Organizational Health: Discovering the keys to success

Jenna Jakielaszek mind map

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Organizational Health: Discovering the keys to success by Mind Map: Organizational Health: Discovering the keys to success

1. House of Lean

1.1. Customer Focus

1.1.1. Highest quality, lowest cost, shortest lead time by decreasing muda new vs old equation old: cost+profit=price new:price(fixed)-cost=profit

1.1.2. maximize customer value value equations

1.1.3. perfect value with zero waste TIMWOODx2

1.2. Just-in Time

1.2.1. Coveys 2x2

1.3. Jidoka

1.3.1. technology

1.4. Standardization

1.4.1. Deming 14 points of quality constantly innovate/improve adopt new philosophy cease mass inspection dont award on basis of price alone use SPC train OJT improve management and supervision drive out fear break down barriers between debts and with suppliers eliminate slogans eliminate work standards remove barriers to pride in workmanship retrain create management that embraces these principles

1.4.2. Deming 7 deadly diseases lack of constancy of purpose emphasis on short-term profits annual reviews management turnover running company on visible figures alone excessive medical costs legal fees, warranty costs

1.4.3. what gets measured gets done, what gets done gets rewarded, what gets rewarded gets repeated

1.5. Stability

1.5.1. SPC

1.6. Centered around employee involvement

1.6.1. Get the right people on the bus-G2G

2. SIPOC (Supply Chain)

2.1. Supply

2.1.1. leading indicators

2.2. Input

2.2.1. raw material

2.2.2. leading indicators

2.3. Process

2.3.1. decrease rework=process perfection

2.3.2. Deming chain reaction improve quality, decrease rework, improve productivity, more efficient, lower prices, increase market share, expand business, increase jobs, produce more product, lower prices... reflective practice

2.3.3. SPC

2.3.4. bottlenecks/constraints flow error can cause buildup earlier in SIPOC chain, starvation/waiting later in chain

2.3.5. leading or lagging?

2.3.6. WIP, MRO

2.4. Output

2.4.1. finished product

2.4.2. lagging indicators

2.5. Customer

2.5.1. also think about consumer

2.5.2. feedback loops

2.5.3. lagging indicators

2.6. Factors external to an industry

2.6.1. Porters 5 Forces model of industry competition Suppliers bargaining power Potential entrants threat Company industry rivalry Substitutes threat Buyers bargaining power

2.6.2. STEEPL Sociocultural more women in workplace, increase in temporary workers, postponement of having children Technological genetic engineering, CAD/CAM, wireless communication Economic interest rates, unemployment, GDP, stock market Environmental currency exchange rates, trade agreements Political/legal increase in minimum wages, AHCA, taxation

3. Iceberg Concept

3.1. Logic

3.1.1. Tip of the iceberg (10-15%)

3.2. Culture

3.2.1. values, visual, veiled

3.3. Power

3.3.1. Nodes of Power preferred combo of referent and legitimate

3.3.2. Types Referent Informal Force Character (inter/intrapersonal) Mirror Formal

3.4. Politics

3.4.1. to advance self/organization

3.5. Group Dynamics

3.5.1. forming, storming, norming, performing

3.6. Ego

3.6.1. Big Kanye West song (Big Ego)

3.6.2. Strong Reflective, grounded, humble, passionate, selfless, knows limits Level V leader

3.6.3. Strong/Big Ideal leader

3.6.4. Big/Strong

4. Business context

4.1. Corporate (effective)

4.1.1. Mission/Vision/Value

4.1.2. C-Suite (CEO, CFO,CMO) Level V leaders

4.1.3. 3 big financial statements cash flow, profit/loss, balance sheets

4.2. Competitive (effective)

4.2.1. Marketing create competitive advantages that are unique, valuable, and difficult for rivals to copy/substitute

4.3. Functional (efficiency)

4.3.1. Process SPC Non-value added-waste(TIMWOODx2) transport inventory motion waiting over processing over production defects waste of human potential*** unnecessary product/service Non-value added-required regulation Value added work

4.4. Build strategy around (1) employees, (2) patients, (3) shareholders

4.4.1. Starbucks

4.5. OA

4.5.1. Functional areas finance/accounting operations marketing HR IT Supply chain

4.5.2. Primary activities of management plan organize staff direct control coordinate report budget

4.5.3. strategic management process intended unrealized realized emergent

5. G2G

5.1. Level V leader

5.1.1. Humility + passion

5.1.2. Highly capable individual, contributing team member, competent manager, effective leader, level V executive

5.1.3. looks in the mirror when things go wrong, out the window when things go right

5.1.4. transform companies from good to great

5.1.5. sets standard in building enduring company

5.1.6. sets up successors for even greater success

5.2. First who then what

5.2.1. get the right people on the bus in the right seats

5.2.2. retrain as opposed to finding outside hires

5.3. Confront the the brutal facts

5.3.1. create culture where truth is heard lead with questions engage in dialogue and debate conduct autopsies without blame build red flag mechanisms

5.4. Hedgehog concept

5.4.1. Fox Fast, sleek, able to pounce metaphorically scattered, diffuse

5.4.2. Hedgehog simple, organized, methodological single idea, principle, concept organizes world what can you be the best at, profound insight passion, world leader, economic engine

5.5. Culture of Discipline

5.5.1. disciplined people

5.5.2. disciplined thought

5.5.3. disciplined action

5.6. technology accelerators

6. Metrics

6.1. Statistical Process Controls (SPC)

6.1.1. Control charts Common cause variation stable process track data, try to improve within UCL & LCL stratify, disaggregate, experiment Special cause variation unstable process

6.1.2. X-bar

6.1.3. Bell Curve normal distribution

6.2. Change management strategy

6.2.1. Change curve 1. Status quo shock/denial 2. Chaos depression/anger/resistance internally focused 3. Exploration hope/acceptance externally focused 4. Rebuilding commitment

6.2.2. 8 steps of managing change establish sense of urgency form a powerful guiding coalition create a vision communicate vision empower others to act on vision create short-term wins consolidate improvements and produce still more change institutionalize new approaches