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The Outstanding Organization
Building the Foundation for 
Everyday Excellence

The Nordic Forum for Improvements
November 5, 2013
© 2013 The Karen Martin Group, Inc.
Why?

© 2013 The Karen Martin Group, Inc.

2
The average company 
performs at levels that are 
a fraction of what it’s 
capable of.

3
Success with Improvement
2001 – The Economist

Lasting
20%

None
17%

Temporary
63%

© 2013 The Karen Martin Group, Inc.

4
…A Decade Later
2010 – Accenture
80%

69%

70%

58%

60%
50%
40%

33%

30%
20%
10%
0%

© 2013 The Karen Martin Group, Inc.

“Mixed” to 
“disappointing” 
results

Minimal 
financial 
impact

Needs re‐evaluation, 
restart or complete 
makeover
To Err is Human
Institute of Medicine, 1999
Up to 98,000 deaths
annually due to
medical errors.
Improvement goal:
Reduce by 50% in 5
Years.
© 2013 The Karen Martin Group, Inc.
Something Is Terribly Wrong…

“Progress has       
been slow.”
Journal of the American 
Medical Association

2005

2009

“Annual death toll 
from medical 
errors is closer to 
200,000.”
Dead by Mistake
Heart Newspapers 
Special Report

© 2013 The Karen Martin Group, Inc.

“33% hospitalized 
patients are harmed; 
7% result in permanent 
injury or death.”

“180,000 Medicare 
patients die annually 
from medical errors.”
Office of the              
Inspector General

2010

2010

Health Affairs

“No significant 
change in rate of 
preventable errors.”
New England Journal          
of Medicine

2011
7 in 10 American workers 
are “not engaged” or 
“actively disengaged” in 
their work.
Gallup estimates actively disengaged employees cost the U.S. $450 
billion to $550 billion a year in lost productivity.

8
Employee Engagement – Gallup Findings
2000

26

58

18

2001

16

54

30

2002

17

53

30

2003

17

55

28

2004

17

54

29

2005

15

2006

15

59

26
30

55

2007

20

50

30

2008

20

51

29

2009

18

54

28

2010

19

53

28

2011

19

52

29

2012

18

52

30

0%

ACTIVELY 
DISENGAGED

© 2013 The Karen Martin Group, Inc.

100%

NOT ENGAGED

ENGAGED
9
http://businessjournal.gallup.com/content/162953/tackle‐employees‐stagnating‐engagement.aspx

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

11
Typical Organization

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
Does Your Organization 
Seek the Silver Bullet?

© 2013 The Karen Martin Group, Inc.
Continuously Shifting Priorities?

© 2013 The Karen Martin Group, Inc.
Fire Fighting
Constantly fighting fires?

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

17
Blaming 
People?

© 2013 The Karen Martin Group, Inc.
The idea that performance is 
primarily a factor of the    
employee is just wrong.
The Outstanding Organization, p. 154

19
Work doesn’t have to be
as hard as we make it.

20
What are the Mindsets and Behaviors 
That Produce Excellence?

Photo #4 TBD – Greta 
Garbo?

© 2013 The Karen Martin Group, Inc.

21
Requirements for Excellence 
in ANY Endeavor

© 2013 The Karen Martin Group, Inc.

22
The Outstanding Organization

CHOS

© 2013 The Karen Martin Group, Inc.

Resilience

Continuous 
Improvement

Problem Solving

Outstanding 
Business Performance
Lean 
Principles,
Practices 
& Tools 

© 2013 The Karen Martin Group, Inc.

Outstanding 
Business
Performance
The Outstanding Organization: Building the Foundation for Everyday Excellence
Common Areas Lacking Clarity
•
•
•
•
•
•
•
•

Organization purpose & vision
Customers & products
Business goals & priorities
Company policies
Roles & responsibilities
Work systems & process performance
Problem solving & decision making
Terminology & communication

© 2013 The Karen Martin Group, Inc.

26
Common Areas Lacking Clarity
•
•
•
•
•
•
•
•

Organization purpose & vision
Customers & products
Business goals & priorities
Company policies
Roles & responsibilities
Work systems & process performance
Problem solving & decision making
Terminology & communication

© 2013 The Karen Martin Group, Inc.

27
Who are your customers?
What do they value? 

© 2013 The Karen Martin Group, Inc.

28
Value is a verb, not a noun. 
And it’s often emotional.

© 2013 The Karen Martin Group, Inc.

29
Common Areas Lacking Clarity
•
•
•
•
•
•
•
•

Organization purpose & vision
Customers & products
Business goals & priorities
Company policies
Roles & responsibilities
Work systems & process performance
Problem solving & decision making
Terminology & communication

© 2013 The Karen Martin Group, Inc.

30
Value stream maps provide clarity.
Customer

Great
Plains

Verisae
(Customer)
Special Order
Part

Excel
Spreadsheet
(Customer)

Supplier

Tech

Upload time
card

Close call in
Verisae

Process Time
Cards

Tech

Account
Manager
(West)

Payroll Admin

PT = 0 mins.
%C&A = 70%
Batch: 1x/day

PT = 1 mins.
%C&A = 90%
Batch: 1x/day

Complete Call
in GP

Pick up Part
at Parts Store

Review
Service Call
Data

?%
Tech

40%

Receive
customer call

Select &
Dispatch Tech

Call Center

Dispatcher &
Service
Manager

5 m.

120 m.
PT = 2 mins.
%C&A = 60%

0.0833
hours

Make Repair;
Call to raise
the NTE

Get Part from
Truck
Tech
PT = 0 mins.

1.25 hours
90 minutes

640 m.

240 m.
PT = 5 mins.
%C&A = 80%

PT = 120 mins.
%C&A = 40%

2 hours
75 minutes

Dispatcher

Tech
120 m.

75 m.
PT = 90 mins.
%C&A = 90%

1.5
hours
5 minutes

?%

Tech
90 m.

PT = 5 mins.
%C&A = 60%

2 hours
2 minutes

Assess
Problem

PT = 75 mins.
%C&A = 95%

5 minutes

PT = 15 mins.
%C&A = 85%
Batch: 1x/day

Posting Admin

Billing Admin
6 days
PT = 25 mins.
%C&A = 75%

240 mins.
PT = 3 mins.
%C&A = 98%
Batch: 1x/day

640 m.

Account
Manager

3 minutes

Enter Invoices
into Verisae &
Excel; Mail
Invoices
Billing Admin

120 m.

PT = 10 mins.
%C&A = 85%
Batch: 3-5x per wk
10.7
hours

4 hours
25 minutes

Review
Invoices;
Close in
Verisae (Pac)

Review &
Post Invoices

Review Open
Ticket Report

48
hours
10 minutes

A/P Admin

PT = 10 mins.
%C&A = 90%
Batch: 1x/day

PT = 10 mins.
%C&A = 50%
Batch: 2x/day

10.7
hours

4 hours
120 minutes

Service
Manager

Process A/P

Receive
Cash; Post
Payment
Collections
60 days

PT = 4 mins.
%C&A = 95%
Batch: 1x/week
480
hours

2 hours
10 minutes

4 minutes

Lead Time = 572 hours
Process Time = 349 minutes

Acronym Key
%C&A %Complete and Accurate
AR

Activity Ratio

FTE

Full Time Equivalent

LT

Lead Time

PT

Process Time

RFPY Rolled First Pass Yield

© 2013 The Karen Martin Group, Inc.

Lead Time to invoice = 86.2 hrs
Process Time =5.9 hrs.
NOTE: Business hours
Activity Ratio = 6.8%
RFPY = 1.1%
Lead time to cash = ? days
Truth
Truth
Truth
Truth
Truth
Truth
Truth
Truth
Truth

© 2013 The Karen Martin Group, Inc.

32
Gaining Clarity via Visual Management

© 2013 The Karen Martin Group, Inc.

33
How are you performing?

Gray – Highest industry quality scores; Purple – Median industry quality scores; Blue – Client quality scores
© 2013 The Karen Martin Group, Inc.

34
Key Lean Metrics:  Quality
• %Complete and Accurate (%C&A)
– % time downstream customer can perform 
task without having to “CAC” the incoming 
work:
• Correct information or material that was 
supplied
• Add information that should have been supplied
• Clarify information that should or could have 
been clear
© 2013 The Karen Martin Group, Inc.

35
How does work get accomplished? 
And well how are we doing at it?

Customer

Process
1

© 2013 The Karen Martin Group, Inc.

Process
2

Process
3

Process
4

36
Common Areas Lacking Clarity
•
•
•
•
•
•
•
•

Organization purpose & vision
Customers & products
Business goals & priorities
Company policies
Roles & responsibilities
Work systems & process performance
Problem solving & decision making
Terminology & communication

© 2013 The Karen Martin Group, Inc.

37
A problem clearly stated is 
a problem half solved.
— Dorothea Brande (writer/editor)

38
“If I had an hour to save the world, I
would spend 59 minutes defining
the problem and one minute
finding solutions.”
— Albert Einstein

39
A3 Management
Plan

Do, Study, Adjust

40
“Going to the gemba 
has been life changing 
for me as a leader.”
‐ Ginny Cattaneo, Sr. VP, Franklin
Templeton Investor Services 

© 2013 The Karen Martin Group, Inc.
Activity #1
• Pair up or work in groups of 3.
• Discuss where your organization 
lacks clarity, the root cause(s) for it, 
and potential countermeasures.
• How will you know if you’re 
successful? (measurable outcomes)
• 5 minutes to work; 10 minutes for 
report outs and questions. 
© 2013 The Karen Martin Group, Inc.
Where does your organization lack clarity?
Problem

© 2013 The Karen Martin Group, Inc.

Root cause(s)

Potential Countermeasure

43
© 2013 The Karen Martin Group, Inc.
Sporting Goods Manufacturer –
Product Launches Per Year
80

73

70

No additional 
resources; 
higher quality 
products 
launched

60
50
40
30

24

20
10
0

Pre‐Focus
© 2013 The Karen Martin Group, Inc.

Post‐Focus
45
70%
Organization is attempting “more than”
or “significantly more than” we can
reasonably handle.*

* Poll of 700+ Subscribers

46
Booz & Company Findings
90%

82%

80%
70%

64%

60%
50%

49%

40%
30%
20%
10%
0%

No written
priorities
© 2013 The Karen Martin Group, Inc.

Conflicting
priorities

Competing
demands
47
Focus Law #1:
STOP DOING
Focus Law #2:
DO FEWER THINGS 
AT ONCE
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
There is no such thing 
as multitasking.*

* For cognitive tasks.
© 2013 The Karen Martin Group, Inc.
The Cost of Switch Tasking – Timed Activity
Task #1:  Focus Reduces Chaos
Task #2:  1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 
Round 1 – Alternate between tasks : letter, number, letter, number, etc.
Sentence:

Numbers:

Round  2 – Complete one task before beginning the next.
Sentence:

Numbers:
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

52
To create new ideas 
is a gift, but to 
choose wisely is 
a skill.
— Ryan Morgan

© 2013 The Karen Martin Group, Inc.

53
A Key to Apple’s Success?
“…saying no to 1,000 things 
to make sure we don’t get on the 
wrong track or try to do too 
much. We’re always thinking 
about new markets we could 
enter, but it’s only by saying no 
that you can concentrate on the 
things that are really important.”
— Steve Jobs

© 2012 Karen Martin & Associates, LLC

54
What is Your Improvement Strategy?

© 2013 The Karen Martin Group, Inc.

55
Classic Strategy Deployment (Hoshin Kanri)
X‐Matrix

© 2013 The Karen Martin Group, Inc.
Modified Strategy Deployment Annual Plan
< Company Name >
2013 Priorities
2013 Goals & Objectives

1. Increase sales 5%.
3. Achieve 10% profit.

2. Achieve 50% gross margin.
4. Improve morale (metric TBD).
X = Planned

Priority

5
8
9
17
29
32
33
10
30
31
25
26
15
20
22

Content removed for confidentiality 

21

● =  Actual

Jan

Feb

3,500 uni ts  s ol d by 12/31/2013 through a l l  cha nnel s  
(a pprox. $700K)

2
11

Goal or Measurable Objective

X

X

X

X

X

X

Devel op & del iver tra i ni ng to top 50 Dea l ers

X

X

X

X

X

X

X

X

Educa tion: 1 s chool  di s tri ct s pec'd/underperforming 
COM dis tri butor (25) by 12/31 va l ued a t mi n $35K ea ch
10 new dea lers on boa rd (net) ($500K per dea l er thi s  
yea r)
5 new di s tri butors  bri ngi ng $200K a nnua l  rev (& 5 
termi na ted)

X

X

X

X

X

X

X

X

X

X

X

X

X

X

Howa rd

Mi cha el   S

X

X

X

X

X

X

X

X

X

Howa rd

X

X

Mktg Ops
3

HR

Fin

3

3

Bob

2

PE Pario

COM  CDs /  PD 
PD 
BMD SWS
Direct  AMs Rec Mgmt

3

1

1

3

2
1

3

2

3

3

3

2

3

1

3

3

3

Mi ke B

3

3

2

3
3

2

X

X

X

X

X

X

X

X

X

X

Howa rd

Howa rd

2

3

X

X

X

X

X

X

X

X

X

X

Howa rd

Da na

1

3

3

X

X

X

X

X

X

X

X

X

Howa rd

Ma rk H

2

3

Howa rd

Howa rd

X

X

X

X

X

X

X

X

X

Howa rd

Howa rd

Ji m

Ra nda l l

Ji m

Jos h

TBD

X

X

X

TBD
Useful  reporti ng a nd metri cs a re es ta bl i shed a nd i n 
pl a ce 

X

X

TBD

X

X

TBD

X
X

X

X
X

X

X
X

X

1

3

X
X

X
X

X

X

X

X

X

Jos h

Ji m 

Sys tem 7.0's  i n pl a ce

1

1

X

Sha nnon 

1

Ji m 

Ra nda l l

1

3

1

X

X

X

Phyl l is

1

Mi cha el  M

2

Ma tt D

3

Nea l l

X

1

Da na
Da vi d R

1

1

1

1

1

1

1

1

1

1

1

1

1

3

2

Sus a n

X

3

3

Nea l l

X

3

1

Jos h

X

3

1

Mi cha el  M

X

3

1

1

1

1

3

Ji m

TBD

© 2013 The Karen Martin Group, Inc.

Josh R?

X

X

La y out compl ete; equi pment i ns ta l led

2

X

X

30 pa rts  s ourced in U.S.; compl eted pl a n for ma na gi ng 
Chi na ‐s ourced pa rts
Wa rehous e l a id out; ka nba n revi s ed; Sys pro 
i mplemented

Da na
Rex/Tim 

X

X

Des ign cha nged to s ol ve dela m i ss ue  l ong‐term

Bob

X

20 by yea r‐end

1

14

X

X

10 projects  s pec'd  by 12/31; $300K rev by 12/31

100% a ccura te pa yrol l ; 100% ma na gement s a ti sfa cti on 
a t Apri l mgmt. meeting
Internet ta s k l is t is  si mpl i fi ed a nd strea ml i ned for 
PDs  then pl a n is  rol led out to PDs  
Des ign Ca l cul a tor i s  upda ted success ful l y a nd rol l ed 
out

Level of Effort/Involvement Required
IT

Exec Owner

X

Competi tive Ana l ys i s  compl ete a nd di stri buted for us e

13

Aug Sep Oct Nov Dec

Tactical 
Owner

Bob

Mar Apr May Jun Jul

Revis ed cours e ma teri a l s  by 6/30/2013

Plan review dates:

Bob

X

24

12

Created: 01‐14‐13
Revised: 

1

2

3

1

1

3
3

3

2
1

X

X

X

Susa n

Sha nnon

3

X

X

X

Susa n

Sha nnon

X

X

Susa n

Da vi d R

3

2

2

3

3

X

X

X

X

X

X

2

3

3

3

3

2

3
3

3

X

3
3

1
2

2

3

57
Strategy Deployment Key Feature: Catchball
What?
How?
Who?
When?

Executive 
Team

What?
How?
Who?
When?

Senior 
Mgmt

What?
How?
Who?
When?

Middle 
Mgmt

What?
How?
Who?
When?
© 2013 The Karen Martin Group, Inc.

Frontlines
58
Cascading Goals is the Means to 
Organizational Alignment
Organization

Division/Business 
Unit

Department

Division/Business 
Unit

Department

Department

Division/Business 
Unit

Department

Department

Department

Individual

Individual

Individual

Individual

Individual

Individual

Individual

Individual

Individual

Individual

Individual

Individual

© 2013 The Karen Martin Group, Inc.
Rockwell Automation
25
20

20
Projects
Started

15

12

12

10
5

Projects
Completed

3

0
Pre‐Focus
© 2013 The Karen Martin Group, Inc.

Post‐Focus
60
Clarity
Consensus
Courage
Commitment

© 2013 The Karen Martin Group, Inc.

61
Activity #2
• Pair up or work in groups of 3.
• Discuss where your organization 
lacks focus, the root cause(s) for it, 
and potential countermeasures.
• How will you know if you’re 
successful? (measurable outcomes)
• 5 minutes to work; 10 minutes for 
report outs and questions. 
© 2013 The Karen Martin Group, Inc.
Where does your organization lack focus?
Problem

© 2013 The Karen Martin Group, Inc.

Root cause(s)

Potential Countermeasure

63
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
Practice vs. Performance

100%

Perform 
99%

Train
90%

90%
80%
70%
60%

Train

50%

Perform

40%
30%

Perform 
10%

20%
10%

Train
1%

0%
Athletes

Businesses

Jim Loehr & Tony Schwartz, The Power of Full Engagement

65
Develop
hypothesis

Refine
Standardize 
Stabilize

Conduct 
experiment

Measure 
results
© 2013 The Karen Martin Group, Inc.

66
Building mastery takes 10,000 hours 
of deliberate practice

From The Outstanding Organization, p. 115
© 2013 The Karen Martin Group, Inc.

67
Ways to Practice PDSA
Strategy 
Deployment 
(Hoshin Kanri) 
or A3
Value 
Stream 
Mapping

Daily Improvement, Projects, 
& Rapid Improvement Events
© 2013 The Karen Martin Group, Inc.
Standard Work Creates Clarity & Builds Discipline
Current State Metrics-Based Process Map

0

Process Details

PT Units
1
0

Seconds

Hours

Minutes

Days

LT Units
15
6
-1
0

Seconds

Hours

Minutes

Days

1 Customer

Diane O'Shea
Sean Michaels
Sam Parks
Sally Dampier
Michael Prichard

Specific Conditions Domestic orders through sales force
Occurrences per Year 37,500
Hours Worked per Day 8
Date Mapped 25-Jun-08

Step # ►
Function /
Department

Mapping Team

Process Name Order Fulfillment

1

2

Activity

PT

LT

%C&A

Fax PO to Sales
Rep

0

0

Ryan Austin
Mary Townsend

Facilitator
Dave Morgan
3

4

45%

PT

LT

%C&A

Activity

PT

LT

%C&A

Review PO;
clarify with
customer as
needed

20

2

90%

Fax PO to
warehouse

10

4

Activity

PT

LT

%C&A

Activity

PT

LT

%C&A

Check inventory
levels; notify
Sales Rep re:
status

2 Sales Rep

Activity

5

90%

5

4

95%

Fax PO to Sales
Rep

5

0.33

90%

5 Finance

6

Warehouse /
Shipping

Critical Path PT
Critical Path LT
Rolled %C&A
Total PT

0

20
0
45%

0

10
2
90%

20

5
4
90%

10

5
4

0.33
95%

5

Metrics‐Based Process Mapping, Karen Martin & Mike Osterling, 2012, Productivity Press
© 2013 The Karen Martin Group, Inc.

90%
5
True Continuous Improvement

© 2013 The Karen Martin Group, Inc.
Process Owner ≈ Process Doctor

71
Process Owner Role
• Manager or below
• NOT a third party (C.I. staff or external consultants)
• Responsible for overall process performance
– Tracks performance against 2‐5 Key Performance Indicators
– Leads corrective action when negative trends appear
– Leads continuous improvement to progressively raise  the bar

• Granted authority to cross org chart “boundaries”
– And widely recognized to possess this authority

© 2013 The Karen Martin Group, Inc.

72
Value Stream & Process Oversight
Value Stream & Process Ownership
ABC Medical Center
Value Stream
Outpatient Imaging

Value Stream Manager

Process Owner

Maria J

Admission

Tom M
Kathleen T

Discharge

Mike M

Billing
Bruce T

Jose C

Clinical stay

Revenue Cycle Management

Bill G

Reports to physician
Tonianne S

Scheduling & Registration
Exam & Clinical Reporting

Inpatient surgery

Sally V

Process

Sylvia S

N/A

N/A

73
© 2013 The Karen Martin Group, Inc.
Activity #3
• Pair up or work in groups of 3.
• Discuss where your organization 
lacks discipline, the root cause(s) for 
it, and potential countermeasures.
• How will you know if you’re 
successful? (measurable outcomes)
• 5 minutes to work; 10 minutes for 
report outs and questions. 
© 2013 The Karen Martin Group, Inc.
Where does your organization lack discipline?
Problem

© 2013 The Karen Martin Group, Inc.

Root cause(s)

Potential Countermeasure

75
© 2013 The Karen Martin Group, Inc.
“I’ve become a better 
person, a better husband, a 
better friend, from working at 

Gore.”
— Terry, a W.L. Gore Associate 

© 2013 The Karen Martin Group, Inc.
Employee Engagement & 
Business Performance*
World Class

Average

33%
67%
Engaged
49%

Not Engaged
Actively Disengaged

26%
7%
9.57:1

*Per Gallup 
18%
1.83:1

Ratio of engaged to actively disengaged employees
© 2013 The Karen Martin Group, Inc.
Lean (Done Right) Fuels Engagement
Engagement Accelerates Transformation

Lean
Practices 

© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.

Employee 
Engagement

79
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

© 2013 The Karen Martin Group, Inc.

To vision, annual goals, 
immediate supervisor, 
peers, customers
The single most important 
process for you to nail in your 
organization is                    
new hire onboarding.

81
You had them at
“You’re hired.”

82
© 2013 The Karen Martin Group, Inc.
To what degree do new hires receive all of the tools and 
information they need to function effectively on day one? 

63%

70%
60%
50%

44%
Before initial round
of improvement

40%

23%

30%

14%

20%
10%
0%
  Always, Sometimes
© 2013 The Karen Martin Group, Inc.

  Rarely, Never

After initial round of
improvement
Onboarding – Common Missing Pieces
• General information
– Company (e.g., purpose, products, customers, values, business goals, etc.)
– Org charts
– Phone directories

• Job‐specific orientation
–
–
–
–

Role and responsibilities
Documented procedures (standard work)
Apprenticeship approach: Observe, do with supervision, do
Clear understanding about what constitutes “success.”

• Tools
– Physical (e.g. desk, etc.)
– Technology (e.g. phones, computers, physical access, access to applications 
needed, logins, etc.)
– Identifiers (e.g. signage, business cards, etc.)
© 2013 The Karen Martin Group, Inc.
Value Stream Maps: 
Effective for New Hire Orientation

You 
are 
here

© 2013 The Karen Martin Group, Inc.

85
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Control

© 2013 The Karen Martin Group, Inc.

Heavy involvement 
in decisions that 
influence how they 
do their work.
Improvement Roles
Strategic

Who?

Senior
Leadership

Accountability

What has to happen

Practice / Tool

Strategy Deployment
and Value Stream
Mapping

Tactical

Middle 
Management
Frontline Workers How it will happen

© 2013 The Karen Martin Group, Inc.

Daily Continuous
Improvement and
Rapid Improvement
Events

87
Leaders determine 
strategy (what)

Workers determine 
tactics (how)
© 2013 The Karen Martin Group, Inc.
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158

Connection

Full use of talents, 
capacities, 
potentialities, 
& skills

© 2013 The Karen Martin Group, Inc.

Creativity

Control
Problem solving and making improvement
—done properly—is a high.

© 2013 The Karen Martin Group, Inc.
Cross‐Functional Problem Solving & Improvement:
Connecting, Using Creativity, Gaining Control

© 2013 The Karen Martin Group, Inc.
“I went home yesterday and told my
family that it was one of the best 
working days I’ve ever had. 
I was able to fully use my 
capabilities for three days.”
— Fred Valenzano, Professional Engineer

© 2013 The Karen Martin Group, Inc.
Engagement Drivers: The Three C’s 
The Outstanding Organization, pp. 155‐158
To vision, annual goals, 
immediate supervisor, 
peers, customers

Connection

Creativity
Full use of talents, 
capacities, 
potentialities, 
& skills
© 2013 The Karen Martin Group, Inc.
© 2012 Karen Martin & Associates, LLC

Control
Heavy involvement in 
decisions that influence 
their work life.
93
—The Outstanding Organization, p. 153

94
© 2013 The Karen Martin Group, Inc.
© 2013 The Karen Martin Group, Inc.
Activity #4
• Pair up or work in groups of 3.
• Discuss where your organization lacks 
engagement, the root cause(s) for it, 
and potential countermeasures.
• How will you know if you’re 
successful? (measurable outcomes)
• 5 minutes to discuss; 10 minutes for 
report outs and questions. 
© 2013 The Karen Martin Group, Inc.
Where does your organization lack engagement?
Problem

© 2013 The Karen Martin Group, Inc.

Root cause(s)

Potential Countermeasure

96
97
98
© 2013 The Karen Martin Group, Inc.
The Outstanding Organization

CHOS

© 2013 The Karen Martin Group, Inc.

Resilience

Continuous 
Improvement

Problem Solving

Outstanding 
Business Performance
“You can make a difference no matter 
where you sit in the organization. 
But only if you start.”

© 2013 The Karen Martin Group, Inc.
For Further Questions
Karen Martin, President
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Blog & newsletter:  www.ksmartin.com/subscribe

© 2013 The Karen Martin Group, Inc.
To Download the 
Organizational Self Assessment:
www.ksmartin.com/
the‐outstanding‐
organization
Click “Download a 
free organizational 
assessment”

© 2013 The Karen Martin Group, Inc.
Self‐Assessment
Sheet 2:  Assessment

© 2013 The Karen Martin Group, Inc.
The Outstanding Organization
Self‐Assessment Sample Questions
Key Behavior

Assessment Questions

Clarity

C‐1: What % of the workforce can describe your organization’s 
purpose and the value you provide to your external customers?
C‐6: What % of work areas have visual management in place?

Focus

F‐2: What % of the workforce say that priorities are stable and 
don’t shift unnecessarily?
F‐6: What % of meetings have stated goals and written agenda 
that are communicated in advance?

Discipline

F‐3: What % of processes have 2‐5 Key Performance indicators
that are consistently used to measure success and drive 
improvement?
F‐5: What % of processes have a clearly identified process owner 
who’s accountable for performance?

Engagement

E‐4: What % of the workforce feel they have a degree of control 
over their work processes and environment?
E‐5: What % of new hires receive all of the information, 
equipment and supplies they need to be successful beginning on 
day one?

© 2013 The Karen Martin Group, Inc.
Self‐Assessment
Sheet 3:  Scorecard

© 2013 The Karen Martin Group, Inc.
Organizational Assessment:
Sample Baseline Measurements by Department
90%
80%
70%
60%
Clarity

50%

Focus
40%

Discipline
Engagement

30%
20%
10%
0%
A

B

© 2013 The Karen Martin Group, Inc.

C

D

E

F

G

H
106
How Do You Rate? 
(1 = strongest; 4  = weakest)
Clarity

Dept A
Dept B 
Dept C
Dept D
Dept E
Dept F
Dept G
Dept H
Dept I
© 2013 The Karen Martin Group, Inc.
© The Karen Martin Group, Inc.

Focus

Discipline

Engagement

1
1
1
4
1
1
2
2
1

2
3
2
1
3
2
3
4
2

4
4
3
2
4
3
4
3
3

3
2
4
3
2
4
1
1
4
107
Organizational Assessment:
Sample Baseline Measurements by 
Shift & Employee Type
90%
80%
70%
60%
Clarity

50%

Focus

40%

Discipline

30%

Engagement

20%
10%
0%
1st shift
© 2013 The Karen Martin Group, Inc.

2nd shift

3rd shift

Management
108
Tack för erat engagemang och
lycka till med erat
förbättringsarbete framöver.
― Karen

© 2013 The Karen Martin Group, Inc.

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