1. Jeffrey G. Soper, Ph.D.
Executive Director and Founder, ISBPI
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

2. Setting the Tone
“Cowards never start…
and the weak die along the way.”
Kit Carson
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

3. A Perspective on Business
Organizations Add Value by Solving Problems
Problem Solving Effectiveness = Revenues
Problem Solving Efficiency = Profitability
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

4. The Business Case
Added Value depends upon Organizational Performance
Organizational Performance depends upon Problem
Solving Efficiency
Problem Solving Efficiency depends upon Individual
Contribution
Individual Contribution depends upon Appropriate
Environment
Appropriate Environment is created by Leadership
Not Leaders – LEADERSHIP
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

5. A Perspective on Quality
What is the primary objective of Quality,
continuous improvement and the lean
movement?
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

6. Quality’s Purpose
Improve Profitability
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

7. A Perspective on Quality
How does Quality improve profitability?
Improving Efficiency by Reducing Waste
Can we agree that the following are
wastes?
T – I – M – W – O – O- D
Is anything missing?
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

8. The 8th Muda
“It is only by capitalizing on employees’
creativity that organizations can eliminate the
other seven wastes and continuously improve
their performance.”
Jeffrey Liker, The Toyota Way
Untapped Creativity and Latent Talent represent
the deadliest waste of all - the 8th Muda
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

9. The Efficiency Value Chain
Creativity and Contribution
Leadership and Environment
Problem Solving Efficiency
Organizational Performance
Value
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

10. The Creative Cycle
CREATIVITY – IDEATION
INNOVATION – IMPLEMENTATION
CHANGE – INFORMATION
KNOWLEDGE - INTERPRETATION
So what’s missing?
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

11. Leadership
“Leadership is the ability to influence others in the
absence of positional power. The power to lead is
given by the willingness of others to follow. Through
this perspective, leadership can be exhibited by
anyone, at any level, in any place, at any time.”
At it’s best, leadership:
inspires action,
creates the environment for performance, and
ensures inclusion (differing perspectives).
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

12. Making Things C.L.I.C.K.™
CREATIVITY – IDEATION
LEADERSHIP – INSPIRATION/INCLUSION/INCUBATION
INNOVATION – IMPLEMENTATION
CHANGE – INFORMATION
KNOWLEDGE - INTERPRETATION
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

13. An Assessment
The Creative Climate Index™
measures the C.L.I.C.K.™ process
indicates barriers to group performance
suggests areas of improvement
targets leadership skill development
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

14. Conclusion
Questions?
Challenges?
Suggestions?
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

15. The End
2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.