Action Learning Ver.20

Action Learning Case Studies of Implementing Lean Manufacturing

Action Learning Definition WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES Centerpiece: A real business problem or opportunity

Expanded Action Learning Definition WORKING ON (REAL, IMPORTANT) BUSINESS PROBLEMS (OR OPPORTUNITIES) IN (DIVERSE, CROSS-ORGANIZATION) TEAMS FOR DEVELOPMENT PURPOSES (TO IMPROVE THE BUSINESS & DEVELOP PARTICIPANTS)

What is Action Learning?
A dynamic tool used to:
Drive strategic change
Transform the organization
Accelerate development
Achieve business breakthroughs
Develop leadership capabilities
etc.
Develop participants Address significant business challenges
Working on authentic, urgent business problems/opportunities in diverse, cross-organization teams to improve the business and develop participants
Results Learning Action

Action Learning Address significant business challenges Develop leadership, teaming & business tools, techniques & skills

Action Learning Framework Evaluation Implementation Sponsors Participants Teams Projects Roles Program Education

Benefits
Develop individual
Accelerated development
Leadership, teaming & business skills
Develop organization
More innovative & entrepreneurial
Cross-organization collaboration (without sacrificing autonomy)
- Important work gets done
Building a sense of the total enterprise

AL Typical Design ©2002 Executive Development Associates. All rights reserved. Session One: Education and Projects Session Three: Sharing and Proliferation
Project introduction & selection
Work planning tools & techniques
Team building
Project specific / Just In Time (JIT) education
Innovation & entrepreneurship
Set learning / development goals
Test project work plan
Mid-point progress review
Assimilate & synthesize work
Create, test & improve presentations
What learned?
Findings & recommendations
Implementation plan
Presentations to sponsors
Debriefing & planning next steps
3 - 6 Month Timeline 3 - 5 Days 2 - 3 Days ½ - 1 Day Teams do projects Session Two: Review

Team Structure Example Team 1 8 Participants Action Learning Program – 24-32 Participants Team 2 8 Participants Team 3 8 Participants Team 4 8 Participants Sponsor Sponsor Sponsor Sponsor

Reginal Revans
William Reginald Revans (14 May 1907 – 8 January 2003) was arguably one of the most influential of British educationalists of the twentieth century.
He pioneered Action Learning, which today is among a handful of educational innovations which has survived and developed as a theory of action, and a theory in action

Biodata of Regina
The origins of action learning is Reg Revans, and his inspiration came from the plight of the Titanic
Revans worked at the Cavendish Laboratories at Cambridge University in 1930s
He studied under Rutherford and JJ Thomas , fathers of nuclear physics. He also worked with Albert Einstein
His first real work in action learning was for the National Coal Board , then the world's largest employer; he was asked to write an educational plan for its workers, from this in 1945, action learning the theory was born.
Revans went on to develop action learning in projects for the Nation Health Authority , the core expression
L (Learning) = P (Programmed Knowledge) + Q (Insightful Questions) was born.

AL Model of Carsem: PDCA
Address Organization Concerns
Engage Team and select projects
Provide Training
Plan Check Act Do
Lead projects
Review results
Sharing of Results
Proliferate to other areas
Review Value Stream Mapping

PLAN Address Organization Concerns Lean Manufacturing to eliminate 30% waste

Background of Lean Manufacturing
Toyota Way of Operation = Toyota Production System (TPS)
Gross Profit USD 10 Billion
Biggest Car Manufacturer in the world (more than 4 combined US auto mobile companies)
James Womack and Daniel Jones writes about TPS and coin the term LEAN
Jeffrey Liker writes 4 more books to describe the success of Toyota:
Toyota Culture, Toyota Way, Toyota Way: Field Book,, Toyota Talent

Lean Tools

Books by James Womack and Daniel Jones

Books by Jeffrey Liker

about LEAN 3 Things Elimination of waste Improve in productivity Create values for customer

Leaning to Compete

Elimination of waste A Member of the Hong Leong Group

Lean = Eliminating the Waste
D efects
O verproduction
W aiting
N on-utilized People
T ransportation
I nventory
M otion
E xtra Processing
8 Waste A Member of the Hong Leong Group

Lean Practices in Production
Standard Work of Leaders
Visual Control
Training and Audit (TWI)
Daily Accountability
Discipline (Gemba Walk, Lean Management Assessment)

Summary
Training alone cannot solve business issues – only 11.5%
Action Learning is another OD tools to improve organization effectiveness
We adopt Plan-Do-Check-Act approach
Key Points Possible key actions Action Learning
Align training to critical business needs – Lean
Gain management support
Setup teams to address issues and provide short training for them
Performance Improvement Lab has adopted Learning Organization Approach
Consider Lean approach for yuor organization effectiveness

Reference
Toyota Way – Jeffrey Liker
Lean Six Sigma for Service Sector – Micheal Goerge
Beyond Training and Development – William Rothwell
Lean Benchmarking: Closing the Reality Gap – Aberdeen Group
Building the Lean - MIT

„ The most dangerous kind of waste is the waste we do not recognize. .“ ~ Shigeo Shingo 新郷重夫 Toyota Production System (1909-1990) Shingo is the author of numerous books including: A Study of the Toyota Production System ; Revolution in Manufacturing: The SMED System ; Zero Quality Control: Source Inspection and the Poka-yoke System ; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement ; Non-Stock Production: The Shingo System for Continuous Improvement ; and The Shingo Production Management System: Improving Process Functions.

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Action Learning Ver.20

by Laurence Yap on Nov 01, 2008

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