Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
The document discusses the principles and objectives of 5S, which are a set of five organizational techniques used to improve the workplace. The 5S's are Seiri (sorting), Seiton (systematic arrangement), Seiso (cleaning), Seiketsu (standardization), and Shitsuke (self-discipline). Each S is defined in 1-2 sentences with its meaning and the activities involved. Methods for implementing each S like visual controls, checklists, and establishing self-discipline through committees and training are also summarized briefly.
The document introduces the 5S process, which consists of five Japanese words beginning with S that represent steps to organize a workplace: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). It describes each step in detail and explains that implementing 5S can improve profits, quality, safety, and employee morale by reducing waste and improving efficiency. The 5S process originated in Japan as a way to create clean and orderly workplaces and can be applied by anyone, including housewives, nurses, managers, and more.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
Visual management is an integral part of a Lean management system. Visual management uses displays, metrics and controls to help establish and maintain continuous flow, and giving everyone a view of the work along the value stream. It includes a set of techniques that make operation standards visible so that people can follow them more easily. These techniques expose waste so that it can be prevented and eliminated.
LEARNING OBJECTIVES:
1. Understand that visual management is an integral part of Lean transformation
2. Familiarize with the common visual tools such as red tagging, activity boards, A3 storyboards, mistake-proofing, one-point lessons, standard work, kanban, etc.
3. Gain knowledge on how to apply visual tools to add structure and stability to operations, reducing variation and increasing efficiency
CONTENTS:
Introduction
5S - The foundation for a visual workplace
Types of visual management
Visual displays
Visual metrics
Visual controls
Mistake-proofing
Andons
Warning sensors
Common visual tools
Red tagging
Activity board
A3 storyboard
One-point lesson
Standard work chart
Takt time versus actual
Kanban
To download this complete presentation, please visit: http://www.oeconsulting.com.sg
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
It is about the visual management in an organization. This presentation contains introduction part, Importance, Benefits, Process, Different phases, tools and techniques of a visual management system.
Visual management controls systems techniquesKobi Vider
The document discusses visual management systems and techniques used to maintain an organized and efficient workplace. It describes how visual management systems provide visual trends of progress against goals and help identify opportunities for improvement. Key aspects of visual management systems include using metrics that are understood by all, have clear improvement targets, and can be tracked by the affected departments on a daily basis. Examples of common business metrics that can be visually tracked include quality, costs, delivery, inventory, customer service levels, productivity, and employee morale. Dashboards are highlighted as an effective visual tool to monitor current performance across these critical areas.
Visual management is a set of techniques that use visual cues in the workplace to communicate and control processes. It aims to make work processes easy to understand through visual displays of information. The 5S methodology is a key part of visual management and aims to organize and clean the workplace. The 5S steps are sort, straighten, shine, standardize, and sustain. Implementing visual controls like color coding, labeling, and visual signals can help ensure processes are followed and the workplace is safely organized. Visual boards are also used to visually track key metrics and ensure issues are addressed. Overall, visual management strives to improve communication, safety, productivity and quality through a visually organized and controlled workplace.
The document discusses the principles and objectives of 5S, which are a set of five organizational techniques used to improve the workplace. The 5S's are Seiri (sorting), Seiton (systematic arrangement), Seiso (cleaning), Seiketsu (standardization), and Shitsuke (self-discipline). Each S is defined in 1-2 sentences with its meaning and the activities involved. Methods for implementing each S like visual controls, checklists, and establishing self-discipline through committees and training are also summarized briefly.
The document introduces the 5S process, which consists of five Japanese words beginning with S that represent steps to organize a workplace: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize), and shitsuke (sustain). It describes each step in detail and explains that implementing 5S can improve profits, quality, safety, and employee morale by reducing waste and improving efficiency. The 5S process originated in Japan as a way to create clean and orderly workplaces and can be applied by anyone, including housewives, nurses, managers, and more.
The document discusses the concepts of 5S (Sort, Straighten, Shine, Standardize, Sustain) and visual management as tools for improving workplace organization and productivity. It provides objectives, definitions, examples, benefits and best practices for implementing 5S and visual controls. The overall goal is to create a clean, well-organized visual workplace where status and issues are easily understood.
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
The document outlines the 5S methodology, which is a program used to improve project performance through workplace organization and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. For each step, it provides definitions, examples of activities that can be done, and how success can be measured. The overall goal of 5S is to enhance work efficiency, reduce costs, eliminate waste, and improve productivity and work ethics through an organized, standardized workplace.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
The document provides an introduction to the 6S methodology for organizing and standardizing a workplace. It explains that 6S was developed by Toyota and involves 5 stages ("Sort", "Set In Order", "Shine", "Standardize", "Sustain") plus a sixth stage of Safety. Each stage is described in 1-2 sentences. The goals of 6S are to remove unnecessary items, systematically improve processes, and establish standards to maximize efficiency and productivity.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
The document discusses the 5S methodology for organizing and standardizing the office environment. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. The document outlines each of the 5S elements and provides guidance on implementing 5S practices such as using red tags to identify unnecessary items for removal from the workspace. The goal of 5S is to create a clean, orderly workplace that eliminates waste and makes abnormalities immediately visible.
The document provides an introduction to the 5S methodology for organizational improvement. It discusses the goals of 5S which include creating a safer and more efficient workplace. It then explains the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Each step is described in detail along with its benefits such as reducing waste, improving productivity and safety. The document also provides examples of visual control techniques and strategies for implementing 5S.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
This document provides guidance on implementing the 5S methodology in the workplace. It begins with an introduction to the 5 key elements of 5S: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. It then outlines the benefits of 5S, such as improved productivity, safety, and teamwork. The document dedicates several sections to practical 5S tools and methods for each element, like card tagging, labeling, and creating a 5S corner. It concludes with step-by-step instructions for conducting a situation analysis and drafting an action plan to implement 5S in a workplace, including identifying issues, goals, objectives, pilot areas, and timeframes.
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
5S is a workplace organization method that uses five steps to improve safety, quality, productivity and employee attitudes. The five steps are: 1) sorting to eliminate unnecessary items, 2) stabilizing to efficiently store necessary items, 3) shining to clean the workplace, 4) standardizing procedures for consistency, and 5) sustaining the first four steps as an ongoing culture. Implementing 5S involves applying the steps systematically to a chosen work area, documenting the current state, applying the 5S's, documenting improvements, and determining new goals.
The 5S methodology originated from practices used by Venetian shipbuilders in the 16th century to streamline ship assembly. Toyota further developed 5S after World War II, drawing inspiration from Ford's assembly lines and Piggly Wiggly's inventory practices. The 5S methodology consists of five phases - Sort, Set In Order, Shine, Standardize, and Sustain - aimed at organizing a workspace for efficiency and eliminating waste. Implementing 5S results in less waste and improved workflow, allowing workers to be more productive with less down time searching for needed tools and materials.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
Kaizen refers to continuous incremental improvement. It is a Japanese philosophy that focuses on continuous improvement involving everyone in the organization on an ongoing basis. The goal of Kaizen is to eliminate waste through small, incremental changes to processes. It aims to improve all aspects of an organization over time. Kaizen emphasizes identifying and eliminating non-value added activities and focusing on activities that customers are willing to pay for. The 5S methodology is a tool used in Kaizen to organize and standardize the workplace. Toyota popularized Kaizen as part of their lean manufacturing system to drive cost reductions and quality improvements.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
Kaizen strategy is the single most important concept in Japanese management - the key to successful Japanese companies such as Toyota. Kaizen, which simply means continuous improvement, is the foundation for all Lean improvements. Kaizen events are opportunities to make focused changes in the workplace.
The Kaizen Poster depicts the key Kaizen concepts, principles, methods and tools for workplace continuous improvement.
The Poster comes in two themes: color and monochrome. Formatted in PDF and in editable PPTX, the poster can be easily printed on an A3-sized paper from an office copier machine and displayed on employee workstations, or distributed together with your workshop handouts.
The Kaizen Poster complements your Kaizen and Lean training presentation materials. It serves as a takeaway and summary of your process improvement presentation.
The Kaizen Poster includes:
1. Key Concepts of Kaizen
2. The Meaning of Kaizen
3. Ten Basic Principles of Kaizen
4. Kaizen Philosophy
5. Kaizen & Job Functions
6. Three Criteria of Kaizen
7. Three Main Types of Kaizen Activities
8. Kaizen Event Process
9. 5W & 1H of Kaizen
The document outlines the 5S methodology, which is a program used to improve project performance through workplace organization and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. For each step, it provides definitions, examples of activities that can be done, and how success can be measured. The overall goal of 5S is to enhance work efficiency, reduce costs, eliminate waste, and improve productivity and work ethics through an organized, standardized workplace.
The document discusses Lean Manufacturing and 5S training. It defines Lean Manufacturing as eliminating waste to improve value for customers. 5S is an organizational method for workplace tidiness and efficiency. The 5S include Sort, Set in Order, Shine, Standardize, and Sustain. Implementing 5S through visual controls and labels can help eliminate waste and improve safety. Sustaining 5S requires ongoing audits, employee involvement, and management support.
The document provides an introduction to the 6S methodology for organizing and standardizing a workplace. It explains that 6S was developed by Toyota and involves 5 stages ("Sort", "Set In Order", "Shine", "Standardize", "Sustain") plus a sixth stage of Safety. Each stage is described in 1-2 sentences. The goals of 6S are to remove unnecessary items, systematically improve processes, and establish standards to maximize efficiency and productivity.
5S basic training ppt
http://smartmanagement.info/download-category/5s-forms/
5S represents 5 disciplines for maintaining a visual workplace (visual controls and information systems).
These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure our company’s survival.
The document discusses the 5S methodology for organizing and standardizing the office environment. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. The document outlines each of the 5S elements and provides guidance on implementing 5S practices such as using red tags to identify unnecessary items for removal from the workspace. The goal of 5S is to create a clean, orderly workplace that eliminates waste and makes abnormalities immediately visible.
The document provides an introduction to the 5S methodology for organizational improvement. It discusses the goals of 5S which include creating a safer and more efficient workplace. It then explains the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Each step is described in detail along with its benefits such as reducing waste, improving productivity and safety. The document also provides examples of visual control techniques and strategies for implementing 5S.
Masaaki Imai developed Kaizen, which are small incremental changes made to continuously improve productivity and minimize waste. The main principles of Kaizen are to consider the process and results, look at the entire job process to find the best way to get the job done, and make improvements without blame. Kaizen is widely applicable, results-oriented, a learning experience, and team-based. The phases of Kaizen are to select an event, plan the event, implement it, and follow up.
This document provides guidance on implementing the 5S methodology in the workplace. It begins with an introduction to the 5 key elements of 5S: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. It then outlines the benefits of 5S, such as improved productivity, safety, and teamwork. The document dedicates several sections to practical 5S tools and methods for each element, like card tagging, labeling, and creating a 5S corner. It concludes with step-by-step instructions for conducting a situation analysis and drafting an action plan to implement 5S in a workplace, including identifying issues, goals, objectives, pilot areas, and timeframes.
7 QC Tools are simple statistical tools used for problem solving. Nilesh Arora presented basics of 7 QC Tool training and details about Pareto Diagram.
To become a Lean enterprise, office activities must fully support shop-floor manufacturing operations to eliminate waste. The adoption of 5S throughout all office functions is the first step to increase efficiency.
This presentation provides a blueprint for building a Lean foundation for your office. You will learn how to mobilize and align your management team to launch or improve 5S in your office. The presentation covers 5S and Visual Management key concepts, best practices, step-by-step implementation guidance, and how to kick-start 5S in your organization to achieve sustainable world-class excellence.
LEARNING OBJECTIVES:
1. Understand the benefits of working in a clean and neat environment
2. Identify waste in the office
3. Define the 5S principles, and identify visual tools
4. Explain how to apply the 5S principles and visual tools to enhance office organization
5. Learn how to kick start a 5S initiative
6. Define the critical success factors for 5S implementation
CONTENTS:
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Helps to Eliminate Waste
What is 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
Creating a Visual Office
5S Applications
5S Implementation
Starting & Launching a 5S Initiative
5S Audit System & Maturity Levels
5S & Kaizen
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
5S is a workplace organization method that uses five steps to improve safety, quality, productivity and employee attitudes. The five steps are: 1) sorting to eliminate unnecessary items, 2) stabilizing to efficiently store necessary items, 3) shining to clean the workplace, 4) standardizing procedures for consistency, and 5) sustaining the first four steps as an ongoing culture. Implementing 5S involves applying the steps systematically to a chosen work area, documenting the current state, applying the 5S's, documenting improvements, and determining new goals.
The 5S methodology originated from practices used by Venetian shipbuilders in the 16th century to streamline ship assembly. Toyota further developed 5S after World War II, drawing inspiration from Ford's assembly lines and Piggly Wiggly's inventory practices. The 5S methodology consists of five phases - Sort, Set In Order, Shine, Standardize, and Sustain - aimed at organizing a workspace for efficiency and eliminating waste. Implementing 5S results in less waste and improved workflow, allowing workers to be more productive with less down time searching for needed tools and materials.
This document presents an overview of the 5S methodology for improving workplace organization. 5S stands for Sort, Set in Order, Shine, Standardize, and Sustain. Each step is described in detail, with tips provided for successful implementation, including leveraging teamwork, taking progress photos, and using metrics and visual displays to sustain improvements. The overall document aims to educate about applying the 5S methodology to enhance time savings, workplace safety, employee pride and efficiency.
Understand the ideas, goals of Lean Visual Management & 5S. The 4 Phases to Visual Management explained by Nilesh Arora, a founder of AddValue Consulting Inc.
Kaizen refers to continuous incremental improvement. It is a Japanese philosophy that focuses on continuous improvement involving everyone in the organization on an ongoing basis. The goal of Kaizen is to eliminate waste through small, incremental changes to processes. It aims to improve all aspects of an organization over time. Kaizen emphasizes identifying and eliminating non-value added activities and focusing on activities that customers are willing to pay for. The 5S methodology is a tool used in Kaizen to organize and standardize the workplace. Toyota popularized Kaizen as part of their lean manufacturing system to drive cost reductions and quality improvements.
The document discusses the 5S methodology for organizing the workplace. It introduces the 5S concepts of sorting, straightening, shining, standardizing and sustaining an organized work environment. Examples are given showing the benefits of applying 5S principles by removing unnecessary items, clearly identifying what belongs and maintaining an orderly workspace. This allows for safer, more efficient work without wasted time searching for needed items. The document suggests implementing 5S is essential for a productive workplace and competitive company by establishing strong organizational foundations.
Kaizen is a Japanese philosophy that focuses on continuous improvement involving all employees. It has five key elements: teamwork, increased efficiency, improved employee morale and satisfaction, improved safety, and the five S framework of seiri, seiton, seiso, seiketsu, and shitsuke. Kaizen is implemented through training, project selection, team selection, process mapping, and continuous improvement. It is applicable for all levels of an organization from top management to workers. Toyota is an example of a company that successfully uses kaizen to achieve high production efficiency.
The term KAIZEN has been derived from two Japanese words KAI & ZEN which means Change for better, precisely which means Continuous Improvement with no cost/ negligible cost by thinking differently using creativity.
This presentation includes
1. Concept of KAIZEN
2. KAIZEN Vs innovation/ modernization
3. KAIZEN and different level of Management
4. Targets of KAIZEN
5. Sample of KAIZEN checklist
6. Poka-Yoke
7, Examples of KAIZEN & Poka-Yoke
et.
5S - A step-by-step approach to implement 5S at your workplaceAnanth Palaniappan
This document "A step-by-step approach to implement 5S at your workplace" is a part of the training material we provide to our clients. This is specifically about the implementation of 5S at your workplace.
Training slides for 5S Awareness & Implementation. (NOT for Practical 5S: Uplift Company Image by Increasing Quality & Productivity Training).
This is one day training. Normally conducted on Saturday. To join the training, please send email to training@myanuar.com
5S Implementation - The first step to continuous improvementAdrian Oprea
Implementing 5S results in obvious improvements within the application area, plus, or even more importantly, in the change of people’s attitude towards their work and towards what they are doing.
5S implementation is the first steps to increase the efficiency in your company and the base for the future improvements.
The document provides details on a presentation about implementing 5S. The objectives are to improve the work environment, support safe and efficient work practices, and establish an auditing system. The presentation covers defining 5S, the 5S terminology and benefits, the red tag process for identifying unneeded items, explaining each of the 5 S's, best practices, color coding standards, and a checklist. Implementation requires identifying a leader, training a team, sorting needed and unneeded items, properly storing and labeling everything, establishing cleaning and inspection standards, and sustaining the system through ongoing meetings and recognition.
5S is a workplace organization method originating from Japan that consists of five Japanese words translated as: Sort, Set in Order, Shine, Standardize, and Sustain. The method is used to organize a work space for efficiency and effectiveness by identifying necessary items, storing them properly, maintaining cleanliness, developing routines, and sustaining the new habits. The five pillars of 5S include sorting out unnecessary items, arranging necessary items for easy access, cleaning everything, standardizing routines, and sustaining the new practices through workplace culture. Benefits of implementing 5S include improved organization, increased motivation and productivity, enhanced health and safety, and reduced mistakes and accidents.
How to implement 5S - Japanese technique presentation by netpeckers managemen...Iskcon Ahmedabad
This document discusses the 5 pillars of visual workplace organization: Seiri (organization), Seiton (orderliness), Seiso (cleanliness), Seiketsu (standardization), and Shitsuke (discipline). It provides examples of benefits like reduced waste and improved productivity. The 5S methodology is compared to personal hygiene habits. Case studies demonstrate waste reduction through proper organization. Resistance to 5S is also discussed, emphasizing the need for understanding and involvement. Implementation requires establishing an organizational structure, sorting through items, maintaining standards, and ongoing evaluation.
Visual elements in a workplace have a tremendous impact on education, morale, and productivity.
A visually dynamic workplace energizes employees, builds pride and ownership, and conveys the strength and currency of the organization.
Visual control are means, devices, or mechanisms that were designed to manage or control our operations (processes) so as to meet the following purposes:
Make the problems, abnormalities, or deviation from standards visible to everyone and thus corrective action can be taken immediately (Identification).
Display the operating or progress status in a easy to see format (Informative).
Provide instruction (Instructional).
Helps formulate and proliferate plans (Planning).
La metodología POKA-YOKE, desarrollada por el ingeniero japonés Shigeo Shingo en la década de 1960, busca prevenir errores en los procesos de fabricación mediante mecanismos sencillos. Estos mecanismos, como listas de control o modificaciones de máquinas, hacen que los errores sean obvios para el trabajador y puedan corregirse a tiempo, evitando así la creación de defectos en los productos.
The document discusses the 5S method, which is a structured approach to creating efficient presentations. It provides guidelines for analyzing the context, visualizing content as a story, structuring slides, simplifying text, harmonizing design elements, and using the right colors, fonts, figures and multimedia. The method helps users focus on objectives, adapt messages for the audience and media, and respect timing. It aims to guide users to create clear, impactful presentations that save time and money.
5S is a workplace organization methodology consisting of five Japanese words - sorting, straightening, systematic cleaning, standardizing, and sustaining. The steps involve eliminating unnecessary items, clearly labeling storage areas, cleaning workspaces daily, making all workstations identical, and maintaining standards over time. Implementing 5S improves organizational efficiency, reduces waste, cuts frustration, and improves speed, quality, safety and the work environment. The objectives are increased productivity, safety, and reduced waste while gaining worker commitment.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
There are three types of workplaces and the document discusses the 5S methodology for organizing and cleaning a workplace. The 5S methodology includes Sort, Straighten, Shine, Standardize, and Sustain. It provides details on implementing each step, including organizing items by frequency of use, standardizing locations for items, and sustaining the changes over time.
This document provides an overview of 5S, Kaizen, and Poka-Yoke concepts. 5S is a workplace organization methodology using five Japanese words - Sorting, Straightening, Shining, Standardizing, and Sustaining. Kaizen refers to continuous improvement and focuses on simplifying processes. Poka-Yoke aims to eliminate defects by preventing human errors through mechanisms that prove mistakes. Examples given include diskettes that only insert correctly and sensors that turn off water in sinks.
Kaizen is a Japanese philosophy that focuses on continuous incremental improvements involving all employees. It has 3 main principles: consider the process and results, evaluate the entire job process to find the best way, and approach it without blame to establish the best process. Kaizen events follow phases of selecting an event, planning, implementing, and follow up. It aims to reduce waste and improve productivity, quality, and employee satisfaction through small, ongoing changes.
By the end of the module, one can:
1.) Define and understand the importance of the 5s method
2.) Identify and overcome the barriers to productivity
3.) Improve QUALITY of work
4.) Practice efficiency at all times
The 5S workplace organization system applies a set of basic management principles that many companies widely adopt to maximize productivity and organization. As a cornerstone of Lean management, 5S improves workplace morale, safety and efficiency.
In this training presentation, you will learn how to mobilize and align your management team to launch or improve a 5S and Visual Management implementation in your organization. The presentation covers 5S and Visual Management best practices, step-by-step implementation guidance, and the best ways to integrate lean 5S into the organization's culture to achieve sustainable world-class excellence.
LEARNING OBJECTIVES
1. Understand the benefits of working in a clean and neat environment
2. Define the 5S principles, and identify visual tools
3. Explain how to apply the 5S principles and visual tools to enhance workplace organization
4. Learn how to kick start and launch a 5S initiative
5. Define the critical success factors for 5S implementation
CONTENTS
Introduction & Overview
5S Lays the Foundation for a Lean Enterprise
5S Establishes a Baseline for Kaizen Activities
5S as a Cornerstone of Employee Engagement
5S Helps to Eliminate Waste
What is 5S?
What is the Purpose of 5S?
Benefits of 5S
5S Principles - Step by Step
How to Conduct a Red Tagging Exercise
5S Visual Management
5S Applications
5S Implementation
Starting & Launching 5S
5S Audit System & Maturity Levels
Supporting Lean Tools for 5S
Critical Success Factors
To download this complete presentation, please go to: http://www.oeconsulting.com.sg
Kaizen is a system of continuous improvement in various aspects of a company. It was developed in 1950s Japan based on the Deming Cycle/PDSA cycle. The document discusses the introduction of Kaizen, 7 types of wastes, benefits of Kaizen culture, Toyota Production System, and how to implement a process of continuous improvement through small, incremental changes. The goal of Kaizen is to eliminate waste and improve productivity, quality and customer satisfaction through engaged employees continuously proposing improvements.
Poka-yoke, also known as mistake-proofing, aims to eliminate defects by preventing or correcting mistakes as early as possible. It was developed by Dr. Shigeo Shingo as part of the Toyota Production System. The presentation defines poka-yoke, discusses common errors and their impacts, and provides examples of mistake-proofing strategies and devices that make errors harder or impossible, like limit switches, guide pins, and checklists. The goal of poka-yoke is to achieve zero defects through early detection and prevention of mistakes in the production process.
This document discusses Poka-Yoke, a technique used to eliminate errors in manufacturing processes. Poka-Yoke aims to make mistakes impossible by implementing fail-safe methods that detect or prevent errors. Examples provided include part locators that ensure correct placement, and sensors that check proper assembly sequences. The document outlines common sources of defects, importance of preventing errors, appropriate uses of Poka-Yoke, and methods like contact and counting techniques. Real-world examples demonstrate Poka-Yoke in everyday products and complex systems like submarines.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith and Renee Troughton delivered at Agile Australia 2013 on 20 June 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Visual Management: Leading With What You Can SeeCraig Smith
Presentation by Craig Smith delivered at Agile Encore 2013 in Melbourne on 14 November 2013. Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
A quick overview of 3D printing product and services releases and displays at CES 2014.
These slides were presented at the first event of "South Bay 3D Printing Lab" meetup group.
Story writing is an art estimation is scienceSwatiKapoor43
The document discusses how writing user stories is an art while estimation is a science in Agile development. It explains that writing user stories requires creative skills and imagination to understand the personas and capture their needs, wants and feedback. Estimation in Agile involves applying statistical techniques and metrics to quantify the size of stories and predict team velocity and project timelines. The document provides tips on best practices for writing user stories, estimation techniques like planning poker, and using metrics like variance, average point value and standard deviation to improve estimation accuracy over time.
Benzne webinar Story writing is an Art, Estimation is scienceTarun Singh
The document discusses how writing user stories is an art while estimation is a science. It explains that writing user stories requires creative skills and imagination to capture requirements that account for changing user needs and personas. Estimation, on the other hand, involves analytical techniques grounded in metrics like story points, velocity, variance and standard deviation to quantify work items and plan in a structured, measurable way. The document provides examples of estimation techniques like planning poker, relative sizing and control charts to illustrate how agile teams can estimate work scientifically.
The Top 10 Glasstable Design Principles to Boost Your Career and Your BusinessSplunk
The document provides 10 principles for effective data visualization and dashboard design on glass tables. It discusses choosing the right visualization for different types of data, using colors and fonts effectively, following principles of visual hierarchy and proximity, leveraging diagrams and flows, and using alerts and a dramatic approach when needed. It also recommends starting with paper prototypes, using simple tools like PowerPoint, and following current design trends like flat and minimalist styles.
The document discusses ways to make channel teams and account managers more efficient in supporting partners. It describes how most companies have channel account management staff to encourage growth through indirect channels. Partners want a clear path to profitability, support structure for success, and competitive products. The document outlines workflows and tools for quarterly scorecards, business plans, marketing plans, funding approvals, and partner services. It promotes an enterprise channel management software called ARMS that can generate revenue, consult partners, reach more partners, and increase commitment levels with tools for quick plan creation and insights. The channel chief can effectively measure, manage account managers and partners with rollup reports and access.
Sketchup is a free 3D modeling software that can be used for educational purposes from K-12. It allows students to create geometric shapes and architectural designs. Teachers can use Sketchup for lessons in various subjects like geography, history, math and more. The presenters demonstrate how to build a 3D model in Sketchup and discuss connecting models to augmented reality using plugins or websites. They provide examples of lesson plans and student work using Sketchup.
This presentation was provided by Caroline Desrosiers of Scribely, during the NISO hot topic virtual conference "Accessibility." The event was held on March 29, 2023.
Data Visualisation Design Workshop #UXbneCam Taylor
In this workshop we’ll explore both the art and science of communicating information graphically in the digital world.
With lots of great examples and a hands-on team exercise, the session is intended to make us think about how we can convey information more clearly and efficiently in our apps, presentations, reports, emails and other forms of communication.
Mirko Lorenz Data Driven Journalism Overview Seminar Ordine dei Giornalisti d...Massimiliano Crosato
A seminar by Mirko Lorenz @MIRKOLORENZ (EJC European Journalism Center) on Data Driven Journalism topics at Ordine dei Giornalisti del Veneto, Venezia. 14 April 2015 #DDJ
Brian Suda: Designing with data (Webdagene 2014)webdagene
This document contains the notes from a presentation on data visualizations given by Brian Suda at Webdagen 2014 in Oslo, Norway. The presentation covered different types of charts and graphs used to visualize data including bar charts, area charts, line charts, scatter plots, maps and more. It discussed best practices for design principles like reducing non-data ink, highlighting changes through attributes like color and position, and improving accessibility. The presentation emphasized using data visualization as a tool rather than just making things look pretty.
This document provides an overview and instructions for Assessment 3 of a graphic design course. It includes requirements to write a 500-word article on typography, take photos of letters found in nature and objects, and design an e-newsletter using the content created. Tips are provided on file naming, submission process, and elements that will be assessed, including understanding of research, analysis, development of ideas, and integration of type into design.
This document contains an assessment for a graphic design course. It includes instructions for completing three parts: writing a 500-word article on typography, creating a visual diary of photos showing letters formed by nature/objects, and designing an eNewsletter using the content from the first two parts. The student provides their answers for each part, including an article on the history of typography and how technology has influenced design, photos of letters formed in everyday objects, and an original and amended eNewsletter design based on teacher feedback. A 200-word reflection analyzes how the student's research and experimentation informed their work.
This entire assignment is due before 1159 pm on Monday, Sept. 13.GrazynaBroyles24
This entire assignment is due before 11:59 pm on Monday, Sept. 13. Submit your work as a single zip file. While you can discuss homework among yourself, the work must be individual. There must be no sharing of code.
PART I
We will explore a basic issue that arises often in analytics, namely whether to use a one-sided vs. two-sided student’s t-test, and also whether the test should be paired. You may want to review Student’s t-test either from your old statistics text or from Wikipedia (it is accurate in this case). You will be using the data below. Assume that ‘statistical significance’ means a confidence level of 95%. To do the analysis in the questions, you may use any tool you wish (I will not ask for evidence), including excel, Python, R etc. I do recommend that you use a tool because it would not do to lose points on manual calculation errors.
My primary goal in giving you this exercise is to reinforce the importance of basic statistics and significance testing. Feel free to look up any and every resource on the Web to brush up on what you need to know. We’re aiming for conceptual clarity and application, not memorization.
Test subject (‘student’)
GPA (Fall 2018)
GPA (Spring 2019)
1
2
3
4
5
6
7
8
9
10
3.44481587332
3.40753716919
3.67967040671
3.49235971237
3.35806029563
3.59876412408
3.20857956506
3.49077194424
3.4864916754
3.39281679695
3.63235695644
3.2735320054
3.47597264719
3.45727477966
3.20981902735
3.56866681634
3.15388226146
3.56383533036
3.62542408166
3.00151409103
1. [10 points] The Dean wants to know if the average GPA of the students is at least 3.5, the default in previous semesters being that it was below 3.5. Using g to represent the sample GPA mean for fall and G to represent the population GPA mean, write down the Dean’s null (H0) and alternate (Ha) hypothesis.
2. [10 points] Assuming the population variance of the two semesters above are equal (but unknown), individually conduct the Student’s t-test for each semester. In either semester can you (individually) reject the null hypothesis?
3. [15 points] You are asked to determine if the average GPA has changed over the two semesters. You decide to conduct a paired t-test, assuming (as we will see, unwisely) that the same test subjects were sampled for their GPAs in both fall and spring. What do you find? Is the difference between the average GPAs statistically significant?
4. [15 points] In a conversation with the person who sampled the data, you now discover that the ten subjects in the fall semester are not the same as the subjects in the spring semester (however, you are told that you can still make the equal variance assumption about both semesters). Should you still go with the results above, or conduct a different t-test? If you do, what do you now find?
PART II
See hw-1.py
Assignment – 5DVP - Part A
This document is for guidance only – to be used in the classroom workshop. Your actual assignment must
be completed on the electronic template ...
Benzne webinar - Velocity, Story Points and Other Mess!SwatiKapoor43
As per a popular maxim, if you travel across India there is visible culture, food, clothing & language change every 100 kms. Likewise, when we observe teams practicing story points estimation & using velocity for prediction, we find inconsistency of usage in every alternate team. In this webinar we will attempt to clear the fuss around these two topics and understand the fundamentals of points estimation, velocity and other related factors.
We’re agile, so we don’t have to estimate and have no deadlines, right? Wrong! This session will review the problem with estimations in projects today and then give an overview of the concept of agile estimation and the notion of re-estimation. We’ll learn about user stories, story points, team velocity, and how to apply them all to estimation and iterative re-estimation. We will take a look at the cone of uncertainty and how to use it to your advantage. We’ll then take a look at the tools we will use for Agile Estimation, including planning poker, Visual Studio TFS and much more.
Speak To The Business! Agile Metrics That Inform Rather Confuse the Businesstroytuttle
Given to PMI KC Professional Development Days 2014 Conference.
In this session, we will investigate the challenges with the popular Agile planning and reporting concepts like story points, planning poker, and average velocity. We will explore some practical alternative planning and reporting practices that the business can understand. And we will look at metrics that are less of an abstraction from reality and more actionable by teams and management.
Computer simulations were introduced into a graduate crop modeling course to enhance student learning. Students used software like CSMP, BASIC, and STELLA to develop their own crop models through hands-on experience. This allowed students to better understand crop physiology and explore different scenarios. While each software had advantages like simple coding or graphical interfaces, they also had disadvantages such as needing mainframe computers or being expensive. Overall, using simulations actively engaged students and improved their understanding of crop modeling concepts.
Similar to Visual Management: Leading with what you can see (20)
Know thyself using introspection to find your inner edgeRenee Troughton
What does introspection have to do with Agile? If Agile is about individuals and interactions over processes and tools then you need to learn introspection! This presentation covers three introspection techniques - the Responsibility Process, Non-violent communication and Byron Katie's "The Work". These techniques will lead to deep personal insights and discovery for a better workplace and homelife.
This document discusses various coaching concepts and techniques including:
- The coaching canvas which provides a framework for coaching sessions.
- Powerful questions that can be asked of coachees to gather insights and solutions.
- The responsibility process which helps coachees take responsibility for problems.
It then describes an exercise where participants take turns coaching each other, with observers providing feedback. Retrospectives are also conducted. Various coaching tools and models are listed that could be useful in the coaching toolkit.
Coaching yourself and your teams Agile Sydney MeetupRenee Troughton
This document provides an overview of coaching techniques and strategies. It discusses applying coaching canvases, powerful questions, and responsibility processes. The document also lists various coaching tools and frameworks that can be used, including the coaching canvas, powerful questions, responsibility process, braving, loving what is, ADKAR, change management steps, non-violent communication, and immunity to change. It emphasizes that coaching can help transform oneself and others through building trust.
Scaling tricks: practical tips for Scaling in AgileRenee Troughton
With so many approaches out there on how to Scale, this presentation looks less at what is there in the marketplace, but instead takes a look at techniques and tricks that people are using that have not yet been codified. When Agile first started we spent many years refining and getting better at it, this is the start of refining how we scale and begin to integrate design thinking into our approach, whilst always looking for smarter ways to work.
Ceremonies are the 5% of Agile, so that is the 95%?Renee Troughton
This document discusses how 95% of agile success is attributable to improving the full ecosystem, not just agile ceremonies. It outlines common impediments that slow teams down and recommends identifying patterns of impediments, having mechanisms to escalate issues, and using economic decision making to prioritize fixing the most impactful impediments. Addressing impediments and having transparency around issues can improve visibility, decision making, and help ensure the real problems slowing teams are resolved.
A brief 1 hr talk provided at the Sydney Agile @ Scale Meetup group in October 2016 to cover the basics of Kanban and Enterprise Services Planning (ESP), talking concepts from DJA's slideshare content and adding in games for people to discover what Kanban and ESP is about.
Agile Washington 2015 Creating a Learning CultureRenee Troughton
This document describes the evolution of an agile learning program over 12 years from an unintentional start to a more deliberate collaborative learning approach. It discusses choosing passionfruits as a metaphor for the program and outlines various program design elements like establishing group goals and interactions. The benefits of collaborative learning are highlighted along with a learning framework involving reflection, analysis techniques, and sharing learnings. Problem and solution analysis techniques like 5 whys, fishbone diagrams, and force field analysis are explained.
The document describes a puppet making game to teach agile principles. Teams of 10 are given seed funding and instructions to build puppets over multiple sprints to meet criteria and sell to different customer segments. Lessons discussed include the importance of building quality, knowing customers, and having analytics and continuous integration to reduce waste and build the right product. Startup success rates are shown to be very low, emphasizing the need to address complexity.
This document discusses an activity called Sudokuban which uses the concepts of Kanban to play a game of Sudoku. It explains the basic rules of Sudokuban which involve forming teams of Scrum Masters, experts and observers to complete Sudoku puzzles within time limits while not exceeding work in progress limits. Mini retrospectives are held between rounds to reflect on what worked and ways to improve. The purpose of the activity is to help participants experience Kanban concepts like visualizing and limiting work in progress in a fun and engaging way.
Introducing the Enterprise Transformation Meta ModelRenee Troughton
Finally there is a meta model out there to be able to simply and easily compare and contrast not only Agile methods but any type of change that you may be introducing into an organisation.
This presentation lightly covers the model, but importantly goes through over fifty Agile and edgy Agile related methods and movements, highlighting where they sit in the model.
For more information about the Enterprise Transformation Meta Model refer to:
http://www.enterprisetransformationmetamodel.com
Darthvaderless Daily Scrums - Scrum Australia 2014Renee Troughton
Presented at Scrum Australia 2014 in Sydney on the 22nd of October, this presentation focuses on Daily Scrums that are being heavily command and controlled and seeks to provide solutions to both resolving Darth Vader like behaviour but also having a really effective scrum that is not a progress report.
For more details of the game referred to within (scrumheads) see: http://tastycupcakes.org/2014/07/scrumheads-the-daily-scrum-game/
Non violent communication and Agile: Individuals and Interactions over proces...Renee Troughton
A general introduction into non violent communication and with a lead in on how it relates to Agile.
This pack goes through the basics of NVC - the intent, the framework (observation, feeling, need, request), strategies, example questions and general ethos of NVC.
Content is taken from my foundation training course and Dr Rosenberg's book.
Content presented at the open space session at Agile Tour 2013 with the assistance of Shari Elle.
Sudokuban is a Kanban in practice example activity that takes about 20-25 minutes to run. This is the slidepack that goes with the game to briefly introduce Kanban before the game and then give some more in depth information afterwards.
The benefit of a Sudoku based game is that it mimics the software development process more closely - ie requires in depth, concentrated effort, where pairing could hamper the concentration.
The sudoku game pack comprises of 12 sudoku puzzles, setup partly in progress in flow with low WIP limits. Quality issues are embedded into the pack to ensure that failure occurs immediately and WIP constraints get met to force the change in behaviour.
Expedites are added part way in (two closely together) to form behaviour around handling them.
Team will generally learn:
1) How to use WIP limits
2) How to swarm to remove blockers
3) How to handle expedites
4) To re-prioritise according to value
5) The value of someone still looking out for the team's flow
Conducted at Sydney's AgileTour 2013.
The document compares the roles of a Scrum Master and Project Manager. It discusses how in a non-Agile environment the Project Manager is responsible for the team and project, while in an Agile environment the Scrum Master facilitates the team. The Scrum Master role focuses on coaching the team to be self-organizing rather than directing work. The document also references different leadership styles and how the Scrum Master acts as a servant leader by supporting the team rather than asserting control.
Presented at the Lean and Agile Systems Thinking Conference in Melbourne 2012 this presentation covers what games are, what the key elements of a game are, how these relate to our day to day lives and importantly what can we learn or utilise more of from game for Agile Software Development.
A Rogue's Take on Culture Change Costs Currency, Agile Australia 2011Renee Troughton
This is my presentation from Agile Australia 2011 with a metaphoric view of large scale Agile transformations. This presentation reveals the five stages of transformation and discusses three of the key implementation models or large organisations.
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
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in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
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The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
6. Why It Is Important
Effective
retention
3 days after
a meeting
Spoken word only
Visual + Oral
Visual
Hearing
Smell Taste Touch
Human Learning Retention
C
9. To Do Analysis Develop Test Done
The Basic Flow
Agile
101 tells
us to
build a
wall like
this
C
10. Clear Instructions
Development Done:
• Code complete & reviewed
• Unit Tests pass & complete
• Acceptance Tests pass &
complete
• Checked in & build success
• Documentation updated
Instructions
for adding a
card
Instructions
for pushing
a card to
next queueR
23. LEGO Portfolio Board
DUPLO colour = Business
domain
DUPLO holes = Expected size
(people)
LEGO
colour =
Skill
type
Lower level =
Number of
people
needed
Upper level =
Number of
people
allocated
Divider
height =
control
level for
gate
DUPLO height = Expected
value/ROI
R/C
24. Lego Portfolio ManagementLEGO Portfolio Board
Why
Are
Doing
This?
Why
Are
Doing
This?
Idle
People
High
Depend,
High Risk
Under
Resource
R
28. The Team
The Customer
Management
What do I need to
work on now?
Where is my work at?
Which teams need my
support to remove
blockers and waste?
Who Cares About
Transparency?
R
41. At Home
La Marzocco
• Predictable
• No Expert
Required
Simple
• Predictable
• Expert
Required
Complicated
• Unpredictable
• Expert
Required
ComplexWorld Barista
Championships
Complex Coffee
RR
42. At Home
• Predictable
• No Expert
Required
Simple
Is Visual
Management
needed?
Coffee At Home
C
43. La Marzocco
• Predictable
• Expert
Required
Complicated
Is Visual Management needed?
To Do Doing Done
Large Latte
2 sugars
Macchiato
1 Sugar
Flat White
Large Latte
2 sugars
Cappuccino
2 Sugars
Expresso
Coffee At A Coffee Shop
Variability
is Small
R
44. To Do Doing Done
Large Latte
2 sugars
Macchiato
1 Sugar
Flat White
Large Latte
2 sugars
Cappuccino
2 Sugars
Expresso
Coffee At A Coffee Shop
Variability
is Small
R
45. Is Visual Management needed?
To Do Doing Done
Get
tablecloth
Order
cups
Test new
roast (day
7)
Test
Kenyan
Roast
Test new
roast (day
8)
Test new
roast (day
9)
Diffuser
delivery
Waiting
World Barista
Championships
• Unpredictable
• Expert
Required
Complex
Stop
Championship Coffee
Dependency
Management
Events Block
Flow
Significant
Variability
Extended
Flow
R
51. As a creator of user stories
I want to use the right coloured
pen
So that it is quicker for the
brain to read
As a creator of user stories
I want to use the right coloured
pen
So that it is quicker for the
brain to read
Colour Contrast
Use a strong
contrast of pen to
index colour
Use a pen that
works!
C
52. As a creator of user stories
I want to write neatly
So that it is quicker for the
brain to read and recognise the
work
Asa creatorofuser stories
Iwant towrite neatly
Sothat it is quickerfor thebrainto
readandrecognise thework
Writing Style
Write neatly or print
cards.
Size does matter!
Although…
Research shows
hard to read fonts
promote better
recall.
Go figure…
R
53. Avatars
Use real photos not
characters or
images
Although, balance
this with fun or
team theme.
Renee T
Tokens to
determine status
R
54. As Craig
I want my picture used for my persona
So that it is quicker to recognise all the
work for me
In order for it to be quicker to recognise
all the work for me
As Craig
I want my picture used for my persona
User Story Templates
Use pictures / graphics
for personas
Use bold / underline to
emphasise quick searching
Be consistent with layout
and template
Think different
Put the value first
Don’t write two words or
the solution!C
55. Board Size
Can you stand back and
see the whole flow?
Can you zoom in on an
area of interest?
Continuous Delivery
is looking left and
right!
Avoid Water-Scrum-
Fall
C
56. Board Contrast
Ensure that flow lines
are not higher in
contrast than the work
items
Have a strong contrast
between the work
items and the surface
behind them
Painters tape
R
61. Achievements Wall
.
.
I don’t mind a good game
of blackjack too
All cards on the team’s flow
board have estimates
against them
The only way is up!
The Cumulative Flow
Diagram has been
consistently updated
each day for four weeks
RR
63. Back At
Work?
Make work fun!
Image: http://www.agent-x.com.au/wp-content/uploads/2010/01/Pacman_on_twitter-0723634-218bc0c.jpg
Choose your
gaming to the
environment and
the people
Intrinsic
motivation trumps
extrinsic driven
goals
R
65. Is my
wall
telling
me the
whole
story?
Probably not!
Start by mapping the
flow
Keep adjusting
Image: http://ctparentingclass.com/wp-content/uploads/2012/12/lets-talk-post-it-notes-300x199.jpgC
66. Reinforce
the
zone
Always go back to the
zone for discussions
about work
Lead others by
example and take all
meetings or status
updates to the wall
Image: http://www.romanpichler.com/blog/wp-content/uploads/2011/02/iStock_000014624446Medium.jpg
R
67. But my team is distributed…
Like distributed
Agile, it takes
more work!
You need an
electronic zone
The default tool
dashboards are
average
Image: http://ezylearn.com.au/wordpress/wp-content/uploads/2013/04/Lonely-office-man-003.jpgC
Q&A 5 minsIntro – 2 minsFlow Management – 8 minsThe Zone – 8 mins Usability – 5 minsComplexity thinking – 5 minsGamification – 3 minsOther – 4 mins
Moststorywalls look like this...
Which is really this
HorizonQueue columns - why
Feature Map one too?Craigs story map
A real example of a Value Tree at play. In this particular instance it is representing just a single feature. The bottom of the tree is the foundation and it needs to be worked on bottom up. Parallel processing or lack of time dependencies are the branches going out from the sides. The feature is shippable when the saw point is reached.
Employed in situations where a team has multiple Product Owners, a flow for managing and organising priority is critical. How do you go about this?New items (from anyone in the organisation) gets added to the new column. The card colour represents the type of work. Owners are designated for the types of work – if anyone wants their work to be made higher in priority they know who they need to appeal to. The type of work owners prioritise their own queue. Before the team’s stand-up there is a Product Owner Standup where collectively the Product Owners agree to what the next top 5 items are to be done. This means that the team doesn’t need to worry about competing priorities and that the risk of one person holding up priority across the whole organisation is also mitigated. It also has the additional benefit of a shared understanding across the Product Owners about what is occurring within the organisation and enables greater tolerance.
In some ways this is a Gantt chart wall, but length of task is not represented visually. When cards are done they are crossed off. The line represents “now”. Elements near the line are discussed if they are not done.
Normal done column
First will likely finish, second will not. Note that there is also more variability when things get “done” in the second example – this makes it more difficult to be able to accurately predict whether all the work will be finished by the end of the Sprint.
Winner ofThoughtworks Studio’s 2013 Best Card Wall, this visual management flow zone, created by @CraigStrongBacklog up the top, then task ready, task work in progress, task done and user story done. Note there is no distinction between ‘developer’ and ‘tester’ roles within this model. And Craig Strong’s actual board in play based on a four developers and 2/3 tester team. Note that because they had only three hourglass lanes it meant that the fourth developer was forced to help out where needed within the whole flow. This resulted in getting work done quicker and enabling knowledge sharing.
Another Craig Strong, this was a predecessor to the Hourglass board. Potentially a little less functional in implementation based on your team size (there is quite a bit of wall space waste in it), but this particular configuration allows for eight items to be in progress in the flow at any point in time. And it in action. Note the backlog to the left and it looks like deployment flow to the right (confirmation in progress atm).
Inspired by Rodrigo Yoshima’s work overflow demonstration where for each task you have on you blow up a balloon, this trades cards for balloons. There are two great upsides and one bad downside to this approach: you can use the size of the balloon to represent a element of the work – such as its value, you also have the added fun of being able to blow up the balloon when done. The downside is being able to attach them to a wall
Kenny and Pawel never addressed the problem ofBig systems (>100+ systems)Services (eg networking, telephony, etc)Risk by resource visibilityHow much do big organisations spend on tooling?Why not spend it on Lego?Skill type example – red could be business analysts, blue are developers, white are quality assurance and yellow is infrastructure support. This doesn’t mean that t-shaped skills are not desirable. If you had well balanced teams then it would just be one colour.
What we can see here:Low value work is still on the boardDependencies can be visualised as a single line of workThe biggest set of work has the first project under resourced – this should be the most important focus of the organisation as the whole program provides the greatest value and has the highest risk. Idle people are displayed at the bottom, why aren’t they helping out in the top high value project in delivery. Overall there are too few Developers and Infrastructure people (compared to the levels of other roles)Easy to visually see weaknesses in resourcing – both incorrect allocations based on risk and in not enough people on deck. Easy to see risk areas by dependenciesEasy to see low value work that should be stopped
Visual Management zone is not just about a task board, in fact the terms “task board”, “story wall”, “kanban board” may be counter productive to vismgmt as work items may not be called tasks or user stories or cards… could be called ticketsIf you are going to call it anything – call it a Flow Board.Additional elements may include metrics, environmental availability, design elements eg state transition diagramsReally wonder whether it should be called “Visual Management System” of which the Flow Board is one element in the system.Leader: But what is in a Visual Management Zone?
But who is this transparency for?Where are “stakeholders” – they could be in any of these three areas.
Flow Status = the work the team is doingMetrics = the work, the people, the environmentPeople status = Niko-niko board or mood chart, capability plans, leave plans, rainbow slider (confidence)Environment status = status of the area where work is being done – eg traffic light environments, could be the latest health inspection resultsKnowledge artifacts = information that is important to be transparent – eg design thinking, statusWant to flash through a series of slides here of examplesLeader:Its all about transparency.
Stress charts, capability and development plan, leave calendars and important date events.
Client mood chart. Environment status chart (manually done vs automatec CRAIG).
Knowledge artifacts = information that is important to be transparent – eg design thinking, status
Or corflute or shower curtain card wall.
Let’s go through some Visual Management Heuristics associated with complexity thinking…
Leader: so what about our Complicated example?
Leader: So what about our complex example?
In a very literal sense this is what happens within a café.Here is Kelsey. Kelsey works at one of the busiest and most prestigous coffee brew bars in Brisbane – Dandelion and Driftwood.
Could also need to visualise dates, blockersNotice that the example has been limited to only one or two people involved. Do you think if a larger team was using Visual Management that it would impact their Cynefin category?
Plug Matthew.As a community we are realising the benefit of good usability design. Visual Management is just an extention of this – lets ensure that the way in which we visualise our work is designed well.
To ease pattern recognition* The brain will automatically attempt to cluster shapes that are similar and intuit the rationale for the differences, even if there is none.Lip Service Contrast to good design
It is not just size but also consistency. The key lesson is, we probably all write user stories in haste, but there is value in ensuring you take the time to write neatly or re-write later when time is less imperative.
It is not just size but also consistency. The key lesson is, we probably all write user stories in haste, but there is value in ensuring you take the time to write neatly or re-write later when time is less imperitive. Size matters because the cards will be read at about a meter away, not 30cm (book reading distance).http://hbr.org/2012/03/hard-to-read-fonts-promote-better-recall/ar/1
We are hard wired to recognise faces. By using a photo over a symbolic image we are allowing for faster recognition of card ownership and potentially easier Daily Standups.But the difficulty here can be balancing this with “fun”. Self appointed avatars are fun, Coach afflicted photos can potentially not be.
We look for patterns.
Your eye is immediately drawn to the visual disparity of the blue line. As most system cards are light pastel in colour this means that blue painters tape isn’t ideal. Join the bandwagon for better Visual Management tape other than what is available at hardware stores.
Colour can also create relatedness just as proximity does.Passive vs active zones - In this example, the shading/colour creates hot zones for the eye so that will create a specific visual flow (shading spots first then other colours) that is counterintuitive to the visual hierarchy (left to right).
Balance time spent vs value delived – you can waste a lot of time on this for not much gain
Don’t forget, we are here to deliver valuable outcomes