WK 1 – 04 EXERCISE “MC Ops Ex House”

[Mike Hincks]

Compare the attached MasterControl “Ops Ex House” to the generic Lean house on page 21 of Lean For Dummies.

 

To complete this exercise, reply to this post indicating that you have reviewed the attached file. To do so, just select this note and click on the Reply button, then after typing your response, click Send.

Thanks!

[Ryan]

I reviewed the attached file.
The items on the roof of the TPS speak to Customer Success in our mission statement. The just in time section would seem to point to Economic Excellence, Highly motivate people would be Exceptional People so it fits in with our mission statement.

[estolberg]

Very much like the TPS House shown in the book, the MC House is a good illustration of the coherence between key components of Lean. As Ryan pointed out, the roof contains some of MC's Core Values. Customer Success is obvious, but Business ROI lends itself towards our Sound Economic core value, and High employee morale ties into one of the others, Exceptional People.

I believe that MasterControl is following their House diagram currently. There are several points, such as the Just-in-time left pillars determining our hiring practices (first make the sales and let customer demand dictate how many new TSE's we hire aka "pull"), or the Data-Drive Decisions base (how many TSE's should be on the phones at any given time based on historical call records).

[David Healey]

Business ROI is a really big deal.   Every department has the opportunity to invest in the customer's ROI whether we realize and harness its potential, that is up to each of us individually and as a whole.  The "Operational Stability" (foundation) represent a solid goal structure that will in turn help us achieve our ultimate goals of assuring "Customer Success, High Employee Morale, and Business ROI."

[Jared Allen]

I reviewed the attached file.

The MC Ops Ex House correlates very closely to the original TPS house.

[bmiller]

Operational Excellence seems to be synonymous with Operational stability, except that one would be considered a higher level of the other.  The rest of the house looks to be well mapped after the TPS.

[Mike Hincks]

David, ROI is a really big deal, especially with a company like ours.  We offer so many products in our software suite and it's critical that we dial in ROI so we're investing our time in those areas that are going to have the biggest impact on our business.  

[Mike Hincks]

Great points Erik.  Setting up a true pull system is an incredible balancing act.  I think we need to use the tools in Lean to get at the heart of what our customers value, what their real expectations are.  Our customers seem to have a hard time waiting in the queue for more than a few minutes.  Is that because we have not created enough value in the services that we are offering, or because they pay so much for MSA they feel they are beyond waiting, or some other reason.  Once we gauge that true value, I think we can get to work balancing those three pillars.   

[emcginty]

I have reviewed this attachment. I believe that the top of the structure explicitly demonstrates our main long term objective. 

[Chanse]

I think the MC House was built very well in comparison to the TPS house in the book.  It describes our current business practices very well and incorporates our mission statement into it.  With some of the things we offer to the customer, such as the customer website and the VOC link on that website, we can get a feel for the wants and needs of our customers.  Combining that with the TS group and our customers have a way to let us know what works, what doesn't and what needs enhancement.

On Friday, August 17, 2012 4:41:20 PM UTC-6, Mike Hincks wrote:

[ajones]

I compared the two houses and they are similar in structure.

[Tyler Nelson]

I think that we very much reflect the center pillar of the TPS.  We all are motivated to put out the best product that we possibly can.  Our very structure and general corporate culture allow us to be motivated by making us feel empowered to make changes where necessary.  This way we don't feel like we are being pushed by the company, rather that each individual is propelling the company forward as it should be.

[smcclendon]

Now that I've had some time to review, I would agree.  The MC house is very similar to the TPS from the book and correlates well with our company values.

[csimpson]

I reviewed the attached file. The two houses have the same fundamentals. The MC house is more industry specific.

[jlongsjo]

I have viewed the diagrams.

The two are very similar, the MC house just incorporates our core values. 

On Friday, August 17, 2012 4:41:20 PM UTC-6, Mike Hincks wrote:

[jlongsjo]

I believe that customers in general do not like to wait. It is just the nature of the instant gratification culture that we live in. The customers realize the value of our services - that is why they pay the MSA. 

[Mike Hincks]

So are you saying we can’t create a service or product so good people would be willing to wait for it?  Some people will wait over two hours for good food.    

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