We've Had it All Wrong: Manage Processes, Not people
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Recorded webinar: http://slidesha.re/1iuvE3F Subscribe: http://www.ksmartin.com/subscribe Karen’s Books: http://ksmartin.com/books For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
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We've Had it All Wrong: Manage Processes, Not people
- 2. Founder: Karen Martin & Associates, LLC (1993). Consultant / Coach: Lead Lean transformations in office, service and knowledge environments. Teacher: University of California, San Diego’s Lean Enterprise program. Author: Karen Martin, Principal July 2012 Just released!
- 3. Last Webinar of 2012! Metrics-Based Process Mapping: What, When & How Thursday, November 29 11:00 am – 12:15 pm Pacific Time To register: www.ksmartin.com/webinars 3 © 2012 Karen Martin & Associates, LLC
- 5. 5 Problem
- 6. 6 Most businesses aren’t performing as well as they could and need to.
- 7. Common Organizational Woes (cause and effect can be debated) • Unclear vision; inability to focus • Slim margins • Unrealistic pricing • Unhappy customers • Flat or eroding market share • Slow innovation • Poor quality • Unfulfilled workforce 7
- 8. 8 Problem
- 10. Up to 98,000 deaths annually due to medical errors. Goal: Reduce by 50% in 5 years. To Err is Human Institute of Medicine, 1999 10© 2012 Karen Martin & Associates, LLC
- 11. 11
- 13. 13
- 14. 14 Problem
- 16. 16 You had them at “You’re Hired.”
- 17. Workers have been robbed of… • Trust • Respect • Knowledge, skills, aptitude, creativity, experience (KSACE) • The ability to maintain healthy interpersonal relationships
- 18. The Result… • Whining • Finger‐pointing • Interpersonal tension • Inter‐divisional and/or inter‐departmental tension • Turnover • Blatant infighting • Sabotage • Physical and mental illness • Social consequences – physical, sexual, substance abuse; poor parenting; divorce
- 19. Poorly designed processes are typically behind interpersonal & interdepartmental tension―not personalities.
- 20. Forming New Habits: Organizational response to problems moves from blaming people to improving processes. 20
- 21. 21 You create (or fail to create) high-performing employees in the way your organization operates and treats its people. — The Outstanding Organization, p. 154
- 23. 23 Toyota’s Overarching Tenets • Continuous Improvement. • Respect for people. – Safety and quality of life. – Authorized to solve problems. – Well-designed systems and processes.
- 24. 24 How do we get the people to do the process the way it should be done? For example, how can you invoke what seems to be a simple process of labeling samples at the bedside?
- 25. Common Management Practices • Processes not standardized nor documented. • Processes not designed by the experts–the people doing the work. • Processes not measured against operational targets. • Process workers don’t receive adequate training. • Reactive improvement and problem‐solving. • Blame – invoking the 5 Who’s instead of the 5 Why’s • Telling people what to do. • Silo’d behavior; lack of holistic thinking. • Misaligned incentives. • Poor problem solving capabilities. – Process improvements don’t address the true root cause of the problem that drove the need for improvement.
- 26. 26 Process Owner ≈ Process Doctor
- 27. Process Owner • Manager or below • Responsible for overall process performance – Tracks performance against targets – Leads corrective action when negative trends appear – Leads continuous improvement to progressively raise the bar • Granted authority to cross org chart “boundaries” – And widely recognized to possess this authority 27
- 28. Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT Approve PO 15 240 100% Fax PO to Account Manager 5 20 100% Notify customer when they can expect delivery 15 300 95% Review and approve PO; send to Order Entry 5 240 100% Enter order into SAP 10 240 Step # ? 986 Finance / Credit Function / Department LT Units Hours Worked per Day 37,500 Paul Dampier Occurrences per Year Current State Metrics-Based Process Map 26-Nov-07 8 Sam Parks Date Mapped Michael Prichard Order FulfillmentProcess Name Specific Conditions Domestic orders through sales force PT Units Process Details Mary TownsendSean Michaels Ryan AustinDianne O'Shea 7 Mapping Team Order Entry Account Manager Sales Rep Customer Seconds Minutes Hours Days Seconds Minutes Hours Days Processes Owners Lead Improvement & Problem Solving ACROSS ALL FUNCTIONS
- 29. CEO COO VP Dir Dir Dir VP Dir Dir CIO VP VP Dir 29 Process Owners Have the Responsibility & Authority to Lead Improvement Across Artificial Functional Boundaries
- 31. How to Turn the Tide 1. Face the truth. – Processes remain poorly managed. – People are being beaten up for no good reason. 2. Document ALL major processes. – Improve upfront if time allows 3. Define 3-5 key performance indicators for each. 4. Identify a process owner. 5. Socialize the role and responsibilities of the process owner. 6. Begin managing the process. 7. NEVER STOP. 31
- 32. Keys to Outstanding Process Management • Relevant key performance indicators • Metrics-based value stream and process-level maps. • Cross-functional improvement. • Exceptional socialization (address WHY) and training on improved process. • Continuous monitoring/measurement. • Continuous improvement. • NEVER STOP. Process don’t manage themselves. 32
- 33. 33 Watch as poor performers begin to soar and poor performance turns exceptional.
- 34. 34 Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 ksm@ksmartin.com Twitter: @karenmartinopex For Further Questions Monthly newsletter: www.ksmartin.com/subscribe www.ksmartin.com/the‐outstanding‐organization