Recorded webinar: http://slidesha.re/18pOceU Subscribe: http://www.ksmartin.com/subscribe Karen’s Books: http://ksmartin.com/books Businesses routinely attempt to accomplish too much and quickly lose focus when the next fire erupts or a new "shiny ornament" appears. Strategy Deployment (also known as hoshin kanri and policy deployment) is a highly effective means for prioritizing and maintaining focus on the projects and improvement activities that lead to outstanding business performance. But many organizations need to build fundamental skills before they're ready to fully utilize strategy deployment as it was intended. In this webinar, you'll learn how to build fundamental skills by: • Prioritizing the laundry list of what you COULD focus on as an organization and create a "must do, can't fail" list of what you WILL focus on. • Gaining organization-wide alignment, the key to successful plan execution. • Managing the plan to keep distractions at bay and generate the level of results all organizations are capable of. In short, you'll learn how to accomplish meaningful improvement in a way that aligns rather than divides, and puts improvement in its rightful place as an integral part of achieving overarching business goals.

1. Putting an End to Organizational ADD:
Creating Your 2013 Work Plan
Webinar
October 4, 2012

2.  Founder: Karen Martin & Associates, LLC (1993).
 Consultant / Coach: Lead Lean transformations &
develop people in office, service and knowledge
environments.
 Teacher: University of California, San Diego’s
Lean Enterprise program.
 Author:
Karen Martin,
Principal
www.ksmartin.com
Just released! 2nd Edition
October 2012

3. The Problem
1. Leaders are frustrated by the “little” measurable
improvement they’ve seen.
2. Improvement professionals are not held in as high
regard as they need to be.
3. Too much to do; too few resources; too little time.
4. Juggling multiple balls:
o Is inefficient
o Produces lower quality
o Creates stress; saps morale
o Slows results
o Produces organizational chaos
o We honor the ability to juggle instead of reducing the
need to juggle.
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© 2012 Karen Martin & Associates, LLC

4. We need toimprove
how we improve.
4

5. Typical Organization
Unstable
Foundation Leads
to Unpredictable
Performance
Lacking Proper
Mindsets &
Behaviors
© 2012 Karen Martin & Associates, LLC
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6. The Outstanding Organization
Predictable
Performance Business Performance
Problem Solving
Improvement
Continuous
Resilience
Core
Capabilities
Solid CHOS
Foundation
6

7. Clarity
Engagement Focus
Discipline
© 2012 Karen Martin & Associates, LLC

8. Lack of Clarity
Lack of Focus
Lack of Discipline
Lack of Engagement
© 2012 Karen Martin & Associates, LLC 8

9. Booz & Company Findings
90%
82%
80%
70%
64%
60%
49%
50%
40%
30%
20%
10%
0%
No written Conflicting Competing
priorities priorities demands
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10. 70%
Organization is attempting “more than”
or “significantly more than” we can
reasonable handle.*
* Poll of 700+ Subscribers
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11. The Temptation…
…Saying YES to
everything
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© 2012 Karen Martin & Associates, LLC

12. “The difference between successful people
and very successful people is that very
successful people
say no
to almost everything.”
— Commonly attributed to Warren Buffett
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13. A Key to Apple’s Success?
“…saying no to 1,000
things to make sure we don’t
get on the wrong track or try to
do too much. We’re always
thinking about new markets
we could enter, but it’s only by
saying no that you can
concentrate on the things that
are really important.”
— Steve Jobs
© 2012 Karen Martin & Associates, LLC 13

14. To create new
ideas is a gift, but
to choose
wisely is a skill.
— Ryan Morgan
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15. The Reality…
…You CAN’T do it all
– and do it well.
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© 2012 Karen Martin & Associates, LLC

16. There is no such thing
as multitasking.*
* For cognitive tasks.
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17. The Myth of Multi-tasking
• It’s not possible to perform two conscious activities
at once.
• You are “switch-tasking.”
• David Meyer – University of Michigan
– Engineers switched between projects 5-8 times per
day
– Each switch added 20 minutes of process time
– If switch only 5x per day, adds 1.7 hrs per day or 407
hours (10 weeks) of process time per engineer
– In company w/ 15 engineers = 3 FTEs* worth of labor.
* FTE = Full Time Equivalent
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© 2012 Karen Martin & Associates, LLC

18. Not Convinced?
Try this timed experiment.
Focus reduces chaos.
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17
Round 1: Write F, 1, O, 2, C, 3, U, 4… etc. (alternating—switch-
tasking—between letters and numbers)
Round 2: Write the complete sentence, followed by numbers 1-17
(focused on one task at a time.
Common result: Round 2’s time is 1/3 to 1/2 of Round 1’s.
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© 2012 Karen Martin & Associates, LLC

19. What’s Your Improvement Plan?
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20. You Need a Written Annual Improvement Plan:
How to Get from Point A to Point B
Problems Opportunities
Current Target
Condition Condition
Point A Point B
Environmental
Factors
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© 2012 Karen Martin & Associates, LLC

21. Hoshin Kanri
(Strategy Deployment)
© 2012 Karen Martin & Associates, LLC

22. Hoshin Kanri X-Matrix
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23. “Hoshin-Lite” Annual Work Plan
PRE - Gain clarity around overarching business needs.
1. List everything you could do (and that you are doing).
2. Categorize into:
– Must-do, can’t fail
– Maybe
– Eliminate
– Delay (next fiscal year)
3. Decide what you will do; gain consensus.
4. Prioritize and create plan.
POST - Manage plan via weekly updates (may be able to reduce
to monthly reviews – but be careful!).
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© 2012 Karen Martin & Associates, LLC

24. PRE WORK
Gain clarity (and consensus) around
annual business goals.
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© 2012 Karen Martin & Associates, LLC

25. Label Four Flip Chart Pages & Hang on Wall
Must do Eliminate
1. List what you could do on
3x6” post-its (active or
planned initiatives,
projects & improvement
activities). Gain consensus.
2. Categorize them (place
post-it on appropriate
page. Gain consensus.
Maybe Delay
3. Decide what you will do.
(Move “maybe’s” onto one
of the other three pages.)
Gain consensus.
© 2012 Karen Martin & Associates, LLC 25

26. Strategy Deployment Key Feature:
Catchball
What?
How? Executive
Who? Team
When?
What?
How? Senior
Who? Mgmt
When?
What?
How? Middle
Who? Mgmt
When?
What?
How? Frontlines
Who?
When?
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© 2012 Karen Martin & Associates, LLC

27. Must do Eliminate
Step 4
Prioritize
must-do’s;
Create Plan
Maybe Delay
© 2012 Karen Martin & Associates, LLC
27

28. PACE Improvement Prioritization Grid
9 22 17
4 23 8 21
10 3
Easy 13
5 1 16
15
Ease of Implementation
20 14
19
6
7
11
2 18
12
Difficult
High Low
Anticipated Benefit

29. Evolving Prioritization Grid
Third dimension: Urgency Highest
priority
Mathematical Formula
0.7
0.6
0.5
Ease of Implementation
0.4
0.3
0.2
0.1
0
0 0.1 0.2 0.3 0.4 0.5 0.6
Potential Benefit
© 2012 Karen Martin & Associates, LLC

30. Downloadable Excel Prioritization Chart
The Outstanding Organization: Achieving Focus
Chart Title Prioritization Chart To use this Template:
1) Enter the title of the chart in Cell B2
Number of Items 5 2) Enter the number of items (e.g. projects, improvement activities, etc.) in cell B4
4 3) Enter the item name and ranking information into A8-D8 and so on.
Organizational Degree of
Item Name Benefit Execution Ease Urgency*
Item 1 9 1 1 Prioritization Chart
Item 2 7 3 2
10
Item 3 5 5 3
Item 4 3 7 4 9
Item 5 1 9 5 8
7
Execution Ease
6
5
4
3
2
1
0
0 1 2 3 4 5 6 7 8 9 10
Organizational Benefit
* Degree of urgency is indicated by bubble size.
www.ksmartin.com/the-outstanding-organization
www.scribd.com/doc/101695938/Prioritization-Chart

31. Annual Work Plan
Company ABC
Priorities
FY 2012 FY 2013 Exec Tactical
Priority Others
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Owner Owner
MS-2
MS-1
Integrate DHR Begin Acct Brad P
Ops
Complete
Complete New
Travel Program Begin Complete Scott R Fred S
Roll-out
Roll-out Tablets to Begin &
Brad P
Installation Complete
Lisa D,
Complete 360 Marina,
Begin Complete Justin C Steve R
Roll-out SM, Tech,
Hal, Doug
Create Line-item
Begin Complete Lisa B Mark C
P.O.s
Refinance credit
Begin Scott R
facility
Complete ADP
Begin Complete Gary O
Roll-out
Not
Develop & Roll-out MS-1 MS-2 MS-3
Begin complete Steve C TBD
Handheld 2.2 Clean Code Pilot Go live
until 2013
Complete GPS RDs Cons.,
Begin Complete Steve C
Roll-out HR, Fleet
Complete "River"
(One Soft) Begin Complete Lisa B
Roll-out
Develop Safety
Begin Complete Gary O
Program
© 2012 Karen Martin & Associates, LLC 31

32. Annual Improvement Plan
Tier 1 Priority: Executive Owner: Date Created:
Tier 2 Priority: Tactical Owner:
Background/Scope: Next Review:
Measurable Objective(s):
Core work team: Input/Review needed by:
Relationship to Annual Business Goal(s): Timeline
Status
= Original Plan X = Complete % (Red,
Due Complete Yellow,
2012
Date Green)
# Action Item Owner Deliverable Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
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33. Frequent Status
Meetings Assure
Ongoing Alignment &
Distraction Avoidance
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34. POST: Plan Management
• Weekly status meetings to start, then 2x a month,
then monthly (required attendance).
• Focus: how to turn yellow & red items into green.
• Expectation: Full team helps remove obstacles
• Tone: supportive but tough
• Plan is adapted to changing conditions, but avoid
Org-ADD (organizational attention deficit disorder)
and falling prey to unnecessary distractions.
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© 2012 Karen Martin & Associates, LLC

35. By Instilling Greater Focus, ThedaCare
Doubled its operating margins without
layoffs during a period where 74%of
hospitals reported reduced margins
ThedaCare
reduces
initiatives
from 31 to 4
35

36. Sporting Goods Manufacturer –
Product Launches Per Year
80
73
70
60 No additional
resources;
50 higher quality
40 products
launched
30
24
20
10
0
Pre-Focus Post-Focus
36

37. Rockwell Automation
25
20
20 Projects
15 Started
12 12
10 Projects
5 Completed
3
0
Pre-Focus Post-Focus
37

38. Avoiding the Shiny Ball Syndrome
(Organizational ADD) Requires…
• Clarity – about what really
matters & organizational
direction.
• Consensus – about how best
to get there.
• Courage – to actively choose
to “not do” or “not do now.”
• Commitment – to stick with
the plan.
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© 2012 Karen Martin & Associates, LLC

39. Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Monthly newsletter: www.ksmartin.com/subscribe
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