4. 4
Webinar Participants by Industry
Accounting
Advertising/Marketing/PR
Aerospace & Defense
Banking & Securities
Call Center Outsourcing
Consulting
Education
Energy, Chemical, Utilities
Financial Services - Other
Government - Federal
Government - State & Local
High Tech - Hardware
High Tech - ISP
High Tech - Other
Hospital, Clinic, Doctor Office
Hospitality, Travel, Tourism
Insurance
Manufacturing
Medical, Pharma, Biotech
Other
Real Estate
Retail
Software - Finance
Software - Healthcare
Software - Other
Telecommunications
Transportation & Distribution
Other
Government –
State & Local
Healthcare
Consulting
Manufacturing
Pharma &
Biotech Energy,
Chemical
Financial Services
Gov’t -Federal
6. STRATEGY & STRATEGY DEPLOYMENT
Where do we want to play and how are we going to get there?
Focus and leadership alignment is key; reduce task switching.
PROCESS & WORK ENVIRONMENT DESIGN
Strive for customer-defined value and waste elimination.
Strong emphasis on standard work and visual management.
DAILY MANAGEMENT
Managing to standard work and work standards.
Assure that every employee can be successful.
PROBLEM SOLVING & CONTINUOUS IMPROVEMENT
Disciplined approach that results in better and longer-lasting results.
The people who do the work are the experts.
LEAN MANAGEMENT SYSTEM
OVERVIEW
THINKING
SYSTEM
PROCESS & WORK
ENVIRONMENT
DESIGN
STRATEGY &
STRATEGY
DEPLOYMENT
PROBLEM SOLVING
& CONTINUOUS
IMPROVEMENT
DAILY
MANAGEMENT
8. 8
Management: Defined
To control or adjust a
process to a plan or
expectation.
To change the natural
course of a process to
achieve a desired
outcome.
11. Achieving Consistent Performance: Standard Work
11
Standard work is the
wedge that keeps us
from back-sliding
Improvement
Universal Law of Entropy
All systems need
continuous maintenance
to keep them operating
at their optimal levels
16. 16
Sample Strategy Deployment Annual Plan
1
2
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Nurs Fac CEO Fin MDs WH Corp Proc Anc
1 Bob Dana 2 3 3 3 2 3 3 1 1 3
2 Bob Michael 1 3 1 1 3 3 1 1 1
3 Rose Tim 3
4 Rose Josh 2 3 3 2
5 Howard Michael 1 3 2 3 3
6 Howard Mike 2 2 3
7 Neall Joanne 3 1 1 2 3 3
8 Neall James 1 2 3 3 3
9 Jim Howard 2 2
10 Jim Mark 2 3 3 3
11 Susan Susan 3 1 3 3 2
12 Susan Deidre 3 2 2 2
X = Planned
2018 Strategy Deployment Priorities
FY 2018 Goals
4
3 Created:
Revised:
Level of Effort/Involvement Required
Problem to be Solved;
Initiative/Priority
Measurable Objectives
Executive
Owner
Board review dates:
Tactical
Owner
● = Actual
Logo
24. 24
Standard work is the
wedge that keeps us
from back-sliding
Improvement
Universal Law of Entropy
All systems need
continuous maintenance
to keep them operating
at their optimal levels
DMS Prevents Backsliding
DMS is the set of practices that
hold the standard in place
25. The DMS Mindset
25
From To
• Vague goals
• Reacting to chaos
• Problems are hidden
• Telling
• Gut feel
• Assuming the answers
• Blaming people
• Measurable objectives
• Managing to standards
• Problems are visible
• Coaching
• Fact-based
• Humility and curiosity
• Checking process
27. 27
From KPI-Based to Information Center: Level 2 Boards
Celebrations & Announcements
Ideas
In queue Doing Done
Production Targets
Time Goal Actual R/G Action
Project Tracking
Project Name 1 2 3 4 R/G Action
32. info@ksmartin.com
32
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January 2018!