[OSList] Shipyard again

Sun Jan 26 14:24:14 PST 2014

Wonderful! And of course a story... Boeing Aircraft needed to redesign the
way they made doors on their airframes. It seemed like 25,000 people in five
countries had some part in the action. So we (they) did an Open Space with
the invitation -- If you care about doors, come. Some 500 people showed up.
I can't give you all the details (don't know them) but the folks came from
all over, and from every part of the Door Frame Process. From the top of the
corporation to the "Door Hangers" (folks who screwed the doors on planes.)
In two days -- they did it. At least they said they did, and who am I to
argue, knowing nothing about doors, planes, or whatever.

So. Bottom line. If you want a rich solution have everybody who cares (and
can contribute). That can be a problem, but (my experience) if they care,
they will come. And if Senior Management worries about the cost, then they
should be worrying about NOT involving every piece of the system, and all
the available expertise. And "expertise" does not come just in packages
marked "Expert Consultant." It also comes in packages marked, "Those who do
the job."

Have fun! It will only get better.

ho 

Harrison Owen
7808 River Falls Dr.
Potomac, MD 20854
USA

189 Beaucaire Ave. (summer)
Camden, Maine 04843

Phone 301-365-2093
(summer)  207-763-3261

www.openspaceworld.com 
www.ho-image.com (Personal Website)
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-----Original Message-----
From: oslist-bounces at lists.openspacetech.org
[mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of Hege Steinsland
Sent: Sunday, January 26, 2014 2:26 PM
To: World wide Open Space Technology email list
Subject: Re: [OSList] Shipyard again

:-)))
Thank you Harrison!
I read and I smile. This is to good to be true, and still I cant help my
self believing in it!

In the case of this company they have shipyards in different countries. They
actually built the ship abroad and bring it back here to fill it up with all
the technology and equipment. Then of course there is a dependency between
the Yards. Delays the first place leads to problems out of hand the second
place. Any experience with that? Should they invite people over from the
yard abroad to join in an Open Space here, or better have one here and one
over there, if you know what I mean?

Just love this opportunity to ask you questions :-)

Love from
Hege
24. jan. 2014 kl. 22:07 skrev Harrison Owen <hhowen at verizon.net>:

> Hege -- There are indeed stories sort of like what you want... For 
> example way back when, an American aerospace business redesigned 
> itself (reduced its size by about 50%) in Open Space. For the details 
> see "Open Space Used as an Organization Transition Methodology" Hugh 
> Huntington in "Tales from Open Space" 
> http://openspaceworld.com/Tales.pdf Or there is the Rockport Shoes 
> story in which the people created a new product and did a serious fix 
> to their inventory system producing a $28,000,000 addition to their 
> bottom line
> -- which represented almost a 10% increase. Not bad for 2 days! BUT -- 
> But that was "their" story. And everybody knows that the shoe business 
> and the aerospace business aren't the ship building business. So I am 
> not sure they would help all that much.
> 
> It seems, however, that you are more interested in the 3-5% sort of 
> story. I think I understand your interest -- after all what sane 
> executive would believe a 10% increase in the bottom line, achieved in 
> 2 days? And of course a 15,000% increase in productivity is just off 
> the charts. All of which strikes right to the heart of the problem 
> with Open Space and the power of self organization -- IT SIMPLY CAN'T 
> HAPPEN! And if it did happen on any regular basis most executives in 
> the world would have very red faces, trying to explain how they could 
> possibly be delivering such miserable results (by
> comparison) and why they should not be immediately relieved of their 
> position.
> 
> Discretion would certainly suggest not embarrassing the client! And to 
> avoid such embarrassment to the client and yourself, I would stay far 
> away from all such numbers. I would also try and avoid stories from 
> other people. And in your case, you can do (not do) all of that quite 
> easily because the client already has their own story. As you said, 
> "The meeting came out great, with energy and lots of important 
> conversations." Your strategy might be something like asking the 
> client to remember the last time they opened space -- and ask them if 
> they would like to turn all that energy and serious conversation loose on
a new and important task -- "Building Great Ships:
> Better, Faster, Cheaper" If so, it is very easy to do, and you are 
> ready to go!
> 
> Being the persuasive woman you are, I am sure they will be responsive. 
> And when all that happens insist on a minimum of 2 days (better 2 1/2) 
> with EVERYBODY who cares about the issue. From the Board Room to the shop
floor:
> Come if they care! The rest of it will be history -- Another New Story 
> that nobody will believe :-)
> 
> And when it comes to your fee, you might try this. Offer to do it all 
> for a percentage of the savings or profit. And take nothing if nothing 
> happens. In the case of Rockport Shoes, the CFO was a major critic 
> before we got started. He called it a "million dollar a day 
> boon-dogle. At that time Rockport had a $360 million net annual. We 
> were going to close the facilities for 2 days. No shoes in, and none out =
a million $'s a day loss.
> He was not happy, so I told him I would take .5% of whatever was saved 
> or made -- and nothing if nothing happened. At the end, it was the CFO 
> who figured the value of the new product and savings ($28 million) -- 
> and when he told me the result I told him I would be happy to accept 
> his check for $140,000. I smiled and he smiled ... I took my regular fee.
> 
> Harrison
> 
> Harrison Owen
> 7808 River Falls Dr.
> Potomac, MD 20854
> USA
> 
> 189 Beaucaire Ave. (summer)
> Camden, Maine 04843
> 
> Phone 301-365-2093
> (summer)  207-763-3261
> 
> www.openspaceworld.com
> www.ho-image.com (Personal Website)
> To subscribe, unsubscribe, change your options, view the archives of 
> OSLIST Go 
> to:http://lists.openspacetech.org/listinfo.cgi/oslist-openspacetech.or
> g
> 
> -----Original Message-----
> From: oslist-bounces at lists.openspacetech.org
> [mailto:oslist-bounces at lists.openspacetech.org] On Behalf Of Hege 
> Steinsland
> Sent: Friday, January 24, 2014 4:36 AM
> To: World wide Open Space Technology email list
> Subject: [OSList] Shipyard again
> 
> Hello wise people.
> 
> I received some great advices from this list earlier when i first went 
> into a shipyard with an Open Space meeting.
> The meeting  came out great, with energy and lots of important 
> conversations, but I`m not sure of the longterm outcome...
> 
> I`m now invited to do another Open Space in a situation when a ship is 
> delayed, and they still need to keep the time and the costs.
> At the same time there is a process in the hole shipbuilding group 
> about a need for significant cut in costs, without compromising on 
> good quality, in order to be competitive for the future. Some of the 
> directors have start talking about a different approach to this than 
> yelling from above about shorter breaks and so on. They want the 
> workers to come up with the good solutions and have some ownership in
this.
> 
> My question to all your experienced Open Space facilitators: Do you 
> have examples of situations when Open Space has been used to cut 
> costs, find new and more effective ways to do the business that was 
> taken into reality and worked out?
> 
> ( I´m thinking of HO`s Ted talk about the 15 000% increase in 
> efficiency :-) Is this one, singular very special situation that we 
> keep telling all the time, or are there more stories similar to this 
> with, lets say 3 - 5 % cost reduction or increase in efficiency?
> 
> Excited!
> 
> All the best from
> 
> Hege Steinsland
> 
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