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Watson & Crick - 1953
Once upon a time… … a standard pattern to develop all employees… with true managers. Resources Questions & Answers Agenda
<ul><li>HITOSHI KUME: </li></ul><ul><ul><li>“ The fact is that Japan is a resource-poor nation. To survive, we've always n...
Once upon a time… Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Relax…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Until… Once upon a time…
File #: 1172086  Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges I want this in 2 weeks… Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Stress ! Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Where is source code ? Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges There ? Once upon a time… ?
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Workshop File #: 10737002  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Centralized source code Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Human Control  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Deploy & Train Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Yes but…the customer?  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Workshop File #: 10737002  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges It is a mess…  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Standardized  folders organization  Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges For Automatic  Software Building  Once upon a time…
Deploy & Train Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Yes but…  Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
Workshop Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges We are playing  a dangerous game… Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Doing Black Box Testing Only. Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges ? Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges <ul><li>Read the book </li></ul><ul><li>Apply principle...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Analyze Code Coverage Once upon a time…
Deploy & Train Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
What  did we learnt ? Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
By looking thoroughly at the stories? Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Stimuli Once upon a time… Customer *Source Operae Partn...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Stimuli Once upon a time… Customer *Source Operae Partn...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Observation Once upon a time… Customer *Source Operae P...
Stories Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Hypothesis Customer *Source Operae Partners
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Correction Once upon a time… Customer *Source Operae Pa...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Control Once upon a time… Customer *Source Operae Partn...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Deploy Once upon a time… Customer *Source Operae Partners
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time… Customer *Source Operae Partners
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges A pattern to solve problems Once upon a time… Customer ...
Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time… Customer *Source Operae Partners
*Source Operae Partners PDCA … a standard pattern Roots Definition Plan Do Check Act People Customer
*Source Operae Partners Which takes  its  roots Roots Definition Plan Do Check Act People … a standard pattern
F. Bacon   1620 The Scientific Method Roots Definition Plan Do Check Act People … a standard pattern
W. A. Shewhart 1924  <ul><li>Statistical Quality Control </li></ul><ul><li>Control Chart  </li></ul>Roots Definition Plan ...
W. E. Deming 1927  W. A. Shewhart Roots Definition Plan Do Check Act People … a standard pattern
W. A. Shewhart 1939  Roots Definition Plan Do Check Act People Shewhart Cycle … a standard pattern
W. E. Deming <ul><li>Lecture at JUSE </li></ul><ul><li>Modify Shewhart Cycle </li></ul><ul><li>Preached SQC </li></ul><ul>...
<ul><ul><ul><ul><li> Design the product </li></ul></ul></ul></ul><ul><ul><ul><ul><li>With appropriate tests </li></ul></u...
1950 Japanese Top Mgt <ul><li>Birth of PDCA </li></ul>1951  1. Design -- Plan 2. Production -- Do  3. Sales -- Check  4. R...
J. M.Juran 1954  <ul><li>Lecture at JUSE </li></ul><ul><li>Customer satisfaction   </li></ul><ul><li>Management responsibi...
K. Ishikawa   1962  <ul><li>Quality Circle </li></ul><ul><li>Encourages workers to form teams   to present process changes...
K. Ishikawa   'I first considered  how best to get grassroots workers  to understand and practice Quality Control.  The id...
“ An improvement cycle  based on the scientific method  of proposing a change in a process,  implementing the change,  mea...
Continuously applied  by each employee  as individual or as part of a team  Roots Definition Plan Do Check Act People … a ...
Roots Definition Plan Do Check Act People Determine goals  for   a process  and   needed changes  to   achieve them.  … a ...
Roots Definition Plan Do Check Act People Problem Statement Goal Statement Point of Cause Root Causes … a standard pattern
Roots Definition Plan Do Check Act People Engage in education & training Implement the changes … a standard pattern
Roots Definition Plan Do Check Act People Counter measures Eliminate the root causes Prevent problem from recurring … a st...
Roots Definition Plan Do Check Act People Evaluate the results  in terms of   performance … a standard pattern
Standardize   and   stabilize the change   or  begin the cycle again,  depending on the results.  Roots Definition Plan Do...
Roots Definition Plan Do Check Act People People are the engine of the wheel … a standard pattern
to Develop All Employees A company  is  a complex system  Why? People Value Stream OJD/TJI PMT
to Develop All Employees Evolving in an unpredictable Environment  Why? People Value Stream OJD/TJI PMT
to Develop All Employees Where People can never know  in detail what will happen  in the future. Why? People Value Stream ...
to Develop All Employees To survive in such environment a Company has to Why? People Value Stream OJD/TJI PMT
to Develop Employees develop  exceptional people… File #: 11593417   Why? People Value Stream OJD/TJI PMT
to Develop All Employees … able to adapt  the system continuously according  to the current conditions… Why? People Value ...
to Develop Employees … and turn the wheel  continuously… Why? People Value Stream OJD/TJI PMT
to Develop Employees … to develop expertise… Why? People Value Stream OJD/TJI PMT
to Develop Employees … in their  Field of Activities and in  Problem Solving … Why? People Value Stream OJD/TJI PMT
to Develop All Employees through… Why? People Value Stream OJD/TJI PMT
to Develop All Employees a Framework   for Continuous   Improvement and Continuous Learning Why? People Value Stream OJT/T...
*Source Operae Partners PDCA to Develop All Employees Why? People Value Stream OJD/TJI PMT Customer
to Develop All Employees Which connects the  Two  Value Streams People & Product Why? People Value Stream OJD/TJI PMT
to Develop All Employees to create conditions  of success. Why? People Value Stream OJD/TJI PMT
to Develop All Employees “ The key to success is to have  A production system that highlights problems And a human system ...
*Source J. Liker to Develop All Employees J. Liker,  Toyota Culture, p42 Why? People Value Stream OJD/TJI MTP
to Develop All Employees Why? People Value Stream OJD/TJI MTP On The Job Development Toyota Job Instruction
to Develop All Employees Why? People Value Stream OJD/TJI MTP J. Liker,  Toyota Culture, p127
*Source J. Liker to Develop All Employees J. Liker,  Toyota Culture, p42 Why? People Value Stream OJD/TIJ MPT J. Liker,  T...
J. Liker,  Toyota Culture, p42 Employee <ul><li>Strengths </li></ul><ul><li>Weaknesses </li></ul><ul><li>Know work to be d...
Voice of customer Mockup Long term  Planning Weekly  Planning Indicators Problems with true managers. CI of Job Training O...
A3 Report with true managers. CI of Job Training Obeya A3 Report Two-Way  Communication
Team Leader Employee with true managers. CI of Job Training Obeya A3 Report Two-Way  Communication
J. Liker,  Toyota Culture, p301 Team Leader Employee with true managers. CI of Job Training Obeya A3 Report Two-Way  Commu...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Links Scientific Method htt...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Links J. M. Juran http://en...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Plan Brainstorming Pareto V...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books Obeya : Cf. Marie-Pia...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books   Peopleware: Product...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Articles Unlocking the pote...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Articles Scrutinizing the a...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books The Goal: A Process o...
Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books Managing The Design F...
Q & A Questions & Answers
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A scientific method to develop people

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An introduction to the scientific method as a management system to develop people.

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A scientific method to develop people

  1. 1. Watson & Crick - 1953
  2. 2. Once upon a time… … a standard pattern to develop all employees… with true managers. Resources Questions & Answers Agenda
  3. 3. <ul><li>HITOSHI KUME: </li></ul><ul><ul><li>“ The fact is that Japan is a resource-poor nation. To survive, we've always needed to manufacture and export industrial products so that we could import food.” </li></ul></ul><ul><li>TAKESHI KEN KAYANO: </li></ul><ul><ul><li>“ If products are not good quality, they won't sell. So, even if people work hard, if they make poor quality products they won't sell, and they can not survive.“ </li></ul></ul>
  4. 4. Once upon a time… Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Relax…
  5. 5. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Until… Once upon a time…
  6. 6. File #: 1172086 Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges I want this in 2 weeks… Once upon a time…
  7. 7. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Stress ! Once upon a time…
  8. 8. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Where is source code ? Once upon a time…
  9. 9. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges There ? Once upon a time… ?
  10. 10. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
  11. 11. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Workshop File #: 10737002 Once upon a time…
  12. 12. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Centralized source code Once upon a time…
  13. 13. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Human Control Once upon a time…
  14. 14. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Deploy & Train Once upon a time…
  15. 15. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Yes but…the customer? Once upon a time…
  16. 16. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
  17. 17. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Workshop File #: 10737002 Once upon a time…
  18. 18. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges It is a mess… Once upon a time…
  19. 19. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Standardized folders organization Once upon a time…
  20. 20. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges For Automatic Software Building Once upon a time…
  21. 21. Deploy & Train Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
  22. 22. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Yes but… Once upon a time…
  23. 23. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
  24. 24. Stress & Fear Hurry up Fast Delivery of Bugs Pattern that emerges Once upon a time…
  25. 25. Workshop Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
  26. 26. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges We are playing a dangerous game… Once upon a time…
  27. 27. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Doing Black Box Testing Only. Once upon a time…
  28. 28. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges ? Once upon a time…
  29. 29. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges <ul><li>Read the book </li></ul><ul><li>Apply principles </li></ul>Once upon a time…
  30. 30. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Analyze Code Coverage Once upon a time…
  31. 31. Deploy & Train Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
  32. 32. What did we learnt ? Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
  33. 33. By looking thoroughly at the stories? Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time…
  34. 34. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Stimuli Once upon a time… Customer *Source Operae Partners
  35. 35. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Stimuli Once upon a time… Customer *Source Operae Partners
  36. 36. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Observation Once upon a time… Customer *Source Operae Partners
  37. 37. Stories Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Hypothesis Customer *Source Operae Partners
  38. 38. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Correction Once upon a time… Customer *Source Operae Partners
  39. 39. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Control Once upon a time… Customer *Source Operae Partners
  40. 40. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Deploy Once upon a time… Customer *Source Operae Partners
  41. 41. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time… Customer *Source Operae Partners
  42. 42. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges A pattern to solve problems Once upon a time… Customer *Source Operae Partners
  43. 43. Stress & Fear Hurry Up! Fast Delivery of Bugs Pattern that emerges Once upon a time… Customer *Source Operae Partners
  44. 44. *Source Operae Partners PDCA … a standard pattern Roots Definition Plan Do Check Act People Customer
  45. 45. *Source Operae Partners Which takes its roots Roots Definition Plan Do Check Act People … a standard pattern
  46. 46. F. Bacon 1620 The Scientific Method Roots Definition Plan Do Check Act People … a standard pattern
  47. 47. W. A. Shewhart 1924 <ul><li>Statistical Quality Control </li></ul><ul><li>Control Chart </li></ul>Roots Definition Plan Do Check Act People … a standard pattern
  48. 48. W. E. Deming 1927 W. A. Shewhart Roots Definition Plan Do Check Act People … a standard pattern
  49. 49. W. A. Shewhart 1939 Roots Definition Plan Do Check Act People Shewhart Cycle … a standard pattern
  50. 50. W. E. Deming <ul><li>Lecture at JUSE </li></ul><ul><li>Modify Shewhart Cycle </li></ul><ul><li>Preached SQC </li></ul><ul><li>Collaborative concepts of quality </li></ul>1950 1. Design 2. Production 3. Sales 4. Research Roots Definition Plan Do Check Act People … a standard pattern
  51. 51. <ul><ul><ul><ul><li> Design the product </li></ul></ul></ul></ul><ul><ul><ul><ul><li>With appropriate tests </li></ul></ul></ul></ul><ul><ul><ul><ul><li> Make It </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Test it in the production line </li></ul></ul></ul></ul><ul><ul><ul><ul><li>& laboratory </li></ul></ul></ul></ul><ul><ul><ul><ul><li> Put It on the market </li></ul></ul></ul></ul><ul><ul><ul><ul><li> Test it in service </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Through market research, find out what the user thinks of it, and why the non-user has not bought it </li></ul></ul></ul></ul><ul><ul><ul><ul><li> Re-design the product </li></ul></ul></ul></ul><ul><ul><ul><ul><li>in the light of customer reactions </li></ul></ul></ul></ul><ul><ul><ul><ul><li>to quality and price </li></ul></ul></ul></ul>The Deming wheel Roots Definition Plan Do Check Act People … a standard pattern 1. Design 2. Production 3. Sales 4. Research
  52. 52. 1950 Japanese Top Mgt <ul><li>Birth of PDCA </li></ul>1951 1. Design -- Plan 2. Production -- Do 3. Sales -- Check 4. Research --Action Roots Definition Plan Do Check Act People … a standard pattern
  53. 53. J. M.Juran 1954 <ul><li>Lecture at JUSE </li></ul><ul><li>Customer satisfaction </li></ul><ul><li>Management responsibility </li></ul><ul><li>Pareto </li></ul>Roots Definition Plan Do Check Act People Shifted from primarily dealing with technology to an overall concern for total quality management . … a standard pattern
  54. 54. K. Ishikawa 1962 <ul><li>Quality Circle </li></ul><ul><li>Encourages workers to form teams to present process changes to management for implementation </li></ul><ul><li>Team work </li></ul><ul><li>Involvement of Top Management </li></ul>Roots Definition Plan Do Check Act People … a standard pattern
  55. 55. K. Ishikawa 'I first considered how best to get grassroots workers to understand and practice Quality Control. The idea was to educate all people working at factories throughout the country but this was asking too much. Therefore I thought of educating factory foremen or on-the-spot leaders in the first place.' Roots Definition Plan Do Check Act People … a standard pattern
  56. 56. “ An improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action.” Lean Lexicon (p. 72) Roots Definition Plan Do Check Act People … a standard pattern
  57. 57. Continuously applied by each employee as individual or as part of a team Roots Definition Plan Do Check Act People … a standard pattern
  58. 58. Roots Definition Plan Do Check Act People Determine goals for a process and needed changes to achieve them. … a standard pattern
  59. 59. Roots Definition Plan Do Check Act People Problem Statement Goal Statement Point of Cause Root Causes … a standard pattern
  60. 60. Roots Definition Plan Do Check Act People Engage in education & training Implement the changes … a standard pattern
  61. 61. Roots Definition Plan Do Check Act People Counter measures Eliminate the root causes Prevent problem from recurring … a standard pattern
  62. 62. Roots Definition Plan Do Check Act People Evaluate the results in terms of performance … a standard pattern
  63. 63. Standardize and stabilize the change or begin the cycle again, depending on the results. Roots Definition Plan Do Check Act People … a standard pattern
  64. 64. Roots Definition Plan Do Check Act People People are the engine of the wheel … a standard pattern
  65. 65. to Develop All Employees A company is a complex system Why? People Value Stream OJD/TJI PMT
  66. 66. to Develop All Employees Evolving in an unpredictable Environment Why? People Value Stream OJD/TJI PMT
  67. 67. to Develop All Employees Where People can never know in detail what will happen in the future. Why? People Value Stream OJD/TJI PMT
  68. 68. to Develop All Employees To survive in such environment a Company has to Why? People Value Stream OJD/TJI PMT
  69. 69. to Develop Employees develop exceptional people… File #: 11593417 Why? People Value Stream OJD/TJI PMT
  70. 70. to Develop All Employees … able to adapt the system continuously according to the current conditions… Why? People Value Stream OJD/TJI PMT
  71. 71. to Develop Employees … and turn the wheel continuously… Why? People Value Stream OJD/TJI PMT
  72. 72. to Develop Employees … to develop expertise… Why? People Value Stream OJD/TJI PMT
  73. 73. to Develop Employees … in their Field of Activities and in Problem Solving … Why? People Value Stream OJD/TJI PMT
  74. 74. to Develop All Employees through… Why? People Value Stream OJD/TJI PMT
  75. 75. to Develop All Employees a Framework for Continuous Improvement and Continuous Learning Why? People Value Stream OJT/TJI PMT
  76. 76. *Source Operae Partners PDCA to Develop All Employees Why? People Value Stream OJD/TJI PMT Customer
  77. 77. to Develop All Employees Which connects the Two Value Streams People & Product Why? People Value Stream OJD/TJI PMT
  78. 78. to Develop All Employees to create conditions of success. Why? People Value Stream OJD/TJI PMT
  79. 79. to Develop All Employees “ The key to success is to have A production system that highlights problems And a human system that produces people Who are able and willing to identify and solve them.” J. Liker, Toyota Culture, p39 Why? People Value Stream OJD/TJI PMT
  80. 80. *Source J. Liker to Develop All Employees J. Liker, Toyota Culture, p42 Why? People Value Stream OJD/TJI MTP
  81. 81. to Develop All Employees Why? People Value Stream OJD/TJI MTP On The Job Development Toyota Job Instruction
  82. 82. to Develop All Employees Why? People Value Stream OJD/TJI MTP J. Liker, Toyota Culture, p127
  83. 83. *Source J. Liker to Develop All Employees J. Liker, Toyota Culture, p42 Why? People Value Stream OJD/TIJ MPT J. Liker, Toyota Culture, p131 Manufacturing Training Program
  84. 84. J. Liker, Toyota Culture, p42 Employee <ul><li>Strengths </li></ul><ul><li>Weaknesses </li></ul><ul><li>Know work to be done </li></ul><ul><li>Provide work to slightly stretches skills of employee </li></ul><ul><li>Motivate the employee </li></ul><ul><li>Good observation </li></ul><ul><li>Follow up </li></ul><ul><li>Feed back </li></ul><ul><li>Work evaluation </li></ul><ul><li>Progress discussion toward desired personal growth </li></ul><ul><li>Actions needed to meet TL & employee goals. </li></ul>with true managers. CI of Job Training Obeya A3 Report Two-Way Communication Team Leader
  85. 85. Voice of customer Mockup Long term Planning Weekly Planning Indicators Problems with true managers. CI of Job Training Obeya A3 Report Two-Way Communication Obeya
  86. 86. A3 Report with true managers. CI of Job Training Obeya A3 Report Two-Way Communication
  87. 87. Team Leader Employee with true managers. CI of Job Training Obeya A3 Report Two-Way Communication
  88. 88. J. Liker, Toyota Culture, p301 Team Leader Employee with true managers. CI of Job Training Obeya A3 Report Two-Way Communication
  89. 89. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Links Scientific Method http://en.wikipedia.org/wiki/The_scientific_method#DNA_example Francis Bacon http://en.wikipedia.org/wiki/Francis_Bacon W. A. Shewhart http://en.wikipedia.org/wiki/Shewhart W. Edouards Deming http://en.wikipedia.org/wiki/W._Edwards_Deming The W. Edwards Deming Institute http://deming.org/ Dr. Deming's 1950 Lecture to Japanese Top Management http://deming-network.org/deming_1950.htm
  90. 90. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Links J. M. Juran http://en.wikipedia.org/wiki/Joseph_M._Juran Japanese Union Of Scientists and Engineers K. Ishikawa http ://en.wikipedia.org/wiki/Kaoru_Ishikawa Pareto http://en.wikipedia.org/wiki/Pareto_principle Articles An Immigrant’s Gift: The Life of Quality Pioneer, Joseph M. Juran Transcript of Television Program
  91. 91. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Plan Brainstorming Pareto VSM Histograms Graphs 5 Whys QRQC Ishikawa Affinity Diagram Gant Chart Actions Plan Do Histograms Graphs Check Histograms Graphs Act TWI
  92. 92. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books Obeya : Cf. Marie-Pia Managing to Learn: Using the A3 Management Process Authors: by John Shook Lean Enterprise Institute, Inc. ISBN: 978-1934109205 Toyota Way Field Book Authors: J. Liker McGraw-Hill ISBN: 978-0071448932
  93. 93. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books Peopleware: Productive Projects and Teams Authors: Tom DeMarco, Timoty Lister Dorset House Publishing Company, Incorporated ISBN: 978-0932633439 Agile Retrospectives: Making Good Teams Great Authors: Esther Derby, Diana Larsen, and Ken Schwaber Pragmatic Bookshelf ISBN: 978-0977616640 Links The Situational Leadership Model http:// www.kenblanchard.com
  94. 94. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Articles Unlocking the potential of frontline managers Author: Aaron De Smet, Monica McGurk, and Marc Vinson McKinsey Quaterly Books Toyota Talent: Developing Your People the Toyota Way Authors: Jeffrey Liker and David Meier McGraw-Hill ISBN: 978-0071477451 Toyota Culture: The Heart and Soul of the Toyota Way Authors: Jeffrey Liker, Michael Hoseus & Center for Quality People & Organizations McGraw-Hill ISBN: 978-0071492171 Getting the Right Things Done Author: Pascal Denis Lean Enterprise Institute ISBN: 978-0976315261 The Lean Manager Authors: Michael Balle and Freddy Balle Lean Enterprise Institute ISBN: 978-1934109250
  95. 95. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Articles Scrutinizing the art of kata: How Toyota does it http://knowledge.smu.edu.sg/article.cfm?articleid=1253 The Competitive Imperative of Learning Author: Amy C. Edmondson Harvard Business review The New New Product development Game Author: Hirotaka Takeuchi, Ikujiro Nonaka Harvard Business review Books Toyota Way Field Book Authors: Ken Schwaber Microsoft Press ISBN: 978-0735619937 Agile Project Management with Scrum Authors: Ken Schwaber Microsoft Press ISBN: 978-0735619937 Agile Software Development with Scrum Authors: Ken Schwaber and Mike Beedle Microsoft Press ISBN: 978-0130676344
  96. 96. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books The Goal: A Process of Ongoing Improvement Authors: Eliyahu M. Goldratt North River Press ISBN: 978-0884271789
  97. 97. Resources PDCA History Tools Managing People Managing Developing Continuous Improvement System Books Managing The Design Factory Authors: Donald G. Reinerstsen Free Press ISBN: 0-684-83991-1
  98. 98. Q & A Questions & Answers

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