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The DB-MAIL Cycle for Product Disruptors: A Visual Problem-Solving Platform for Six Sigma, Lean Startup, and TRIZ Practitioners
 

The DB-MAIL Cycle for Product Disruptors: A Visual Problem-Solving Platform for Six Sigma, Lean Startup, and TRIZ Practitioners

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  • @RodKing Rod- I must admit that sometimes I ask you questions for more elaboration. Your response thrilled me as it really added more light to my understanding of your presentations. Surely, you have never failed my expectations or good intentions.
    As for what you wrote 'Ali, Great suggestion and 'HIP' acronym of 'Hexagonal Interactive Platform.' I like your description and with your permission, would like to use it in referring to the platform for the DB-MAIL problems solving cycle', I shall be honored if you use it. It is yours. It suffices me the honor of you using it.
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  • @hudali15: Ali, Great suggestion and 'HIP' acronym of 'Hexagonal Interactive Platform.' I like your description and with your permission, would like to use it in referring to the platform for the DB-MAIL problems solving cycle (which in some presentations, I've referred to as the '6 Jobs of Highly Innovative Teams'). As with the philosophy of the DB-MAIL cycle for continuous problem solving innovation, I constantly refine and update my presentations especially based of feedback from readers. Since the DB-MAIL cycle is a Hexagonal Interactive Platform (HIP) for problem solving and innovation methodologies, I'm using the HIP to visually organize ideas and tools from common methodologies in business. I initially focused on visually organizing tools in the methodologies of Six Sigma, TRIZ, and Lean Startup methods. Recently, I used the HIP to organize some softer problem solving approaches such as IDEO's 10 Faces of Innovation and Steven Covey's 7 Habits of Highly Effective People. Even de Bono's Six Thinking Hats can be viewed through the lens of the HIP or DB-MAIL problem-solving cycle. One advantage of visually organizing several methodologies using the HIP is that the similarities and differences between continuous improvement and innovation methodologies can be seen. The framework of the HIP also provides a common language for problem solvers, improvers, and innovators. In addition, tools can be mixed and matched especially when solving complex problems. Another advantage is that the learning curve for new problem solving methods is significantly reduced so that use of the HIP results in great savings in cost for training in problem solving. As tools and methodologies for improvement and innovation proliferate, the need for having a standardized HIP is becoming greater and greater. I'm reminded of the time when we had several operating systems for computers so that one had to learn how to use different computers and software. Thanks to Microsoft's de facto standard of MS-DOS and subsequently Windows, consumers were saved a lot of time in using computers and software. I hope to use the HIP or DB-MAIL cycle to standardize problem solving (innovation) methodologies. I hope the aforementioned explanation clarifies the point. Nevertheless, should you have further questions, just let me know.
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  • Rod- when I find the deserving words to describe the value of your presentations I shall be relieved. It just occurs to me to call your platform 'The Hexagonal Interactive Platform'. It is interactive and has many loops to move forward, backward and diagonally. It is also a hexagonal network of relations. It is simply fantastic.By the way: have you made some changes on the nomenclature of your steps? If yes, why?
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    The DB-MAIL Cycle for Product Disruptors: A Visual Problem-Solving Platform for Six Sigma, Lean Startup, and TRIZ Practitioners The DB-MAIL Cycle for Product Disruptors: A Visual Problem-Solving Platform for Six Sigma, Lean Startup, and TRIZ Practitioners Presentation Transcript

    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   D   Learn   Problem   Build   B   M Measure   L   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   D   Learn   Problem   (Ideas/Value  Curve)   Build   B   M Measure   L   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Six  Sigma   Ideas/Tools   Problem   D   (Ideas/Value  Curve)   Build   B   Project  Charter   Voice  of  Customer   Level  of  Defects   Process  Map        (SIPOC)           Process  Control   Learn   M Measure   L   Brainstorming   “To  Be”  Value  Stream  Map   Mistake  Proofing   Improve   I   “As  Is”  Value  Stream  Map   Process  Capability   Measurement  System              Analysis                Pareto  Chart   Root-­‐Cause  Analysis   (Fishbone  Diagram)   5  Whys   Value  Analysis   Process  Cycle  Efficiency   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Lean  Startup   Ideas/Tools   Learn   D   L   Build   Problem   (Ideas/Value  Curve)   B   Customer  Archetype   Customer  Development        (Get  Out  Of  Building)              Genchi  Gembutsu                (Go  and  See  for                      Yourself)   Validated  Learning   Vision  (Leap  of  Faith)   Learning  Milestones   Strategy:  Analog/AnIlog   Catalog  of  Pivots   Product:  Minimum  Viable   Product-­‐Market  Fit   Value  Hypothesis   Adap6ve  Organiza6on   Growth  Hypothesis   Small  Batches   Con6nuous  Deployment   S6cky  Engine  of  Growth   Viral  Engine  of  Growth   Paid  Engine  of  Growth            Business  Model   Test  (Min.  Viable  Product)   Innova6on  Accoun6ng   Cohort  Analysis  (A/B)   Metrics:  Ac6onable      (Pirate  Metrics)            Kanban   M Measure   5  Whys   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   TRIZ   Ideas/Tools   Build   Problem   D   (Ideas/Value  Curve)   B   Contradic6on  (Trade-­‐off)    Zone  of  Conflict        Mul6screen  (3x3)  –                System  Operator                S-­‐Curve  Scenario   Learn   40  Inven6ve  Principles   4  Separa6on  Principles   76  Standard  Solu6ons   Database  of  Scien6fic  Effects   Evolu6onary  Trends   M Measure   L   Ideal  Final  Result   Ideality  (Self-­‐X)   Resources   Fields   Improve   I   Func6onal  Analysis   Su-­‐Field  Analysis   Root-­‐Contradic6on        Analysis  (“5  Whys”)   Subversion  Analysis   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Red  Ocean  Disrup6on  (ROD)   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Learn   L   Build   D   ROD   Ideas/Tools   B   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques6on  ecosystem                       Learn  What’s  Valued  Explore  in   Build  SoluOon                   What  to  learn/share        space/6me   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   Summarize   Prototype  tool;  Pilot   Improve  SoluOon   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mul6level  thinking   Collect  data/info   Transform;  Disrupt   Quan6fy  rela6onships      Role-­‐play;  Simplify   Confirm  channels          Implement  tac6cs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  cri6cal  thinking   Improve   M Measure   I   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  IDEO’s  10  Faces  of  Innova6on  (Archetypal  Professions)   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   10  Faces  of  Innova6on   Ideas/Tools   Build   Problem   D   B   q  Anthropologist   q  Collaborator   q  Director   q  Set  Designer   q  Storyteller   Learn   q  Experimenter   M Measure   L   q  Caregiver   q  Cross  Pollinator   q  Experience                Architect   q  Hurdler   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  The  10  Faces  of  Lean  Startup  Innovators   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Lean  Startup  Innovator   Ideas/Tools   D   Build   Problem   (Ideas/Value  Curve)   B   q  Anthropologist   q  Collaborator   q  Director   q  Set  Designer   q  Storyteller   Learn   q  Experimenter   M Measure   L   q  Caregiver   q  Cross  Pollinator   q  Experience                Architect   q  Hurdler   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Covey’s  7  Habits  of  Highly  Effec6ve  People   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   7  Habits  of     Highly  Effec6ve  People   Build   Problem   D   B   Seek  first  to  understand,   then  to  be  understood                Be  proac6ve                Put  first  things  first                        Synergize     Learn   L   Sharpen  the  saw   M Measure   Begin  with  the  end  in  mind   Think  win/win   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  Game  of  6  Customer  Development  Caps   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   6  Customer  Dev.  Caps   Ideas/Tools   D   Problem   Build   B   Red  Cap     Purple  Cap     Learn   Orange  Cap   M Measure   L   Blue  Cap     Yellow  Cap   Green  Cap   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
    • DB-­‐MAIL  Cycle  for  Product  Disruptors:  6  Customer  Development  Ques6ons   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   6  Customer  Dev.  Ques6ons   Ideas/Tools   D   Hypotheses   What  do  we  expect   or  predict   (in  the  marketplace/        environment)?   What  are  we  learning   &  going  to  do?   Learn   Build   B   What  do  we  build  or   test?   M Measure   L   What  insights  do  we  have?   What  data  and  evidence   do  we  collect?   What  do  we  analyze?   Improve   I   Informa6on   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing