Dukes Performance Improvement Tools

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					Duke’s Performance
Improvement Tools
 Over 800 tools, aids and pieces designed to
  grow organizational & personal performance
 To get a feel for a portion of them
  (~400 of them)…go out to

 My primary goal is to get these in the hands
    of all who need them. To eliminate
    preventable waste. Everywhere.
Here are the category of tools
 Benchmarking              Process Management
 Change                    Project Management
 Cliffnotes                Solution Session
 Communication             Quality
 Culture                   Reengineering
 Grow U                    Service
 Inspiration Alley         Systems Thinking
 Popcorn Thoughts          Teams
 Top 10 Tips by Topic      Vision
 Ideas-Innovation          Visual Control
 Knowledge Management
What is the definition of a tool
Anything that leverages ability

 The worst tool is an ingenious one that is
  never created nor shared.

     The best tools have function over time and in
      various applications.

          V=BxU
       Value = the benefit of the tool times its use
Here are examples
 Benchmarking Scavenger Hunt
 This is a 30 minute team exercise that
 experientially transfers the basics of
 conducting best practice benchmarking:
 How to qualify what is ‘best’
 How to measure what is best
 How to discover how to interview
 How to have fun while you learn this
Change Candy
  Purchase Warheads: You get them at
  Eckerds or Wallmart
  In 5 minutes, a workforce can collectively,
  successfully understand change. Lessons
   Continuous communication is essential
   The sweet at the end is better because of
  the bitter to get there
   Communicating how long and how
  difficult the change will is helps the staff
Listening Exercise test in a 5 minute session
R U Willing…to listen?               R U Willing…to listen?
    J To honor the other person        L To not formulate thought
      J To suspend assumptions         while listening
   J To destabilize personal         L To not reload while the
    certainties                        other is speaking
   J To listen to your own listening L To not drive toward
   J To inquire more and advocate     solution or action
    less                              L To not fill-in-the-blank with
   J To understand both poles         assumption
   J To be aware of the ecology of   L To not snap-back a
    words                              response
   J To unfold previous beliefs to   L To not elevate self 1
    consider new ones                  millimeter above the other
                                      L To not require the other to
                                       be like you
Change Readiness
A Quadrant Assessment
 Implementation Support
 Rewards and Recognition
 Communication
 Commitment and Strategy
 Knowledge Transfer
 Customer Focus
 Measurement
 Management Decisions

Both management and staff complete the assessment to check for
  perception gaps
Grow U         If you aren’t growing personally, it
doesn’t matter if you are growing professionally.

 My favorite: 300          1.   Listening is one of the
                                 best compliments we can
  sets of “Top 10                pay each other.
  Popcorn Thoughts”         2.   To truly listen, opinions
                                 and points to be made
 40 different topics of         must be set a side.
  “Top 10 Tips”                  Listening is void of
                                 personal agenda.
 Example to the right
                            3.   Listening looks well
                                 behind the spoken words
                                 in order to pick up what
                                 the heart is meaning.
                               Objective Finding --
Ideas and                    (divergent) list significant
                             challenges opportunities,
                             (convergent) then isolate the
Innovation                   main ones.
                               Fact finding – what is
 The Osborn- Parnes         known, and what has the
  Creative Problem           greatest impact.
  Solving technique            Problem Finding – list of
                             problem statements, then
  generates ideas at         identify the best wording of
  3 times traditional        the central problem. Start
  brainstorming rates!       statement with “How to..”.
                               Idea Finding – list of
 Alternates Between         intriguing ideas, then
  Divergent and              isolation of the best
  Convergent Thinking          Solution Finding –
                             possible solutions from the
                             ideas, then select the best
                             Acceptance Finding –the
                             action steps needed for
                             successful installation
Knowledge Management
Some tools can question you to your answer

   1. Are the “rudder” type knowledge elements
   critical to the organization known?
     Are they protected from outside competitors?
     Are they shared and understood by those inside
      who need them?
  2. Does knowledge have an inherent value.
   Test - Do you feel a $$ loss if lack of or
   inefficient sharing occurs?
  3. How would you rate the organizational trust
   factor concerning knowledge sharing?
Process Management
                              Taguchi Loss

              Value to the

Loss due to
specs too loose                                Loss due to
                                               specs too tight

                             Cost to Produce
Project Management
 Methodologies on
   How  to Run the Business and Change the
    Business simultaneously
   Engineering Organizational Change
   Reengineering
   Solution Sessions (hybrid GE WorkOut)
   Keys Questions looking from a successful
    end to create a transition plan
Error Analysis Tool
               Type of error (20 types)
 1. Distinctions are not clear, right looks too similar
   from wrong.
 2. Not knowing the context (know- why) of the
 3. Not knowing the relation between cause and
         Reason for error (30 reasons)
   No source inspection of input or incoming.
   Not checking/reconciling.
- Not having a default contingency…
                  Control Charts just add data
                                      In Section to Test Resulted
                                                  Xbar chart
                  100                                                                 Data
Time (hrs:mins)

                  80                                                                  UCL +3s
                                MEAN = 69
                  60                                                                  LCL -3s
                  40                                            MEAN = 37             -2s

                         26-    9-          30-    14-    28-     11-    25-    8-
                        Oct-   Nov-        Nov-   Dec-   Dec-    Jan-   Jan-   Feb-
                        1998   1998        1998   1998   1998    1999   1999   1999
Reengineering …how-to’s
 Seeing Design Weakness –
 Put on a New Set of Lenses

    Bottlenecks
    Excessive overhead
    Multiple hand-offs, sequential activities
    Recurring deviations
    Repetitive activities
    Redundant stored data
    Time consuming reconciliation
    Wide swing in performance
Blooper Book:
Turning blunders into banners
Case Study – What is Wrong How could we
Actual Service with This   prevent this
   Blooper     Picture?    from ever
Theory of Constraints
           1. A system is no faster than its
           smallest bottleneck (constraint).
            2. Every system has a
            3. Any effort in improving
           anything other than ‘the’
           constraint is wasteful to the
           system in that it adds no value to
           the overall throughput.
            4. A system’s throughput is its
           lifeblood. And it is ultimately
           measured in dollars; even in
           service organizations. You
           maximize throughput, and you
           maximize the system’s life.
The Top 10 Reminders About Great Facilitation

  1. The facilitator is king of the process; the
     team is king of the content.
  2. It’s the team’s solution, not the facilitator’s.
  3. The team owns the success or failure of the
  4. The facilitator leaves growth deposits.
Feather-like Vision
 Purpose: Illustrate the value of a great vision,
 how it needs to be communicated and
 Time: under 10 minutes
 Material: 3 peacock feathers (can substitute
 yard sticks), a sheet of paper, 3 volunteers
 and a room full of learners.
 First, put the end of the feather on your
 fingertip and just focus where the stem of the
 feather touches your finger….
Red Tagging
Japanese way of getting rid of collective clutter

 Ask for every item in the workplace: “why this
 item, why this quantity, why this place”
 If any item really doesn’t qualify for staying, be
 honest now, the item should “Red Tagged” and
 placed in a holding area for a week or two.
 Before taking anything out of the holding area,
 you must be able to make a case for putting it
 back in the work area.
 It’s a fact of nature; clutter happens.
What tools do you have
available to your staff?
 The hard way is the
 easy way without a

 For a personal set of
 800 tools request it

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