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Redesigning Processes to Take Advantage of SolidWorks  … And SolidWorks-related tools, and Technology Tools in General, an...
PRIZES!!! Just for paying attention! <ul><li>Quiz questions at the end for prizes…here’s what to watch for: </li></ul><ul>...
Process  Analysis
A Little About SciCorp Market Share * Mandatory charts and graphs to satisfy Microsoft PowerPoint Code 24MSPPT09 Section 1...
And A Bit About Carl
“Why did it have to be AutoCAD?”
No Music, I Promise
Boooo! Hiss! TechnoCo
…Or Else!
Planning Time
Bud – weis - errrrr
Planning Time
Let’s Throw $$ At It!!
The Ugly Truth <ul><li>Technology CANNOT and WILL NOT make or save you money. </li></ul>Only  people  can make or save money
Install <> Implement <ul><li>Don’t Just Install, Implement </li></ul>
They do WHAT!?!?!? <ul><li>Training is good, but not enough </li></ul><ul><li>Create Work Instructions </li></ul><ul><li>C...
Workflow Modeling Alec Sharp & Pat McDermott
What is this mysterious thing we call “Process”!?!? <ul><li>“ A complete  end-to-end   set of activities that together  cr...
Reengineering Commandment #1 <ul><li>I. Know Thy Customer </li></ul>
What Value Does This Add For The Customer? VALUE
What is this mysterious thing we call “Process”!?!? <ul><li>“ A complete  end-to-end   set of activities that together  cr...
Function <> Department <ul><li>Function : A Specific Skill Set </li></ul>Department : Group of people sharing a coffee pot...
A Swimlane Diagram “ACTORS” “ACTORS” “ACTORS” “ACTORS” Request Proposal Approve Proposal
A Swimlane Diagram
The Every Contingency Flowchart
Level 1 with Variants <ul><li>ETO Process 1 </li></ul>ETO Process 1a ETO Process 1b ETO Process 1c
A Swimlane Diagram
Verb-Noun <ul><li>Action - Thing </li></ul>
Bo Knows Process …Or, not
Waste not, want not <ul><li>Muda: n. Waste </li></ul><ul><li>(from Japanese) </li></ul>
Litmus Test
Ask the Experts <ul><li>WATCH </li></ul><ul><li>LISTEN </li></ul><ul><li>ASK QUESTIONS </li></ul>
Yeah, we know…  You don’t know.
It may make YOU faster LOCALIZED OPTIMIZATION
Get Help From Outside <ul><li>Probably not. </li></ul>
Personal Agendas <ul><li>People that don’t want change: </li></ul><ul><li>Those with status </li></ul><ul><li>Those with p...
“Staple” Yourself to a Work Unit “ But they switched from the Swingline to the Boston stapler, but I kept my Swingline sta...
The Meeting
Management MUST Provide <ul><li>Throw out your head trash </li></ul><ul><li>FULL Management support </li></ul>
IBM Credit <ul><li>6 days to 2 weeks </li></ul><ul><li>90 Minutes of actual work </li></ul><ul><li>50% work improvement = ...
Reengineering Techniques <ul><li>Cross-training to reduce handoffs </li></ul><ul><li>Utilize technology </li></ul><ul><li>...
Lean Thinking Womack and Jones <ul><li>Search and destroy waste </li></ul><ul><li>Optimize flow </li></ul><ul><li>Single-p...
8 Types of Muda <ul><li>Overproduction </li></ul><ul><li>Inventory </li></ul><ul><li>Overprocessing </li></ul><ul><li>Poor...
SME Press <ul><li>“ Technology-Induced Change and the Line Manager”  </li></ul><ul><li>by Eliot Levinson, PhD. </li></ul>
“Technology Induced Change and the Line Manager” Process Technology Mutual Adaptation Automation Flexible Technical Implem...
Question The Answers!! Sacred Cow
VALUE ADDED Reseller
Ahem
VALUE ADDED Reseller
Lose A Little, Gain a LOT!! <ul><li>$5,000 < $250,000 </li></ul>
Enhance THIS! <ul><li>6 days to 2 weeks </li></ul><ul><li>90 Minutes of actual work </li></ul><ul><li>50% work improvement...
Listen to the Intern!
Think Like An Newbie <ul><li>GOOD – “It’s a competitive advantage” </li></ul><ul><li>OK – “We have to do it that way by co...
Mmmmm, Steak
Sales Secrets <ul><li>Walking away from business allows the salespeople to close more business faster. </li></ul><ul><li>I...
Use the Parameters, Luke
Design Tables… they’re not just for configs anymore
Capture All The Rules of the Enterprise Updated_Price=if(AND(voltage>1500,model=“AL”),unit_price+200,unit_price)
Rules-Driven Engineering Tools
Old Technology - New Sales Tools
Interactive Pre Sales Specifications
Want Bugs in YOUR Process? <ul><li>TEST!  </li></ul><ul><li>TEST!  </li></ul><ul><li>TEST! </li></ul>
New and Improved!! ANNOUNCING! NEXT DAY QUOTES!!! Next Day Quotes!! NEW FROM SciCorp! NEXT DAY QUOTES!!!
Didn’t you get the memo? Hmm, Yeah. <ul><li>From: Rob Schopenhauer, CEO </li></ul><ul><li>To: All Employees </li></ul><ul>...
So what have we learned? <ul><li>It’s all about the process.  </li></ul><ul><li>Barbecue those sacred cows. </li></ul><ul>...
Awwwwww <ul><li>And they all lived happily ever after </li></ul><ul><li>… well, except those ^%@#s over at TechnoCo! </li>...
GIMME FEEDBACK!! <ul><li>Please fill out the feedback sheets!! </li></ul><ul><li>“Redesigning Processes”  </li></ul><ul><l...
Win Free Stuff! <ul><li>How it works: </li></ul><ul><li>Catch Process Pete - the unofficial Business Process mascot  </li>...
Question #1 <ul><li>TRUE OR FALSE: </li></ul><ul><li>ACCOUNTING  </li></ul><ul><li>is a  </li></ul><ul><li>PROCESS </li></ul>
Answer #1 <ul><li>Of course not! </li></ul><ul><li>A Process is “A complete  end-to-end   set of activities that together ...
Question #2 <ul><li>TRUE OR FALSE: </li></ul><ul><li>ACCOUNTING  </li></ul><ul><li>is a  </li></ul><ul><li>FUNCTION </li><...
Answer #2 <ul><li>Of course not! </li></ul><ul><li>A  function  is a job role with a single, targeted skill set. </li></ul...
Question #3 <ul><li>Multiple Choice: </li></ul><ul><li>Swimlane diagrams are divided into lanes so that: </li></ul><ul><li...
Answer #3 <ul><li>Wow, you’re right!! </li></ul><ul><li>Swimlane diagrams show the flow of the cross-functional process.  ...
Question #4 <ul><li>Multiple Choice: </li></ul><ul><li>Effectively map your “As-Is” process by: </li></ul><ul><li>“ Stapli...
Answer #4 <ul><li>Holy cow! 4 for 4!!! </li></ul><ul><li>Yup, “staple” yourself to an order, watch everything, physically ...
Wow is that the time!? <ul><li>Sorry, no time for questions </li></ul><ul><li>Darn. </li></ul><ul><li>OK, fine. </li></ul>...
Thanks!!! <ul><li>Thank you </li></ul><ul><li>(For staying awake) </li></ul>
<ul><ul><li>&quot;Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it.&quot;...
<ul><ul><li>&quot;If you concede the obvious you’re conceding nothing, but you gain back credibility. That’s a trade you s...
<ul><ul><li>&quot;Some problems are so complex that you have to be highly intelligent and well informed just to be undecid...
<ul><ul><li>&quot;Reengineering cannot be entrusted to the semicompetent, the hangers-on with nothing better to do.  “  </...
<ul><ul><li>“ The best way to predict the future is to invent it.&quot;   </li></ul></ul><ul><ul><li>- Alan Kay, father of...
<ul><ul><li>&quot;That which is measured improves.&quot;   </li></ul></ul><ul><ul><li>- Old Business Adage </li></ul></ul>...
<ul><ul><li>&quot;Without customers, you don't have a business. You have a hobby.&quot; </li></ul></ul><ul><ul><li>Don Pep...
<ul><ul><li>&quot;Realism is just another name for yesterday's thinking.&quot;   </li></ul></ul><ul><ul><li>Robert Kriegel...
<ul><ul><li>“ Judge a man by his questions, not by his answers.&quot;   </li></ul></ul><ul><ul><li>Voltaire </li></ul></ul...
<ul><ul><li>&quot;People get into a rhythm that makes them resistant to change. To understand the mind-set, try switching ...
<ul><ul><li>&quot;Whom the gods wish to destroy they send 40 years of success.&quot;   </li></ul></ul><ul><ul><li>Ancient ...
<ul><ul><li>&quot;The minute you’re satisfied with where you are, you aren’t there anymore.&quot;   </li></ul></ul><ul><ul...
<ul><ul><li>&quot;It isn’t uncommon for managers at senior levels of large organizations to be so out of touch with custom...
<ul><ul><li>&quot;Hanging a sign on a cow that says ‘I am a horse’ does not make it a horse.&quot;   </li></ul></ul><ul><u...
<ul><ul><li>&quot;Customers, I realized, don’t care about functions or specific activities that occur within our organizat...
<ul><ul><li>&quot;You can celebrate accomplishments, but after a while, you need to start celebrating the speed at which y...
<ul><ul><li>&quot;If all you have is a hammer in the toolbox, everything looks like a nail.&quot;   </li></ul></ul><ul><ul...
<ul><ul><li>“ The best presenters have conversations with their audiences.”  </li></ul></ul><ul><ul><li>Robert Bly </li></...
<ul><ul><li>“ Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they w...
<ul><ul><li>“ The best way to make your dreams come true is to wake up.”  </li></ul></ul><ul><ul><li>Paul Valery, Poet </l...
<ul><ul><li>&quot;Individuals and organizations that are good react quickly to change.  Individuals and organizations that...
<ul><ul><li>“ The only muscle that you’ve got is in between your ears.”  </li></ul></ul><ul><ul><li>Ned’s Atomic Dustbin <...
<ul><ul><li>&quot;The only thing certain  about any negotiation is that it will lead to another negotiation .&quot; </li><...
<ul><ul><li>&quot;One never notices what has been done; one can only see what remains to be done.&quot; </li></ul></ul><ul...
<ul><ul><li>&quot;No great artist ever sees things as they really are. If he did he would cease to be an artist.&quot; </l...
<ul><ul><li>&quot;If you want to make an apple pie from scratch, you must first create the universe.&quot; </li></ul></ul>...
<ul><ul><li>“ You can’t blame the pen or the paper if you write a lousy essay, right?&quot; </li></ul></ul><ul><ul><li>Lau...
<ul><ul><li>“ No one really listens to anyone else, and if you try it for a while you'll see why.&quot; </li></ul></ul><ul...
<ul><ul><li>“ You can't depend on your eyes when your imagination is out of focus.&quot; </li></ul></ul><ul><ul><li>Mark T...
<ul><ul><li>&quot;An organization becomes bewildered rather than energized when it’s asked to do too much at once.  “  </l...
<ul><ul><li>“ If the facts don’t fit the theory, change the facts.&quot; </li></ul></ul><ul><ul><li>Albert Einstein </li><...
<ul><ul><li>“ A fanatic is one who can’t change his mind and won’t change the subject.&quot; </li></ul></ul><ul><ul><li>Si...
<ul><ul><li>“ The only certain thing about a forecast is that it will be wrong.&quot; </li></ul></ul><ul><ul><li>From  Lea...
<ul><ul><li>“ Change your thoughts and you change your world.&quot; </li></ul></ul><ul><ul><li>Norman Vincent Peale </li><...
<ul><ul><li>&quot;Without [taking a process perspective of business], business improvement efforts amount to rearranging d...
<ul><ul><li>“ They always say time changes things, but you actually have to change them yourself.&quot; </li></ul></ul><ul...
<ul><ul><li>“ A process cannot be understood by stopping it. Understanding must move with the flow of the process, must jo...
<ul><ul><li>“ Uncertainty will always be part of the taking charge process.&quot; </li></ul></ul><ul><ul><li>Harold Geneen...
<ul><ul><li>&quot;You can’t improve anything if you can’t define it.&quot;   </li></ul></ul><ul><ul><li>- Max Guinn, Deere...
<ul><ul><li>“ If you can't describe what you are doing as a process, you don't know what you're doing.” </li></ul></ul><ul...
<ul><ul><li>“ The human race has only one really effective weapon and that is laughter.” </li></ul></ul><ul><ul><li>Mark T...
<ul><ul><li>&quot;People are the gatekeepers of change.&quot;   </li></ul></ul><ul><ul><li>Robert Kriegel </li></ul></ul><...
<ul><ul><li>“ The true delight is in the finding out rather than in the knowing.” </li></ul></ul><ul><ul><li>Isaac Asimov ...
<ul><ul><li>&quot;There is a theory that paradigms break through on the fringe of your business before they reach the cent...
<ul><ul><li>“ I am a man of fixed and unbending principles, the first of which is to be flexible at all times.” </li></ul>...
<ul><ul><li>&quot;An organization becomes bewildered rather than energized when it’s asked to do too much at once.  “  </l...
<ul><ul><li>“ A good design is not a democratic consensus.” </li></ul></ul><ul><ul><li>Edward de Bono,  Six Action Shoes <...
<ul><ul><li>“ To succeed, or even just to survive, businesses need to be able to change in ways, and at times, determined ...
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Sww 2006 Redesigning Processes For Solid Works

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This SolidWorks World 2006 presentation from Paul Gimbel of Razorleaf Corporation focuses on how to redesign your engineering design processes to leverage the use of 3D CAD tools like SoildWorks.

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  • Transcript of "Sww 2006 Redesigning Processes For Solid Works"

    1. 1. Redesigning Processes to Take Advantage of SolidWorks … And SolidWorks-related tools, and Technology Tools in General, and Non-Technical Tools, Too Because We Really Don’t Want To Exclude Anyone, But We Only Have 90-Minutes, So We Can’t Include EVERYONE, But We’ll Try To Include As Many As We Can. Sorry, No Hard Feelings… Slide 1 of 2,495 Paul Gimbel, CSWP, Razorleaf Corporation
    2. 2. PRIZES!!! Just for paying attention! <ul><li>Quiz questions at the end for prizes…here’s what to watch for: </li></ul><ul><li>The difference between “process” and “task” </li></ul><ul><li>The difference between “function” and “department” </li></ul><ul><li>The makeup of a Swimlane Diagram </li></ul><ul><li>How to capture your current “As-Is” process </li></ul>
    3. 3. Process Analysis
    4. 4. A Little About SciCorp Market Share * Mandatory charts and graphs to satisfy Microsoft PowerPoint Code 24MSPPT09 Section 11.5.vii.31(c) SciCorp MegaNomics Unlimited SciCorp Stock Price (Q1’00 to Present)
    5. 5. And A Bit About Carl
    6. 6. “Why did it have to be AutoCAD?”
    7. 7. No Music, I Promise
    8. 8. Boooo! Hiss! TechnoCo
    9. 9. …Or Else!
    10. 10. Planning Time
    11. 11. Bud – weis - errrrr
    12. 12. Planning Time
    13. 13. Let’s Throw $$ At It!!
    14. 14. The Ugly Truth <ul><li>Technology CANNOT and WILL NOT make or save you money. </li></ul>Only people can make or save money
    15. 15. Install <> Implement <ul><li>Don’t Just Install, Implement </li></ul>
    16. 16. They do WHAT!?!?!? <ul><li>Training is good, but not enough </li></ul><ul><li>Create Work Instructions </li></ul><ul><li>Centralize and Standardize </li></ul><ul><li>Change how you work </li></ul><ul><li>Take advantage of the technology </li></ul>
    17. 17. Workflow Modeling Alec Sharp & Pat McDermott
    18. 18. What is this mysterious thing we call “Process”!?!? <ul><li>“ A complete end-to-end set of activities that together create value for a customer .” </li></ul><ul><li>- Quoted from Hammer and Champy in Reengineering the Corporation </li></ul>
    19. 19. Reengineering Commandment #1 <ul><li>I. Know Thy Customer </li></ul>
    20. 20. What Value Does This Add For The Customer? VALUE
    21. 21. What is this mysterious thing we call “Process”!?!? <ul><li>“ A complete end-to-end set of activities that together create value for a customer .” </li></ul><ul><li>- Quoted from Hammer and Champy in Reengineering the Corporation </li></ul>
    22. 22. Function <> Department <ul><li>Function : A Specific Skill Set </li></ul>Department : Group of people sharing a coffee pot, cube farm and a manager.
    23. 23. A Swimlane Diagram “ACTORS” “ACTORS” “ACTORS” “ACTORS” Request Proposal Approve Proposal
    24. 24. A Swimlane Diagram
    25. 25. The Every Contingency Flowchart
    26. 26. Level 1 with Variants <ul><li>ETO Process 1 </li></ul>ETO Process 1a ETO Process 1b ETO Process 1c
    27. 27. A Swimlane Diagram
    28. 28. Verb-Noun <ul><li>Action - Thing </li></ul>
    29. 29. Bo Knows Process …Or, not
    30. 30. Waste not, want not <ul><li>Muda: n. Waste </li></ul><ul><li>(from Japanese) </li></ul>
    31. 31. Litmus Test
    32. 32. Ask the Experts <ul><li>WATCH </li></ul><ul><li>LISTEN </li></ul><ul><li>ASK QUESTIONS </li></ul>
    33. 33. Yeah, we know… You don’t know.
    34. 34. It may make YOU faster LOCALIZED OPTIMIZATION
    35. 35. Get Help From Outside <ul><li>Probably not. </li></ul>
    36. 36. Personal Agendas <ul><li>People that don’t want change: </li></ul><ul><li>Those with status </li></ul><ul><li>Those with power </li></ul><ul><li>Those with popularity </li></ul><ul><li>Those with seniority </li></ul><ul><li>The Experts </li></ul>
    37. 37. “Staple” Yourself to a Work Unit “ But they switched from the Swingline to the Boston stapler, but I kept my Swingline stapler because it didn't bind up as much. And I kept my staples for the Swingline stapler …”
    38. 38. The Meeting
    39. 39. Management MUST Provide <ul><li>Throw out your head trash </li></ul><ul><li>FULL Management support </li></ul>
    40. 40. IBM Credit <ul><li>6 days to 2 weeks </li></ul><ul><li>90 Minutes of actual work </li></ul><ul><li>50% work improvement = 0.9%-1.6% overall </li></ul>
    41. 41. Reengineering Techniques <ul><li>Cross-training to reduce handoffs </li></ul><ul><li>Utilize technology </li></ul><ul><li>Information available to all </li></ul><ul><li>Enable process team </li></ul>
    42. 42. Lean Thinking Womack and Jones <ul><li>Search and destroy waste </li></ul><ul><li>Optimize flow </li></ul><ul><li>Single-part flow instead of batch and queue </li></ul><ul><li>Just In Time (JIT) </li></ul><ul><li>Skip Non-Value Added Tasks </li></ul>
    43. 43. 8 Types of Muda <ul><li>Overproduction </li></ul><ul><li>Inventory </li></ul><ul><li>Overprocessing </li></ul><ul><li>Poor Quality/Rework </li></ul><ul><li>Waiting </li></ul><ul><li>Extra Motion </li></ul><ul><li>Transportation </li></ul><ul><li>Underutilization of People </li></ul>MUDA
    44. 44. SME Press <ul><li>“ Technology-Induced Change and the Line Manager” </li></ul><ul><li>by Eliot Levinson, PhD. </li></ul>
    45. 45. “Technology Induced Change and the Line Manager” Process Technology Mutual Adaptation Automation Flexible Technical Implementation Non-Implementation Rigid Flexible Rigid
    46. 46. Question The Answers!! Sacred Cow
    47. 47. VALUE ADDED Reseller
    48. 48. Ahem
    49. 49. VALUE ADDED Reseller
    50. 50. Lose A Little, Gain a LOT!! <ul><li>$5,000 < $250,000 </li></ul>
    51. 51. Enhance THIS! <ul><li>6 days to 2 weeks </li></ul><ul><li>90 Minutes of actual work </li></ul><ul><li>50% work improvement = 0.9%-1.6% overall </li></ul>
    52. 52. Listen to the Intern!
    53. 53. Think Like An Newbie <ul><li>GOOD – “It’s a competitive advantage” </li></ul><ul><li>OK – “We have to do it that way by code” </li></ul><ul><li>BAD – “It’s a standard industry practice” </li></ul><ul><li>BAD – “That’s how you do it in XXXX” </li></ul><ul><li>BAD – “That’s how we’ve always done it” </li></ul><ul><li>BAD – “I have no idea why we do it” </li></ul>
    54. 54. Mmmmm, Steak
    55. 55. Sales Secrets <ul><li>Walking away from business allows the salespeople to close more business faster. </li></ul><ul><li>Identifying the right customers sooner is key </li></ul>
    56. 56. Use the Parameters, Luke
    57. 57. Design Tables… they’re not just for configs anymore
    58. 58. Capture All The Rules of the Enterprise Updated_Price=if(AND(voltage>1500,model=“AL”),unit_price+200,unit_price)
    59. 59. Rules-Driven Engineering Tools
    60. 60. Old Technology - New Sales Tools
    61. 61. Interactive Pre Sales Specifications
    62. 62. Want Bugs in YOUR Process? <ul><li>TEST! </li></ul><ul><li>TEST! </li></ul><ul><li>TEST! </li></ul>
    63. 63. New and Improved!! ANNOUNCING! NEXT DAY QUOTES!!! Next Day Quotes!! NEW FROM SciCorp! NEXT DAY QUOTES!!!
    64. 64. Didn’t you get the memo? Hmm, Yeah. <ul><li>From: Rob Schopenhauer, CEO </li></ul><ul><li>To: All Employees </li></ul><ul><li>Attention all SciCorp Team Members: </li></ul><ul><li>We have two important business matters </li></ul>SciCorp SciCorp International “ Bringing quality and service to t
    65. 65. So what have we learned? <ul><li>It’s all about the process. </li></ul><ul><li>Barbecue those sacred cows. </li></ul><ul><li>Map the As-Is before you the To-Be </li></ul><ul><li>Get an impartial third party </li></ul><ul><li>Both you AND your technology need to be flexible </li></ul><ul><li>Don’t install, implement – use the experts </li></ul><ul><li>Get management behind you </li></ul><ul><li>A process is “a complete end-to-end set of activities that together create value for a customer.” </li></ul><ul><li>Rally the troops and get everyone involved </li></ul><ul><li>And most of all…listen. </li></ul>
    66. 66. Awwwwww <ul><li>And they all lived happily ever after </li></ul><ul><li>… well, except those ^%@#s over at TechnoCo! </li></ul>
    67. 67. GIMME FEEDBACK!! <ul><li>Please fill out the feedback sheets!! </li></ul><ul><li>“Redesigning Processes” </li></ul><ul><li>Paul Gimbel </li></ul><ul><li>New Presentation Techniques </li></ul><ul><ul><li>I want to know how they worked </li></ul></ul>
    68. 68. Win Free Stuff! <ul><li>How it works: </li></ul><ul><li>Catch Process Pete - the unofficial Business Process mascot </li></ul><ul><li>Answer a question correctly  WIN! </li></ul><ul><li>Answer a question incorrectly  Everyone will shout out the right answer at you and (gently) throw stuff at you </li></ul>OW!
    69. 69. Question #1 <ul><li>TRUE OR FALSE: </li></ul><ul><li>ACCOUNTING </li></ul><ul><li>is a </li></ul><ul><li>PROCESS </li></ul>
    70. 70. Answer #1 <ul><li>Of course not! </li></ul><ul><li>A Process is “A complete end-to-end set of activities that together create value for a customer .” </li></ul><ul><li>- Quoted from Hammer and Champy in Reengineering the Corporation </li></ul>
    71. 71. Question #2 <ul><li>TRUE OR FALSE: </li></ul><ul><li>ACCOUNTING </li></ul><ul><li>is a </li></ul><ul><li>FUNCTION </li></ul><ul><li>(and therefore can be an actor in a process) </li></ul>
    72. 72. Answer #2 <ul><li>Of course not! </li></ul><ul><li>A function is a job role with a single, targeted skill set. </li></ul><ul><li>(Accounting is an organizational group – a bunch of people that share a manager, a cube farm and a coffee pot.) </li></ul>
    73. 73. Question #3 <ul><li>Multiple Choice: </li></ul><ul><li>Swimlane diagrams are divided into lanes so that: </li></ul><ul><li>Each actor in the process gets their own lane, and handoffs are easily seen </li></ul><ul><li>Swimmers won’t smack into each other </li></ul><ul><li>Each Twinkie will receive the exact same amount of creme filling </li></ul>
    74. 74. Answer #3 <ul><li>Wow, you’re right!! </li></ul><ul><li>Swimlane diagrams show the flow of the cross-functional process. </li></ul><ul><li>Watch these handoffs for waste, delays, and errors!! </li></ul>
    75. 75. Question #4 <ul><li>Multiple Choice: </li></ul><ul><li>Effectively map your “As-Is” process by: </li></ul><ul><li>“ Stapling” yourself to a work unit and following it through every step until it reaches the end customer </li></ul><ul><li>Jumping up and down on your left foot chanting “Hooba cooba cho!” </li></ul><ul><li>Integrating the bezier function of the process to prove that an inverse logarithm is indeed a singular solution </li></ul>
    76. 76. Answer #4 <ul><li>Holy cow! 4 for 4!!! </li></ul><ul><li>Yup, “staple” yourself to an order, watch everything, physically walk the path, copy documents, note tools, and ask LOTS of questions. </li></ul><ul><li>How did I know you were going to get them all right?!?! </li></ul><ul><li>Is this presentation psychic!?!? </li></ul>
    77. 77. Wow is that the time!? <ul><li>Sorry, no time for questions </li></ul><ul><li>Darn. </li></ul><ul><li>OK, fine. </li></ul><ul><li>And I’ll hang out afterwards to answer more </li></ul><ul><li>And you can email me </li></ul><ul><ul><li>p [email_address] </li></ul></ul><ul><li>Or call me at home </li></ul><ul><ul><li>888-YEAH-RIGHT </li></ul></ul>
    78. 78. Thanks!!! <ul><li>Thank you </li></ul><ul><li>(For staying awake) </li></ul>
    79. 79. <ul><ul><li>&quot;Out there in some garage is an entrepreneur who's forging a bullet with your company's name on it.&quot; </li></ul></ul><ul><ul><li>- Gary Hamel, Business Writer </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    80. 80. <ul><ul><li>&quot;If you concede the obvious you’re conceding nothing, but you gain back credibility. That’s a trade you should make every time.” </li></ul></ul><ul><ul><li>- Mark Katz, former Clinton humor speech writer </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    81. 81. <ul><ul><li>&quot;Some problems are so complex that you have to be highly intelligent and well informed just to be undecided about them.&quot; </li></ul></ul><ul><ul><li>- Laurence J. Peter </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    82. 82. <ul><ul><li>&quot;Reengineering cannot be entrusted to the semicompetent, the hangers-on with nothing better to do. “ </li></ul></ul><ul><ul><li>Michael Hammer & James Champy </li></ul></ul><ul><ul><li>Reengineering The Corporation </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    83. 83. <ul><ul><li>“ The best way to predict the future is to invent it.&quot; </li></ul></ul><ul><ul><li>- Alan Kay, father of the personal computer </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    84. 84. <ul><ul><li>&quot;That which is measured improves.&quot; </li></ul></ul><ul><ul><li>- Old Business Adage </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    85. 85. <ul><ul><li>&quot;Without customers, you don't have a business. You have a hobby.&quot; </li></ul></ul><ul><ul><li>Don Peppers & Martha Rogers </li></ul></ul><ul><ul><li>Return on Customer </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    86. 86. <ul><ul><li>&quot;Realism is just another name for yesterday's thinking.&quot; </li></ul></ul><ul><ul><li>Robert Kriegel </li></ul></ul><ul><ul><li>Sacred Cows Make The Best Burgers </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    87. 87. <ul><ul><li>“ Judge a man by his questions, not by his answers.&quot; </li></ul></ul><ul><ul><li>Voltaire </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    88. 88. <ul><ul><li>&quot;People get into a rhythm that makes them resistant to change. To understand the mind-set, try switching hands when you brush your teeth in the morning.&quot; </li></ul></ul><ul><ul><li>- Gary Gesme, Deere & Co. </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    89. 89. <ul><ul><li>&quot;Whom the gods wish to destroy they send 40 years of success.&quot; </li></ul></ul><ul><ul><li>Ancient Proverb </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    90. 90. <ul><ul><li>&quot;The minute you’re satisfied with where you are, you aren’t there anymore.&quot; </li></ul></ul><ul><ul><li>- Tony Gwynn, Hall of Fame Baseball player </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    91. 91. <ul><ul><li>&quot;It isn’t uncommon for managers at senior levels of large organizations to be so out of touch with customer or production reality that they don’t know just how broken some of their business processes are. “ </li></ul></ul><ul><ul><li>Michael Hammer & James Champy </li></ul></ul><ul><ul><li>Reengineering The Corporation </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    92. 92. <ul><ul><li>&quot;Hanging a sign on a cow that says ‘I am a horse’ does not make it a horse.&quot; </li></ul></ul><ul><ul><li>- Unknown </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    93. 93. <ul><ul><li>&quot;Customers, I realized, don’t care about functions or specific activities that occur within our organization. The end game is whether they are getting the right product at the right time at a competitive price.&quot; </li></ul></ul><ul><ul><li>- Max Guinn, Deere & Co. </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    94. 94. <ul><ul><li>&quot;You can celebrate accomplishments, but after a while, you need to start celebrating the speed at which you’re traveling instead of the destination you’ve reached.&quot; </li></ul></ul><ul><ul><li>- Max Guinn, Deere & Co. </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    95. 95. <ul><ul><li>&quot;If all you have is a hammer in the toolbox, everything looks like a nail.&quot; </li></ul></ul><ul><ul><li>- Bernard Baruch, Financial Genius </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    96. 96. <ul><ul><li>“ The best presenters have conversations with their audiences.” </li></ul></ul><ul><ul><li>Robert Bly </li></ul></ul><ul><ul><li>Become a Recognized Authority in Your Field in 60 Days or Less! </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    97. 97. <ul><ul><li>“ Put it before them briefly so they will read it, clearly so they will appreciate it, picturesquely so they will remember it and, above all, accurately so they will be guided by its light.” </li></ul></ul><ul><ul><li>Joseph Pulitzer, Editor </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    98. 98. <ul><ul><li>“ The best way to make your dreams come true is to wake up.” </li></ul></ul><ul><ul><li>Paul Valery, Poet </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    99. 99. <ul><ul><li>&quot;Individuals and organizations that are good react quickly to change. Individuals and organizations that are great create change.&quot; </li></ul></ul><ul><ul><li>Robert Kriegel </li></ul></ul><ul><ul><li>Sacred Cows Make The Best Burgers </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    100. 100. <ul><ul><li>“ The only muscle that you’ve got is in between your ears.” </li></ul></ul><ul><ul><li>Ned’s Atomic Dustbin </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    101. 101. <ul><ul><li>&quot;The only thing certain about any negotiation is that it will lead to another negotiation .&quot; </li></ul></ul><ul><ul><li>Leigh Steinberg , Sports Agent </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    102. 102. <ul><ul><li>&quot;One never notices what has been done; one can only see what remains to be done.&quot; </li></ul></ul><ul><ul><li>Marie Curie </li></ul></ul><ul><ul><li>Nobel Prize Winning Physicist </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    103. 103. <ul><ul><li>&quot;No great artist ever sees things as they really are. If he did he would cease to be an artist.&quot; </li></ul></ul><ul><ul><li>Oscar Wilde, Poet </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    104. 104. <ul><ul><li>&quot;If you want to make an apple pie from scratch, you must first create the universe.&quot; </li></ul></ul><ul><ul><li>Dr. Carl Sagan, Astronomer </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    105. 105. <ul><ul><li>“ You can’t blame the pen or the paper if you write a lousy essay, right?&quot; </li></ul></ul><ul><ul><li>Laura Bergells, Presentation Consultant </li></ul></ul><ul><ul><li>www.maniactive.com </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    106. 106. <ul><ul><li>“ No one really listens to anyone else, and if you try it for a while you'll see why.&quot; </li></ul></ul><ul><ul><li>Mignon McLaughlin, </li></ul></ul><ul><ul><li>US Journalist (1913-1983) </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    107. 107. <ul><ul><li>“ You can't depend on your eyes when your imagination is out of focus.&quot; </li></ul></ul><ul><ul><li>Mark Twain </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    108. 108. <ul><ul><li>&quot;An organization becomes bewildered rather than energized when it’s asked to do too much at once. “ </li></ul></ul><ul><ul><li>Michael Hammer & James Champy </li></ul></ul><ul><ul><li>Reengineering The Corporation </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    109. 109. <ul><ul><li>“ If the facts don’t fit the theory, change the facts.&quot; </li></ul></ul><ul><ul><li>Albert Einstein </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    110. 110. <ul><ul><li>“ A fanatic is one who can’t change his mind and won’t change the subject.&quot; </li></ul></ul><ul><ul><li>Sir Winston Churchill </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    111. 111. <ul><ul><li>“ The only certain thing about a forecast is that it will be wrong.&quot; </li></ul></ul><ul><ul><li>From Lean Thinking (Womack and Jones) </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    112. 112. <ul><ul><li>“ Change your thoughts and you change your world.&quot; </li></ul></ul><ul><ul><li>Norman Vincent Peale </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    113. 113. <ul><ul><li>&quot;Without [taking a process perspective of business], business improvement efforts amount to rearranging deck chairs on the Titanic.&quot; </li></ul></ul><ul><ul><li>- Michael Hammer & James Champy </li></ul></ul><ul><ul><li>Reengineering The Corporation </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    114. 114. <ul><ul><li>“ They always say time changes things, but you actually have to change them yourself.&quot; </li></ul></ul><ul><ul><li>Andy Warhol </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    115. 115. <ul><ul><li>“ A process cannot be understood by stopping it. Understanding must move with the flow of the process, must join it and flow with it.&quot; </li></ul></ul><ul><ul><li>Frank Herbert in Dune </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    116. 116. <ul><ul><li>“ Uncertainty will always be part of the taking charge process.&quot; </li></ul></ul><ul><ul><li>Harold Geneen </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    117. 117. <ul><ul><li>&quot;You can’t improve anything if you can’t define it.&quot; </li></ul></ul><ul><ul><li>- Max Guinn, Deere & Co. </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    118. 118. <ul><ul><li>“ If you can't describe what you are doing as a process, you don't know what you're doing.” </li></ul></ul><ul><ul><li>W. Edwards Deming </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    119. 119. <ul><ul><li>“ The human race has only one really effective weapon and that is laughter.” </li></ul></ul><ul><ul><li>Mark Twain </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    120. 120. <ul><ul><li>&quot;People are the gatekeepers of change.&quot; </li></ul></ul><ul><ul><li>Robert Kriegel </li></ul></ul><ul><ul><li>Sacred Cows Make The Best Burgers </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    121. 121. <ul><ul><li>“ The true delight is in the finding out rather than in the knowing.” </li></ul></ul><ul><ul><li>Isaac Asimov </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    122. 122. <ul><ul><li>&quot;There is a theory that paradigms break through on the fringe of your business before they reach the center.&quot; </li></ul></ul><ul><ul><li>- Gary Gesme, Deere & Co. </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    123. 123. <ul><ul><li>“ I am a man of fixed and unbending principles, the first of which is to be flexible at all times.” </li></ul></ul><ul><ul><li>Senator Everett Dirksen </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    124. 124. <ul><ul><li>&quot;An organization becomes bewildered rather than energized when it’s asked to do too much at once. “ </li></ul></ul><ul><ul><li>Michael Hammer & James Champy </li></ul></ul><ul><ul><li>Reengineering The Corporation </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    125. 125. <ul><ul><li>“ A good design is not a democratic consensus.” </li></ul></ul><ul><ul><li>Edward de Bono, Six Action Shoes </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
    126. 126. <ul><ul><li>“ To succeed, or even just to survive, businesses need to be able to change in ways, and at times, determined by business drivers, not by their IT systems.” </li></ul></ul><ul><ul><li>Tony Morgan, </li></ul></ul><ul><ul><li>Business Rules and Information Systems: Aligning IT with Business Goals </li></ul></ul>Music by and courtesy of Scratch Track – www.scratchtrackmusic.com Redesigning Processes With SolidWorks
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