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Christopher K. Ahoy, APPA Fellow2006-2007 APPA President
Associate Vice President, Iowa State UniversityManagement Consultant
Filling in the GapsMay 13th, 2010
10:00 am 11:30 am
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Operations Management III- MGT323 2
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Filling in the GapsSolutions
1. Institution and Logic2. Common Sense3. Common Science4. Complex Science5. Invention
3
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Tree of Knowledge
Explicit
Tacit
Low Hanging Fruits
Fruits at the Top
Fruits from theMiddle of the Treeuits in the Middle
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Tree of Knowledge
Common Sense
Common Science
Complex Science
Low Hanging FruitFruits on the Ground
Intuition and Logic
Fruits on the top of the tree
Fruits in theMiddle
Explicit Knowledge
6
4-5
3
1-2
>6
Tacit Knowledge
TRIZ--Inventive
Problem Solving Methodology
Page 69 Chapter 3 Figure 3.3Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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World-Class OperationExplicit & Tacit Knowledge
Complex ScienceSolutions
Common ScienceSolutions
Common SenseSolutions
Logic & IntuitionTribal Knowledge
Lean Doing the RightThings
Doing Things Right
D M A I C
TRIZ
D F S S
Tacit
E x p
l i c i t
Low Hanging Fruits Fruits on the Ground
Sweetest Fruits are at the top
G A P 2
G A P 3
G A P 1
Inventive Solutions
Page 70 Chapter 3 Figure 3.4
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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GAP 2
GAP 1
What Couldbe
What Should be
What is
(PIS SED OFF Line)
Customer Delight
Customer Satisfaction
Neutral
Dissatisfaction C u s
t o m e r
S a t i s f a c t
i o n
J o u r n e y
Raising the Bar to achieve Customer Success
Ahoy Model Customer Success
Future State
Ideal State
Current Reality
Outstanding
Good
Excellent
Great
Low level Logic and Intuition Zone.Tribal Knowledge
World Class is greater than 6
One Plus More
Moment of Magic
Moment of Truth
Middle level Logic and Intuition
High level Logic and Intuition
GAP 3
Customer Success
C u s
t o m e r
F o c u s
Page 138 Chapter 7, Figure 7.2Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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GAP
GAP
Could be
(World Class)
Should be
(Average)
As is
(PISSED OFF Line)
Must Be
More Is Better
Delighters
Absent Fulfilled
Presence of the CharacteristicKano ModelCustomer Satisfaction
Delight
Neutral
Dissatisfaction
New Bottom Line Ahoy
C u s t o m e r S a t i s f a c t i o n
Must be (Must do) Absence creates anger
More is better The more the better (within reason)
DelightersGap (Ahoy)
Presence creates surprise and delightGap must be filled at the input beforeprocess (leading indicators PMMME)
Customers View of Quality Ahoy/Kano Model
Christopher Ahoy dated March 1, 1997 Modified April 16, 2004 All rights reserved 1997, Customer Success through Creating a World Class Operation
Ahoy Model Customer Success
Future State
Ideal State
CurrentReality
Quality = Less variance
PMMME = People, Machine, Material, Method, and Environment
Definitions
See Figure 7.2 for this area
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How to raise the bar up
GAP
GAP
Could be6 Complex Science
(World Class )
Should be
(Average) 3 Common Sense
As is(PIS SED OFF Line)
Must Be
More Is Better
Delighters
Absent Fulfilled
Presence of the CharacteristicKano Model modifiedCustomer Satisfaction
Delight
Neutral
Dissatisfaction
New Bottom Line Ahoy
C u s
t o m e r
S a
t i s f a c
t i o n
Ahoy Model Customer Success
Future State
Ideal State
CurrentReality
( W o r l
d C l a s s
)
Delighters
More Is Better
4-5
Common Science
Must Be
Customer Satisfaction
Customer Succes sGreater than six sigma
1 2
34
Good
Great
Customer Focus
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How to raise the barpage 159 Leadership in Facilities Administration
GAP
GAP
Could be(World Class)
Should be
(Average)
As is(PIS SED OFF Line)
Must Be
More Is Better
Delight
Neutral
Dissatisfaction
New Bottom Line Ahoy
C
u s t o m e r
S a t i s f a c t i o n
Ahoy Model Customer Success
Future State
Ideal State
CurrentReality
W o r
l d C l a s s
More Is Better
Must Be
Customer Satisfaction
Customer Success
Good
Great
Customer Delight GAP
MOT
MOM
Outstanding
Excellent
C u s
t o m e r
F o c u s
One Plus More
Source: Ahoy 1997 Creating A world class Operations, Lecture Series
(Current State)
C
u s t o m e r
S u c c e s s
C
u s t o m e r
D e l
i g h t
absence Fulfillment
(Future State )
(Ideal State)
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Customer-Driven Operations Management
Chapter 1: Where Does a World-Class Journey Begin? Chapter 2: Creating a World-Class Organization Chapter 3: Where to Start Your Journey Chapter 4: Stages of Change Chapter 5: Levels of Development Chapter 6: Who Is The Customer? Chapter 7: Customer Focus Chapter 8: Organizational Design Chapter 9: Metrics Chapter 10: Systems Approach and Filling in the Gaps
Chapter 11: Quality Tools Chapter 12: Trends Facing a World-Class Journey Conclusion
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Creating a World-ClassOrganization
Chapter One
Christopher K. AhoyPresenter
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Customer-Driven Operations Management
Oregon Institute of Technology
Operations Management III MGT #323
Syllabus
Spring 2010
Instructor Karl Schultz P&f: (503) 625-1135 C: (503) 913-6558 (4-6PM before class) Email: [email protected] (use instead of OIT mail address) Texts The main text will be the Customer-Driven Operations Management. The other text, as cases, will
be used to supplement the main text.
Customer-Driven Operations Management: Aligning Business Processes and Quality Tools to CreateOperational Effectiveness in Your Company, 1 st edition, 2009. Ahoy. McGraw-Hill. ISBN 13-9780071608312, hard back.
Operations Management Cases, 1 st edition, 2005. Gehrlein. McGraw-Hill. ISBN 13-9780072918663. Soft back.
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Chapter 1: Where Does aWorld-Class Journey Begin?
Topics Where The Journey Began Process Mapping The Process Owner
Benchmarking Knowledge Management Knowledge Capital Knowledge Assets Alignment Alignment and Organizational Commitment
Alignment For Customer Success Alignment For Customer Success Through
Partnering For Profits Self-Assessment
Setting The Stage For StrategicPlanning
The New Environmental Impacts Quality Improvements Strategic Planning: The Basics Why Strategic Planning? Keys To Successful Strategic
Planning and Implementation Designing How To Get There
How Long Will It Take? What Is A Values-Based
Organization? Integration Reaching The Ideal State Of A
World-Class Organization
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Chapter 1: Where Does aWorld-Class Journey Begin?
Alignment Consistency to support organization-wide goals. Pioneers vs. Settlers vs. Transformers vs. CAVE
Alignment and Organizational Commitment Cross-functional alignment Alignment relationship to behavior and change Steps, conditions, paradigms, and zones of influence, see Fig. 7.2, pg. 138.
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Chapter 1: Where Does aWorld-Class Journey Begin?
Alignment and Organizational Commitment (cont.) Baldrige Award:
www.baldrige.nist.gov/PDF_files/2009_2010_Business_Nonprofit_Criteria.pdf
Balanced Scorecard:http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx
Measurement Process Management Lean and Six Sigma
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspxhttp://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx -
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Performance Improvement Toolkits
Project MgmtOn-time, On-budget,On-Scope
Change MgmtBehavior Alignment Psychology
BalancedScorecard Plus
Strategy and Metric Alignment
LeanWaste Reduction
Six Sigma Defect Reduction
ISO9000Process Improvement
And Control
BaldrigeOrganizational
Assessment & Review
7 MPManagement and Planning Tools
TOCConstraint Identification
And Policy Alignment
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Chapter 1: Where Does aWorld-Class Journey Begin?
Alignment and Organizational Commitment (cont.) Quality Tools High-Level Relationship Building
Alignment for Customer Success Exceeding expectations More in Chapters 7 & 9
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Chapter 1: Where Does aWorld-Class Journey Begin?
Alignment for Customer Success Through Partneringfor Profits Three key areas - fits:
1. Strategic2. Cultural3. Operational
Self-Assessment Periodic reviews to evaluate cross-functional alignments Baldrige Award self-assessment:
www.baldrige.nist.gov/PDF_files/2009_2010_Business_Nonprofit_Criteria.pdf
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Chapter 1: Where Does aWorld-Class Journey Begin?
Process Mapping Quality tool - from current, to future state, to the ideal state.
Ideal State
Current State
Future State
Next Future State
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
Wh t ill it t k t g t
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Figure 5.6 Blanchard/Waghorn P & F sigmoid-Curves Plus the Ahoy I Curves
Trough of Chaos
and Confusion
Blanchard and Waghorn F-Curve
Two Cycles
Blanchard & WaghornP & F-Curve
Present
Ahoy F-Curve
Blanchard & Waghorn P-Curve
Future
Blanchard & WaghornOrganization GrowthMission Possible
P e r
f o r m a n c e
What will it take to get to the next level of
performance ?
FP Ahoy I-Curve
Three Cycles
Ahoy P-Curvealso
Line of Sight depends onwhere the organization isin the continuums of CQI
FF
I
Ahoy I-Curve
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GAP 2
GAP 1
What Couldbe
What Should be
What is
(PIS SED OFF Line)
Customer Delight
Customer Satisfaction
Neutral
Dissatisfaction C u s
t o m e r
S a t i s f a c t
i o n
J o u r n e y
Raising the Bar to achieve Customer Success
Ahoy Model Customer Success
Future State
Ideal State
Current Reality
Outstanding
Good
Excellent
Great
Low level Logic and Intuition Zone.Tribal Knowledge
World Class is greater than 6
One Plus More
Moment of Magic
Moment of Truth
Middle level Logic and Intuition
High level Logic and Intuition
GAP 3
Customer Success
C u s
t o m e r
F o c u s
Page 138 Chapter 7, Figure 7.2Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Sigmoid Learning Curve
Sigmoid CurveOne life cycle
3-7 years
As is
What Must be
What Should be
What Could be
More than better
LearningCurve
Current RealityState
Future State
Ideal State
G A P
G A P
CustomerSuccess
Customer Delight
Customer Satisfaction Moment of Truth
Moment of Magic
One Plus More
World Class
Good
Great
What must do = P IS SESD Off Line
Trough of Chaosand confusion
Path Finding
Alignment
G A P
What Can be
C u s
t o m e r
F o c u s
A
A
B
B
You can get stuck here if you dontkeep your focus on the future goals(peaks) you are striving to achieve.
C
C
Chapter Five Levels of Development,see Figure 5.3 Sigmoid Curve
Chapter Four Stages of Change, see Figure 4.3 Moving
through the Trough of Chaos
M i h h h T h f Ch f P h F
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Moving through the Trough of Chaos from Past to the Future
External
Interna l
Past Future
See Figure 4.2Process of Getting There?
Getting into the DitchComing out of the Ditch
Strugglers Thrivers
Victimized Personalized
Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Process of getting thereOrganization/Personal Transition
Survivors
CreateAwareness
Acceptance of Change
Growth & Prosperity
Commitment & Adaptation
Reassessment of Values
Shock & Denial
Anger & Blaming
Grief & Nostalgia
Victimized Personalized
Strugglers Thrivers
Why Stay?
Career/ProfessionCompany/Organization
IndividualCompany
Alignment
CANEQIAI1997 2008
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Chapter 1: Where Does aWorld-Class Journey Begin ?
Where The Journey Began
Systemic way involving system thinking and empowerment.Chose flatter organization structure vs. traditional command-and-control
Moved from tasks to process focusQuestions list, see pg. 3Process-centered approachDefective process resultsBettering processes list, see pg. 4
Organization designTQM concernsHandoffs = NVA list, see pg. 6
The first step in resolving these problems is process mapping .
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Chapter 1: Where Does aWorld-Class Journey Begin?
Process Mapping (cont.)Quest to become the best begins with - attitude, process, and tools(Chapter 2).The Process Map
Picture - most important quality toolThree stages of activities
GE Personnel Accounting example (shown in class)Mapping the Existing Processes
Looking for non-valued added work If you cant track it, you cant measure it.See example: www.fpm.iastate.edu/worldclass/process_mapping.asp
The Process OwnerSee list, pg. 9
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Chapter 1: Where Does aWorld-Class Journey Begin?
Benchmarking
Point of reference from which measurements may be made. Five types1. Internal2. Competitive3. Quantitative4. Functional
5. Generic
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Benchmarking RoadmapGETTINGSTARTED
Planning,Organizing,
andManaging
forbenchmarking
PREPARINGTO
BENCHMARKIdentify key
process.Form team.Understand
your ownprocesses.
CONDUCTINGRESEARCH
Collectinformation:Who's the
best?What to
ask?
SELECTINGWHO TO
BENCHMARKEstablish
relationship.Plan to collect
and shareinformation.
COLLECTINGAND SHARING
INFORMATIONSurveysSite visits
Determineany third
parties
ANALYZINGADAPTING AND
IMPROVINGCompare data.Plan to surpass.Implement and
Monitor.Improve.
Continuous Quality Impr ovements
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Chapter 1: Where Does aWorld-Class Journey Begin?
Knowledge Management The right information for right people at right time
Intellectual capital and data mining
Knowledge Capital Provides competitive advantage
Knowledge Assets Accumulated intellectual resources
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Performance Excellence Definition
Delivery of ever improving value tocustomers, contributing to marketplacesuccess
Improvement of overall organizationaleffectiveness and capabilities ( operationalexcellence )
Building equity (Organizational andpersonal learning)
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Operations Management III- MGT323 35
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GAP 2
GAP 1
What Couldbe
What Should be
What is
(PIS SED OFF Line)
Customer Delight
Customer Satisfaction
Neutral
Dissatisfaction C u s
t o m e r
S a t i s f a c t
i o n
J o u r n e y
Raising the Bar to achieve Customer Success
Ahoy Model Customer Success
Future State
Ideal State
Current Reality
Outstanding
Good
Excellent
Great
Low level Logic and Intuition Zone.Tribal Knowledge
World Class is greater than 6
One Plus More
Moment of Magic
Moment of Truth
Middle level Logic and Intuition
High level Logic and Intuition
GAP 3
Customer Success
C u s
t o m e r
F o c u s
Page 138 Chapter 7, Figure 7.2Christopher K. Ahoy Copyright March 1, 1997 All rights reserved- Source Creating a World -Class Organization lecture Series
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Chapter 1: Where Does aWorld-Class Journey Begin?
Setting the Stage for Strategic Planning Begin with the end in mind
The New Environmental Impacts Timing Agile Globalization Issue of doing more with less
Quality Improvements Key to success
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Chapter 1: Where Does aWorld-Class Journey Begin?
Strategic Planning: The Basics Crisis management vs. anticipating
Why Strategic Planning? Reasons, list pgs. 27 & 28
Keys to Successful Strategic Planning and
Implantation Commitment Credibility Communication
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Chapter 1: Where Does aWorld-Class Journey Begin?
Designing How to Get There See Fig. 3.2, next Predetermined solutions vs. paradigm shift
How Long Will it Take? No quick fixes Stages, see Fig. 2.3, next Its never over - TPS
What is a Valued-Based Organization? Developing a mastery of skills and knowledge
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Chapter 1: Where Does aWorld-Class Journey Begin?
Integration Process aligned and right conditions = effective
organization Baldrige Criteria:
Reacting to problems Early systematic approaches Alignment approaches Integrated approaches
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Chapter 1: Where Does aWorld-Class Journey Begin?
Reaching the Idea State of a World-ClassOrganization When?
Struggle to maintain Customer focused - internal and external Focus on core values Operate expertly Stakeholders
Customers Employees Questions - see pgs. 33 & 34
Answers take operations to next level of excellence!
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Chapter 1: Where Does aWorld-Class Journey Begin?
Topics Where The Journey Began Process Mapping The Process Owner
Benchmarking Knowledge Management Knowledge Capital Knowledge Assets Alignment Alignment and Organizational
Commitment Alignment For Customer Success Alignment For Customer Success
Through Partnering For Profits Self-Assessment
Setting The Stage For StrategicPlanning
The New Environmental Impacts Quality Improvements Strategic Planning: The Basics Why Strategic Planning? Keys To Successful Strategic
Planning and Implementation Designing How To Get There
How Long Will It Take? What Is A Values-BasedOrganization?
Integration Reaching The Ideal State Of A
World-Class Organization
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Baldrige Criteria - Business
Performance Excellence Framework:A Systems Perspective
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Baldrige Criteria Definition
A proven framework for performance excellence adopted byCongress in 1987 and used by more than 1500 applicants. More than 2000 examiners have been trained nationally and
more than 25,000 examiners trained in state and local awardprograms.
Since 1996- 25 of 34 award winners have been state awardrecipients
73 have received NMBQA in the 20 years 2007- -At the State of Iowa in the past eight years, there have
been sixty-two ( 62) applications for the performance excellenceawards. Thirty-two ( 32) organizations have been recognized fortheir achievements--two (2) at the gold level, eleven ( 11) at thesilver level, and nineteen ( 19) at the bronze level.
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1. Visionary Leadership2. Customer-Driven
Excellence
3. Organizational &Personal Learning
4. Valuing Employees &Partners
5. Agility
6. Focus on the Future7. Managing for
Innovation
8. Management by Fact9. Public Responsibility &
Citizenship10. Focus on Results &
Creating Value11. Systems Perspective
Performance ExcellenceCore Values
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1997 Transformation
1
2
3
4
5
6
7
8
9
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Thank YouQuestion and
48
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