Contenu connexe Similaire à Organizational Development: Finding Focus (20) Organizational Development: Finding Focus1. ORGANIZATIONAL
DEVELOPMENT Finding
International University
Focus:
for Graduate Studies
Health
July 2012 Care
Case
Study
Daniel
www.iugrad.edu.kn Jordan,
PhD, ABPP
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© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com
2. QUESTIONS: TAKE 5 MINUTES
What’s your job? (or if you’re a student, what are you studying
for. If you’re unemployed, what would you like your job to be?
These questions apply to self -employed too. If you’re retired,
forget about it and go to the beach.)
What does your role add to the mission?
What percentage of your time would you estimate is spent
actually working toward your mission, what percentage is
spent doing “bureaucratic” work, filling out forms, meetings,
writing documentation, pushing paper, and other stuf f that
really does not add direct value to the mission?
Do you see things that could be improved, wasted time and
energy, that could be made more ef ficient and ef fective?
Shout out some answers.
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4. DEVELOPING A
PERFORMANCE MANAGEMENT SYSTEM
What is it?
Innovation
Improve existing processes, eliminate wasted effort,
improve quality
Develop new products, services or procedures that really
work
Operations
Assumes innovation is more than inspiration, it has basic
operating principles too
Tools
A set of methods to improve focus, processes and
outcomes
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5. WE NEED THE RIGHT TOOLS . . .
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6. . . . AND LEARN HOW TO USE THEM
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7. . . . OR WE WIND UP LIKE THIS. . .
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8. . . .OR WORSE, LIKE THIS . . .
Our
Project
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9. EVEN THEN, WHEN WE START LEARNING
We wind up like this . . .
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10. . . . INSTEAD OF THIS
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11. TO GET THERE, WE NEED
A PLAN
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12. TO GET THERE, WE NEED
COMMITMENT
It’s good to believe in
ourselves, but One man
bands don’t get very far
We have to learn team skills
We have to think and work as
teams
We have to trust and rely on
each other
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13. TO GET THERE, WE NEED
TEAMWORK
And . . .
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14. TO GET THERE, WE NEED
FACILITATORS
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15. TO GET THERE, WE NEED
PRACTICE
And practice and
experience
And more
practice and
experience
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16. POP QUIZ
Question: What’s the major waste in
this image?
Answer:
Transportation
Solution: Rethink
the technology
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17. LEAN PROCESS IMPROVEMENT:
ELIMINATE WASTE &
IMPROVE EFFICIENCY
Lean Focus
Review/Approve Reduce Non-Value
Re-work
Transport
Transport
Wait
Transport Wait
Work Check
Added Time Work
Work
Begin Process Result:
LARGE time savings
Start Improved outcomes Finish
WORK TIME
= Value = Non-Value-Added
Added Time Time (WASTE)
Concept: Value-Added Time is only a small percentage of Total Work.
Focus on the large amounts of often unseen waste.
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18. ORGANIZATIONAL MY THS & REALITIES
Myth: Management’s job to make sure
everyone is doing what they’re supposed to
do. If they are not, they need to be disciplined
and made to conform.
Myth: If someone is not working out,
something is wrong with them. They need
either to shape up or leave.
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19. ORGANIZATIONAL MY THS & REALITIES
Reality: The best way to facilitate
development is to help staff members become
informed, educated and empowered to
improve their own work setting and their own
performance.
Reality: Most opportunities for improving
performance lie with
The manager’s theories of change
The system of work (procedures and processes)
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20. THREE COMPONENTS OF
PERFORMANCE IMPROVEMENT
Focus: Theory of Constraints
Bottlenecks and roadblocks eliminated
Speed/Efficiency: Lean
No waste in processes or steps
Quality/Effectiveness: Six Sigma
No outputs/results errors or variation from
standards or requirements
Goal: Do more with less wasted time (Lean)
Do it better (Six Sigma)
Of what we’re here to do (Theory of Constraints)
Method: Empower people to make the change
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21. WHAT IS LEAN SIX SIGMA ABOUT?
Innovation
Improve existing processes
New products, services or procedures that really work
Operations not People
Innovation has basic operating principles
Assumes that employee and program performance is
largely a function of the conditions in which work is
performed
Empowerment: Change agents are the people
involved in the process itself.
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22. SETTING PRIORITIES
What problems does the agency face?
Who has the problems?
What do the problems seem to be? What are resources are
available to address the problems?
When do the problems occur? All the time? Under certain
circumstances? At certain points in a flow?
Where does the problem occur? Which locations, why some
more than others?
Why does the problem occur? (The “5 Whys” was W. Edwards
Deming's advice to those seeking to understand the root cause
of a problem.)
How does the problem occur? What actually happens? Map out
the events or processes .
Where is the leverage to solve these problems? Pick your
points of focus carefully.
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23. RESULTS
Improved ROI
Greater public accountability
Reduced duplication and repetition of
efforts
Increased understanding of
accomplishments and priorities
Increased cooperation and teamwork
Increased quality, not just quantity
Improved problem-solving practices
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24. WANTS, NEEDS, DESIRES =
VALUE STREAMS
Customer Value Stream
(“Voice of the Customer”)
Business Value Stream
(Voice of the Business”)
Stakeholder Value Stream (and others)
The Customer’s Value Comes First!
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25. CUSTOMER – “BUSINESS” CONFLICTS
High proportion of mental health client charts
have as the closing note “client is resitant to
treatment.”
Mother brings child to clinic for childhood IZs.
Teen girl comes to clinic for birth control.
Discuss: Do you have some other examples of
systems gone awry?
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26. WE MUST LEARN TO FOCUS TO SEE WHAT
IS GOING ON AROUND US
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27. MORAL OF THE STORY
Help customer voice what they really want:
Refine and expand their vision.
Make sure you are really listening, match what
you hear to what they say.
Retool procedures, eliminate activities that
are not needed, and maybe move to new
technologies.
In short: The first step in a change effort is to
do a really great consult and assessment.
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28. DEFINING
FOCUS
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29. LEAN 6
Theory of SIGMA:
Constraints FOCUS,
Focus
SPEED,
Six Sigma QUALITY
Quality
Performance Focus
Improvement Comes
First
Lean
Speed
30. THEORY OF CONSTRAINTS
& LEAN 6 SIGMA
Constraints: Lean Six Sigma
Macro, Meso, Micro All effort is No defects, variation, “do-
“Value-Added” overs”
Focus the analysis
“War on Waste” Operational vision,
Address factors that
limit moving forward or common focus
achieving goals Methods and tools
A Six Sigma process Feedback driven
with its own subroutine Optimize performance
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31. THEORY OF
CONSTRAINTS: Micro
DEFINING Meso
VALUE
“Nearly 100% of innovation is
Macro
inspired not by “market analysis”
but by people who are supremely
[ticked] off at the way things are.”
Tom Peters 改 善
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32. CONSTRAINTS:
MICRO, MESO, MACRO
Identify* Scope Match: Develop a charter (plan)
that matches the problem and its boundaries and
hits the leverage points.
Exploit: Look for new opportunities, weaknesses
Subordinate: transform weaknesses into strengths,
look for “Rule Creep” as well as “Practice Creep”
Elevate: Focus on leverage and strengths
Repeat (as needed, new
constraints may pop up)
Constraints are not just
eliminated, but as often,
controlled and manipulated
*Eliyahu M. Goldratt drdanj@roadrunner.com
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33. ELEVATE OPPORTUNITIES AND
CONSTRAINTS TO DEFINE CUSTOMER VALUE
Get to the root: Who is the customer(s)? What
do they want? Getting this right may be the
biggest constraint. If you don’t get this right,
all the rest of what you do
transforms into waste.
Distinguish:
C lient/Customers
U sers
B ystanders (might be impacted
and have concerns)
S takeholders 改善
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34. THE “YOU’LL SHOOT YOUR EYE OUT”
CONSTRAINT
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35. VISION CONSTRAINT: FOXHOLE EFFECTS
Customer Foxholes: What the customer didn’t
discuss or didn’t have the insight to see themselves.
Our Foxholes (perception limits, biases, assumptions)
going in. Identify them, think about them, work on
them. We may also delimit ourselves in what we
think we can do or deliver.
Negative Synergy: What the customer says, what we
hear, what we think we can do, can put the process
into a self-limiting trap.
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36. OPPORTUNITIES
AND CONSTRAINTS: Four
BUILDING Factor
Model
YOUR CHANGE
TEAM
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37. People:
Skills,
Perceptions,
Positions,
Desires,
Goals
Processes &
Practices
Four
Factor
Tools and
Model
Technologies
Policies,
Rules,
Regulations
38. TO CREATE CHANGE TEAMS
START WITH THE PEOPLE
Do not choose team members because of their
positions, rank, seniority,
Choose them for their:
Desires, goals, skills, talent, stick-to-itivness, passion
for greatness, teaming, motivation, creativity, critical
thinking, experience, follow-through . . . .
In fact, do not mention job titles, official
positions, they are irrelevant.
Do the people individually and collectively have
the “wanna”to make change?
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39. "If you want
to build a
ship, don't
drum up the
people to
gather wood,
divide the
work, and
give orders.
Instead,
teach them to
yearn for the
vast and
endless sea."
Antoine de
Saint-
Exupéry,
“The Little
Prince”
改 善
40. INVISIBLE CULTURE TRUMPS TOOLS
Focus, Process, Goals, Results,
Needs, Wants, etc.
Improvement Tools
Operations Consultation
Must address Processes Treatment
Tools and Culture Products/Services Therapy
to avoid unintended
consequences & Invisible Culture:
less than desirable Hard to Measure & Change
long-term success with
Blind Spots
Process Management
History Resistance
Mindsets
Norms
Assumptions
Habits Perceptions
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41. CULTURAL COMPETENCE:
PERSONAL AND ORGANIZATIONAL
Borrowing from human service delivery model
Understand the culture of the customer
History of their development
How they do things
Who’s really in charge, degree of horizontal vs
vertical organization, etc.
Outside mandates: Laws, rules, customs
Current technology, flexibility in technology
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42. MANAGING
PERSONAL,
ROLES,
POSITIONS
Micro
Micro Constraints:
Meso
Personal
Macro
Readiness
43. FIRST STEP: ASSESS
PERSONAL READINESS FOR CHANGE
Denial vs Minimization Justification Blame vs Stasis vs
Responsi- vs vs Affirmation, Ongoing &
bility and Recognition Acknowledge- Solidarity & Progressive
Reality •Contemplation: ment Critique* Action
•Precontem- “Problem exists, •Active Change •Maintenance:
•Move to
plation: “What I can’t do anything Agent: Recognizes Continues to
“Preparation”:
problem?” about it” “connection” with improve, begins to
Identify issues,
“What options, strategies others, engages the collaborate,
responsibility?” process, acts on expands s to
tactics from the broader areas
array of options
(Or not . . . )
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44. MANAGING
AGREEMENT
AND
CONFLICT
Micro
Meso Constraints:
Meso
Group Readiness
Macro
46. GROUPTHINK
None of Us is as Dumb as all of Us Together
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47. GROUPTHINK:
MANAGE AGREEMENT, NOT JUST CONFLICT
May seem counter-intuitive.
Agreement can be a bigger risk than conflict.
Be careful to listen for what the customer is really
saying.
Avoid “Trips to Abilene.”
Always ask, “Have we just engaged in Groupthink?”
before settling on agreements.
Do not push for early agreement, do not stifle
dissent, manage it. “Tell me more . . .”
Clarify what you are agreeing to and how it fits into
your larger mission or goals. Does the agreement
have a “niche” in the larger picture? 改善
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com
48. HOW DO WE DO THIS?
Establish clear Voice of Customer (stakeholders,
bystanders, etc.), Voice of Analysis, Voice of Process.
Ask 5 “Whys, Whats, Hows, Wheres, Whens” for
each.
Look for mismatches and their root causes.
Find out what the customer really needs. Find out
what would “float their boat!”
Listen carefully, look for gaps, problems, issues,
inconsistencies, lack of clarity.
Look at what we can currently deliver.
Modify our view of what we do, then do it.
Then work on all three issues at once.
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
49. THEORY OF CONSTRAINTS’
PERFORMANCE GOAL
Focus your analyses
Address factors that limit moving forward or
achieving the goals, question the goals too
One step in the Six Sigma process with its
own subroutine
Example: Critical Path Analysis
Multiple people, multiple tasks that have to
converge. Which “path” is the longest? Fix it first.
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50. MAGIC OR
MAYHEM:
“BLUE INK”
CONSTRAINTS
Micro
Macro Constraints:
Meso
Contextual
Readiness Macro
51. MACRO CONSTRAINTS
Macro (System) Constraints
Rules, regulations, funding, disconnect
between mandates and needs, unclear
standards or requirements
“Rule Creep”
“Blue Ink Standards”
“Tribal Wisdom”
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52. MACRO-CONSTRAINTS:
READINESS
Assessment and Action (Rosenblatt)
Observe: look around, learn, identify environmental constraints
Analyze: break them down, study their structures and
processes, be objective
Conclude: Summarize the macro-constraints,
describe them, “know them”
Recommend: Actions may often be
outside your , may need to
work with others
Enact: Sometimes this just
means wait, may be up to policy -
makers to act, may need work-
arounds
(Repeat)
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53. TRY IT
Brainstorm some examples of each level of constraints:
Macro, meso and micro.
Spend 10 minutes using the analytic steps to understand
them.
Levels of Constraints Template
Micro Meso (Group, Macro (Policy, Rules,
Stage (Personal) Process) Structures, Systems)
Observe
Analyze
Conclude
Recommend
Enact
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54. “You know
you’ve
achieved
LEAN: perfection in
design, not
when you
PROCESS have nothing
more to add,
but when you
have nothing
IMPROVEMENT more to take
away.”
Antoine de
Saint-Exupéry
French writer/
aviator
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55. TEAM COMPOSITION
Champion: Has a vision of the need for
change, may not be directly involved in the
improvement team
Team Leads: facilitate the team process, may
know little or nothing of the work being done
Subject matter experts who know the issues,
policies, constraints
Process experts (usually the people involved in
the work)
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57. THE TASK ITSELF TAKES TWO SECONDS:
SET UP & TRAINING CAN’T BE IGNORED
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58. How Do
SIX SIGMA: We Know
Whether
OUTCOME What
We’re
Doing
IMPROVEMENT Really
Works?
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59. DESIGN FOR SIX SIGMA (DFSS)
PRODUCT/PROCESS DEVELOPMENT
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60. CURRENT PROCESS SIX SIGMA STEPS
PRODUCT/PROCESS IMPROVEMENT
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61. DRILLING DOWN:
UNDERSTANDING
VARIANCE
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62. SIX SIGMA
PERFORMANCE GOALS
No defects, variation, “do-overs”
Operational vision, common focus
Methods and tools
Feedback driven
Optimized performance:
Tangible results
Done right the first time
Out-of-range variability is nearly eliminated
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
63. SIX SIGMA
T YPICAL GOAL REDUCE “T WO-TAIL” VARIANCE
Some too fast
Standard Some too slow
Some too big
Some too small
From this To this Some too long
Some too short
Some too hot
Some too cold
Rejects Rejects
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64. SIX SIGMA
ANOTHER GOAL
REDUCE “ONE-TAIL” VARIANCE
Some too fast
In some cases, we Standard
have a single Some too big
standard with one
“tail” of error to be Some too long
reduced.
To this
“J” or “S” shaped Some too hot
results
Example: All
requests are to be From this
processed in one
week or less. Rejects
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65. SIX SIGMA
OTHER T YPES OF DISTRIBUTIONS
The Loch Ness Curve Error
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66. THE RESULT?
Theory of Constraints
Focused efforts: Increased throughput, ongoing
management of constraints and reduction of
bottlenecks
Lean
Reduced cycle times and waste
Six Sigma
Uniform results, reduced variation, better quality
products and/or services
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
67. PROCESS
Exercise
Applied
IMPROVEMENT
“DMAIC”
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68. DEFINE
Create a process improvement environment: How would you
set up a change that focuses on systems?
Do (or read the example) a “Walk - About”
List at least five problems identified during the “walk -about”
discussion described in the case study.
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69. MEASURE
A number of problems were already identified in th Walk -
About.
List the ones that seem most relevant.
Add measures you would also want to know about.
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70. ANALYZE
Get customer and stakeholder input and involve them in the
change
Set an objective performance baseline
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71. IMPLEMENT
Create teamwork and responsibility
Simplify
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
72. CONTROL
Identify results to track and
improvements you want to see
happen
Reward staff initiatives
Get customer feedback
For more information n
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善
73. 1. DEFINE 4. IMPROVE
Create a process Create teamwork and
Improvement environment
3. ANALYZE responsibility, simplify
Stakeholders set objective
Define performance baselines Write a plan
Problem(s) Conduct Pilots
Goal Identify Root Causes
ScopeIBoundaries Summarize & Test & Validate Metrics
Get Client, Customer Prioritize Design Controls
Staff Input Set Metrics & Targets Roll-Out Action Items
Describe Expected Identify Solutions to: (Schedule)
Benefits • Reduce Waste
Establish Success • Reduce Deploy Improvements
Criteria Complexity
• Increase Correct 5. CONTROL
Outcomes Structure metrics and
2. MEASURE Improvements, reward initiatives
Stakeholder involvement . set
objective performance baseline Implement Controls
Record Results & Benefits
Describe Current State Publicize & Recognize
Collect/Gather Data Knowledge Sharing
Observe and Identify • Solicit Feedback
Determine Capacity • Capture Lessons
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com Learned
74. CONTACT FOR MORE INFORMATION
About this presentation:
Daniel Jordan, PhD, ABPP at
social_politicalpsych@iugrad.edu.kn
About the International University for
Graduate Studies graduate
programs:
www.iugrad.edu.kn
© Daniel Jordan, PhD, ABPP, drdanj@roadrunner.com 改善