This document discusses learning and change. It notes that to maintain welfare levels, productivity will need to increase 200% by 2030. Learning allows capabilities (C) to change and adapt as job requirements (J) change over time. If the change in J is greater than the change in C, it can lead to job loss. True learning involves failure, as if the outcome is known, there is no need to experiment. Learning progresses from copying, to learning facts, to exercises and research. Sensei teachers take students to see real problems, discuss challenges, provide exercises, and teach PDCA to push students to continuously improve. Organizing for learning and having performance boards can help structure the learning process.

1. DR. DARYL POWELL
DR. VINCENT WIEGEL
LEARNING (&) CHANGE

2. PLEASE CONTRIBUTE

3. LEARNING: A TALE OF TWO BOOKS

4. THINK
DEEPLY
4

5. • Take you to see at the gemba
• Discuss real challenges
(often challenging your discipline)
• Give you exercises
• Teach PDCA & Visual Management
• Push you to the next step
- "What's next?"
5
WHAT DO SENSEI DO?
#PRODUCTIVITY

7. From 2015 to 2030 we need a
+200% productivity
to keep the same welfare
E.J. Sol

9. • Job requirements J change over time: ∆ J
• Capabilities to do the job C: knowledge, skills, experience
• Learning: ∆ C
WE LEARN IN ORDER TO CHANGE
Time
J
C
If ∆ J > ∆ C  Eventual job loss

10. If you (think you) know what you
need to know, there is no need for
learning
If you do an experiment and know
the outcome there is no need for
the experiment,
and nothing to be learned
If you do not know the outcome
there is a real chance you got it
wrong
LEARNING MEANS FAILURE!

11. PRIMARY:
COPYING AND LEARNING
THE MEANING OF
VOCABULARY
SECONDARY:
LEARNING OF FACTS AND
PROCEDURES
TERTIARY:
LEARNING THROUGH
EXERCISES AND RESEARCH
LEARNING TO LEARN, LEARNING TO CHANGE

12. Motivated Reasoning Critical Thinking
DELIVERY VERSUS DISCOVERY – THE ROLE OF SENSEI

13. But!!! If speed of
learning is the key to
competitiveness,
we should look at
teaching!
13
Plan
DoStudy
Act

14. Plan
Do
Study
Act
Organize for learning

15. • Performance board for learning

16. Organize for learning
What does every single
employee need to learn
and to develop herself?
What is the role of the
manager…? And of the
Lean officer?

17. • Take you to gemba to see
• Discuss the real challenges (often
challenging your discipline)
• Give you exercises
• Teach PDCA / PDSA
• Push you to the next step
- "What's next?"
17
WHAT DO SENSEI DO?

18. There are correct answers, but they remain hidden – we don’t know them, so
we have to look for them.
There are known mistakes that we can avoid through practicing gemba
learning, focused problem-solving and hands-on exercises.
We have known methods to start the investigation. These methods are a
starting point, not an end point.
FUNDAMENTAL PERSPECTIVES OF LEAN THINKING

19. …REMAIN A GOOD
STUDENT!
TO BE A GOOD TEACHER…
19

20. WIJ HELPEN MET LEREN
< Master Engineering Systems – Lean
Master Applied Data Sciences >
< Digital factory
Factory of the future >

21. HAPPY LEARNING
& HAPPY CHANGE
& HAPPY FAILURE!
THANK YOU!