Clarity First: What it is. Why you need it. How to get it.
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These are the slides for the webinar https://vimeo.com/manage/296007941 A lack of clarity costs companies, educational institutions, government agencies, and nonprofits billions of dollars a year. Beyond the red ink, this lack of clarity also inserts unnecessary risk, demotivates team members, and causes customers to question whether the organization can deliver value. On a personal front, a lack of clarity creates interpersonal tension and hurts the mission of otherwise well-meaning leaders. In this webinar, Karen shares what clarity is and how a lack of clarity leads to poor performance--both organizationally and personally--and eroding trust. She shares powerful ways to operate with greater clarity to unleash the potential of people and organizations alike. To supplement the webinar, consider taking our free quiz to assess how you and your organization currently rate (www.clarityfirstquiz.com) or purchase the book (www.clarityfirstbook.com).
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Clarity First: What it is. Why you need it. How to get it.
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- 7. Ambiguity complicates, slows, frustrates, increases the risk of injury …and is expensive
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- 12. W h i c h C l a r i t y T y p e A r e Y o u ? Consistently pursues CLARITY PURSUER Type 1: Intentional deceit CLARITY AVOIDER Type 1: Unaware CLARITY BLIND
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- 19. IUMRINC TO GQNGIUSIQNS JUMPING TO CONCLUSIONS
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- 22. 22 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S www.clarityfirstbook.com
- 23. 23 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
- 24. 24 From Clarity First, p. 36
- 25. 25 WHY DO YOU DO WHAT YOU DO
- 27. 27 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
- 28. 28© 2017 The Karen Martin Group, Inc. DEFINE TRUE NORTH
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- 30. Develop a Clear Strategy Deployment Plan 30 Date created: Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR CEO Fin PE QC COM AM PD JD BD SWS 1 2 3 3 3 2 3 3 1 1 3 3 1 3 2 2 3 3 1 3 3 3 2 3 3 2 2 4 1 3 1 2 3 3 3 5 2 3 2 6 1 1 1 2 3 7 1 3 3 3 8 2 1 9 3 2 10 2 1 3 3 3 13 3 1 1 2 1 1 1 14 2 3 15 1 1 1 3 1 1 1 1 1 1 1 1 1 1 2018 Hoshin Plan Client Name Level of Effort/Involvement RequiredStrategic Initiative (framed as problem to be solved) Notes Exec Owner ● = Actual CompletionX = Actual Start From/To Metrics % Complete Status (Red/Green) Plan Review Dates: Tactical Owner
- 31. 31 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
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- 33. Understand Value Stream Performance
- 34. Percent Complete & Accurate (%C&A) 1 2 3 80% 95%50% 34 Rework: Correct or Add or Clarify
- 35. 35 CLEAR PROCESSES Documented Current Followed Consistently monitored Regularly improved
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- 37. 37 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
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- 41. Demand Data: Understanding the Current State
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- 45. 45 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S
- 46. 46 www.clarityfirstbook.com, pp. 168-209© 2018 TKMG, Inc. All rights reserved. P D S A
- 47. 47 Problem Countermeasures / Implementation Plan - Ÿ32% of customers dissatisfied with office space cleanlines- 80% of emergency service requests are to wrong contact - Standard work for restroom cleaning - Standard work checklist for non-routine items - Service levels vary by building - Standard process for measuring & mixing chemicals - 10% of daily staffing available is allocated to travel/check in time - Restroom cleaning log - Standard facility service plan (Plan A & Plan B) Current Condition - Modify & standardize process for unplanned absences - 31 Facility areas require custodial services - Modify starting points and schedules to reduce transportation waste - Evaluate fleet availability to reduce waiting waste Effect Confirmation Target Conditions/Measurable Objectives - 80% Daily staffing availability - 50% Improvement - customer satisfaction with restroom cleanliness - Defined standard work (for custodial staff and customers) Follow Up Actions Root Cause & Gap Analysis - Undefined level of service (office parties, special events) - No defined process for unplanned absences (calling in, redistribute work, etc.) - Inconsistent availability of communication tools (vary by building) - No defined process for requesting/responding to emergencies - Variation in cleaning schedules versus facility operating schedules - Unpredictable daily staffing - Travel time + Check in Time = 16.00 hrs/day = 2 FTE - Customer requested personalized service (newspaper delivery, parties, trash) CUSTODIAL SERVICES A3 Plan Do, Check, Act - 22% of customers dissatisfied with restroom cleanliness 8% 20% 8% 14% 17% 33% 0% 5% 10% 15% 20% 25% 30% 35% Phone Call to Custodian Phone Call to Custodial Supervisor Phone Call to Custodial Manager Phone Call to Public Works Dispatch (x6000) Email Notify Custodial Staff On Site Survey: When you require emergency services, how do you request them? 32% 22% 19% 18% 6% 0% 10% 20% 30% 40% Office Spaces Restrooms Common Areas Overall Conference Rooms Survey: Custodial Services - Areas of Dissatisfaction Travel/ Check In Time 16.00 10% Absent Staff 24.00 15% Vacancies 24.00 15% Special Events 2.00 1% Staff Available 94.00 59% Daily Staffing Availability (Hours) 41% ofdaily staffing is unavailable for custodial tasks Title # Staff Hrs/Wk Hrs/Day Lead Custodian 4 160 32 FT Custodian 8 520 64 FT Custodian (Vacant) 2 80 16 PT/Perm (avg 30 hrs each) 3 90 24 PT/Temp (avg 20 hrs each) 3 60 24 Total 20 910 160 Current Actual Result State (+ 60 days) Customers dissatisfied with restroom cleanliness 22% <10% Avg minutes per restroom cleaning 35 30 Avg hours per day cleaning restrooms (184 restrooms) 107 92 Daily staffing availability 59% 80% Daily travel/check in time (hours/day) 16 8 Travel miles per day 139 <70 Metric Projected Remaining Actions Owner 1 2 3 4 5 6 7 8 9 10 11 12 Explore options to improve cell phone availability Mark R. Define process for requesting and responding to emergencies Custodial Supvs Equip carts for recycling Mark R. Process mapping for specialized facilities Mark R. Standardize Cart Equipment & Supplies Custodial Supvs Process improvement for other facility types, e.g. offices, common areas, etc. Mark R. Consider alternative staffing models (floaters, modified shifts) Mark R. Actively manage vacancies Mark R. Implementation Schedule (Months)
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- 56. 56 Have you taken The Clarity Quiz? www.clarityfirstquiz.com
- 57. 57 www.clarityfirstbook.com What could you accomplish with greater clarity?