Friday, May 31, 2013
Monday, May 27, 2013
Monday, May 20, 2013
Before moving on to creating your plan, there is one step I neglected to mention that you really should do prior to constructing an IO Map. This missing piece is that it's helpful for you to define your span of control and sphere of influence as described by Bill Dettmer in his 2007 paper, The Intermediate Objectives Map. Quite simply your span of control includes all aspects of your system over which you have unilateral change authority, meaning that it lies within your area of control. Contrast this with your sphere of influence, over which you have no change control, but one you can certainly influence. There are things (including people) that you might be able to influence if you can lay out a logical argument and the IO Map provides that roadmap. Knowing your span of control and sphere of influence will help you later on as you search for solutions, meaning that you will have a much better idea of whose help you might need. The IO Map is the first step in defining what the system should be doing versus what the system is actually doing.
Sunday, May 19, 2013
- They must have high on-time delivery rates and because the company tracked this metric, they were able to use this data to rate this box. Since it’s shaded in red, this means that their on-time delivery was not at an acceptable level to create highly satisfied customers. The team further stated that in order to have high on-time delivery rates, they must have buffer management in place and functioning.
- The team also believed that they must have excellent quality and, once again, because they have records of their outgoing quality that was excellent, the team shaded this entity as green. The team believed that their quality is excellent due to their excellent quality systems, so this entity was also colored as green
- Finally, the team believed that they must have a high perceived value by the customer and since it’s shaded in yellow, the team didn’t believe this was the case. The team believed that this was being driven primarily by the price of their products, but it’s probably also due to their poor on-time delivery rates.
Saturday, May 18, 2013
our last posting we said we would look at an example of how to develop an
Intermediate Objectives Map so that we can ultimately construct an improvement
plan. In this posting we will walk you
through the step-by-step development of our IO Map based upon a real case
study. The company will, of course,
It is important to remember that if you are able to achieve your Goal without one (or more) of the CSF’s, then it really wasn’t a CSF. For example, suppose your Goal was to create a fire. We know from our early school days that there are three requirements for having a fire….namely fuel, a spark and air. Fuel, a spark and air are CSF’s for having a fire and if you remove one of them, a fire will not happen. The same is true for our company example. Because the IO Map is a necessity–based logic structure, it is read in the following way: “In order to have a highly profitable company, I must have highly satisfied customers along with the other four CSF’s.
Friday, May 17, 2013
Thursday, May 9, 2013
1. What do I need to change?
2. What do I need to change to?
3. How do I cause the change to happen?
Wednesday, May 8, 2013
1. Do an analysis of training needs/time required.
2. Make a presentation to get management approval.
3. Have the staff available to create the training.
4. Conduct the training.
In our next posting we’ll summarize what the full Thinking Process Analysis can do for your company or organization. We will follow that posting with a short-cut of types.....the IO Map.