Better, Faster, Cheaper

We Don’t Make Widgets: Overcoming the Myths That Keep Government from Radically Improving

Written for management at every level of government, We Don’t Make Widgets: Overcoming the Myths That Keep Government from Radically Improving explodes the myths that prevent dramatic improvement in government operations.

If you’re interested in a new way of thinking about what you do, who you do it for and why you do it, this book – part of the Governing Management Series – is for you. Read it and manage with the best!

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Praise for We Don’t Make Widgets:

“Not since the publication of Measuring Up: Governing’s Guide to Performance Measurement for Geniuses (and Other Public Managers) by Jonathan Walters have I had such a laugh-out-loud read of a book on performance measurement. But be warned: Don’t buy this book if you expect to have all of your management and leadership skills validated. Don’t buy it if you want a book that will make you comfortable. But if you want a book that will stimulate your thinking about performance measurement, that has the potential to change how you lead your work team or organization and provides concrete steps for doing so, then this is the book for you.” – Michael Lawson, Director, ICMA Center for Performance Measurement

 
“Ken doesn’t just write about radically improving government operations, he has done it! Using the tools he sets forth in this book, Ken helped transform programs as diverse as license bureau services, income tax processing systems and child-abuse hotline operations to provide just what citizens expected: shorter waiting times, quicker income tax refunds and more efficient and accurate handling of hot line calls. In the process, he built teams of dedicated state employees who know that they hold the key to the continued improvement of government services.” – Michael Hartmann, Chief of Staff to Missouri Governors Mel Carnahan, Roger B. Wilson, and Bob Holden

The Change Agent’s Guide to Radical Improvement

You “get it” now go “do it”!

The Change Agent’s Guide contains 36 unique tools you can use with your workgroups or teams to turn the radical message of We Don’t Make Widgets into radical improvements.

The Change Agent’s Guide to Radical Improvement is Ken Miller’s comprehensive how-to book, packed with all of the information and tools necessary to make any improvement project a rousing success. Its unique methods integrate the best practices in organizational development, team building, voice of the customer, reengineering, problem solving, creativity, innovation, and project management.

Some of the tools include:

Sponsor’s interview – how to uncover what senior management really wants

Focus group tool – a step by step method to uncover what your customers truly want (not just what
they’ve been conditioned to expect)

Voice of the Customer tool - a powerful exercise that turns customer desires into measurable goals you can use for innovation and evaluation

Process Analysis checklist – you don’t need a colored belt to find the opportunities in your process. This checklist identifies the hot spots for you and helps you make your process 80% faster

The 5 Why’s of Innovation tool – this tool pushes you way outside the box and helps you see the future

Plus over 30 more tools that change minds and transform operations.

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If there is a bright side to this economic meltdown, hopefully it’s that people gain a new appreciation of what it’s like to manage government. I couldn’t help but chuckle when one of the failing bank CEO’s was brought before Congress and asked what he did with the multi-billions of taxpayers dollars his company had received. He seemed genuinely outraged that anyone would dare ask how the money was used.

The CEO’s outrage turned to indignation when one of the congressmen had the nerve to ask the dreaded “but-for” question. The congressman simply asked, “Could you please tell us how many more loans you have made since you got this money?” To which the CEO exclaimed that it was impossible to keep track of funds separately and that no one could possibly separate these dollars and show the direct impact those specific dollars achieved.

Really? Because that’s what we do in government every day. I remember a colleague of mine who had to fill out four different time sheets every month because his time was split across four separate programs and grants, each of which demanded full accountability for time, money and results. What the bank CEO said was impossible is actually business as usual in government. So rather than giving you advice on how you can help improve government, I thought we would take some time to gloat and perhaps reflect on what we do really well.

Here’s what government can teach businesses about their operations: (more…)