Integrated Lean Six Sigma Solutions Breakfast:
The Other Four Disciplines
Systems
&
Statistical
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Visions
D. Scott Sink, Ph.D., P.E.
Director, Integrated LeanSigma
Certification Program
College of Engineering
Integrated Systems Engineering
Team
Learning
D. Scott Sink
Integrated LeanSigma Certification Program Director,
Integrated Systems Engineering, The Ohio State University
My Experience and Data Base
Education and Professional Experience
Academic / Institutions
•
•
•
•
The Ohio State University, BSISE, 1973
Eastman Kodak, Service Systems Engineer, 1973-1975
The Ohio State University, MSISE and Ph.D., 1978
Oklahoma State University, Associate Professor, 19781984
• Virginia Tech, Full Professor, 1984-1997
• VP, Business Process Improvement (BPI), Exchange
Solutions (2000-2004) and MDS (2004-2007)
• Executive Consultant for/with David Poirier at Loblaws,
HBC, Noske Kaeser, Sears Canada (1991-2012)
Industry/Consulting
Areas of Interest
Business Process Reengineering, Large-Scale Organization Transformations, Performance
Measurement/Analysis/Improvement, Lean Sigma, Quality and Productivity, Strategic Performance Improvement Planning
(strategy and policy deployment), Change Leadership and Management, Management Systems Engineering
Scott Sink rejoined OSU as an Executive in Residence in the Fall of 2007. Scott spent 19 years in academia teaching, writing,
consulting and leading Quality and Productivity Centers. He ventured out into the private sector in 2000 and led Business
Process Improvement programs at Exchange Solutions (Boston/Toronto) and MDS (Toronto). He successfully launched a
best in class Lean Sigma program at MDS (globally) from 2004-2007. Scott served as President of IIE in the early 90’s and
has been active with IIE his entire career.
2
Additional Experience/Data Base—Council on
Industrial Engineering 2006 to present
And since 2007 very intensive Experience/Data Base
with a variety of very different types of organizations in
the Greater Columbus Area
04.12.2013
4
Point being….
 I do a lot of benchmarking to:
• Op Ex Programs
• ILSS blended training
• Change Leadership and Management issues and
concepts.
 I think I would characterize the Objective of
working on the Other Four Disciplines as…
I was recruited to lead the Operational Excellence ‘Plank’ in the MDS
Lean Sigma Foundations
Enterprise Transformation in 2004 (reported to President of Enterprise
Services)
Process
Business
Performance
Reviews
Talent
Management
Outcomes
 Weekly EMT teleconferences
 Action oriented decision making
 Monthly business reviews
 Tighter accountability
 Disciplined annual plans
 Customer responsive
 Better understanding of “A”
performers; enriched career path
 Biannual talent reviews
 New executive compensation plan
 Expansion of variable compensation
opportunity
 Alignment of shareholder and
management incentives
Customer/
Competition/
Capital
Operational
Excellence
 Business unit/Corporate strategy
 Longer range growth agenda
 Detailed industry analysis
 Focused R&D investments
 Customer value led process
 Capital matched to growth
 Lean Sigma Roadmaps and Toolkit
 Standard approach across the Enterprise
 Compliance Programs (EHS, Quality,
etc.)
 Building global quality competitiveness,
productivity improvement, process and
cost efficiency, compliance and assurance
 LeanSigma Practitioner Development
 Balanced Improvement Portfolios
 Simplify processes
 Customer responsive
End Game for our Performance
Improvement Efforts—Growing Enterprise
Value
Ideal
Average
Stakeholder
Relationship
Duration
Full Potential
Greater
Longevity

The ‘End Game’ is to Optimize the
Lifetime Value of various
stakeholders in the system
(customers, internal and external;
employees; shareholders; the
business)

There is a science and there are
explicit methods that can be
utilized to do this

Formalized Performance
Improvement Programs (e.g. Op
Ex) can have huge impact

Blended, broad, balanced views
and capabilities on types of
improvement methods is required.
1.0
Ideal
Average
Stakeholder
Relationship
Value
Created
Enhanced
Behavior
1x
1.0
1.0
Increased Geog. /
Segment Scope/
Ideal
Quantity of Stakeholder Relationships
7
Our Performance Improvement Efforts should be aimed at
aligning to Business Strategies (policy deployment) but
clearly in one or more of these three buckets
POSITIONING STRATEGY
VALUE EXCHANGE
OPTIMIZATION
25x
OPERATIONAL
EXCELLENCE
50x
10x
1x
Improve Positioning via..
Managing the Exchange of Value
With Stakeholders
Geographic Coverage /
Offerings Provided /
Served Segments /
Branding/ Imaging, etc.
Altering the Give/Get,
Responding to unmet and
unfulfilled needs, QFD,
Innovation, Rebalancing
Segment
Investment
Improve Quality, Efficiency,
Productivity, Innovation,
Engagement, Quality of Work
life, Sustainability
Apply principles and methods of
ISE and ILSS
The Equation for Success (Possibilities and
Drivers)
Y (sustainable, bestin-class business
results)
= f( X (key driver variables)
X1: Leadership & Management Alignment and
Commitment
• 2-3% of Total Enterprise Revenues in
Hard Benefits Annually
X2: Pick the right ‘belts’
X3: Best-in-class training and development
• > $125,000 in Hard Benefits / Project
X4: Pick the right projects
• Right Size the process improvement and
business process improvement specialist
pool over time to build capacity to support
the required level of improvement in our
business plans and objectives.
X5: Skillful, disciplined, sustainable execution of
LeanSigma Methodology;
• 40% of our employees activtely
engaged in improvement of what we do
and how we do it at any given moment in
time
X6: Celebrate successes and use them as a catalyst
for even more success
• X7-n……(e.g. infrastructure, communication front,
etc.)
9
)
Program
Initialization
Engage
Celebrate
Pick the
Best in
Discipline
Achieving
Sustainable
Excellence:
Lessons
we
all
the And here’s the rub, what
Successes
to get
Right
Class
around
‘Right’
the ‘fly wheel’
Projects
Training
Methodology
People
fromstruggle
the ‘Front
Lines’
spinning
with
TBI = Timely
Business
Impact
P=
TBI =
P * Q * CfS
t
Pick the Right Belts & Projects
Q=
Quality of Solution
CfS = Conditions for Success and
Discipline for Execution &
Sustainability
Adapted from: Xerox and Making Six
Sigma Last by George Eckes
t = Cycle Time
Program
Initialization
Engage
Celebrate
Pick the
Best in
Discipline
Achieving
Sustainable
Excellence:
Lessons
we
all
the And here’s the rub, what
Successes
to get
Right
Class
around
‘Right’
the ‘fly wheel’
Projects
Training
Methodology
People
fromstruggle
the ‘Front
Lines’
spinning
with
Other Four Disciplines
Systems
&
Statistical
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Visions
Team
Learning
Overall Performance Improvement that comes with Lean
and SixSigma systematically focused on business process
improvements
The discipline that is the easiest
Systems
&
Statistical
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Visions
Team
Learning
• DMAIC Roadmap, steps, tools, methods,
• Analytics
• Bloom’s Taxonomy—practice to mastery, skillfulness
• Pick right projects
• Program and project management
• Measurement and Analytics, etc.
ISE + the ‘right’ performance improvement strategy and methods
will push ‘levers’ in the EVM and then drive enterprise value
growth (every project should map this out)
25x
10x
1x
Enterprise Value Map
Practical paths to increase shareholder value
Sigma Foundations
Fix a Process DMAIC;Lean
Build/Reengineer
a
Process DCDOV
Product
(System, subsystem or part)
Problem
Solving
Development
Or Problem
Solving?
Development
Tools,
content,
etc.
Identify
Design
No
Optimize
Validate
IDOV
04.12.2013
Process
Does
Process
Exist?
Yes
Define
Define
Measure
Measure
Analyze
Analyze
Goals
achieved
with existing
design?
Goals
achieved with
existing
process?
Yes
Tools,
Toll gate
content,
etc.
Process
Or
Product?
Define
Measure/
Concept
Design/ Explore
No
Yes
Improve
Improve
Control
Control
No
Augmented DMAIC Classic DMAIC
Detailed
Design/
Develop
Optimize/
Implement
Verify
DCDOV/
14
DMEDI
DMAIC Roadmap Drives Creation of
Value
Belts have to do the whole triangle on their
projects
•
Foundational data role
– Select and gather data from many
sources, preferably through automated
extract, transfer, & load (ET&L) process
– Assure data are cleaned & ready for
analysts to use – data quality monitors
– Assure data are integrated & can be
joined with other data – think LEGOs
– Assure data storage is high reliability &
user-friendly – SSAS cubes, databases
•
•
•
In the current state process, we
split data and analytics
Data are stored in a common place,
and are trusted and available
“Above the line” analyst role
– Extract features from data through
statistical analyses
– Apply business acumen to data &
analyses – create new knowledge
– Apply data visualization techniques to
aid in telling the right story – as in life,
so in business: the best story wins …
S. Cunningham; Intel Corporation; 2013
And the hardest part is the top two rows, the art
aspect of analytics
Feature extraction
– JMP, SAS, S+, R for basic statistics
– Emerging apps in ‘big data’ – Hadoop,
Apache, etc.
Knowledge extraction
– In supply chain, this is not about the
software tool, but rather smart people
– In our experience, people are best at
spotting patterns – so far …
Visualization
•
•
The people you put ‘above the line’ will
make or break your analytics program
There are some great, innovative, &
truly modern tools ‘above the line’
– Great tools: Tableau, BOBJ, MS BI
– We believe strongly in the investment
in software and training here
– At the end of the day, this is what
makes the work memorable …
S. Cunningham; Intel Corporation; 2013
Program
Initialization
Engage
Celebrate
Pick the
Best in
Discipline
Achieving
Sustainable
Excellence:
Lessons
we
all
the And here’s the rub, what
Successes
to get
Right
Class
around
‘Right’
the ‘fly wheel’
Projects
Training
Methodology
People
fromstruggle
the ‘Front
Lines’
spinning
with
Other Four Disciplines—the hardest
Systems
&
Statistical
Thinking
Personal
Mastery
Mental
Models
Building
Shared
Visions
Speed of Trust
Team
Learning
The Intended Outcome—READINESS
Create Change Masters

1991-2011: Real World (23-60 something)
• 50 or so, 3-5 day ‘boot camps’ integrating O4D with Value Stream
Workshops

2007-present: Academia (0-22 World)
•
10, 1 day labs plus 13-40 weeks of reinforcement
 Readiness to effectively and actively engage in,
participate in, support change and improvement.
 Readiness to effectively LEAD and successfully
create change and improvement.
SEASONING ISE Undergraduates TO MAKE Quicker, Bigger/Better CONTRIBUTIONS
Integrated Change Leadership & Management:
Senge’s Five Disciplines: ISE & Integrated Lean Sigma WITH Shared Vision/Creation Skillful, Mental Models, Team
Learning, Personal & Professional Mastery
Soph/Jr. (‘composite’
Profile)
ILSS CERTIFICATION
PROGRAM
PERSONAL MASTERY
• don’t listen well
• Action junkies
• don’t stay focused, can’t juggle multiple balls
well
• don’t communicate well
• victim behavior
• judgment mode common
• Parent-child lingering, still, with TeacherStudent, which will carry over to boss to
subordinate if not corrected
2 Semester, Real
World Capstone
+
Black Belt Foundation
Course (all five Disciplines)
PROFESSIONAL MASTERY
• do not exhibit ideal learning behaviors
• do not understand what it takes to succeed in
the ‘real world’
• struggle mightily to ‘reduce to practice’, sloppy,
undisciplined practice
• can’t manage projects successfully
• do not manage relationships proactively
• cannot produce results, lose sight of the endgame
• have heard the talk on ‘ethics’ and values
+
Solid ISE Core
Curriculum:
OR, HFE, MSE, M/PSE
Senior (‘composite’)
PERSONAL MASTERY
• can deep listen, can active listen, seek to
understand
• Plan before acting, Context, Possibilities, Action
• practiced focus and persistence with something
difficult for 6+ months
• communication skills (written, oral, body
language) enhanced for success
• spend less time in judgment more time in
evaluation and difference, consciousness about
tendencies
• made the switch of making the switch to Adult to
Adult
PROFESSIONAL MASTERY
• improved consciousness and practice with ‘ideal
learning behaviors’
• clear understanding of ‘flat world’, competitive
World requirements for success, more real world
savvy
• lot’s of opportunities for perfect practice
• demonstrated program and project management
skill to gain certification
• relationship management skill development
initialized, understand importance
• Capable of producing results in timely fashion and
understand them in context of the system or higher
good
• have had to walk the talk on ethics and values
Our Vision
Create lifelong
relationships
built on trust
Our Mission
We work for Canadian Families:
We offer our customers great value through innovative, fashionable
and affordable products and services they love.
We stand behind our products, prices and services – before, during and
after a purchase.
We provide memorable experiences at every touch point – be it instore, on-line or on the phone.
We create an environment where we respect and value our associates
and customers alike.
We are an involved member of the community and a careful steward of
the environment.
Five Waves of Trust
• Self
• Relationship
• Organizational
• Market
• Societal
4 Cores of Credibility (self trust)
First Wave is all
about
•Integrity
•Intent
•Capability
Second Wave—Relationship Trust
is all about consistent behaviors
1.
Talk Straight
2.
Demonstrate Respect
3.
Create Transparency
4.
Right Wrongs
5.
Show Loyalty
6.
Deliver Results
7.
Get Better
8.
Confront Reality
9.
Clarify Expectations
10. Practice Accountability
11. Listen First
•Results
12. Keep Commitments
13. Extend Trust
Earning Trust will Grow Sears Franchise Value
(SxE)T = R
Ideal
Average
Customer
Relationship
Duration
Greater
Longevity
1.0
(Strategy x
Execution)
Trust =
Results
Ideal
27x
Average
Customer
Profitability
Per Year
Enhanced
Behavior
Trust will
speed things
up for us
1x
1.0
0.2x
1.0
Increased Geog. /
Segment Scope
Ideal
Number of Customer Relationships
26
Private and Confidential
BUT, how do we develop Speed
of Trust
Systems
&
Statistical
Thinking
ISE, ILSS, DMAIC,
DCDOV, Principles,
Methods, Tools,
Analytical, Disciplined,
Fact/data based, etc.
Personal
Mastery
Personal Mastery-Personal Mastery is
the discipline of
‘continually clarifying
and deepening our
personal vision, of
focusing our energies,
of developing patience,
and of seeing reality
objectively
Mental
Models
Building
Shared
Visions
Mental Models--what
I look for in this area
is how easy are you
to work with, are you
always creative and
thinking about
possibilities, or is it a
'fight'/struggle a lot,
do you get stuck
Shared Vision--extent
to which you have
been creation skillful,
creating a tangible real
future state that people
are being pulled to
rather than it feeling
like it's just problem
solving
Team
Learning
Team Learning to
include relationship
management--when
I'm in a TG do I get a
sense that you have
built a solid working
relationship, what's
the 'culture' of the
meeting feel like
Performance = f (…….)
Effort:
Mindset:
• Level of Effort
• Willingness
Performance:
• Efficiency
• Personal outcome
• Intention
• Productivity
• Focus
• Quality of Effort
(e.g. grade, bonus, raise,
assignment quality, etc.)
• Attitude
• preparedness
• Productivity
(output/input)
• Values & Ground Rules
+
Attributes:
• ‘connectivity’
Capability:
• relationship management
• Knowledge/ability
• servant mentality
• listening skills
• Skill
• commitment to serve higher good
• Competence
• consciousness
• Experience
• astuteness
• (IQ) Intelligence
Attributes?
• Output (deliverables)
• image, positioning, likeability
• EI (Emotional Intelligence)
• Effectiveness (doing
right things)
• Results (process
capability improved,
efficiency up, capacity
improved, productivity up,
etc.)
• Impact (Profit and Loss
statement impacted
positively, balance sheet
improved, franchise value
growth)
Related to the TRUST issue in our Transformation, too much ‘thought, word,
deed’ on left side ---IT’S SLOWING US DOWN, EXHAUSTING US!!!
Ourselves
Conventional
Attack Ideas
Individual
Service to Others
Creative
Nurture Ideas
Team
– SERVING
Fearful
Indecisive
Being Popular
Focus on Activity
Courage
Decisive
Right Decision
Focus on Results
– EXCELLENCE
Suspicion
Blaming
Competition
Avoidant
Accountable
Team
Collaboration
Direct
– INTEGRITY
Defending
Arguing
Hierarchical
Territorial
Learning
Listening
Empowering
Sharing
– LEARNING
FULL POTENTIAL PERFORMANCE
UNDER PERFORMANCE
29
Private and Confidential
Ground Rules (or Operating Principles) as a way
to Bridge Values to Thought, Word, Deed
1.
Be Self Monitoring

2.
Maintain an Attitude for Learning

3.
(Say what you will do / Do what you say)
Create an Environment that brings out the “BEST”
in Yourself and Others

6.
(Say what you mean / Mean what you say and Communicate with the Intention to
Contribute; Confidentiality, no retribution, no attribution, learnings not specifics)
Make “Good Agreements” and Keep Them

5.
(Hold a 1%Possibility / Look to be creative)
Use Open, Honest and Direct Communication

4.
(Show up / Stay Conscious / Observer On)
Seek to understand
Keep the Outcome in Mind

(Think like the customer)
30
Working on O4D takes people out of
comfort zones
Danger Zone
High Performance
Zone
Safe Comfort Zone
Fear Increases
Fear Decreases
31
Establishing the Values and
Ground rules Importance
 Tackle Fear Factor
 Confront Comfort Zone
issue
 Position permission
 Introduce Defensive
Routines and how to manage
 Establish Agreement
Management and
Breakdown Management
Process
 Get clarity on Roles and
Rules
- 04.12.2013 - 32
 Have to keep
revisiting, half life
is a week, maybe
days
 Have to get
outside your own
comfort zone at
times to manage
this
Some additional points on this model
1. Smart people can and will muddle there way through anything.
2. we don’t know what we don’t know, we are often unconsciously incompetent.
3. We don’t know what we need to learn until after we have practiced something. You
can speed up the process with a ‘coach’ but most people don’t have mentors, boards,
or coaches. One of those conscious or unconscious choices.
4.
Human minds don’t work like computers, they aren’t good at understanding cause
and effect, particularly over longer periods of time. So the if A then B then C
then…….Y (and Y is you lose your job or you die) is hard for people. So we
rationalize and get at-effect on situations.
5.
To avoid the yield loss from these two conditions, requires humility and living to
some ground rules that map to full potential development (see next slide as example)
6. The hardest thing in the world is to get somebody to change their mind.
7. First we make our habits and then our habits make us.
• - 04.12.2013 - 33
Program
Initialization &
Infrastructure
Engage
the
‘Right’
People
Pick the
Right
Projects
Best in
Class
Training
Discipline
around
Methodology
Celebrate
Successes to get
the ‘fly wheel’
spinning
1. Passion for Improvement, (personally, professionally and organizationally),
Operational Excellence, LeanSigma –
2. Intellect, Analytical and Technical Skills for this type of work:
3. Process orientation/Systems Thinking/Creation Skillful/Creative Problem-solver –
4. Business Process knowledge, Content Knowledge –
5. Ability to spend required time –
6. Customer Focus and Creation of Franchise Value orientation
7. Respected by the Organization
8. Training, Coaching, Communication Skills
9. Leadership Values, Core Competencies, Skills
10. Ability to catalyze and cause change through influence
11. Business Acumen, Functional competencies
Performance Model Constructs
Capability (abilities): to focus, to hold abstractions, to listen and hear other people’s points of
view, to see/understand the context of things, to relate things, to visualize outcomes for opportunities,
IQ, EQ (EI), etc. This maps to Covey’s Capability Dimension for individual Trust. Capability to
conceive of possibilities
Less a choice for us, but can be developed. Think of it as our Potential Energy
Competence: Skills, actions, reduction to practice, theory to use/in action, development of
capabilities, this maps to Covey’s Results Dimension for Individual Trust. Vision Bridging.
Result of lots of choices on our part. Think of it as our Kinetic Energy. Someone’s resume.
Intention: our ability to create a clear picture of DONE, visioning. This is different than Covey’s
intention or intent where I take him to mean ‘agenda’ or why are you doing something. This is more
Will but Potential Energy again not kinetic. It is exclusively a choice on our part, it is the ‘attitude’ is a
choice relative to our will to get to DONE,
Commitment: it’s the degree to which we are able to bring intention to bear, the level of intention
we apply,
Result of lots of choices on our part. Think of it as our Kinetic Energy. It’s what really builds
someone’s resume. The first box is central which is why picking right people is so critical. Then 3 rd
and 4th boxes take over and then then really lead to competence.
Consolidated ‘top 10” ideal ‘things’ (thought, word, deed)
from Row/Front Change Agents
•
Trustworthy at individual level and at relationship level (integrity, intent,
capabilities, proven results), can and do build it fast and can sustain it.
–
Make Quality Agreements, keep them, if/when breakdowns happen, they are managed in a way that builds
trust
•
Open, Honest, Direct: Managerial Courage, (on the right side of Values
Slide for Excellence and Integrity)
•
Strong Communication Skills, able to engage and get people connected to
things. Balance Effective Listening with Effective Communicating.
•
Business Acumen—savvy, quick to understand systems, processes; quick
to understand politics and stakeholders; quick to understand drivers and
enablers; quick to assess the situation in context of Deloitte Touche
Enterprise Value Map
•
Intentional, at-cause, bias for results, hard right on Excellence row of Values
Chart
Consolidated ‘top 10” ideal ‘things’ (thought, word, deed)
from Row/Front Change Agents (Continued)
•
Top of class relationship initiation, building, and sustaining skills with wide
variety of segments of people;
•
Creation Skillful—able to see possibilities and get others to see possibilities
(shared vision, future state), also able to vision bridge and help others hold
the vision
•
Change Leadership/Management—style flexibility across all Professional
Modes of Functioning (challenger, acceptant listener, coach,
collaborator/follower, opinion seeker, data/fact gather and analyzer, etc.)
–
•
Able to live outside comfort zone and get others outside comfort zone and get in growth zone,
–
Able to not get stuck, to zoom-in and zoom-out
–
conscious, keeps observer on, doesn’t get trapped in ‘judgment’, doesn’t get positional, able to stay in
evaluation and difference stances
Fix the System, Fix the Process Orientation with ability to help fix problems
but always with the fix the process view of things
Consolidated ‘top 10” ideal ‘things’ (thought, word, deed)
from Row/Front Change Agents (Continued)
•
Personal Productivity—works smart, great at start/stop/continue,
outstanding time management skills, hard worker, work life balance skills
(e.g. Covey’s First Things First), model personal and professional
productivity
•
Best in class Program Management Skills (by definition implies that the
individual is a great Project Manager)
–
–
Outstanding at Integrated Master Planning, best in class
by definition, again, if you are best in class at IMP then you are solid at the IMS level too (note it’s hard to
be great at IMS—integrated master schedules if you aren’t great at IMP. Most people are really average
project managers largely because they are terrible at IMP
•
Mental Models, Paradigms—consciousness, keeps observer on, works with
feedback (proactively) incessantly, able to get others to confront paradigms
and be open to learning and 1% possibilities, able to spark and catalyze
learning organization (people) behaviors
•
Keeps perspective on things, doesn’t sweat small stuff, keeps sense of
humor, has fun and helps others have fun
Consolidated ‘top 10” ideal ‘things’ (thought, word, deed)
from Row/Front Change Agents (Continued)
•
Courage to seek help, admit don’t know what don’t know or that you don’t
have everything you need to be successful. Proactive, timely management
of all requirements for success and encourages others to do same thing.
Aware that smart people can muddle their way through anything and that in
Turnaround/Transformations you don’t have time for that.
True Greatness is not a function of
Circumstance, True Greatness is Totally
a matter of conscious choice, and
discipline.
40
Commitment and Intentionality
The Return on Luck Factor Collins Discusses

Until one is committed there is hesitancy, the chance to draw back,
always ineffectiveness. Concerning all acts of initiative (and creation)
there is one elementary truth, the ignorance of which kills countless
ideas and splendid plans: that the moment one definitely commits
oneself, then Providence moves too. All sorts of things occur to help
one succeed that would never otherwise have occurred. A whole
stream of events issue from the decision, raising in one’s favour all
manner of unforeseen incidents and meetings and material
assistance, which no person could have dreamed would have come
their way.

We are much more likely to act our way into a new way of thinking
than to think our way into a new way of acting.

Only those who have the patience to do simple things perfectly will
acquire the skills to do difficult things easily.
• - 04.12.2013 - 41
Personal Mastery and Creation
Skillful are the lead ‘fronts’
Systems
&
Statistical
Thinking
ISE, ILSS, DMAIC,
DCDOV, Principles,
Methods, Tools,
Analytical, Disciplined,
Fact/data based, etc.
Personal
Mastery
Personal Mastery-Personal Mastery is
the discipline of
‘continually clarifying
and deepening our
personal vision, of
focusing our energies,
of developing patience,
and of seeing reality
objectively
Mental
Models
Mental Models--what
I look for in this area
is how easy are you
to work with, are you
always creative and
thinking about
possibilities, or is it a
'fight'/struggle a lot,
do you get stuck
Building
Shared
Visions—
Creation
Skillful
Shared Vision--extent
to which you have
been creation skillful,
creating a tangible real
future state that people
are being pulled to
rather than it feeling
like it's just problem
solving
Team
Learning
Team Learning to
include relationship
management--when
I'm in a TG do I get a
sense that you have
built a solid working
relationship, what's
the 'culture' of the
meeting feel like
Different energies in these
two
 Problem-solving: (the predominant paradigm in
ILSS)
• Making something go away that we have and don’t
want.
 Creation Process: (the predominant paradigm in
learning organizations—the Greats!)
• Getting clear on what we want and then bringing it
into being.
If you do the second, resistance to change evaporates!
It’s this process for O4D
Serving, Learning, Integrity, Excellence
What I want,
don’t have
What I can
create
What I have,
don’t want
What I commit
too
Who I am (BE)
What people
can count on
me for
- 04.12.2013 - 44
Personal and Professional Mastery
Technical and Change Leadership
Problem Solving
Integrity and Servant Mentality
Metanoia
Commitments and Relationship
Management
What I have and
new wants
What I can do,
create
What I have,
don’t want
Who I am with
commitments
Who I am (BE)
What people can
count on me for
It’s this process for ILSS
and Process Improvement
Serving, Learning, Integrity, Excellence
What I want,
don’t have
What I can
create
What I have,
don’t want
What I commit
too
Who I am (BE)
Technical and Change Leadership
Creation Skillful,
Change
Management
Program and
Project
Management
Breadth and Depth of Tool
RTP:
VSM/A, SPC, Simulation, MSA,
Mistake Proofing, VMS’s,
PFMEA (front and back); DOE;
What I have and
new wants
What I can do,
create
What I have,
don’t want
Who I am with
commitments
Who I am (BE)
Analytics
What people
can count on
me for
EDA and CDA
Business Cases
Problem Solving, Solve the Focal Problem
- 04.12.2013 - 45
What people can
count on me for
Other components to the O4D
Development Process
Systems
&
Statistical
Thinking
•
•
•
•
Personal
Mastery
Mental
Models
Building
Shared
Visions
Team
Learning
Plant seeds with new mental models
The 04D Trilogy
• Attitude is a Chioce
• At-Cause/At-Effect
• Intention-Mechanis-Results
Relationship Management—Trust Management
Style Flexibility through increased self-awareness and understanding
13 things mentally strong
people don’t do
Mentally strong people have healthy habits. They
manage their emotions, thoughts, and behaviors
in ways that set them up for success in life.
Check out these things that mentally strong
people don’t do so that you too can become more
mentally strong.
1. They Don’t Waste Time Feeling Sorry for
Themselves
Mentally strong people don’t sit around feeling
sorry about their circumstances or how others
have treated them. Instead, they take
responsibility for their role in life and understand
that life isn’t always easy or fair.
Planting new mental models,
abstractions in their heads
2. They Don’t Give Away Their Power
They don’t allow others to control them, and they
don’t give someone else power over them. They
don’t say things like, “My boss makes me feel
bad,” because they understand that they are in
control over their own emotions and they have a
choice in how they respond.
13 things mentally strong
people don’t do
3. They Don’t Shy Away from Change
Mentally strong people don’t try to avoid change. Instead, they welcome positive
change and are willing to be flexible. They understand that change is inevitable and
believe in their abilities to adapt.
4. They Don’t Waste Energy on Things They Can’t Control
You won’t hear a mentally strong person complaining over lost luggage or
traffic jams. Instead, they focus on what they can control in their lives. They
recognize that sometimes, the only thing they can control is their attitude.
5. They Don’t Worry About Pleasing Everyone
Mentally strong people recognize that they don’t need to please everyone all the
time. They’re not afraid to say no or speak up when necessary. They strive to be kind
and fair, but can handle other people being upset if they didn’t make them happy.
6. They Don’t Fear Taking Calculated Risks
They don’t take reckless or foolish risks, but don’t mind taking calculated risks.
Mentally strong people spend time weighing the risks and benefits before
making a big decision, and they’re fully informed of the potential downsides
before they take action.
7. They Don’t Dwell on the Past
Mentally strong people don’t waste time dwelling on the past and wishing things
could be different. They acknowledge their past and can say what they’ve learned
from it. However, they don’t constantly relive bad experiences or fantasize about the
glory days. Instead, they live for the present and plan for the future.
13 things mentally strong
people don’t do
8. They Don’t Make the Same Mistakes Over and Over
Mentally strong people accept responsibility for their behavior and learn from their past mistakes. As a result, they
don’t keep repeating those mistakes over and over. Instead, they move on and make better decisions in the future.
9. They Don’t Resent Other People’s Success
Mentally strong people can appreciate and celebrate other people’s success in life. They don’t grow jealous or feel cheated
when others surpass them. Instead, they recognize that success comes with hard work, and they are willing to work hard
for their own chance at success.
10. They Don’t Give Up After the First Failure
Mentally strong people don’t view failure as a reason to give up. Instead, they use failure as an opportunity to grow
and improve. They are willing to keep trying until they get it right.
11. They Don’t Fear Alone Time
Mentally strong people can tolerate being alone and they don’t fear silence. They aren’t afraid to be alone with their
thoughts and they can use downtime to be productive. They enjoy their own company and aren’t dependent on others for
companionship and entertainment all the time but instead can be happy alone.
12. They Don’t Feel the World Owes Them Anything
Mentally strong people don’t feel entitled to things in life. They weren’t born with a mentality that others would
take care of them or that the world must give them something. Instead, they look for opportunities based on their
own merits.
13. They Don’t Expect Immediate Results
Whether they are working on improving their health or getting a new business off the ground, mentally strong people
don’t expect immediate results. Instead, they apply their skills and time to the best of their ability and understand that real
change takes time.
Matthew Kelly and
Creation Skillful
 Dream Manager and Four Levels of Energy dialogue (O4D)
• http://www.youtube.com/watch?v=ESxXO42HvDQ Dream Manager
• http://www.youtube.com/watch?v=q6RcFY0Tqro Energy Management
• http://atworkjax.wordpress.com/2011/10/28/managing-your-energy/
- Level One energy as “low level, negative.” Level One is when you are
exhausted, even depressed.
- Level Two is “high level, negative,” according to Kelly. At this level, you
don’t feel lethargic. On the contrary, you’re fearful, irritated, even angry
- Level Three energy is “low level, positive.” You feel content, even
mellow. You might be inwardly focused, reflective. Kelly describes it as
“restorative;” it’s a good place to recover and rebuild your energy.
- Level Four energy “the crown jewel.” It’s “high level, positive energy;” the
place where we live our best lives. We are confident, joyful and invigorated.
• So, who owns getting and staying in level 4, who
controls it?
Power of Habits & The R Factor
and Mindset Management
 http://www.focus3organizationalculture.com/
How do you navigate the events of life & work
in a way that produces great results?
 The answer begins with a simple, but powerful equation:
 E+R=O
Event + Response = Outcome
 The reality is -- you don't control Events & you don't control
Outcomes. The only thing you can control is how you choose
to Respond. E + R = O is just the way life works. Success goes
to those who are able to Manage the R.
 We call it The R Factor.
Your job is to get good at it.

O4D Trilogy
1.
Attitude is a Choice
•
•
•
2.
Stances we can adopt, types of attitudes


3.
The attitude I choose/adopt, impacts the results I create
the brain has three parts/components, the oldest part tends to take over in certain
situations over riding the newest part (where creation and full potential happens)
Humans tend to go unconscious at times
At-cause
At-effect
Intention-Mechanism-Result Model (extension of at-cause/at-effect)
Stances, examples of attitudes, thought patterns
Difference
Evaluation
(usefulness,
utility)
Judgment
(right/wrong,
good/bad,
agree/disagree)
OR
Extension of attitude/stance—two types of stances relative
to ‘situations’
At-cause
Best case
Fix the System
Fix the Process
Fix the Problem
Worst case
Do Nothing
Best case
Enroll Others
Sabbotage
Worst case
At-effect
Further extension of at-cause/at-effect, how this plays out in
endeavors we apply ourselves to
10
10
INTENTION
0
MECHANISM
What might
need to
happen?
• the forecast
0
• the system
• the product/offering
• coworkers
• the professor
We Try and hope
We create
error—results
less than
planned
100
0
• the project/company
RESULTS
We tell
“Stories”
about
(Blame)
• My team mates
What
tends to
happen
Style Flexibility
Professional Modes of
Functioning:









Acceptant Listener
Team member, collaborator
participant
data/fact gatherer
opinion seeker
opinion giver
expert, solution provider
challenger
structured group process provider
- 04.12.2013 - 56
Styles:



DeBono’s 6 thinking Hats
Myers Briggs Type Indicator
etc.
Methods:



Role Playing
Fish-bowl
dyadic feedback and trust
exercises