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This presentation is all about the mystery of fixing operational
difficulties that you may have
At KPI we approach all difficulties like a mystery because that is what they
are
Your company is put together personnel,
processes and tools that make a strong force.
Still there is something that is not working well,
it happens to everybody.
The needs of the customer change
That changes the functions of the business
and that changes the processes and tools each department needs to get the job
done.
After a while,
your team has lost some of its strength
and you are losing your competitive advantage.
In business
that's a problem you can't have for very long.
That is where we come in.
KPI looks at the larger organization
and the smaller departments
to isolate, identify
and course correct
the aspects of your business that aren't performing well.
In order to do that
we must unravel the mystery of your difficulties.
Why do we refer to the problem is a mystery?
Well because operational slowdowns are never due to just one factor
one tool
or one function.
You could throw a tool at the problem,
and it will likely just produce more of the problem at a faster pace.
You can use a process methodology such as Lean
or Six Sigma and will likely make parts of your organization more efficient
or more effective
but it won't engage cross-functional slowdowns
the focus is too narrow.
There are a lot of things that you can do
and we recommend all of them so long as you have the excess personnel,
the right talents, the organizational patience
and the available capital to use them completely
We have the personnel,
the talents and the availability to execute on your deliverables
in a way that will save you forty to eighty percent of the cost along with
delivery on a shorter time line than you doing this in-house.
Every mystery has the following core elements:
CHARACTERS
SETTING, PLOT
CLUES
ASSUMPTIONS
DISTRACTIONS
STRUCTURE
CONCLUSION
you'll find these elements in your mystery as well, though common business
practices don't use these words.
We'll go into each of these in more detail
First, let's take a look at the characters in your mystery
It's important to remember that your characters aren't always people
they can also be a place such as a site
bridging or functional area
they can also be a thing such as facilities tools systems
or the logic that those systems are tools used
their main characters are always the following
first we have the customer
as a victim
or victim comes in three flavors past present and future
who is the problem
impacting
next we have are problem solvers as investigators
we ever lead investigator who was the person or persons
responsible for solving the problem
they work with their investigative team
the persons who gave the lead in solving the problem
and these may include your subject matter experts
administrative aids
vendors
and project a program management as well as others
and lastly we have the business
as suspect and culprit
the suspect is the first attempt at finding the problem areas
it may be correct
but you'd have to prove it
it may be incorrect if you have to disprove it
in order to focus on finding the real problem areas
the full problem is usually unknown at the beginning
the other characters
are just as important
as one or more of them
is unlikely to be your culprit
toward me really
how do they get into this picture
and what don't we know about them
next let's take a look at the part of our ministry
first question we want to ask ourselves is well what's your problem
is something missing
and if so was it lost or stolen
is something new needed
so cannot be addressed by what we have a
or do something new need to be built or bought
was something or someone damaged
going to be fixed
can you stop the damage from happening again
or is this simply a matter of justice
however you define it
how do we find their clues
while couple methods you talk with the people involved
we'll talk with the people upstream and downstream of our problem
and lastly we're going to reconstruct the problem using data
how do we know which clues are important
doesn't fit with your reconstruction
now the question i ask is
doesn't make sense with what you know
and if it doesn't doesn't make sense is new information
lastly whatever gaps in your reconstruction
looking at the setting of a mystery
their couple questions we want to ask ourselves
when this problem happened
that happen on a big project a small project is this operational meaning it's
happening fairly regularly
is there a trigger to this problem
where it is the problem happen
doesn't happen at some sites are regions or is it happening all across your
enterprise
does it affect a few people
wouldn't affect everyone
how does the problem happen
now this may not be known at the outset but something we discover as we go
through the process
now we come in the most important part of our ministry
are clues
it's important to remember information is king
all information has the potential to be a quote
information becomes a clue if it helps to fill a gap in your reconstruction
you want to make sure that you see the problem for yourself
you don't have others understanding and they know things that you don't
most of us filter out the obvious in the oblivious when we recall the situation
that filtered information could be among your most important close
unless we want to call in the experts and when i say experts that could be
subject matter experts or simply way people at the problem sites
now we come to assumptions
which is one of the two most commonly overlooked aspects of any mystery
we don't want to attempt to predetermine the scope
the problem may be a larger or smaller than you reasonably believed it to be
your understanding of the problem will clarify
as the process goes on
don't accept another person's scope
financial information can be scope limiting which will have for you from
getting to the full scope
and consequently
before solution
next we want to look at what are the on true facts
there a lot of times that we're giving incomplete facts
for example
i breathe better here
because it's in a requirement
you get forty miles to the gallon
if you're on a flat highway with little traffic
in d_c_ politics there's this concept of a true fact
and that's affected israel
easily replicated
and universal
next week come to our distractions the other most commonly overlooked aspect of
a mystery
first we'll look at whatever competing priorities
in your organization other other major initiatives going on at the same time
when you're trying to fix this problem
other budget constraints that hamper what you can do
is their executive her managerial pressure to get some solution in place
in
is there a deadline that you have to deliver power
either resource constraints on your primary or secondary characters
lastly
is there a little hanging
fruit that frankly is just too tempting to go after
they'll keep you from getting too the whole solution
it's important to note
that nothing helps a problem continue might be distracted focus
underlining all the components we reviewed so far is the structure of our
ministry
we want to make sure that we understand the voice of the customer
for the voice of the victim
how's the victim being victimized
what's a costing them
as a cause in time
functionality
possession
or in its worst case life
is the victim really a victim
i think we can all remember the story of the boys cried wolf
we want to look at the voice of the process
through the process deliberately faulty
an example of this would be that
a refrigerator is not meant to be a freezer
is the process simply insufficient to the task
an example of this would be
most freezer simply don't have the capacity of a refrigerator
and lastly
who want to look at the voices of the business
is the culprit
of victim itself
through the culprit causing the problem as a result of compensating
forty-eight or their own problems
and finally we come to the conclusion of our ministry
who want to make sure that we catch the culprit
before the act
the whole point of many mysteries is to keep the problem from happening again
you must term and when
whether and how it will happen next
and you must intercede before can happen again
how do we addressed this problem
won't stick with dressed in one of three ways
defense
cayman
or destruction
defense
is systematically preventing a culprit
that can't be completely stopped
team sporting events typically provide the best example of defense
next is detainment
detainment
as a means to contain or isolate the culprit
so that the problem doesn't occur
for a time
and lastly with destruction
which is incapacitating the problem so that it no longer exists
and finally we come to our aftermath
are the victims
better off with the solution
if they answer yes
them we've built a good solution
the question it's usually *** at the end of a project is is everyone happy with a
solution
and invariably the answer to this is no
you can't please everyone all the time
but if we have created a better way forward for victims
and they agree
then we've done our best work
thanks for taking partners prisons haitian will follow this up with an
example of our ministry elements and practice very shortly
we look forward to seeing you again soon