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Lean is Simple
3 Ways of Looking at the Lean Cycles of
CAP-Do – SDCA – PDCA - EDCA
1. As Tools: Creating workflow, problem...
How to Start (CAP-Do)
Zen Saying: If you want to take a deep breath, you must
first exhale
• Capture what you are doing (C...
REFLECTION CARD
Purpose: The beginning point for Lean Thinking and creating the team (SALES acronym)
S – Sense-making: Giv...
HOW TO REFLECT (CAP-D0)
C: Check
· List what we are presently doing – Why, What, How
· Review organizational structural fo...
How to Create Standards (SDCA)
• Commitment – Level of commitment is
expected from the individual
• Connection – A path fo...
THE WoW CARD – STANDARD WORK
Purpose: Developing standard work and defining the needed team (SALES acronym)
S – State the ...
HOW TO CREATE STANDARDS (SDCA)
S: Standard
• Review the method.
• Document the actions needed and who will complete each a...
How to Improve (PDCA)
• Concern: Locate the point of concern or cause
through Who, What, Where, When
• Cause: Identify roo...
KAIZEN SPIRIT CARD
Purpose: Develop an improvement process and defining the needed team (SALES acronym)
S – Select the ini...
HOW TO IMPROVE (PDCA)
P: Plan
• What are the detailed steps needed to make an improvement?
• Clarify problem, breaking dow...
How to Explore (EDCA)
• Creativity: Envision past ideas to structure,
adapting to changes, learning new ideas
• Conviction...
EXPLORATION CARD
Purpose: Developing an exploration process and defining the needed team (SALES acronym)
S – Sense-making:...
HOW TO EXPLORE (EDCA)
E: Explore
• Value Chain Analysis: assessing the current value chain that supports the
customer’s jo...
A Freelancer, Not a Consultant.
I am highly proficient in building and implementing Business, Marketing and
Project plans ...
Joseph T. Dager
Business901 Lean Marketing Lab
PH: 260-918-0438 Skype: Biz901 Twitter: @business901
E-mail: jtdager@busine...
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Lean is Simple Card Deck

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A card deck that describes the Lean Cycles of CAP-Do, SDCA, PDCA, and EDCA. Taking this type of view allows us to move from micro to macro thinking while still applying Lean Practices. We keep Lean in its simplest by breaking it down to the 4 Cycles, CAP-Do, EDCA, PDCA, EDCA and providing overall scope and assembling a team using the SALES acronym. 

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Lean is Simple Card Deck

  1. 1. Lean is Simple 3 Ways of Looking at the Lean Cycles of CAP-Do – SDCA – PDCA - EDCA 1. As Tools: Creating workflow, problem solving, development, design 2. As Structure: Use as stages to migrate between one to the other in a natural progression. 3. As Patterns of Behavior: The way we practice to achieve specific goals in an efficient manner. Taking this type of view allows us to move from micro to macro thinking while still applying Lean Practices. We keep Lean in its simplest by breaking it down to the 4 Cycles, CAP-Do, EDCA, PDCA, EDCA and providing overall scope and assembling a team using the SALES acronym.
  2. 2. How to Start (CAP-Do) Zen Saying: If you want to take a deep breath, you must first exhale • Capture what you are doing (CAP-Do) • Create your Standard Practice (SDCA) • Take a practice improve on it (PDCA) • Try something new explore (EDCA) Check Act Plan Do
  3. 3. REFLECTION CARD Purpose: The beginning point for Lean Thinking and creating the team (SALES acronym) S – Sense-making: Give meaning to experience. • Create a point of view statement that defines the efforts to understand connections which can be among people, places, and events. • Understanding the problem space is many times as important as understanding the customer. A: Analyze the customer • Define and study the customer to develop insights as a starting point for defining value. • Review and focus on the service period to determine the pre-service, service and post-service durations. L: Locate the people who understand the customer and the needs • List the members of your team, including position and role they will play. E: Empower the Team • Team is autonomous & responsible for the tasks. • Clarity is critical factor for empowering a team • Outline Meetings: Stand-ups, Weekly Tactical • Define Standard Work of Team (Team Charter) S: Select a limited set of needs (Frame) • Create customer stories based on this set of needs.
  4. 4. HOW TO REFLECT (CAP-D0) C: Check · List what we are presently doing – Why, What, How · Review organizational structural forces · List what we are certain and uncertain about · Value Chain Analysis: assess the current value chain A: Act (Adjust) · Confirm with Customers key certainties & uncertainties · Go to Gemba for planning. · Write stories with customers of existing/future events/scenarios P: Pause (Presencing) · Are the stories clear, concise and relevant? · Reflection – The stories created in Check match with stories in Act (Divergent views are important) · Isolate and group key assumptions Plan · Decide what to: Stop, Continue, Start, Do Different · Visualization: use imagery to envision possible future conditions · Concept Development: assemble innovative elements that can be explored and evaluated D: Do (Enact our Decision) · Stop what we don’t want to do · Create Standard Work for what not to change (SDCA) · Create Hypothesis for what to change (PDCA) · Create Plan to start something new (EDCA)
  5. 5. How to Create Standards (SDCA) • Commitment – Level of commitment is expected from the individual • Connection – A path for support through conversation is provided (Andon) • Clarification – Minimum standard is explicit: Budget, Visualization, Documentation Std. Do Check Act
  6. 6. THE WoW CARD – STANDARD WORK Purpose: Developing standard work and defining the needed team (SALES acronym) S – State the standard • Best practice for a given process (What we do?). • Provide a routine for consistent delivery of work • Must be stated clearly • Provide a clear line of sight to adjacent associates A: Agree on the method • Method used for documentation of Std. Work • Provide components of a reporting system • Ensures the work is being done to standard L: Locate the people who will on the team • List the members of your team • Include position and role they will play. E: Empower the Team • Team is autonomous & responsible for the tasks. • Clarity is critical factor for empowering a team • Outline Meetings: Stand-ups, Weekly Tactical • Define Standard Work of Team (Team Charter) S: Select the team goals of the workflow • Team must understand goals and outcomes • Boundaries should be clearly defined
  7. 7. HOW TO CREATE STANDARDS (SDCA) S: Standard • Review the method. • Document the actions needed and who will complete each action step. • Clarify the resources needed for each action step. • Decide on what constitutes variation and required action • Has a feedback loop been established? D: Do the plan • Perform to the standard. • Use Visualization board to demonstrate work flow and problems encountered • Use the Andon (Coaching) to establish boundaries C: Check (Study) to see if an improvement is needed • Is the standard being maintained? • Collect and analyze data to demonstrate if standard was done. • Are there changes available for improvement? • Is active coaching taking place? Are using the Andon? A: Act (Adjust) • Have standards been met? If not, reconsider & continue with PDCA. • Can standards be raised? If so, reconsider and continue with PDCA. • Proceed with standard or document steps needed to be taken.
  8. 8. How to Improve (PDCA) • Concern: Locate the point of concern or cause through Who, What, Where, When • Cause: Identify root cause verifying with data • Countermeasure: · Develop countermeasures utilizing customer stories and place on visual board, prioritize Plan Do Check Act
  9. 9. KAIZEN SPIRIT CARD Purpose: Develop an improvement process and defining the needed team (SALES acronym) S – Select the initial Problem Perception • What is the problem to be solved? • Describe problem, issue, need project is intended to address. A: Analyze the current process • Review the Critical to Quality (CTQ) issues facing this value stream and how they apply to this cycle. • What should be involved in this step? • Have customers' expectations & specifications been examined & documented? • What are the points of concern? L: Locate the people who understand the process • List the members of your team, including position & role. E: Empower the Team • Team is autonomous & responsible for the tasks. • Clarity is critical factor for empowering a team • Outline Meetings: Stand-ups, Weekly Tactical • Define Standard Work of Team (Team Charter) S: Select the improvement (Frame) • Team must fully understand Value Stream CTQ’s • Team must understand CTQ’s of this cycle. • Define the Gap to be completed in this cycle.
  10. 10. HOW TO IMPROVE (PDCA) P: Plan • What are the detailed steps needed to make an improvement? • Clarify problem, breaking down customer decision process & people involve. • Locate the point of concern or cause through Who, What, Where, When • Identify root cause and verify with data. • Develop countermeasures utilizing Customer Stories; place and prioritize on visual board D: Do the plan • Build Project Plan or iteration through customer stories. • Use a Visualization board for workflow and measures • Pull tasks into doing as needed. • Use daily stand-ups/Andon to signify problems C: Check (Study) to see if an improvement was made • Did the plan work? • Collect and analyze data to demonstrate if gap was (not) closed. • Determine which changes worked and which did not. A: Act (Adjust) • Has Gap been closed? • Have needs been completed? If not, reconsider and continue with PDCA. • If it has, documents steps needed for standard work & ensure hand off.
  11. 11. How to Explore (EDCA) • Creativity: Envision past ideas to structure, adapting to changes, learning new ideas • Conviction: Deep sense of purpose with the ability to sustain interest & effort • Challenge: Offers unique perspectives from customer’s viewpoint based on their value and economic drivers Explore Do Check Act
  12. 12. EXPLORATION CARD Purpose: Developing an exploration process and defining the needed team (SALES acronym) S – Sense-making: Give meaning to experience. • Create a point of view statement that defines the efforts to understand connections among people, places, and events. • Understanding the problem space is many times as important as understanding the customer. A: Analyze the Customer • Define and study the customer to develop insights as a starting point for defining value. • Review and focus on the service period to determine the pre-service, service and post-service durations. L: Locate the people who understand the customer and the needs • List the members of your team, including position and role they will play. E: Empower the Team • Team is autonomous & responsible for the tasks. • Clarity is critical factor for empowering a team • Outline Meetings: Stand-ups, Weekly Tactical • Define Standard Work of Team (Team Charter) S: Select a limited set of needs (Frame) • Create customer stories based on this set of needs.
  13. 13. HOW TO EXPLORE (EDCA) E: Explore • Value Chain Analysis: assessing the current value chain that supports the customer’s journey • Job Mapping: assessing the existing experience through the customer’s eyes • Visualization: using imagery to envision future conditions D: Do the plan • Concept Development: assembling innovative elements into a coherent alternative solution • Mind Mapping: generating insights from exploration activities and using those to create design criteria • Brainstorming: generating new alternatives C: Check (Study) to see if an improvement was made • Assumption Testing: isolating and testing the key assumptions that will drive success or failure • Rapid Prototyping: express new concept in a tangible form for exploration, testing, refinement • Customer Co-Creation: enroll customers to participate in creating the solution A: Act (Adjust) • Exploratory needs been completed? If not, try gain. • If it has, continue improvement with PDCA creating an affordable experiment • Document the steps needed to be taken & complete hand off. Adapted from the book, Designing for Growth by Jeanne Liedtka & Tim Ogilive
  14. 14. A Freelancer, Not a Consultant. I am highly proficient in building and implementing Business, Marketing and Project plans with an emphasis on simplicity. Experienced in combining core business strengths into a brand strategy along with Lean Startup and Business Model Generation Techniques. A few areas of interest: • Started a manufacturing company with 2 file cabinets and created a 5 million dollar company in 3-years, sold it in 5-years to my largest distributor. • Staring as a welder, I eventually became the president of a 1.6 million dollar manufacturing company and left 6-years later when it was at 12 million and paid out 6 to 7-figure profits on an annual basis. • Worked for a SaaS company in Precision Ag that has grown 3-fold in the 18 months I have been associated with it in the capacity of Business Development. • Worked with IT, E-commerce, & other Cloud-based companies. • Developed and implemented workflow engagements for lead generation, support platforms (like Zen Desk) and on-boarding customer programs. • Worked with a variety of Professional Services to include Information Technology, Microsoft Partners, Real Estate, Financial, Quality, Medical, and others. If you want to learn more sign up for my Lean Scale-Up eBook on my website. While there, you may notice over 500 podcasts, YouTube channel, Slideshare, and few thousand blogs. Also note over 11,000 LinkedIn connections, 30,000 Twitter followers, etc..
  15. 15. Joseph T. Dager Business901 Lean Marketing Lab PH: 260-918-0438 Skype: Biz901 Twitter: @business901 E-mail: jtdager@business901.com Website: http://business901.com A Lean practitioner that specializes in Service Design and Sales and Marketing. Most of my recent work has been in SaaS discipline working with organizations in the Business Development area and to onboard external groups such as affiliate, re-sellers and reward programs. I have also managed and worked closely with their sales and marketing teams and even been that department. I have hands-on experience in the implementation of marketing strategies to include direct and indirect sales development. I am well-versed in digital marketing and the traditional marketing concepts of lead generation, advertising, and public relations. In fact, in today’s world, they are so interconnected that I struggle to separate them. I build marketing processes that are not brittle. They are flexible, adaptable to changing conditions. Following the USA Principle: Understand-Simplify- Automate, I engage in the first few to get hands-on experience and build your story for others to execute in later events. Specific Areas of Work Customer Account Management Qualitative & Quantitative Research Lead Generation & Acquisition Sales/Market Forecasting

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