Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 Photo Chemical Machining Institute World Conference October 8, 2013

Tank Engines

Tank Engines and Rocket Engines

Product / Program / Project Replacing the screwdriver Pilot holes Hole saw Drywall installation Concrete Product / Program / Project As Conceived

Product / Program / Project Replacing the screwdriver Pilot holes Hole saw Drywall installation Concrete Product / Program / Project As Conceived The top 5 uses: Replacing the screwdriver Pilot holes Hole saw Drywall installation Concrete

Product / Program / Project As Conceived As Managed

Abstract What if every professional firefighter in the world followed their country’s firefighting orders? Would there ever be another firefighting injury?   Or, in a manufacturing plant, what if standard planning and processes were followed by every operator, to the letter; would defect-free parts be produced time and again?  The planning model of interchangeable parts, with major contribution often given to Honore Blanc, who resided in France in the late 1700's, offers such a vision, with an outcome of products, processes, and services that "work" (as planned), including zero fire fighting fatalities. The American System of Manufacturing followed shortly thereafter when Thomas Jefferson's implementation vision was shared with Eli Whitney, leading to the first-ever contract with the US Congress for a product made with interchangeable parts…..

Abstract ….Make that perfectly interchangeable parts, including those who fabricate them and those who fight fires.   The simple design model of interchangeable parts, defined as a Macro System Model, is founded upon a set of assumptions that will be highlighted in this presentation. As a fitting complement, a second model, the Micro System Model, will be shared in a presentation that reveals explanations for all too frequent consternation and problems, let alone the failed solutions. Such are the realities when products and services are created by processes without an understanding of the significant difference a Macro and a Micro System Model. Mixed Model Management offers the ability to use both models to their full advantage and, thereby, reduce problems and increase profits.

Agenda Models Quiz Modes of Thinking Purposeful Resource Management Opportunities to Act Opportunities to Think

Models Several years ago, Linda LoRe, CEO of Frederick's of Hollywood, shared a story of speaking with MBA students about Frederick's and their strategy to compete with Victoria's Secret and their supermodels, including Gisele Bündchen. As the business school engagement was ending, Linda fielded a seemingly personal question; "I have to ask...in your role as the CEO, do you get to work with the models?"  

Mental Models A mental model is an explanation of someone's thought process about how something works in the real world. It is a representation of the surrounding world, the relationships between its various parts and a person's intuitive perception about his or her own acts and their consequences. Mental models can help shape behavior and set an approach to solving problems (akin to a personal algorithm) and doing tasks. Source: http://en.wikipedia.org/wiki/Mental_model

Mental Models Essentially, all models are wrong, but some are useful. Professor George Box

Resource Management Model Activity Proactive Reactive “Mine” “Ours” Ownership

Resource Management Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening

Resource Management Proactive – applying effort while “good,” “OK,” “well,” or “correct” is happening Reactive – applying effort after “bad,” “not OK,” “sick,” or “incorrect” happens

Resource Management “An ounce of prevention is worth a pound of cure”

Resource Management “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine”

Resource Management “An ounce of prevention is worth a pound of cure” “A stitch in time saves nine” “Every dollar we invest in high-quality early education can save more than $7 later on”

Perception & Thinking “What we see depends on what we thought before we looked.” Myron Tribus

Quiz

Horse Trading “The secret to selling a horse is… Mark Twain

Horse Trading “The secret to selling a horse is… to sell it before it dies.” Mark Twain

Time Management How much time is spent discussing parts, tasks, activities, program milestones, etc. which are good and completed on time?

Time Management

Buying Watermelons and Briquettes

Grades What letter grade is required for all purchased parts and services, as well as tasks completed internally?

Task Flow P D E F I H G

Task Flow P Handoff Requirements? D E F I H G

Task Grades

Task Grades

Task Grades

Task Management

Macro System Model

Macro System Model Task Completion

Macro System Model Task Completion Step 1 Step 2 Step N

Macro System Model Task Completion Step 1 GOOD Step 2 Task A Step N

Macro System Model Task Completion Task A Task B Task O Task P GOOD Step 1 GOOD Step 2 Task A Step N Step 1 GOOD Step 2 Task B Step N Step 1 GOOD Step 2 Task O Step N Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Task A Task B Task O Step 1 GOOD Step 2 Task A Step N Step 1 GOOD Step 2 Task B Step N Step 1 GOOD Step 2 Task O Step N Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Task A Task B Task O Step 1 GOOD Step 2 Task A FIT Step N Sub- Assembly 1 Step 1 GOOD Step 2 Task B Step N Step 1 GOOD Step 2 Task O Step N Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Task A Task B Task O Step 1 GOOD Step 2 Task A FIT Step N Sub- Assembly 1 Step 1 GOOD Step 2 Task B Step N Step 1 GOOD Step 2 Task O FIT Step N Sub- Assembly 2 Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Final Assembly Task A Step 1 GOOD Step 2 Task A FIT Step N Sub- Assembly 1 Step 1 GOOD Step 2 Task B Step N Step 1 GOOD Step 2 Task O FIT Step N Sub- Assembly 2 Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Final Assembly Task A Step 1 GOOD Step 2 Task A FIT Step N Sub- Assembly 1 Step 1 GOOD Step 2 Task B FIT Step N Product Assembly Step 1 GOOD Step 2 Task O FIT Step N Sub- Assembly 2 Step 1 GOOD Step 2 Task P Step N

Macro System Model Task Completion Assembly Final Assembly Task A Step 1 GOOD Step 2 Task A FIT Step N Sub- Assembly 1 Step 1 GOOD Step 2 Task B FIT Step N Product Assembly Step 1 GOOD Step 2 Task O FIT Step N Sub- Assembly 2 Step 1 GOOD Step 2 Task P Step N WORKS

Task Grades 10 20 30 40 50 60 70 80 90 100

Task Grades 10 20 30 40 50 60 70 80 90 100

Cutting Wood Given a piece of wood that will be cut into 2 pieces, how many lines will be drawn across the top face before the cut is made?

Cutting Wood 1 line

Cutting Wood 1 line (target)

Cutting Wood 2 lines

Cutting Wood 2 lines target

Examples of Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Examples of Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Examples of Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Examples of Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Examples of Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Macro System Task Management HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR MIN MAX 0 FT 100 FT

Macro System Task Management = = = = HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR = = MIN MAX 0 FT 100 FT

Micro System Task Management = = = = HOLE DIAMETER PAGE COUNT MIN MAX 20 25 OUTER DIAMETER DISTANCE FROM THE DOOR = = MIN MAX 0 FT 100 FT

Resource Management Contrast HOLE DIAMETER HOLE DIAMETER MIN MAX MIN MAX OUTER DIAMETER OUTER DIAMETER MIN MAX MIN MAX

Resource Management Contrast HOLE DIAMETER HOLE DIAMETER MIND THE TASK MIN MAX MIN MAX OUTER DIAMETER OUTER DIAMETER MIN MAX MIN MAX

Resource Management Contrast HOLE DIAMETER HOLE DIAMETER MIND THE TASK MIND THE GAP MIN MAX MIN MAX OUTER DIAMETER OUTER DIAMETER MIN MAX MIN MAX

Micro System Model Task Completion Assembly Final Assembly Task A Step 1 Step 2 Task A Degrees of FIT Step N Degrees of GOOD Sub- Assembly 1 Step 1 Step 2 Task B Degrees of FIT Step N Product Assembly Step 1 Step 2 Task O Degrees of FIT Step N Sub- Assembly 2 Step 1 Step 2 Task P Step N Degrees of WORKS

Modes of Thinking

Modes of Thinking Categories Absolutes Discrete / Digital How many students at CSUN? How many faculty?

Modes of Thinking Categories Continuum Absolutes Discrete / Digital How many students at CSUN? How many faculty? Continuum Relative Wholeness / Analog Better/Faster/Cheaper/Smarter/etc. Students are different, faculty are different

Purposeful Resource Management

Resource Management Activity Ownership Proactive Reactive “Mine” “Ours” Ownership

Resource Management Activity Ownership Proactive Reactive “Mine” “Ours” Ownership

Resource Management Activity Ownership Proactive Reactive “Mine” “Ours” Ownership

Resource Management Activity Ownership REFLEXIVE PURPOSEFUL Proactive Reactive REFLEXIVE “Mine” “Ours” Ownership

Opportunities to Act

Opportunities to Act (differences that make a difference) Category Thinking vs. Continuum Thinking

Opportunities to Act (differences that make a difference) Category Thinking vs. Continuum Thinking Macro Systems vs. Micro Systems

Opportunities to Act (differences that make a difference) Category Thinking vs. Continuum Thinking Macro Systems vs. Micro Systems Attention to “Good” elements

Opportunities to Think

An InThinking Roadmap AKA The Hotel California InThinking Together The New Economics Study Session (14 hrs) Managing Variation as a System (9 hrs) Leading Systems Resource Leadership (8 hrs) (12 hrs) (AKA the “Organization OD iscussion ngoing (4th week, Th/Fri, 12-2pm PT) Workshop”) BTA…webinar hinking etter (2nd week, Th/11:30-1pm PT) bout InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner - - Tregoe (24 hrs) Design of Experiments & Taguchi Methods – An Overview (Problem Solving and (Problem Solving and Decision Making) (16 hrs) Six Thinking Hats (8 hrs) Understanding DATT DATT DATT (16 hrs) (16 hrs) (16 hrs) Taguchi Methods – Part 1 ools irect (40 hrs) pplied hinking Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites

An InThinking Roadmap TARGET AUDIENCES: Members of management, individual contributors, suppliers, and customers who are providing leadership in "enterprise thinking" activities. Family members, "members of the community" and students are welcome to attend. "Members of the community" are citizens who are involved full or part time, or in a volunteer capacity, in community related work. Examples include hospital employees, teachers, religious leaders, scouting leaders, and youth sports volunteers.

An InThinking Roadmap AKA The Hotel California InThinking Together Distance Learning Opportunities The New Economics Study Session (14 hrs) Managing Variation as a System (9 hrs) Leading Systems Resource Leadership (8 hrs) (12 hrs) (AKA the “Organization OD iscussion ngoing (4th week, Th/Fri, 12-2pm PT) Workshop”) BTA…webinar hinking etter (2nd week, Th/11:30-1pm PT) bout InThinking Together (9 hrs) (Formerly known as “ET” and “Understanding Variation”) Kepner - - Tregoe (24 hrs) Design of Experiments & Taguchi Methods – An Overview (Problem Solving and (Problem Solving and Decision Making) (16 hrs) Six Thinking Hats (8 hrs) Understanding DATT DATT DATT (16 hrs) (16 hrs) (16 hrs) Taguchi Methods – Part 1 ools irect (40 hrs) pplied hinking Lateral Thinking (16 hrs) Understanding Taguchi Methods – Part 2 (40 hrs) Prerequisites

Monthly Announcement

“All that we have comes from people who are responsible only to themselves.” W. Edwards Deming

Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Email: william.bellows@rocket.com, Cell: 818-519-8209 Photo Chemical Machining Institute World Conference October 8, 2013