D. Scott Sink, Ph.D., P.E.

Director, Integrated LeanSigma

Certification Program

College of Engineering

Integrated Systems Engineering

Systems &

Statistical Thinking

Personal Mastery

Mental Models

Building Shared Visions

Team Learning

Integrated Lean Six Sigma Solutions Breakfast:

The Other Four Disciplines

2

Education and Professional Experience

• 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, 1978-

1984

• 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)

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.

D. Scott Sink

Integrated LeanSigma Certification Program Director,

Integrated Systems Engineering, The Ohio State University

Academic / Institutions Industry/Consulting

My Experience and Data Base

Additional Experience/Data Base—Council on

Industrial Engineering 2006 to present

4 04.12.2013

And since 2007 very intensive Experience/Data Base with a variety of very different types of organizations in

the Greater Columbus Area

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…

Lean Sigma Foundations I was recruited to lead the Operational Excellence ‘Plank’ in the MDS

Enterprise Transformation in 2004 (reported to President of Enterprise

Services)

Outcomes Process

Weekly EMT teleconferences

Monthly business reviews

Disciplined annual plans

Action oriented decision making

Tighter accountability

Customer responsive

Business Performance Reviews

Better understanding of “A”

performers; enriched career path

Expansion of variable compensation

opportunity

Alignment of shareholder and

management incentives

Biannual talent reviews

New executive compensation plan

Talent Management

Lean Sigma Roadmaps and Toolkit

Compliance Programs (EHS, Quality,

etc.)

LeanSigma Practitioner Development

Balanced Improvement Portfolios

Standard approach across the Enterprise

Building global quality competitiveness,

productivity improvement, process and

cost efficiency, compliance and assurance

Simplify processes

Customer responsive

Operational Excellence

Customer/ Competition/ Capital

Business unit/Corporate strategy

Detailed industry analysis

Customer value led process

Longer range growth agenda

Focused R&D investments

Capital matched to growth

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.

7

Enhanced Behavior

1.0

Ideal

Increased Geog. / Segment Scope/

Greater Longevity

Quantity of Stakeholder Relationships

Average Stakeholder Relationship

Value Created

Average Stakeholder Relationship

Duration

1x

1.0

Ideal

1.0 Ideal

End Game for our Performance Improvement Efforts—Growing Enterprise

Value

Full Potential

Improve Positioning via..

Geographic Coverage /

Offerings Provided /

Served Segments /

Branding/ Imaging, etc.

Managing the Exchange of Value

With Stakeholders

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

Our Performance Improvement Efforts should be aimed at

aligning to Business Strategies (policy deployment) but

clearly in one or more of these three buckets

1x

POSITIONING STRATEGY VALUE EXCHANGE

OPTIMIZATION OPERATIONAL

EXCELLENCE

50x

10x

25x

9

The Equation for Success (Possibilities and Drivers)

• 2-3% of Total Enterprise Revenues in Hard Benefits Annually

• > $125,000 in Hard Benefits / Project

• 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.

• 40% of our employees activtely engaged in improvement of what we do and how we do it at any given moment in time

X1: Leadership & Management Alignment and Commitment X2: Pick the right ‘belts’

X3: Best-in-class training and development

X4: Pick the right projects X5: Skillful, disciplined, sustainable execution of LeanSigma Methodology;

X6: Celebrate successes and use them as a catalyst for even more success

• X7-n……(e.g. infrastructure, communication front, etc.)

Y (sustainable, best-in-class business results)

X (key driver variables) = f( )

Achieving Sustainable Excellence: Lessons

from the ‘Front Lines’ And here’s the rub, what we all

struggle with

TBI = P * Q * CfS

P = Pick the Right Belts & Projects

TBI = Timely

Business

Impact

Q = Quality of Solution

t = Cycle Time

CfS = Conditions for Success and

Discipline for Execution &

Sustainability

t

Adapted from: Xerox and Making Six

Sigma Last by George Eckes

Program

Initialization

Engage

the

‘Right’

People

Pick the

Right

Projects

Best in

Class

Training

Discipline

around

Methodology

Celebrate

Successes to get

the ‘fly wheel’

spinning

Achieving Sustainable Excellence: Lessons

from the ‘Front Lines’ And here’s the rub, what we all

struggle with

Program

Initialization

Engage

the

‘Right’

People

Pick the

Right

Projects

Best in

Class

Training

Discipline

around

Methodology

Celebrate

Successes to get

the ‘fly wheel’

spinning

Systems &

Statistical Thinking

Personal Mastery

Mental Models

Building Shared Visions

Team Learning

Other Four Disciplines

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)

1x

10x

25x

Enterprise Value Map

Practical paths to increase shareholder value

Lean Sigma Foundations Fix a Process DMAIC; Build/Reengineer a

Process DCDOV Process

Or Product?

Does

Process

Exist?

Measure

Analyze

Improve

Control

Goals

achieved with

existing

process?

Measure/

Concept

Design/ Explore

Detailed

Design/

Develop

Optimize/

Implement

Verify

Classic DMAIC DCDOV/

DMEDI

Process

Yes No

No

Yes

Define Define

Development

Or Problem

Solving?

Identify

Design

Optimize

Validate

Measure

Analyze

Improve

Control

IDOV Augmented DMAIC

Product

Development Problem

Solving

Tools,

Toll gate

content,

etc.

Goals

achieved

with existing

design?

No

Yes

(System, subsystem or part)

Tools,

content,

etc.

Define

14 04.12.2013

DMAIC Roadmap Drives Creation of

Value

Belts have to do the whole triangle on their projects

• In the current state process, we split data and analytics

• Data are stored in a common place, and are trusted and available

• 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

• “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

• 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’

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 – 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

Achieving Sustainable Excellence: Lessons

from the ‘Front Lines’ And here’s the rub, what we all

struggle with

Program

Initialization

Engage

the

‘Right’

People

Pick the

Right

Projects

Best in

Class

Training

Discipline

around

Methodology

Celebrate

Successes to get

the ‘fly wheel’

spinning

Systems &

Statistical Thinking

Personal Mastery

Mental Models

Building Shared Visions

Team Learning

Other Four Disciplines—the hardest

Speed of Trust

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.

Soph/Jr. (‘composite’ Profile)

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 Teacher-Student, which will carry over to boss to subordinate if not corrected 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 end-game • have heard the talk on ‘ethics’ and values

Solid ISE Core Curriculum:

OR, HFE, MSE, M/PSE

2 Semester, Real World Capstone

Black Belt Foundation Course (all five Disciplines)

+

ILSS CERTIFICATION PROGRAM

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

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

+

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 in-store, 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

•Results

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

12. Keep Commitments

13. Extend Trust

Private and Confidential 26

Earning Trust will Grow Sears Franchise Value (SxE)T = R

Enhanced Behavior

1.0

Ideal

27x

Increased Geog. / Segment Scope

Greater Longevity

Number of Customer Relationships

Average Customer

Profitability Per Year

Average Customer

Relationship Duration

1x

0.2x

1.0

Ideal

1.0 Ideal

(Strategy x

Execution)

Trust =

Results

Trust will

speed things

up for us

BUT, how do we develop Speed

of Trust

Systems &

Statistical Thinking

Personal Mastery

Mental Models

Building Shared Visions

Team Learning

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

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 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

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

ISE, ILSS, DMAIC,

DCDOV, Principles,

Methods, Tools,

Analytical, Disciplined,

Fact/data based, etc.

Performance = f (…….)

Performance:

• Personal outcome

(e.g. grade, bonus, raise,

assignment quality, etc.)

• Output (deliverables)

• Productivity

(output/input)

• 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)

Capability:

• Knowledge/ability

• Skill

• Competence

• Experience

• (IQ) Intelligence

Effort:

• Level of Effort

• Efficiency

• Productivity

• Quality of Effort

• preparedness

Mindset:

• Willingness

• Intention

• Focus

• Attitude

• Values & Ground Rules

+ Attributes:

• ‘connectivity’

• relationship management

• servant mentality

• listening skills

• commitment to serve higher good

• consciousness

• astuteness

• image, positioning, likeability

• EI (Emotional Intelligence)

Attributes?

Private and Confidential 29

Related to the TRUST issue in our Transformation, too much ‘thought, word,

deed’ on left side ---IT’S SLOWING US DOWN, EXHAUSTING US!!!

Service to Others

Creative

Nurture Ideas

Team Individual

Ourselves

Conventional

Attack Ideas – SERVING

Courage

Decisive

Right Decision

Focus on Results

Fearful

Indecisive

Being Popular

Focus on Activity

– EXCELLENCE

Sharing

Learning

Listening

Empowering Hierarchical

Defending

Arguing

Territorial

– LEARNING

– INTEGRITY

Direct

Accountable

Team

Collaboration

Suspicion

Blaming

Competition

Avoidant

FULL POTENTIAL PERFORMANCE UNDER PERFORMANCE

30

Ground Rules (or Operating Principles) as a way to Bridge Values to Thought, Word, Deed

1. Be Self Monitoring (Show up / Stay Conscious / Observer On)

2. Maintain an Attitude for Learning (Hold a 1%Possibility / Look to be creative)

3. Use Open, Honest and Direct Communication (Say what you mean / Mean what you say and Communicate with the Intention to

Contribute; Confidentiality, no retribution, no attribution, learnings not specifics)

4. Make “Good Agreements” and Keep Them (Say what you will do / Do what you say)

5. Create an Environment that brings out the “BEST” in Yourself and Others

Seek to understand

6. Keep the Outcome in Mind

(Think like the customer)

31

Danger Zone

Safe Comfort Zone

Fear Increases Fear Decreases

High Performance Zone

Working on O4D takes people out of comfort zones

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

Have to keep

revisiting, half life

is a week, maybe

days

Have to get

outside your own

comfort zone at

times to manage

this

- 04.12.2013 - 32

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

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

Program

Initialization &

Infrastructure

Engage

the

‘Right’

People

Best in

Class

Training

Pick the

Right

Projects

Discipline

around

Methodology

Celebrate

Successes to get

the ‘fly wheel’

spinning

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 3rd

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.

40

True Greatness is not a function of Circumstance, True Greatness is Totally a matter of conscious choice, and

discipline.

Commitment and Intentionality

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

The Return on Luck Factor Collins Discusses

Personal Mastery and Creation

Skillful are the lead ‘fronts’

Systems &

Statistical Thinking

Personal Mastery

Mental Models

Building Shared

Visions—Creation Skillful

Team Learning

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

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 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

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

ISE, ILSS, DMAIC,

DCDOV, Principles,

Methods, Tools,

Analytical, Disciplined,

Fact/data based, etc.

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

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

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

- 04.12.2013 - 44

Serving, Learning, Integrity, Excellence

Personal and Professional Mastery

Technical and Change Leadership

Problem Solving

Commitments and Relationship

Management

Integrity and Servant Mentality

Metanoia

It’s this process for ILSS

and Process Improvement

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

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

- 04.12.2013 - 45

Serving, Learning, Integrity, Excellence

Technical and Change Leadership

Creation Skillful,

Change

Management

Program and

Project

Management

Analytics

EDA and CDA

Business Cases

Breadth and Depth of Tool

RTP:

VSM/A, SPC, Simulation, MSA,

Mistake Proofing, VMS’s,

PFMEA (front and back); DOE;

Problem Solving, Solve the Focal Problem

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.

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.

Planting new mental models,

abstractions in their heads

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 • 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

2. Stances we can adopt, types of attitudes At-cause

At-effect

3. Intention-Mechanism-Result Model (extension of at-cause/at-effect)

Difference

Evaluation (usefulness, utility)

Judgment (right/wrong, good/bad, agree/disagree)

Stances, examples of attitudes, thought patterns

OR

At-cause

At-effect

Fix the System

Fix the Process

Fix the Problem

Do Nothing

Enroll Others

Sabbotage

Best case

Worst case Best case

Worst case

Extension of attitude/stance—two types of stances relative to ‘situations’

INTENTION

RESULTS

We Try and hope

We create

error—results

less than

planned

We tell

“Stories”

about

(Blame)

MECHANISM

• the forecast

• the system

• the product/offering

• coworkers

• the professor

• the project/company

• My team mates

0

10

0

100

0

10

Further extension of at-cause/at-effect, how this plays out in endeavors we apply ourselves to

What tends to happen

What might need 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

Styles:

DeBono’s 6 thinking Hats

Myers Briggs Type Indicator

etc.

Methods:

Role Playing

Fish-bowl

dyadic feedback and trust

exercises

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