Issue link: https://iconnect007.uberflip.com/i/551288
August 2015 • The PCB Magazine 19 to how the work is done), the systems are for practical purposes, invisible. To make a system visible and identify the critical 20% of the vari- ables producing 80% of the problems, we must put the systems "on the wall." The on-the-wall process normally uses flip charts to gather data about systems and the flip charts are displayed literally on a wall where everyone sees the same thing. The 'on the wall' process can also be done electronically, but this is not recommended for early stage implementations. The data that goes on the wall (on flip charts) is collected using a number of quite unique and simple, yet powerful tools listed below. A note of caution: If you are new to the proper use of these tools, you will want to bring in an expe- rienced facilitator to get your systems improve- ment efforts started correctly and your people trained properly. If you get the first 15% of any system right, the rest will follow. However, if you don't get the first 15% right, you will never be able to fully optimize your systems. The New Agreements tools you will be using: 1. Disruptive Discovery 2. Systems Distillation 3. 80/20: Identify the Critical 20% 4. Taking Right Action & Accountability 5. Measuring & Monitoring the Critical 20% Disruptive Discovery This process is based upon the Law of Dis- sipative Structures described above. As stresses in physical systems are passed on to the people who work in those systems, the energy of stress- es changes from physical energy to emotional energy in the form of stress, frustration, worry and other negative emotions. Disruptive discov- ery looks at the emotional stresses in workers to determine which systems are most stressed and where a company will get its greatest ROI in do- ing systems improvement work. The process is quite fast, simple and highly reliable. The pro- cess will also tell leadership and management where people are most and least engaged in their work and with the company. This process can be used with large groups all the way down to individuals. We have quite effectively used the process with groups as large as 500 and it appears there is no real limit to group size. Here is how the process works. Bring the people together who are actually working in the systems you wish to evaluate. Have flip charts and scribes at the front of the room to record people's responses to the ques- tion, "Do you have any problems, concerns, or frustrations in your job or with the company?" As people respond one at a time, write down their exact words, the problem, concern or frustration on a flip chart. Keep going until everyone in the group cannot think of any additional stresses in his or her work life. You will know you are done when the room goes dead quiet, usually between ten and 25 minutes depending upon the size of the group. When you have collected this data (stresses passed from systems to the people who must work in those systems) you are ready to move on to the next tool, systems distillation. Systems Distillation After disruptive discovery, the data must be distilled. Systems distillation is a simple pro- cess of categorizing emotional stresses into like type groupings. The power of distillation comes from the principle that the human mind val- ues thoughts in two ways: 1) those with high emotional content, and 2) those that are simi- lar or tend to repeat. Distillation looks at these two aspects of the data. Wherever we find high THE WAR oN FAILURE continues FeAture