Amplify the Potential and
Capability of Your Organization

A Few New Perspectives

False Learning Curve

When new knowledge is required, it usually comes through learning facts, concepts and theories. Mastering these new principles, when transitioning from ‘knowledge’ to ‘know-how’ has a peculiar learning curve.

Be prepared for when it happens.

Conventional Learning Curve
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  1. A slight time loss of productivity while adjusting to the new way.
  2. Then a rapid increase in the effectiveness and efficiency as the new method is mastered
  3. Then a plateau at a higher level
Transformation Learning Curve
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  1. The illusion of learning
    • Master the rhetoric
    • Grafting programs onto the old organization
    • Knowing enough to be dangerous
    • The same old premises are at work
  2. Sufficient understanding to see that "We don't know much"
    • The "A-Ha!" experience
    • The beginning of the integration of knowledge and know-how
  3. Real learning begins
    • Application of principles
    • Know-Why

CAUTION

No Institutional Memory
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Abandon Methodology
  • That didn't work
  • Lets try something else
  • Go to anther class/seminar
  • Hire a different consultant

Do You Know How Your Business Operates?

Practitioners of LEAN talk about going to the GEMBA to learn how the work is actually performed.

But what if the GEMBA crosses many decentralized location, separated by time and business functions?

Then we go ‘old school’ to attach ourselves to the work as it lurches through the organization.

Here is one example.

Process For Ordering An Electric Motor
Management's View
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What Really Happens
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Now real improvement can begin.

(This process ‘evolved’ to this complexity)

Managing People

People are complex. They interact with each other, the business systems, and respond to how they are treated.

The language used throughout the organization is important. Some would say more important that actual actions.

Here are a few things to consider as a leader.

Things Are Managed,
People are Led!
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To manage people is to imply a form of domination. Directing others towards an end, using methods selected by the manager.

Necessary in times of crisis, but questionable practice as a cultural norm.

Aggressive
Versus
Assertive
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  • Aggressive is defined as 'forceful action especially when intended to dominate or master.'
  • Assertive as 'to declare positively and often forcefully.’

The key distinction is the ’intent to dominate.’ You can dominate things (businesses, processes, markets, etc.) but not recommended when dealing with people.

Leaders INSPIRE
Managers MOTIVATE
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  • Inspire is 'to breathe or give life.’ Inspire is enduring and self-sustaining.
  • Motivate is defined as 'to induce, incite or impel.' Motivation is temporary and conditional.

Would You Rather Be
INSPIRED
or
MOTIVATED?
Which Would Your Employees Prefer?

Four Opportunities For Improvement

Many want to improve something, be it the processes, working environment, or product.

However, most discussion are based on solutions the individual believe is helpful. All they have to do is convince others that their solution is the best.

Here is a model of where improvement ideas are generated.

Where Do You Find Ideas For Improvement?
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Improve Product
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Customer feedback tells you about your existing product or service.

Improve Processes
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Employees will have suggestions about existing processes.

Innovate Processes & Products
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Do not confuse Customer Research with  ’Asking the Customer’ or ’Customer Surveys.’ Customers can only choose from what is offered by you and your competitor. They CANNOT tell you what to innovate.

4 Sources for Ideas For Improvement
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Products & Services are essential the same thing. With Services the product is created and delivered right in front of the customer. With Product there is a time delay between creation and delivery.

Watch Out For Logic Errors

Be careful when selecting improvement efforts. Lack of visibility can lead to false conclusions.

When failures are ignored, we can create our own optimistic belief that survivors have some special property.

Goal

Add minimal armor to increase survivability

Activity

Map damage to returning aircraft

Results Of Study

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Where Do You Add Armor?

Place Armor Here

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Aircraft Damaged In These Areas DID NOT Return