / close / far   •   High / low•   Short / long         •   Significant•   A l...
Release Date: July 8, 2012      (McGraw‐Hill) Available for Preorder:   www.bit.ly/km‐too                        37
For Further Questions        Karen Martin, Principal       7770 Regents Road #635         San Diego, CA 92122            8...
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Clarifying the PDSA Cycle Phase Detailed Steps  1.  Define and break down the  problem. The Outstanding Organization: The Power of Clarity

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Clarifying the PDSA Cycle Phase Detailed Steps  1.  Define and break down the  problem. 2.  Grasp the current condition. Develop  Plan  3.  Set a target condition. Hypothesis  4.  Conduct root cause & gap analysis.  5.  Identify potential countermeasures.  6.  Develop & test countermeasure(s) Conduct  Do  7.  Refine and finalize countermeasure(s). Experiment  8.  Implement countermeasure(s). Evaluate Study  9.  Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine Adjust Standardize  11. Monitor process performance. Stabilize 12.  Assess results. 33

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