The document discusses ISO 9000 quality standards and the Advanced Product Quality Planning (APQP) process. It provides an overview of the ISO 9000 series of quality management standards, including ISO 9001, 9002, 9003, 9004, and the automotive-specific QS-9000 and ISO/TS 16949. It then describes the five phases of APQP - planning, product design, process design, validation, and feedback/improvement. For each phase, it lists typical inputs, outputs, and goals to ensure quality is designed into the product and manufacturing process from the beginning through continuous improvement.
This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
This document describes an engineering change management solution that uses notification objects and digital signatures for a paperless workflow. The solution allows for customizable engineering change processes with structured approvals and reporting. It aims to provide efficient management of engineering changes, compliance, quality control, and documentation control.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
The document outlines a kaizen event timeline that takes place over 5 days from Monday to Friday. Each day is divided into morning and afternoon sessions and focuses on a different phase of the kaizen process including analyze, improve, control and measure. Key activities include future state design, process reviews, standard work creation and implementation, and a final presentation on Friday to celebrate completion.
This document discusses the benefits of functional programming (FP) that the author learned. It begins by explaining how multithreading programs are difficult to write, test, and ensure thread safety due to mutable shared state. FP avoids these issues by not using mutable variables. The document then covers some key aspects of FP like recursion, higher-order functions, function composition, and immutable data structures. It provides examples in various languages to illustrate these concepts. The author argues that FP provides a good foundation for writing concurrent programs due to its avoidance of mutable state.
The document discusses ISO 9000 quality standards and the Advanced Product Quality Planning (APQP) process. It provides an overview of the ISO 9000 series of quality management standards, including ISO 9001, 9002, 9003, 9004, and the automotive-specific QS-9000 and ISO/TS 16949. It then describes the five phases of APQP - planning, product design, process design, validation, and feedback/improvement. For each phase, it lists typical inputs, outputs, and goals to ensure quality is designed into the product and manufacturing process from the beginning through continuous improvement.
This document discusses concepts related to production leveling including Heijunka, standard work, and continuous improvement. Heijunka involves leveling production to evenly distribute workload and demand across each day to maximize efficiency. Standard work establishes consistent processes and templates. Continuous improvement, also called Kaizen, relies on permanent and temporary teams identifying areas for improvement through reflection meetings and applying the PDCA cycle for organizational learning.
Recorded webinar: http://slidesha.re/1iJ2ZWu
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/VSMbk
This webinar presents case studies for several client engagements that involved value stream mapping. For each case, you'll learn:
• What the driver was for value stream improvement.
• What the planning process consisted of.
• The discoveries and challenges that surfaced—and the shifts that occurred—during the 3-day activity.
• Transformation results.
During the webinar, Karen also answers participant questions about facilitation, transformation plan ownership, team composition, going to the Gemba, and collecting data that's not easily measured.
This document describes an engineering change management solution that uses notification objects and digital signatures for a paperless workflow. The solution allows for customizable engineering change processes with structured approvals and reporting. It aims to provide efficient management of engineering changes, compliance, quality control, and documentation control.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
The document outlines a kaizen event timeline that takes place over 5 days from Monday to Friday. Each day is divided into morning and afternoon sessions and focuses on a different phase of the kaizen process including analyze, improve, control and measure. Key activities include future state design, process reviews, standard work creation and implementation, and a final presentation on Friday to celebrate completion.
This document discusses the benefits of functional programming (FP) that the author learned. It begins by explaining how multithreading programs are difficult to write, test, and ensure thread safety due to mutable shared state. FP avoids these issues by not using mutable variables. The document then covers some key aspects of FP like recursion, higher-order functions, function composition, and immutable data structures. It provides examples in various languages to illustrate these concepts. The author argues that FP provides a good foundation for writing concurrent programs due to its avoidance of mutable state.
This document provides an overview of project chartering for continuous process improvement (CPI) projects. It discusses selecting CPI projects, developing a project charter, and who is responsible for chartering a project. The project charter defines the team's mission and includes the opportunity/problem statement, business case, goal statement, project scope, timeline, and team selection. It is a living document that may change over time. Developing an effective charter involves scoping the project based on the identified problem and determining proportional benefits, measurements, and boundaries.
This workshop aims to help process managers improve their processes. The agenda covers process management principles, the role of process managers, and a day-to-day process management model involving managing, defining, quantitatively managing, and optimizing processes. Process managers are responsible for end-to-end key processes and reporting changes to process owners. Tools covered include process mapping, defining customers and requirements, setting performance targets and measures, and using these for daily management and continuous improvement of processes.
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
This document outlines the process for defining and forming a team for a new project. It discusses following the DMAIC model which involves defining problems and customer requirements, measuring current performance, analyzing data to determine process capabilities, improving processes by removing defects, and controlling performance going forward. It also notes that projects begin by thoroughly assessing customer needs and defining a detailed project charter and process map relating internal processes to meeting customer requirements. The specific project being outlined is for "BirdsNest".
For some, the Process Map is the #1 process improvement tool available. And if that’s true, the Swimlane Map is an even better tool for mapping processes. Adding lanes kicks the analysis and discovery up a notch. It’s great for highlighting who-does-what and uncovering hand-offs that result in dropped balls. It also goes by many names so whether it’s “Deployment Map,” “Cross-Functional Map” or the more athletic “Swimlane Map,” it’s a great thing to get better at. Join this 1-hour Intermediate webinar for a look at this process workhorse and find out how to make it work for you!
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Lean management focuses on eliminating waste while ensuring quality. It has been applied successfully in various industries like banking, healthcare, airlines, and restaurants by streamlining processes. At Amazon, lean principles have been implemented since its inception through practices like kaizen workshops, use of the andon cord to stop production when issues are detected, and applying lean to software development and 3D printing. The next frontiers for lean include bringing its principles to more complex software development and using technologies like 3D printing for on-demand manufacturing.
This document provides an overview of Kanban, a project and task management methodology. It describes some of the limitations of traditional waterfall methodology, such as frequent bugs and low productivity. Kanban is presented as an adaptive alternative inspired by lean manufacturing principles. Key aspects of Kanban covered include using a visual board to track work in progress, limiting work-in-progress to identify bottlenecks, and managing workflow through visualization. The document also provides examples of using Kanban for software development, marketing projects, and personal task management, and recommends tools like Trello for implementing Kanban.
Seavus Project Viewer™ is a complete viewer for Microsoft® Project files that facilitates excellent cooperation in projects where the project stakeholders need to view and share information from project management. It is a low cost solution for project members who only need to view MS® Project files and update their tasks.
The document discusses what user stories are and how they are used in agile software development. It defines user stories as high-level descriptions of requirements that provide just enough information for developers to estimate the effort to implement them. It emphasizes that user stories are not detailed specifications, but rather focus on capturing the user's perspective and defining value. The document also covers best practices for writing effective user stories, including using the INVEST criteria of being Independent, Negotiable, Valuable, Estimable, Small, and Testable. It discusses other agile planning techniques like epics and themes that group related user stories.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
This document discusses business analysis techniques and provides definitions of business analysis. It lists and describes various techniques used in business analysis including stakeholder analysis, process modeling, requirements engineering, and solution development. The role of the business analyst is also discussed as investigating business situations, analyzing strategies, modeling processes, specifying information systems, and developing business cases. A basic toolkit of essential business analysis techniques is also presented.
Lean manufacturing is a systematic approach to eliminating waste in manufacturing processes. It was originally developed by Toyota executive Taiichi Ohno and focuses on eliminating the seven types of waste: transportation, inventory, motion, waiting, over-processing, overproduction, and defects. Implementing lean methods reduces waste, improves teamwork, allows for continuous process improvement, and streamlines manufacturing from start to finish.
Kan Ban & Standardize Work Overview Feb 2011ExerciseLeanLLC
Operator:
Workstation:
Cycle time:
Number of parts:
Standardized work sequence:
1. Take the panel from the conveyor
2. Check the panel for defects
3. Place the panel on the work table
4. Apply sealant on the panel
5. Place the reinforcement on the panel
6. Apply sealant on the reinforcement
7. Place the cover on the reinforcement
8. Check the assembly
9. Place the assembled panel on the conveyor
10. Clean the work area
11. Self inspection
Standardized work chart FAU-F-PS-5006 /1
Manufacturing & Process Development StrategyJohn Glenning
The document outlines manufacturing and process development strategic and tactical goals including operating safely, eliminating non-value added steps, minimizing cycle time and work-in-progress, improving equipment uptime, tracking key metrics, and reducing costs. It emphasizes consistently tracking metrics like quality, cycle time, and costs to identify trends and resolve problems early when it is cheapest. The overall goal is developing manufacturing systems to ensure safe operations and customer satisfaction.
This document is a collection of pictures by Tom Curtis that show examples of standard work in everyday life. Standard work refers to the current best documented way to do a task and provides a starting point for those unfamiliar with a process as well as a basis for improvement. The pictures are intended to help people recognize standard work, simplify existing standard work processes, and consider how visuals can strengthen standard work documentation. An introduction provides background on standard work and the author's contact information.
Tias consulting skills lecture 3 leiderschap en sociale netwerkenFrank Willems
Lecture 3 uit de executive master Consulting Skills van TIAS Tilbug met als onderwerpen Sociale Netwerken, Leiderschap, Verandermanagement en Etnografisch interview
This document provides an overview of project chartering for continuous process improvement (CPI) projects. It discusses selecting CPI projects, developing a project charter, and who is responsible for chartering a project. The project charter defines the team's mission and includes the opportunity/problem statement, business case, goal statement, project scope, timeline, and team selection. It is a living document that may change over time. Developing an effective charter involves scoping the project based on the identified problem and determining proportional benefits, measurements, and boundaries.
This workshop aims to help process managers improve their processes. The agenda covers process management principles, the role of process managers, and a day-to-day process management model involving managing, defining, quantitatively managing, and optimizing processes. Process managers are responsible for end-to-end key processes and reporting changes to process owners. Tools covered include process mapping, defining customers and requirements, setting performance targets and measures, and using these for daily management and continuous improvement of processes.
The Value Stream Mapping (VSM) Poster describes the four key phases of managing a value stream mapping project in an organization. The poster comes in two themes: color and monochrome. Formatted in PDF, the poster can be easily printed on an A3-sized paper.
The VSM Poster complements the 'Value Stream Mapping' training presentation materials. It is an effective tool that can be printed and distributed to attendees of your VSM workshop session. It serves as a takeaway and summary of your VSM presentation.
The VSM Poster describes the four main phases of value stream mapping activities:
1. DEFINE PRODUCT FAMILY
Prepare for the value stream mapping activity; define the value stream mapping charter, including objective, scope and product family.
1.1 Define and scope problem
1.2 Pick product family
1.3 Determine value stream mapping objective and benefits
1.4 Create value stream mapping project charter
2. DOCUMENT CURRENT STATE
Document the current state so as to gain a deep understanding about your current work systems and the related barriers to delivering value.
2.1 Map current state value stream
2.2 Quantify current state value stream performance
2.3 Analyze and identify improvement opportunities
3. DESIGN FUTURE STATE
Design a future state value stream map that enables outstanding performance on all fronts; prioritize improvement projects.
3.1 Develop future state value stream map
3.2 Prioritize improvement projects
4. CREATE IMPLEMENTATION PLAN
Adopt the new design, create an implementation plan and lay the foundation for continued improvement.
4.1 Develop implementation plan
4.2 Seek management approval
4.3 Implement the plan and monitor progress
This document outlines the process for defining and forming a team for a new project. It discusses following the DMAIC model which involves defining problems and customer requirements, measuring current performance, analyzing data to determine process capabilities, improving processes by removing defects, and controlling performance going forward. It also notes that projects begin by thoroughly assessing customer needs and defining a detailed project charter and process map relating internal processes to meeting customer requirements. The specific project being outlined is for "BirdsNest".
For some, the Process Map is the #1 process improvement tool available. And if that’s true, the Swimlane Map is an even better tool for mapping processes. Adding lanes kicks the analysis and discovery up a notch. It’s great for highlighting who-does-what and uncovering hand-offs that result in dropped balls. It also goes by many names so whether it’s “Deployment Map,” “Cross-Functional Map” or the more athletic “Swimlane Map,” it’s a great thing to get better at. Join this 1-hour Intermediate webinar for a look at this process workhorse and find out how to make it work for you!
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
The Lean Kanban Systems Training Module v2.0 includes:
1. MS PowerPoint Presentation including 83 slides covering an Introduction to Lean Management, Benefits of Lean Kanban Systems, Kanban Size Calculations, Three Types of Kanban Systems - Single Card Kanban - Dual or Machine Card Kanban - In-Process Kanban, and a Step-by-Step Kanban Implementation Process.
Lean management focuses on eliminating waste while ensuring quality. It has been applied successfully in various industries like banking, healthcare, airlines, and restaurants by streamlining processes. At Amazon, lean principles have been implemented since its inception through practices like kaizen workshops, use of the andon cord to stop production when issues are detected, and applying lean to software development and 3D printing. The next frontiers for lean include bringing its principles to more complex software development and using technologies like 3D printing for on-demand manufacturing.
This document provides an overview of Kanban, a project and task management methodology. It describes some of the limitations of traditional waterfall methodology, such as frequent bugs and low productivity. Kanban is presented as an adaptive alternative inspired by lean manufacturing principles. Key aspects of Kanban covered include using a visual board to track work in progress, limiting work-in-progress to identify bottlenecks, and managing workflow through visualization. The document also provides examples of using Kanban for software development, marketing projects, and personal task management, and recommends tools like Trello for implementing Kanban.
Seavus Project Viewer™ is a complete viewer for Microsoft® Project files that facilitates excellent cooperation in projects where the project stakeholders need to view and share information from project management. It is a low cost solution for project members who only need to view MS® Project files and update their tasks.
The document discusses what user stories are and how they are used in agile software development. It defines user stories as high-level descriptions of requirements that provide just enough information for developers to estimate the effort to implement them. It emphasizes that user stories are not detailed specifications, but rather focus on capturing the user's perspective and defining value. The document also covers best practices for writing effective user stories, including using the INVEST criteria of being Independent, Negotiable, Valuable, Estimable, Small, and Testable. It discusses other agile planning techniques like epics and themes that group related user stories.
A SIPOC diagram identifies all elements of a process improvement project before work begins. It helps define the scope of a complex project by answering questions about where the process starts and ends, its major steps, inputs and outputs, key customers and suppliers, and customer requirements. The diagram provides a deep understanding of the current process. It typically includes suppliers, inputs, process steps, outputs, and customers. Metrics may also be included to define quality, time, and cost of inputs, processes, and outputs. The diagram helps scope and plan a process improvement project.
This document discusses business analysis techniques and provides definitions of business analysis. It lists and describes various techniques used in business analysis including stakeholder analysis, process modeling, requirements engineering, and solution development. The role of the business analyst is also discussed as investigating business situations, analyzing strategies, modeling processes, specifying information systems, and developing business cases. A basic toolkit of essential business analysis techniques is also presented.
Lean manufacturing is a systematic approach to eliminating waste in manufacturing processes. It was originally developed by Toyota executive Taiichi Ohno and focuses on eliminating the seven types of waste: transportation, inventory, motion, waiting, over-processing, overproduction, and defects. Implementing lean methods reduces waste, improves teamwork, allows for continuous process improvement, and streamlines manufacturing from start to finish.
Kan Ban & Standardize Work Overview Feb 2011ExerciseLeanLLC
Operator:
Workstation:
Cycle time:
Number of parts:
Standardized work sequence:
1. Take the panel from the conveyor
2. Check the panel for defects
3. Place the panel on the work table
4. Apply sealant on the panel
5. Place the reinforcement on the panel
6. Apply sealant on the reinforcement
7. Place the cover on the reinforcement
8. Check the assembly
9. Place the assembled panel on the conveyor
10. Clean the work area
11. Self inspection
Standardized work chart FAU-F-PS-5006 /1
Manufacturing & Process Development StrategyJohn Glenning
The document outlines manufacturing and process development strategic and tactical goals including operating safely, eliminating non-value added steps, minimizing cycle time and work-in-progress, improving equipment uptime, tracking key metrics, and reducing costs. It emphasizes consistently tracking metrics like quality, cycle time, and costs to identify trends and resolve problems early when it is cheapest. The overall goal is developing manufacturing systems to ensure safe operations and customer satisfaction.
This document is a collection of pictures by Tom Curtis that show examples of standard work in everyday life. Standard work refers to the current best documented way to do a task and provides a starting point for those unfamiliar with a process as well as a basis for improvement. The pictures are intended to help people recognize standard work, simplify existing standard work processes, and consider how visuals can strengthen standard work documentation. An introduction provides background on standard work and the author's contact information.
Tias consulting skills lecture 3 leiderschap en sociale netwerkenFrank Willems
Lecture 3 uit de executive master Consulting Skills van TIAS Tilbug met als onderwerpen Sociale Netwerken, Leiderschap, Verandermanagement en Etnografisch interview
Presentatie behorende bij de lezing die werd gegeven tijdens de studiedag "Succesvoller experimenteren in de lessen wetenschappen". Deze studiedag werd georganiseerd door de sectie Onderwijs & Opleidingen van de Koninklijke Vlaamse Chemische Vereniging in samenwerking met Science on Stage Belgium in Technopolis te Mechelen op 27 augustus 2013.
Sinds 2008 participeert Zadkine samen met de Hogeschool Rotterdam en drie zorginstellin- gen (verpleeghuis Hannie Dekhuyzen, verpleeghuis de Plantage, en de psychiatrische instelling Parnassia Bavogroep, locatie Berkel) in het ‘doorbraakproject Werkplekleren’. In dit project wordt onderzoek gedaan naar de verschillende vormen van werkplekleren. Leereffecten en leerwinsten worden onderzocht.
Er is vanaf 2008 onderzoek gedaan op de leerafdelingen van de hierboven genoemde zorginstellingen. De leerafdeling is een specifieke vorm van werkplekleren, waar ongeveer 10 mbo-deelnemers helpenden, verzorgenden en verpleegkundigen en hbo-studenten verpleegkunde op één zorgafdeling werken en leren. Deze deelnemers en studenten verrichten alle voorkomende verplegende en verzorgende activiteiten op de leerafdeling. Daarmee leren zij in een authentieke omgeving, namelijk de werkelijke beroepssituatie waar zij ook na het behalen van het diploma in werkzaam zullen zijn.
In 2009 is in het kader van dit project een literatuuronderzoek gedaan naar werkplekleren in het algemeen en werkplekleren op de leerafdeling in het bijzonder.
Dit literatuuronderzoek is gedaan door Dr. Jan Streumer, die als onderzoeker verbonden is aan het ‘doorbraakproject Werkplekleren regio Rijnmond’.
In deze publicatie treft u het verslag aan van het literatuuronderzoek.
Deze publicatie is de eerste in de reeks ‘Doorbraakproject Werkplekleren Regio Rijnmond’. In de reeks zullen de resultaten van de verschillende onderzoeksactiviteiten verschijnen. Het project loopt tot en met 31 augustus 2011. In de komende twee jaar zullen dan ook nog verschillende publicaties volgen.
Met deze publicaties hopen wij de resultaten voor een breder publiek dan alleen de partici- panten in het onderzoek beschikbaar te stellen. Wij hopen dat de resultaten van het onder- zoek bruikbaar zullen zijn om het leren op de leerafdeling verder te ontwikkelen, ook in andere leerafdelingen dan de leerafdelingen in de zorginstellingen die bij dit project betrokken zijn.
Rotterdam, januari 2010
Drs A.J.C.M. de Jongh,
Projectleider ‘Doorbraakproject Werkplekleren Regio Rijnmond’
'De 10 beste tips voor learning analytics '- Karianne Vermaas & Justian Knob...SURF Events
Studiedata verzamelen en analyseren helpt je om meer inzicht te krijgen in het gebruik van online studiemateriaal en de studievoortgang van studenten. In 2016 en 2017 heeft een aantal instellingen meegedaan aan het learning-analyticsexperiment van SURF. Hun ervaringen hebben we verzameld. Samen met de SIG Learning Analytics nemen we je tijdens deze interactieve sessie mee in de lessons learned en hoor je de 10 beste tips voor als je zelf aan de slag wilt met learning analytics. Ook geven we op basis van deze geleerde lessen een doorkijkje naar de toekomst: wat is de volgende stap die SURF voor 2019 en verder voor ogen heeft? En welke ideeën en wensen leven er in jouw instelling als het gaat om learning analytics?
eHealth: Negen innovatielessen uit de praktijkVilans
Deze presentatie is door Vilans gemaakt om zorgorganisaties te helpen met visievorming en succesvolle implementatie van eHealth. Interviews zijn afgenomen met mensen die betrokken zijn bij de aanschaf en implementatie van eHealth en die zorg en technologie verbinden in de dagelijkse praktijk van de zorgmedewerker. Mede op basis van hun bevindingen biedt deze presentatie u negen eHealth innovatielessen uit de praktijk.
Het is een interactieve presentatie die beter werkt wanneer de presentatie gedownload wordt.
Deze powerpoint geeft meer info over het SIA en NRO de call SPRONG Educatief. Een call die samenwerkingsverbanden in het onderwijsonderzoek ondersteunt. Met de lector als linking pin.
Presentatie horende bij de informatiebijeenkomst van Regieorgaan SIA voor subsidiecoördinatoren onderzoek van hogescholen. Stand van zaken met betrekking tot de regelingen van SIA en de plannen voor 2019.
Presentatie SIA Roadshow. In februari-maart 2017 deed Regieorgaan 9 plaatsen aan met de SIA Roadshow. Om lectoren en docent-onderzoekers van hogescholen te informeren en inspireren en met elkaar in contact te brengen. Dit is de bijbehorende algemene presentatie die de vier pijlers van de strategie weergeeft en de activiteiten en regelingen die daarbij horen.
4. Grote behoefte aan verbinden
van drie werelden
Wetenschap
PraktijkOnderwijs
Doorwerking van
praktijkgericht onderzoek
= de invloed van
praktijkgericht onderzoek
(zowel proces als resultaat)
op de beroepspraktijk en
het onderwijs
5. Manieren om doorwerking van
onderzoek te vergroten
1. Tot stand
komen van de
vraag
2. Doelstelling
van het
onderzoek
3. Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5. Verspreiding
van resultaten
6. 1. Tot stand komen van de vraag
“Vraagarticulatie” is een naïeve term
1. Tot stand
komen van
de vraag
2.
Doelstelling
van het
onderzoek
3.
Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5.
Verspreiding
van
resultaten
9. 1. Samen met werkveld werken
aan de probleemverkenning
“Problemen bestaan niet. Een situatie
is pas een probleem als iemand dat
ervan maakt” (Vermaak, 2009)
Belangrijke vraag: wie bepaalt dat iets
een probleem is?
“Een probleem is een interpretatie van
een gevoel van onbehagen” (Joseph
Kessels)
Diagnose met het werkveld is
belangrijkste stap in het onderzoek.
Het belang van doorvragen: Vraag 5 x
“Wat maakt dat…?”
10. 2. Doelstelling van het onderzoek
Onderzoek kan meer opleveren dan kennis alleen
1. Tot stand
komen van
de vraag
2.
Doelstelling
van het
onderzoek
3.
Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5.
Verspreiding
van
resultaten
11. 2. Naast kennisdoel ook
veranderdoel toevoegen
Kennisprobleem is vaak heel groot. Onderzoeker
moet dus een keuze maken: wat is het doel van het
onderzoek?:
De relevantie van die kennis voor het
veldprobleem (‘doel van het onderzoek’)
De te ontwikkelen kennis (‘kennisdoel in het
onderzoek’)
De beoogde verandering in het onderzoek
(‘veranderdoel in het onderzoek’)
B.v. Participerend actieonderzoek = Onderzoek
waarin betrokkenen zelf op zoek gaan naar werkzame
oplossingen voor hun eigen problemen
12. 3. Vraagstelling van het onderzoek
Alleen beschrijven en verklaren is niet genoeg
1. Tot stand
komen van
de vraag
2.
Doelstelling
van het
onderzoek
3.
Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5.
Verspreiding
van
resultaten
13. Er zijn maar zes soorten
onderzoeksvragen
Als je wilt stoppen met
niezen, moet je dan in de
zon kijken?
Waarom knipperen we
met beide ogen tegelijk?
Zijn kunstmatige
smaakstoffen ongezond?
Is urine een
geneesmiddel?
Kunnen negers beter
dansen?
Kunnen dieren tegen
kietelen?
Dennis Storm & Valerio Zeno
16. 4. Uitvoering van het onderzoek
Handen uit de mouwen
1. Tot stand
komen van
de vraag
2.
Doelstelling
van het
onderzoek
3.
Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5.
Verspreiding
van
resultaten
17. 4. Onderzoeken door te verbeteren:
Ontwerpgericht onderzoek
“If you want truly to understand something, try to
change it.” (Kurt Lewin, 1946)
Ontwikkelen van ‘handelingstheorie’ (ontwerpende
onderzoeksvraag)
Testen in de praktijk: wat werkt onder welke
omstandigheden?
Heen en weer springen tussen de ‘kennisstroom’ en
de ‘praktijkstroom’
Net zo lang doortesten tot ‘transfereerbare’ kennis
ontstaat.
18. 5. Verspreiding van de resultaten
Resultaten zijn meer dan tekst
1. Tot stand
komen van
de vraag
2.
Doelstelling
van het
onderzoek
3.
Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5.
Verspreiding
van
resultaten
19. 5. Onderzoeken en delen hand in
hand laten gaan
De praktijk inschakelen als onderzoeker
Tussentijds de praktijk consulteren
Een buitenring mee laten kijken
20. Manieren om de doorwerking
van onderzoek te vergroten
1. Samen met werkveld werken aan de probleemverkenning
2. Naast kennisdoel ook veranderdoel toevoegen
3a. Toewerken naar ontwerpende vragen
3b. Combineer specifieke en generieke vragen
4. Onderzoeken door te verbeteren: ontwerpgericht onderzoek
5. Onderzoeken en delen hand in hand laten gaan
21. Aan het werk!
Vijf groepen: voor iedere fase één
Vraag: Welke mogelijkheden zien jullie in deze fase
om de doorwerking van praktijkgericht onderzoek te
vergroten?
Maak een top-3
Wijs een rapporteur aan die de top-3 presenteert
1. Tot stand
komen van de
vraag
2. Doelstelling
van het
onderzoek
3. Vraagstelling
van het
onderzoek
4. Uitvoering
van het
onderzoek
5. Verspreiding
van resultaten
22. Dank voor uw deelname!
Daan.Andriessen@hu.nl
@onderzoekcoach
Pieter.Seuneke@regieorgaan-sia.nl
@PieterSeuneke