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Action Learning Ver.20

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Action Learning Ver.20

  1. 1. Action Learning Case Studies of Implementing Lean Manufacturing
  2. 2. Action Learning Definition WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES Centerpiece: A real business problem or opportunity
  3. 3. 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)
  4. 4. What is Action Learning? <ul><li>A dynamic tool used to: </li></ul><ul><ul><li>Drive strategic change </li></ul></ul><ul><ul><li>Transform the organization </li></ul></ul><ul><ul><li>Accelerate development </li></ul></ul><ul><ul><li>Achieve business breakthroughs </li></ul></ul><ul><ul><li>Develop leadership capabilities </li></ul></ul><ul><ul><li>etc. </li></ul></ul>Develop participants Address significant business challenges <ul><ul><li>Working on authentic, urgent business problems/opportunities in diverse, cross-organization teams to improve the business and develop participants </li></ul></ul>Results Learning Action
  5. 5. Action Learning Address significant business challenges Develop leadership, teaming & business tools, techniques & skills
  6. 6. Action Learning Framework Evaluation Implementation Sponsors Participants Teams Projects Roles Program Education
  7. 7. Benefits <ul><ul><li>Develop individual </li></ul></ul><ul><ul><li>Accelerated development </li></ul></ul><ul><ul><ul><li>Leadership, teaming & business skills </li></ul></ul></ul><ul><ul><li>Develop organization </li></ul></ul><ul><ul><ul><li>More innovative & entrepreneurial </li></ul></ul></ul><ul><ul><ul><li>Cross-organization collaboration (without sacrificing autonomy) </li></ul></ul></ul><ul><ul><ul><li>- Important work gets done </li></ul></ul></ul><ul><ul><ul><li>Building a sense of the total enterprise </li></ul></ul></ul>
  8. 8. AL Typical Design ©2002 Executive Development Associates. All rights reserved. Session One: Education and Projects Session Three: Sharing and Proliferation <ul><li>Project introduction & selection </li></ul><ul><li>Work planning tools & techniques </li></ul><ul><li>Team building </li></ul><ul><li>Project specific / Just In Time (JIT) education </li></ul><ul><li>Innovation & entrepreneurship </li></ul><ul><li>Set learning / develop- ment goals </li></ul><ul><li>Test project work plan </li></ul>Mid-point progress review <ul><li>Assimilate & synthesize work </li></ul><ul><li>Create, test & improve presentations </li></ul><ul><ul><li>What learned? </li></ul></ul><ul><ul><li>Findings & recommendations </li></ul></ul><ul><ul><li>Implementation plan </li></ul></ul><ul><li>Presentations to spon- sors </li></ul><ul><li>Debriefing & planning next steps </li></ul>3 - 6 Month Timeline 3 - 5 Days 2 - 3 Days ½ - 1 Day Teams do projects Session Two: Review
  9. 9. 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
  10. 10. Reginal Revans <ul><li>William Reginald Revans (14 May 1907 – 8 January 2003) was arguably one of the most influential of British educationalists of the twentieth century. </li></ul><ul><li>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 </li></ul>
  11. 11. Biodata of Regina <ul><li>The origins of action learning is Reg Revans, and his inspiration came from the plight of the Titanic </li></ul><ul><li>Revans worked at the Cavendish Laboratories at Cambridge University in 1930s </li></ul><ul><li>He studied under Rutherford and JJ Thomas , fathers of nuclear physics. He also worked with Albert Einstein </li></ul><ul><li>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. </li></ul><ul><li>Revans went on to develop action learning in projects for the Nation Health Authority , the core expression </li></ul><ul><li>L (Learning) = P (Programmed Knowledge) + Q (Insightful Questions) was born. </li></ul>
  12. 12. AL Model of Carsem: PDCA <ul><li>Address Organization Concerns </li></ul><ul><li>Engage Team and select projects </li></ul><ul><li>Provide Training </li></ul>Plan Check Act Do <ul><li>Lead projects </li></ul><ul><li>Review results </li></ul><ul><li>Sharing of Results </li></ul><ul><li>Proliferate to other areas </li></ul><ul><li>Review Value Stream Mapping </li></ul>
  13. 13. PLAN Address Organization Concerns Lean Manufacturing to eliminate 30% waste
  14. 14. Background of Lean Manufacturing <ul><li>Toyota Way of Operation = Toyota Production System (TPS) </li></ul><ul><li>Gross Profit USD 10 Billion </li></ul><ul><li>Biggest Car Manufacturer in the world (more than 4 combined US auto mobile companies) </li></ul><ul><li>James Womack and Daniel Jones writes about TPS and coin the term LEAN </li></ul><ul><li>Jeffrey Liker writes 4 more books to describe the success of Toyota: </li></ul><ul><li>Toyota Culture, Toyota Way, Toyota Way: Field Book,, Toyota Talent </li></ul>
  15. 15. Lean Tools
  16. 17. Books by James Womack and Daniel Jones
  17. 18. Books by Jeffrey Liker
  18. 19. about LEAN 3 Things Elimination of waste Improve in productivity Create values for customer
  19. 20. Leaning to Compete
  20. 21. Leaning to Compete
  21. 22. Elimination of waste A Member of the Hong Leong Group
  22. 23. Lean = Eliminating the Waste <ul><li>D efects </li></ul><ul><li>O verproduction </li></ul><ul><li>W aiting </li></ul><ul><li>N on-utilized People </li></ul><ul><li>T ransportation </li></ul><ul><li>I nventory </li></ul><ul><li>M otion </li></ul><ul><li>E xtra Processing </li></ul>8 Waste A Member of the Hong Leong Group
  23. 24. Lean Practices in Production <ul><li>Standard Work of Leaders </li></ul><ul><li>Visual Control </li></ul><ul><li>Training and Audit (TWI) </li></ul><ul><li>Daily Accountability </li></ul><ul><li>Discipline (Gemba Walk, Lean Management Assessment) </li></ul>
  24. 25. Summary <ul><li>Training alone cannot solve business issues – only 11.5% </li></ul><ul><li>Action Learning is another OD tools to improve organization effectiveness </li></ul><ul><li>We adopt Plan-Do-Check-Act approach </li></ul>Key Points Possible key actions Action Learning <ul><li>Align training to critical business needs – Lean </li></ul><ul><li>Gain management support </li></ul><ul><li>Setup teams to address issues and provide short training for them </li></ul><ul><li>Performance Improvement Lab has adopted Learning Organization Approach </li></ul><ul><li>Consider Lean approach for yuor organization effectiveness </li></ul>
  25. 26. Reference <ul><li>Toyota Way – Jeffrey Liker </li></ul><ul><li>Lean Six Sigma for Service Sector – Micheal Goerge </li></ul><ul><li>Beyond Training and Development – William Rothwell </li></ul><ul><li>Lean Benchmarking: Closing the Reality Gap – Aberdeen Group </li></ul><ul><li>Building the Lean - MIT </li></ul>
  26. 27. „ 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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