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“Have you overheard customers complaining about your products and services, Colleagues griping about how hard it is to work in your organization, Managers grumbling about how their ideas are often ignored? If so, it doesn’t have to be that way.”
What I Want to Tell My CEO About Operational Excellence,
But Can’tDr. Joseph A. DeFeo, CEO Juran Global
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Why Listen to Me? Running Juran Global, professional
services firm found by the late Joseph M. Juran.
Consulting with organizations on performance improvement for 26 years.
Spend lot of time with CEOs who are smart people that need your help.
Universal principles are applicable to any organization or industry.
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Today’s Agenda
1. Discuss what do you want to say to your CEO about operational excellence, but can’t.
2. Understand why your CEO may not be acting on your recommendations.
3. Learn tips on how to speak to and even convince your CEO to react.
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CEO does not hear the problems we see.
Customers are complaining – little reaction to it.
Employees frustrated not having time to fix problems.
And if they do not listen to us after our advice?
Our PI program is working on the wrong problems.
What Do You Want To Say?
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CEO does not hear the problems we see.
If you understand the issues leaders face and speak their language – they will
listen.- J. M. Juran
Why Your CEO May Not Be Reacting
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The issues that are most pressing, and that CEO’s said “kept them up at night:”
Why Your CEO May Not Be Reacting Employee Understanding Of Vision Board And Leadership Team Management Disruptive Technology Customer Dissatisfaction Continuous Sales Growth Profitability Others?
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Why Your CEO May Not Be Reacting
CEOs want to see their vision and strategies understood and acted upon.
70% of companies that create strategic plans do not deploy them down through the organization.
Most employees do not know how they fit in.
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Money
Bi lingual
Things
Are You Speaking Their Language?
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Are You Speaking Their Language?
1. Collect some performance data2. Turn the data into information – use some
graphs - over a period of time, 3 – 6 months to show the problem.
3. Estimate the COPQ - work with someone credible in finance -Show them some trending or gap analysis
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Employees frustrated not having time to fix problems.
What Do Your Colleagues Say?
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Employees frustrated not having time to fix problems.
What Do Your Colleagues Say?
Are employees are frustrated by not enough time to focus on fixing the problems?
Are there too many unnecessary meeting, not enough “doing”?
Are many of the same people are assigned to numerous things
Are they reacting to “sporadic spikes” and conducting fire drills?
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Time
COPQ
Sporadic
ControlPlan
Superior Quality
Breakthrough
ImproveChronic
Sporadic or Chronic?
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Customer Dissatisfaction?
“As the world becomes more complex and technology disrupts old ways of doing things, businesses have to evolve their offerings and provide more value to your clients – but in the
language of the CEO.”Your role is to enable your leaders to understand the challenges and issues of your customers.”
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Customers are complaining – little reaction to it.
Customer Dissatisfaction? Too many complaints? Have you attacked the same problem many times in the
last 24 months? Is it time to take a different approach? Are the complaints masked by the good financial
performance today? Are you losing customers and no one notices? Is it time to put your job on the line?
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Customer Dissatisfaction?
1.Look for existing sources of customer feedback
2.Group the customer data and state the problems as they present itself, don’t draw conclusions, just the issues.
3.Look at the chronic level not the sporadic gaps in our performance
4.Summarize it into financial loss or potential loss.
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Are You Working on the Wrong Problems?
“Most companies have some type of performance improvement initiative.
Most of them start with the right intention, solve critical business problems, then after a few months devolve into a training or education
exercise that has no alignment to the business problems or application component to it.
It’s about checking a box!”
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Our PI program is working on the wrong problems.
Are your projects aligned to business plans? Strategy?
Have you “valued” your projects in the language of the CEO?Sometimes project solutions are about
increasing output but maybe left other leaders to make the leap from increased output to
bottom line. That is extra work that might not be done.
“Engage your leaders in what you can do to help align your actions to the vision, objects,
and goals of the company.”
Are You Working on the Wrong Problems?
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Summary
1. Understand what keeps your CEO up at night.2. Explain your message to the CEO in their language –
the language of money. a. Quantify your problem in the numbers that will
resonate with leadersb. Always speak in terms of ROI
3. Find a friendly ear on the leadership team
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And if they do not listen to us after our advice?
Do not worry – you may out live
them
Hope it gets worseOR…
And If They Do Not Listen?
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Connect With Us
@Juran_Institute
www.youtube.com/user/JuranInstitute
www.facebook.com/JuranInstitute
www.linkedin.com/company/juran-institute
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More Resources
business innovation business
process improvement continuous improvement dmaic juran quality handbook lean manufacturing lean six sigma lean transformation operational excellence process innovation
quality assurance quality control quality improvement management consultin
g firm iso 9000 2015 six sigma certification what is lean what is six sigma
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Thank You!
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