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
Grow U Service
Inspiration Alley Systems Thinking
Popcorn Thoughts Teams
Top 10 Tips by Topic Vision
Ideas-Innovation Visual Control
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
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
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
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
A Quadrant Assessment
Rewards and Recognition
Commitment and Strategy
Both management and staff complete the assessment to check for
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
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
(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
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?
Value to the
Loss due to
specs too loose Loss due to
specs too tight
Cost to Produce
How to Run the Business and Change the
Engineering Organizational Change
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
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 having a default contingency…
Control Charts just add data
In Section to Test Resulted
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
Seeing Design Weakness –
Put on a New Set of Lenses
Multiple hand-offs, sequential activities
Redundant stored data
Time consuming reconciliation
Wide swing in performance
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.
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….
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