The document discusses action learning and lean manufacturing. It defines action learning as working on real business problems in cross-functional teams to both solve issues and develop participants. The document outlines the benefits of action learning and a typical project structure. It then discusses how action learning was applied in a case study to help a company implement lean manufacturing principles to eliminate 30% waste through a plan-do-check-act approach and aligning training with critical business needs.

1. Action Learning Case Studies of Implementing Lean Manufacturing

2. Action Learning Definition WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES Centerpiece: A real business problem or opportunity

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. What is Action Learning? A dynamic tool used to: Drive strategic change Transform the organization Accelerate development Achieve business breakthroughs Develop leadership capabilities etc. Develop participants Address significant business challenges Working on authentic, urgent business problems/opportunities in diverse, cross-organization teams to improve the business and develop participants Results Learning Action

5. Action Learning Address significant business challenges Develop leadership, teaming & business tools, techniques & skills

6. Action Learning Framework Evaluation Implementation Sponsors Participants Teams Projects Roles Program Education

7. Benefits Develop individual Accelerated development Leadership, teaming & business skills Develop organization More innovative & entrepreneurial Cross-organization collaboration (without sacrificing autonomy) - Important work gets done Building a sense of the total enterprise

8. AL Typical Design ©2002 Executive Development Associates. All rights reserved. Session One: Education and Projects Session Three: Sharing and Proliferation Project introduction & selection Work planning tools & techniques Team building Project specific / Just In Time (JIT) education Innovation & entrepreneurship Set learning / develop- ment goals Test project work plan Mid-point progress review Assimilate & synthesize work Create, test & improve presentations What learned? Findings & recommendations Implementation plan Presentations to spon- sors Debriefing & planning next steps 3 - 6 Month Timeline 3 - 5 Days 2 - 3 Days ½ - 1 Day Teams do projects Session Two: Review

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. Reginal Revans William Reginald Revans (14 May 1907 – 8 January 2003) was arguably one of the most influential of British educationalists of the twentieth century. 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

11. Biodata of Regina The origins of action learning is Reg Revans, and his inspiration came from the plight of the Titanic Revans worked at the Cavendish Laboratories at Cambridge University in 1930s He studied under Rutherford and JJ Thomas , fathers of nuclear physics. He also worked with Albert Einstein 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. Revans went on to develop action learning in projects for the Nation Health Authority , the core expression L (Learning) = P (Programmed Knowledge) + Q (Insightful Questions) was born.

12. AL Model of Carsem: PDCA Address Organization Concerns Engage Team and select projects Provide Training Plan Check Act Do Lead projects Review results Sharing of Results Proliferate to other areas Review Value Stream Mapping

13. PLAN Address Organization Concerns Lean Manufacturing to eliminate 30% waste

14. Background of Lean Manufacturing Toyota Way of Operation = Toyota Production System (TPS) Gross Profit USD 10 Billion Biggest Car Manufacturer in the world (more than 4 combined US auto mobile companies) James Womack and Daniel Jones writes about TPS and coin the term LEAN Jeffrey Liker writes 4 more books to describe the success of Toyota: Toyota Culture, Toyota Way, Toyota Way: Field Book,, Toyota Talent

15. Lean Tools

17. Books by James Womack and Daniel Jones

18. Books by Jeffrey Liker

19. about LEAN 3 Things Elimination of waste Improve in productivity Create values for customer

20. Leaning to Compete

21. Leaning to Compete

22. Elimination of waste A Member of the Hong Leong Group

23. Lean = Eliminating the Waste D efects O verproduction W aiting N on-utilized People T ransportation I nventory M otion E xtra Processing 8 Waste A Member of the Hong Leong Group

24. Lean Practices in Production Standard Work of Leaders Visual Control Training and Audit (TWI) Daily Accountability Discipline (Gemba Walk, Lean Management Assessment)

25. Summary Training alone cannot solve business issues – only 11.5% Action Learning is another OD tools to improve organization effectiveness We adopt Plan-Do-Check-Act approach Key Points Possible key actions Action Learning Align training to critical business needs – Lean Gain management support Setup teams to address issues and provide short training for them Performance Improvement Lab has adopted Learning Organization Approach Consider Lean approach for yuor organization effectiveness

26. Reference Toyota Way – Jeffrey Liker Lean Six Sigma for Service Sector – Micheal Goerge Beyond Training and Development – William Rothwell Lean Benchmarking: Closing the Reality Gap – Aberdeen Group Building the Lean - MIT

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.