1. Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Cell: Photo Chemical Machining Institute World Conference October 8, 2013

2. Tank Engines

3. Tank Engines and Rocket Engines

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

5. 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

6. Product / Program / Project
As Conceived
As Managed

7. 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…..

8. 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.

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

10. 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?"  

11. 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:

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

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

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

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

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

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

18. 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”

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

20. Quiz

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

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

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

24. Time Management

25. Buying Watermelons and Briquettes

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

27. Task Flow P D E F I H G

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

29. Task Grades

30. Task Grades

31. Task Grades

32. Task Management

33. Macro System Model

34. Macro System Model
Task Completion

35. Macro System Model
Task Completion
Step 1
Step 2
Step N

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

37. 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

38. 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

39. 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

40. 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

41. 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

42. 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

43. 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

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

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

46. 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?

47. Cutting Wood
1 line

48. Cutting Wood
1 line
(target)

49. Cutting Wood
2 lines

50. Cutting Wood
2 lines
target

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

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

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

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

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

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

58. Macro System Task Management = = = = HOLE DIAMETER PAGE COUNT MIN MAX20 25
OUTER DIAMETER
DISTANCE FROM THE DOOR = =
MIN
MAX
0 FT
100 FT

59. Micro System Task Management = = = = HOLE DIAMETER PAGE COUNT MIN MAX20 25
OUTER DIAMETER
DISTANCE FROM THE DOOR = =
MIN
MAX
0 FT
100 FT

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

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

62. 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

63. 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

64. Modes of Thinking

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

66. 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

67. Purposeful Resource Management

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

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

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

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

72. Opportunities to Act

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

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

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

76. Opportunities to Think

77. 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

78. 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.

79. 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

80. Monthly Announcement

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

82. Insights from Mixed Model Management (on How to Manage Projects and not Tasks) Presented by Bill Bellows Associate Fellow InThinking Network Aerojet Rocketdyne Cell: Photo Chemical Machining Institute World Conference October 8, 2013