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Jeffrey G. Soper, Ph.D.            Executive Director and Founder, ISBPI2/12/2013      Copyright©2004-2013 Jeffrey G. Sope...
Setting the Tone                     “Cowards never start…            and the weak die along the way.”                    ...
A Perspective on Business Organizations Add Value by Solving Problems Problem Solving Effectiveness = Revenues Problem ...
The Business Case Added Value depends upon Organizational Performance Organizational Performance depends upon Problem   ...
A Perspective on Quality What is the primary objective of Quality,    continuous improvement and the lean    movement?2/1...
Quality’s Purpose                   Improve Profitability2/12/2013   Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All right...
A Perspective on Quality How does Quality improve profitability? Improving Efficiency by Reducing Waste Can we agree tha...
The 8th Muda       “It is only by capitalizing on employees’   creativity that organizations can eliminate the    other se...
The Efficiency Value Chain Creativity and Contribution Leadership and Environment Problem Solving Efficiency Organizat...
The Creative Cycle CREATIVITY – IDEATION INNOVATION – IMPLEMENTATION CHANGE – INFORMATION KNOWLEDGE - INTERPRETATION So w...
Leadership  “Leadership is the ability to influence others in the   absence of positional power. The power to lead is give...
Making Things C.L.I.C.K.™CREATIVITY – IDEATIONLEADERSHIP – INSPIRATION/INCLUSION/INCUBATIONINNOVATION – IMPLEMENTATIONCHAN...
An Assessment The Creative Climate Index™ measures the C.L.I.C.K.™ process indicates barriers to group performance sugg...
Conclusion Questions? Challenges? Suggestions?2/12/2013   Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserv...
The End2/12/2013   Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
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Making Things C.L.I.C.K.: Eliminating the 8th Muda

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Making Things C.L.I.C.K.: Eliminating the 8th Muda

  1. 1. Jeffrey G. Soper, Ph.D. Executive Director and Founder, ISBPI2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  2. 2. Setting the Tone “Cowards never start… and the weak die along the way.” Kit Carson2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  3. 3. A Perspective on Business Organizations Add Value by Solving Problems Problem Solving Effectiveness = Revenues Problem Solving Efficiency = Profitability2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  4. 4. The Business Case Added Value depends upon Organizational Performance Organizational Performance depends upon Problem Solving Efficiency Problem Solving Efficiency depends upon Individual Contribution Individual Contribution depends upon Appropriate Environment Appropriate Environment is created by Leadership Not Leaders – LEADERSHIP2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  5. 5. A Perspective on Quality What is the primary objective of Quality, continuous improvement and the lean movement?2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  6. 6. Quality’s Purpose Improve Profitability2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  7. 7. A Perspective on Quality How does Quality improve profitability? Improving Efficiency by Reducing Waste Can we agree that the following are wastes? T – I – M – W – O – O- D Is anything missing?2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  8. 8. The 8th Muda “It is only by capitalizing on employees’ creativity that organizations can eliminate the other seven wastes and continuously improve their performance.” Jeffrey Liker, The Toyota Way Untapped Creativity and Latent Talent represent the deadliest waste of all - the 8th Muda2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  9. 9. The Efficiency Value Chain Creativity and Contribution Leadership and Environment Problem Solving Efficiency Organizational Performance Value2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  10. 10. The Creative Cycle CREATIVITY – IDEATION INNOVATION – IMPLEMENTATION CHANGE – INFORMATION KNOWLEDGE - INTERPRETATION So what’s missing?2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  11. 11. Leadership “Leadership is the ability to influence others in the absence of positional power. The power to lead is given by the willingness of others to follow. Through this perspective, leadership can be exhibited by anyone, at any level, in any place, at any time.” At it’s best, leadership: inspires action, creates the environment for performance, and ensures inclusion (differing perspectives).2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  12. 12. Making Things C.L.I.C.K.™CREATIVITY – IDEATIONLEADERSHIP – INSPIRATION/INCLUSION/INCUBATIONINNOVATION – IMPLEMENTATIONCHANGE – INFORMATIONKNOWLEDGE - INTERPRETATION 2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  13. 13. An Assessment The Creative Climate Index™ measures the C.L.I.C.K.™ process indicates barriers to group performance suggests areas of improvement targets leadership skill development2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  14. 14. Conclusion Questions? Challenges? Suggestions?2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.
  15. 15. The End2/12/2013 Copyright©2004-2013 Jeffrey G. Soper, Ph.D. All rights reserved.

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