The Control Phase of DMAIC


Run a Better, Faster, Leaner Business


Lesson Info

The Control Phase of DMAIC

The build on what way? Let we left off with earlier a review of ah, of kaizen and what makes it a successful kaizen or change event? What makes a successful, uh, business if we're in the business of change of we're in the business of running a better, faster, a leaner business. So some of the things we want to make sure that we've accomplished when we start a business, build the business, grow of business and run caissons throughout our life. One is that good changes actually been implemented. So that's the litmus test of few will if we're running an event, did we actually oh, make change? Did we actually execute change because of common failure mode is that no, actually, we didn't we just debated we talked about it, we we went around and around and around, but we never actually came together in executed and implemented and made that need to go change. So, uh, first question I typically ask when somebody tells me we ran a guy's an event on on something I wasn't simply asked, what did y...

ou change? It changed? All right in today, that's what kaizen means so I'm the improvements are measurable, we can actually measure the performance, the progress. So earlier you know we were shooting catapults and we had a twenty nine inch range and by the end of our kaizen event we had a five inch range and we were able to shoot the ball into a a three inch cup all right and uh well that's measurable and it's good change because we took all that variation out we saw the same thing earlier in the lean segment game so the improvements are measurable that changes their user friendly we didn't actually make it harder on our people we made it easier on him because again that's challenging that paradigm that the harder we work the more successful will be maybe we can be successful and work easier that really stretches his talk about getting outside the box right um so the new processes easier it's safer it's more ergonomic could be greener could be more environmentally friendly things like that and we can measure that prove it waste or mood a as they call it japan has been eliminated we've taken out a lot of the waste the non value added activity and the white space the nothingness space the team had fun I think that's important so we're running an event people get you know that actually it was kind of intense but it was fun we're gonna do it again we're gonna do another kaizen event that's another litmus test for me when people say I actually want to do another event to make change. What does that tell us about people resisting change if they say I want to do another change event? Well, maybe we don't resist change indeed, maybe we've resist something else our perception of change if our perception of the change is negative or painful, but this is going to hurt, we probably put the brakes on, but if our perception of the changes actually this is going to open up the doors to more creativity or freedom, more more growth, more opportunity, more money wow, esso it isn't change. People resist that's an illusion, so the team learned a lot. I don't know that I've ever run among hundreds and hundreds of these events on event where people didn't say, you know what? I learned something I came out of this with some really valuable takeaways frequently during these events, people tell me, you know what? I was at home last night doing the dishes or laundry or making a meal, or, uh, mowing the lawn or something like that, and I I used a different method actually applied some of these principles to my home work and made a huge difference, so I love it when I hear that because that means that tells me people are personalizing and then they're they're making it really all right you know, people outside the team want to get involved you start to hear people say, how do I get into one of these events so in larger organizations that's particularly important because not to get people saying when can I get some training on kai zanon making change on leading change? When can I get involved in an event to make my business in my area better faster and leaner? When can I do this that's where we use intrigue and paul to get people excited about it get involved as opposed to forcing people to do it is when you force people to do it, you get this pushback when you intrigue um and you pull him and they and they discover for themselves that this could be very valuable to them in more ways than one and they want to do it now you got him here and you're not forcing them from here and I love to see that when we run these events, these improvement events that at the end of it all it isn't just the process that's changed it isn't just the policy that's changed it's the minds have changed people's minds have changed that they're different than they were when they came in that's powerful and that's very transformational so some of the principles to keep in mind when we're making good change and seeking that better, faster, leaner business large and small is that the, uh, the only thing that we say no to is the current state, the status quo when we go into kaizen, the one thing we say no too, is we're not staying the same that's a little bit different, everything else is open game, but we're not goingto leave this event with the same thing we had when we came in that's that what this is about? So we're going to say no to that current state, whatever it is, and we're going to come out of here with a better state. We're gonna ask why? And we're gonna ask why a lot? We'll use tools like the five wise to drill into why do we have this policy? Why do we have this procedure the way it is? Why do we do it in this particular method? Why? Why? Why? Because beneath the wise is, uh, a lot of assumption that we want to uncover, and when we uncover those assumptions and we'd make a shift at that level, it could be quite magnified terms of results. So that's, what we're searching for challenging those assumptions and paradigms we think creativity before capital, a lot of people think they have a lot of money, uh, they've got to go to a lot of debt, things like that. Uh to make good change and the truth is no you don't not necessarily there's a lot you can do with the resources you have if you're resourceful if you're clever and you're creative so at least think creativity before capital and uh build your business with what you have and tap into the resource is their abundant all around us for help work for me that's for sure keep an open mind keeping open heart and that's what we were curious we pay attention we pay attention to what we pay attention to and we pay attention to who we pay attention to we really open up our minds and explore and we do that with a lot of questions which I'm going to cover in this enterpreneurs uh segment which follows this one put the seek the wisdom of many work as a team center jai's and put the team mission first think we optically not me optically so let's come up with a wee opic vision what well it's a win win result for all of us in this and that's really rally the troops around that be part of the solution not the problem and you're part of the problem when you take that cave mentality that cynical or complain about virtually everything mentality I let it go all right let it go there's there's hope there's there are results out there that we have not yet discovered their solutions we've discovered uh this entrepreneur and the proactive leader finds him and believes that he or she will it might take a while but we're gonna find them and that that's exciting to people that's intriguing and what about the better not best meaning hey uh maybe it won't be perfect but if we can prove it's better than it was how can we call that a failure so let's uh let's continue to make it better and better and better see what happens and see what we could learn in the process and that that's that leads to never stop kaizen I had never really and so we continued teo explore we continue to learn and we continued teo discover new technologies available to us new techniques especially for benchmarking other organizations keep in mind benchmarking other organizations doing it better to you so that you can catch up to them is called following that isn't leading working in the caisson event just recently with the company and the process that was taking this company five months on average uh was unacceptable on undesirable effect worth a lot of money and a lot of it was a lot of pain and struggle with the benchmarking data revealed that the competitors that could do in three months we're at five and the benchmark it's three and there were people on the team it's a cheese what's it gonna take for us to get to three how do we now how do we take out a lot of the waste of some of the things we've played with here to get to get to three and I said tow to the team going from five to three is following uh this is about leading so here's a question for you how do we go from five to one and we came up with a project out of that analysis uh it said ones too much we're going to go to fourteen days two weeks and we ran a guy's an event on it and figure it out so from five months to two weeks with the paradise that the paradigm could've been going from five to three so knowing the difference between following and leading is uh is powerful so here you go uh kurt in case you uh on a dispel spellcheck or something that culture its strategy for breakfast peter drucker one of the great minds and business and management for for many many years and uh uh author of dozens of books uh culture its strategy for practice let's make sure where we recognize that large and small industry and industry we are all interacting with culture it's like gravity and we need to understand that culture and those forces against us teo toe work with it it's a critical success factor toe teo teo engage in and use culture to our advantage not let it no take your knees out from under us drucker also said quality in a service or product again in any business that way happen to operate is not what we put into it what you put into it really it is what the kleiner the customer gets out of it so at the end of the day and you know entrepreneurs wanna trip preneurs solo entrepreneur's business leaders recognized that at the end of the day what do we get paid for what is the customer get out of this is we can put all the hard work of best efforts into it but if we haven't uh if we have any a customer that sees us perceives us as value added and is worth paying for were soon gone so great another great comment from peter drucker so this session we're going to do is review the control phase of to make just a little bit and then we're going toe tee up some questions and into our hot seat discussions and so with that I encourage again those at home or in the office around the world if you've got specific question or specific challenge that you're facing something specific you wantto send that into us well we'll try to work that into our dialogue and address it so that we could be very clear and specific on the issues of the challenges that people have we'll open up discussion then on these challenges and on these issues with a with a variety of members here in the studio audience and else is also online also explore some of the questions that every business owner and entrepreneur should certainly be considering asking and answering to run their business is smarter, better, faster and lower cost and leaner, if you will so intimate and we get to that sea, we haven't spent much time on the sea yet. We've referenced some of the tools here we referenced five s and everything's got its place it's organized it's clean it's ready to go? We don't have to spend a lot of time searching for it looking for and then find it discovering that it doesn't work it's broken or to dirty, everything is organized, orchestrated, so you know, we've got five s, and then we've got we discussed con bon and pull systems and inventory control just a little bit, which isn't just about widgets you can cut, you know you can organize and control your your laptop, you can organize and control your office space so that so that it feels right those who understand function and the the the energy, if you will, of a room of a building of the household or an office environment as a powerful energy that we're all a part of its part of culture it's invisible just like gravity, uh, but it hasn't impact us on us in fact here's a quote from einstein it's not in the material I don't know that I put in the material but einstein once said that that the field is just another name for culture or for grab for for the the university will the field is the sole governing agency of the particle so the field the environment that we work in is a very powerful and profound effect on us the particle all right and you could see this in a lot of scientific experiments you know, if you take a human cell a particle, so to speak and put in a petri dish and you add in a toxin that cell races for the walls to get away from that talks and it thinks for itself the human cells actually think for themselves with the membrane, which is that not the nucleus of the cell but the skin skin is actually the brain of the cell. So the cells actually thinking for themselves and what people don't realize that very powerful information because if we get fifty trillion cells in our body and they're all thinking for themselves, what happens if they don't get along what happens if they're not aligned? Oh really so I spend a lot more time on that in the next segment as well but by the way you put you put up a nutrient in that petri dish and one of the cells do they're going to raise for the nutrient wow, I was that the brain told everybody what to do you talk to you telling me that the cells actually think for themselves yes, they do and they're listening they're listening every minute of every day to whatever we're experiencing any environment I'll talk more about that but the cruise control phrase with project plans we have you know things like, you know, governance accountability tracking systems how do we keep score measurements cost benefit type of data and I so I'm gonna cover just a few of those just to tee up some of our dialogue then for the rest of this a segment on project planning and you saw a lot of this revealed in the charter so you've got this in your deck now but here's some of the questions that every business leader every entrepreneurship most certainly be considering everyone what am I going to call the project to call the business businesses have names, projects oughta have a name I'd like to see clever projects you know, project name something fun, something innovative as opposed to you know, project x let's come up with something that's uh intriguing it sze helpful what's the scope of the project how much of this uh, value stream are we gonna aim it how much of this process we're gonna aim it uh we scope it too big and now we're completely overwhelmed and we're tryingto solve world hunger who sculpted too small we might make a a difference that doesn't really matter if it doesn't flow through the customer. So scoping zaveri kik element business into business planning and takai zani major activities what are some of the major activities we've got to accomplish in this things like data collection things like data analysis things like mapping things like uh you know no planning you know what's what's our plan look like that's a major activity um quoting how do we get paid all right, how do we communicate with customers there's just so many variables we have tto have to brainstorm and think about so uh in addition to the major activities where some of the major goals alright in milestones how do we know we're ahead or behind? How do we how do we know we're actually hitting what what we've targeted so we've got in again you smart goals their specific, measurable, attainable relevant in time what do we need to get involved in this project? What skills? What competencies? What knowledge do we need? So how do I make I sure I surround myself with people who are expert uh in what I need expertise in to challenge the assumptions and, uh it's energize so I'm always thinking about who in fact it's a whole chapter in the books entrepreneur can help us with the how which is another chapter which all correlate who could help us with the how so for many years now and on my business a small business I've been looking at who can I tap for help and support part of what I call that constituency for change who who can I tap toe help me build this business initially when I started writing who can adit help edit the books? Who can I tap into university professors, executives, friends, family who can help me s o the book has edited a properly because I was doing this early on without a big publisher with copy edit and you know, final edit and it was I didn't have the money and the staff to do that so it was a self publication and it was your self published you gotta have people that continue do the editing checking for you you know if you've ever written something and gone back and reread it later and you find typos you find something that doesn't quite make sense you know oops, you might not catch it yourself so somebody else somebody else will. All right. So uh what about sequencing of steps we've we've played around with sequencing a lot how we're going to sequence the steps so that we've got healthy business plan put together healthy project plan you know one's a project to be completed its target a date that's the t and smart it's time alright but also its accountability we don't put a date on the end of it um it could linger for years that could leave you could never get done. What are the expected costs and benefits? This is just simple cost benefit analysis what's it gonna take to get this thing launched what's it gonna take to get it done and then what's the benefit of that going to be what's the return on investment you want to speak business language you've got to speak roo I return on investment, you've got to think about math and money in dollars and cents because that's business all right, you're going to lose your audience and you're gonna lose credibility pretty quick if you haven't thought through how you going to finance your business? Are you going to finance your project? Because it's one of the first things that a supporter, a sponsor, a banker and executives gonna ask what's this gonna cost and what's the benefit on it and then who's leading it. And along with that comes a whole lot of other questions that we've discussed already around credibility, influence capability, here's your cost benefit just some of the things to consider this you go into your project or you go into your business, planning is, you know what I'm goingto have to spend on labor how much help do I need and who needs tto do what? What competencies? You could take this down to a deeper level but the end of the day what I need in terms of budget to pay for labor what about material? You know, film style um computer software telephones what I want you know what I want in terms of material and equipment supplies things like that. All right, I've gotta have operating supplies training so, uh, how am I gonna make sure that people that work for me you know what to do and with training? How am I going to standardize the trading? Well, I can't standardized traded if I haven't standardized the works and how we get back into the standard work that we talked about before so let's let's standardize the work like we did with the catapult and then let's train people on the standard procedure so we can murphy proof it, so to speak. So some some of somebody can come up there and follow your procedure and almost get it in the cup hit the room all right, but we want to make the trading as easy as possible in a lot of companies have said to me over the years we've got a high turnover people keep leaving and it just cost us a fortune to keep leaving well okay, you got you got more than one problem one problem is yeah they're leaving for reasons and you can root cause that and do something about those causes but you can also make your process more robust to the fact that they are leaving and I was use this metaphor think about a college basketball team are you know college tennis team football team or whatever um what's happening every year and no what I said college people are leaving you know there's turnover great players air leaving their graduate that's a good thing so how is it that you continue to sustain a champion level team when you've got twenty to thirty percent of your players turning every year you have a robust system you have a great recruiting system you have a great training system you have a great game plan so you're bringing in people in their learning faster fitting into your strategy and they're and they're winning oh oh well that might explain why people are leaving too because we don't have that you know we're just shooting the catapult all over the place and we keep you know yelling at our diamond department because it doesn't seem like they know what they're doing and we've got people that tell us that you know they're overwhelmed and the system so it's good to pick good people on a bad system good people will leave good people leave so that's why I said you had two problems one is they're leaving? Yeah, okay that's now you got to retrain everybody but your training retraining them and allows the system to make the system better and you you've you've captured a lot more than just the one problem we also have to think about not just the costs but the benefits from the from the projects from the business that we're starting up the business that we're running so things like customer impact alright, how is this project on impact our customer if the answer is it's not well then uh okay, why are we doing it doesn't mean we won't, but it's always a good idea ask what? How does this impact the customer we saw it most certainly don't want it to impact the customer in a negative way. What about reduce costs? Is this going to reduce costs? Good question to ask that question to think about this is all part of running your business better, faster and leaner increased throughput we're going to get more through increased capacity we're going to have more capacity toe to utilize for growth we're gonna free up resources and time space money, better utilization of assets and resources. These are the things we were demonstrating in our simulations these are the things to think about when you're designing, building, planning a business or executing a business that's already in play um it's if we don't think in terms of these outputs then we're not speaking the business jargon that we need to have credibility in the business world all right? And no matter what area we come from, we come from a lab we come from an engineering background of technology, background of financial background ah, human resource is background and background it doesn't matter we were going to be successful as business leaders as influencers of changing business auras, entrepreneurs we have to know how to think in terms of business not just are functional area of expertise, we have to broaden our scope. I know a lot of brilliant phd statisticians that cannot speak business jargon and no one takes him serious and their phd statisticians in some cases rocket scientists and their great at running experiments and they're great at niche type work. But when you put him up in front of aa group of executives to talk about a broader scope, you get lost in in words and in jargon that no one can understand because they haven't connected with their audience. So what we're going to measure and how we gonna measure it is a critical bit question in business here's a project plan we reviewed one of these earlier is but this is just simple it now that we know the major activities, we know the sequencing we can lay that out, we know who's going to do what we've got timelines with one picture and we could put this up on a wall in a in an office or in a shop or a warehouse with one picture we can actually see day after day after day. Uh, where are we? Are we on track who's? Doing what? It's, part of a very visual system and very helpful we've identified are expected benefits, so everybody's focused on all right? We need we need to deliver. So is this leads into that whole idea of a balanced scorecard? Some of the things we want want to track our way. Are we gaining new business? Bringing in new quotes we bring in a new business? How many? All right, can we put that on a run chart? Could we make that a visual? What about additional business? Are our existing businesses customers asking for more? Are we growing what some call wallet share? We gaining wallet share getting more money from the clients we already have because we're adding more value operating income that gets were beginning to cost reduction because now we've got revenue with reduced costs, we're going to have higher margins, hire business, profits, cashflow things like inventory receivables, interest expense are cash, we're getting, we're getting a return on our money faster, all right? So this would be also be synonymous with things like inventory turns, cost avoidance. You know what? We had a lot of money budgeted that we've just discovered ah, way we don't have to spend now we don't need that extra warehouse because we're turning our inventory twice as fast in the one we've got. We don't need that extra office space because we just found a way to lean out the process to the way we don't even need the seven people we had, we can do it with three and we can free up capacity to do something else, so this is working smarter, not harder and avoiding a lot of costs that we might otherwise build in so additional things to track the non financial not everything is about money, so can we track the customers impact the customer's experience? Of course we can that's critical so it's just against not just about money, are we faster and getting things toe launch? We faster at responding to the customer and delivering whatever it is we do? What about organizational capability? This is organizational smartness, organizational ability, teo do more with less without working harder and emphasize it again are we? Can we can we measure and track organizational capability where we've got more trained experts? We've got we can actually do more with less weii saw that in a in the illustration with the lane segment game and finally with culture change we called standardized excellence is similar to what we saw with the catapult where it's it's just it's easy just pull it back count to three you know load the ball and shoot it in the cup where's in round one it was just uh chaotic all right we could lay this out in some kind of a visual again hear the different projects we have going on by name and by number and these are the expectations we have for each one of this is what businesses air doing to say alright, well, way execute these five projects at the end of the day what can we report in terms of expected savings especially publicly held companies if you grow your business into a big enough business where you take it public all right now it's not now you're ofsome very accountable to shareholders who expect youto pay attention to this kind thing and track it because you've got to predict every every quarter what your results are going to look like and then you have to hit him you ever played the stock market it all you know how how much variation there is there kp eyes or keep performance indicators? So what are those key performance indicators? Things like cycle times on time deliveries, quality yields okay employee turnover, safety those would be keep performance because you could design a little scorecard any way you want and the balance scorecard again, the idea of balances that if all we focus on is quality, we could have great quality but take a lot longer and upset our customers because we take two on or we could focus so much on quality that we actually spend a lot more money than no market's willing to bear. So we can't just focus on quality. We've got to balance that with an emphasis on money. But we also have to balance it with an emphasis on time. That's what the balance it with an emphasis on our people safety organ. Ah, mix things like that. So the idea the ban on scorecard is not to make one thing better. And everything else worse it's to keep theo operation in balance. So some of the most common things on a bounce scorecard with things that would be customer metrics. We had this discussion earlier, so demand what's the customer demand. And are we filling it on time? Phil rates so to speak. A number of complaints. Do we get complaints? How many? What are they? Can we put those into a parade? Oh, chart so we can see by, uh, slice of pie, so to speak, what's, uh, what's the most common complaints now we could take that day to do the analysis and start to poke a yoke mistake proof our process so we're no longer getting these common complaints we've outsmarted it safety very common quality time lead time cycle time's replenishment times things like that change over times productivity we measured that helene sigma game what's our productivity all right, which is in some kind of an output per uh labor our output revenue per labor hour here's a you know, one of the metrics that some organizations will use like especially retail is ah revenue per square foot think about that metric for a minute you're selling something and you have revenue per square foot what would an inventory turn high inventory turn due to that metric versus a lower slow inventory turn big time, right? So organizations like a walmart or a target they're measuring revenue per square foot because the faster they khun cell and turn those inventories they're getting more revenue in the same space. That's clever, ingenious all right, we gotta pay attention of that inventory days of supply turns cash things like that innovation could we come up with some clever ways? Toe measure how how innovative we are maybe hominy kaizen events were running are successfully maybe uh how many ideas were capturing and implementing things like that? S o if innovations important is an old saying we get what we inspect not what we expect if something is important to us, inspect it, put it on your balance scorecard. Make sure you measure it well, finance well, you're gonna have definitely be measuring financials some reasons you have to, you know, things like that. So what do our revenue is looking like? Our costs, etcetera and then culture culture could be anything from the number of experts you train greenbelts, black bolt's or the number of project leads the things like that. So we're training, you know, we're measuring our training because it's uh, it's, we're feeding our culture with more skill and knowledge. We could take surveys of employee morale so employed confidence, things like that. We could certainly capture employee turnover, these air, just examples, but I highly recommend one of the very first things I do if I was going to write a business plan and it is, I think with the end in mind, what am I gonna keep score of that really matters. And I said this the another session certainly measures something relating to the customer. It certainly measures something related to quality two time to just think about renee better there's quality faster there's time leaner there's cost and flo type you know, data er there you have several right there you think about what we're going to measure that's going to keep the whole thing honest and important so think about what you're going to measure come up with a little scorecard and then you've got to figure out how to weigh how do I get good numbers? How do I, uh, get good numbers? And then whatever the numbers are with guys, and I asked, how do I get better numbers get better numbers? Why do some of these efforts fail? And sometimes they do, maybe you've been part of that, and I'm one company or another. Our research shows the number one reason is right with the executive and senior leadership teams support commitment and alignment with senior folks or the entrepreneur, the founder of the the senior level people in the business large and small if they're not fully committed from the heart aligned and supporting the change effort, all the other activity can be done uh in frustration and in vain because it really have to have that that senior level support if you're running a business or starting a business, you've got to remember that that you are a make it or break it point leverage point we look at this a management support leadership alignment is the number one by far reason that change efforts don't work, there are other reasons we don't follow the process for example, the domestic process and it was just just jumped I we don't keep up with the training that we might we might need we fall behind things like that, but look, if we don't work as a team, things like that but if you look way out here, a lot of people are freaking out about why, you know you covered a lot of a lot of some, you know, statistics and tools and there's there's lots and lots of these tools and I'm not sure I'm going to get it off that's very low on the on the list here in terms of failure, moz, you can always google the tools or, you know, being the tools or looking teo uh, helping andi howto run some of these tools, get on the phone call people that's not the reason these efforts failed. The reasons these efforts fail predominantly are because we get in our own way we get in our own way we'll spend a lot more time on that as we get into it, but I wanted to cover some of these thes failure modes before we get into our hot seats just because it might trigger some thinking about you know what? Wow that's true, I ran into this or I ran into that can't you even said this morning, you know, you talked about but I haven't always followed to make I didn't know what it was and I it's cost me hurt me in the past well that's a great haha that's a great wake up because when sometimes you can see the solution if you stop you khun seat direct and you to implement it today but the big aha wass you need to have your team be involved sure otherwise they will not implement it there we leave a room that shows up over here too a lot of times no matter how smart we are we try to do it all by ourselves and then we go to hate here team here's the here's how we're not going to shoot the catapult or here's how we're now going to do whatever it is we do and they go I don't want to there's another old saying people are less likely to argue with their own data and solutions okay, so if I'm less likely to argue with my own data and solutions really maybe if I get involved I won't be so resistant that socratic teaching socrates used this you know, a couple thousand years ago to teach um what using what I call the principle of discovery by getting you involved in getting you in the data collection and getting in you the root cause analysis you discovers a team for yourselves the need for change, the frustrated that you know that trigger points the frustration you're bought in by the time you get a make or certainly by the time you get to I and now we can now we can find a solution together that we all agree on without voting without without dividing so the overall infective to put a high kind of two part aipo together here if we work backwards we said at the end of the day we want our business to provide customer value because that's where the cash is coming from that's what's going to keep us healthy and growing as a business we've gotta have organizational capability that allows us to do whatever we do better faster leaner smarter we should see that in top line growth and bottom line growth in the day our business is growing stronger and healthier and wealthier and we've got a culture that's inspiring people they want to work for us they hear about it it's a it's an exciting place to be so if these air these high level outputs what do we have to have his inputs to realize these outputs we have to have evidence that we are better then we were before they were faster than we were before they were more user friendly and lower cost than we were before and so this is what this course is all about it's about getting to hear which will manifest into here how do we do and we've done this with a couple of different illustrations and simulations now it's another question becomes how do we get to hear what the critical inputs to here and here uh top ten so to speak one is that executive commitment and the leadership and second is leadership alignment why are those important? Because if we go back one slide curtis that's right here those air critical inputs critical input so all right you got the executive commitment we're behind it the sponsorship this is this is if you're if you're the executive or you're the entrepreneur the solo preneurs the founder of the company is you so you want to pay attention to this? I've got to be committed on I've got to be aligned that means I've got to be aligned with my constituency with my support team with my my team my people I got to make sure I'm working on the right projects things they're prioritized that they have charters that there there's there's a good business case for those things I've got the right people working on it some full time some part time whatever that works out to be but we've got we've got we've got a resource and populated we've got the right tools to do the job including the mayor and some of the tools we've covered here we've got the right measurement system in reward system the right incentives we're not consenting the wrong behavior so to speak like we saw in the lean sigma game we've got the right incentives, the measures in place we've got the right support systems in place to support us so it's user friendly and easy finding data I need information I can get it at a at a click I don't have to go searching for it so our support systems are aligned our procurement systems everything we've got the right structure and the right reporting relationships we've got the right amount of authority and accountability and empowerment built into our design we're lined with our customers and our suppliers who were part of a value system value chain value stream uh that makes sense so when we've got all of these in play and I find problems with these all the time so it's important to find out which ones we need to work on the most if you've got issues in your business you might look to this list and go I can tell exactly where we're struggling okay all right way are we've got problems we've got we've got a bunch of projects going on that no one knows where they came from I went into aa major pharmaceutical company this's probably ten years ago and at this particular facility they had over a hundred projects in play and I and I said to him um what's your on time completion rate there would be an important metric it was like ten percent they were finishing projects on time at a rate of about ten percent that's not very good right and that was one of the reasons why we were going kai's in this so we put a team together we put we got together for a week in a room and weii defined and measured every one of those hundred plus projects so we had all of them listed out and we did what I call a reverse fm a meaning let's ask what could go wrong if we killed these projects? Project number one what if we killed it? Nothing. What happened? What about two? Nothing three o that would be a problem. That's ah fda fda compliance issue that that's a critical project uh all right, what about project number for nothing? Long story short we killed over half the projects and four days idled several other ones I didn't kill him but idle them and then what did we do with the priority once which were never considered that they they said they were parties but they were never prioritized really put those out in spotlight said this ten percent on time completion rate is that's over? We're going to get you know we're going to set target dates that's a rigger and it it wasn't all that complicated but one of the largest companies in the world very smart people weren't doing it so that the j k oh's point earlier yes uh these air not really sophisticated tough tools to work with but we've got to get out of our own way teo asked the right questions to think about the application, some of these and and set priorities. So, uh, one more quote here, for from goethe. Things, which matter most, must never be at the mercy of things, which matter leased? This is all about priorities. Let's not forget that way, so often get caught up in all the trivial noise and way lose sight of the priority projects. Like example. I just gave him.

Class Description

Ready to finally let go of the unproductive processes that are holding you back at home, in the office, and in your creative life? Join educator and business consultant John Murphy for a three-day introduction to streamlining your creativity.

As he shares techniques from his critically-acclaimed books Beyond Doubt and Zentrepreneur, John will cover ways to make your day-to-day life and tasks better, faster, and more efficient. You’ll learn about the DMAIC model of process improvement, and how it can be used to approach problem solving in an effective, rational way. You’ll also learn about how to prevent processes from being bogged down by waste, duplication or redundancy. John will cover Kaizen -- the art of making good change -- and give you tools to change both your processes and your mindset.

By the end of this course, you’ll have an increased creative energy and processes that will help you implement creative solutions in a balanced, harmonious way.