This document discusses measuring the effectiveness of PDCA cycles and coaching cycles by tracking the expansion of "threshold of knowledge." It suggests that progress is made when threshold of knowledge moves in the target condition's direction. The document proposes research questions around finding the current threshold, whether hypotheses are confirmed, and how often coaching switches to mentoring. It includes sample records for tracking PDCA cycles, coaching cycles, and measurements like expectations confirmed and use of coaching. The goal is to develop measurable ways to track the impact of improvement cycles and coaching.
This document provides an overview of Toyota's business planning processes and key performance indicators (KPIs). It discusses Toyota's philosophy of continuous improvement (Kaizen) and how this is implemented through the Deming Cycle of Plan-Do-Check-Act. The annual planning cycle and budgeting process are described. The document also covers efforts to harmonize KPIs across different divisions within Toyota Motor Europe following an organizational merger.
The document describes a game called "Kata Bingo" that can be played during meetings to encourage the use of lean principles. The game awards points for behaviors aligned with the Improvement Kata and Coaching Kata, such as proposing experiments, setting dates to review experiments, and acknowledging uncertainty. Players track their points on a provided form, with the goal of being the first to reach 100 points and shout "BINGO!". The game is intended to help shift meetings toward more fact-based discussions focused on taking steps and conducting experiments rather than speculation.
How many Lean / Kata coaches do we need?EmielVanEst
How many coaches and improvers are needed if you want to be successful with your Lean or Improvement efforts?
Where should you start and who needs to learn the most?
Just some questions where this deck of slides may give you something to think about!
This document provides an overview of Toyota's business planning processes and key performance indicators (KPIs). It discusses Toyota's philosophy of continuous improvement (Kaizen) and how this is implemented through the Deming Cycle of Plan-Do-Check-Act. The annual planning cycle and budgeting process are described. The document also covers efforts to harmonize KPIs across different divisions within Toyota Motor Europe following an organizational merger.
The document describes a game called "Kata Bingo" that can be played during meetings to encourage the use of lean principles. The game awards points for behaviors aligned with the Improvement Kata and Coaching Kata, such as proposing experiments, setting dates to review experiments, and acknowledging uncertainty. Players track their points on a provided form, with the goal of being the first to reach 100 points and shout "BINGO!". The game is intended to help shift meetings toward more fact-based discussions focused on taking steps and conducting experiments rather than speculation.
How many Lean / Kata coaches do we need?EmielVanEst
How many coaches and improvers are needed if you want to be successful with your Lean or Improvement efforts?
Where should you start and who needs to learn the most?
Just some questions where this deck of slides may give you something to think about!
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimierenLearning Factory
Bei der Fabrikplanung sollte vor Fixierung des Layouts immer eine Produktionsoptimierung mit der Wertstrommethode durchgeführt werden. Die Wertstromanalyse zeigt Verbesserungspotentiale hinsichtlich Durchlaufzeit und Leistung. Die zehn Gestaltungsrichtlinien des Wertstromdesigns erlauben die systematische Gestaltung einer schlanken, materialflussorientierten Fabrik.
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)EmielVanEst
Since 2011 the Toyota Kata Unified Theory has helped me in explaining the Improvement Kata. After some time I ran into obstacles, particularly when I started moving towards policy deployment. In this slide deck I share some insights that have brought me further.
This document discusses Toyota Kata and the Toyota Production System. It explains that Toyota Kata involves an Improvement Kata using the Plan-Do-Check-Act cycle for continuous improvement, guided by a Coaching Kata between a mentor and mentee. The Improvement Kata focuses problem-solving on achieving a target condition through small, measurable steps. The Coaching Kata uses questions to guide the mentee through the problem-solving process. Implementing Toyota Kata and following the Toyota Way can help companies close performance gaps through lean implementation and culture change.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
Did Toyota fool the lean community for decades?EmielVanEst
Taiichi Ohno, the creator of the Toyota Production System, intentionally misled visitors from other companies about key aspects of Toyota's approach in order to prevent them from fully understanding and copying it. Ohno directed visitors to focus on eliminating waste and using tools like kanban, quality circles, and preventative maintenance, while hiding the underlying thinking and management system that drove continuous improvement. Even after his death, Ohno's strategy of focusing on individual elements rather than the complete system was still effective at preventing others from truly comprehending Toyota's approach.
1) The document discusses how practicing the Improvement Kata and Coaching Kata can help create a new organizational culture focused on continuous improvement, adaptation and innovation. It does this by developing new habits of thinking and problem solving through deliberate practice of the Kata routines.
2) A Kata is a routine that is practiced deliberately so it becomes a habit. The Improvement Kata models the scientific problem solving process while the Coaching Kata provides a standardized approach for managers to teach the Improvement Kata.
3) Regular practice of the Kata routines helps develop new unconscious habits and ways of thinking to replace old habits that may lead to errors or not be effective for new challenges. This allows organizations to continuously learn,
„Ganz wichtig ist es, die Mitarbeiter mitzunehmen.“ Diesen Satz hört man häufig in Veränderungsprozessen. Doch wie schafft man das? In seinem Vortrag Von der Lähmschicht zur Schwungmasse zeigt Johann Anders auf, wie mittels der Sehen-Lernen 3-Stufen-Methode Lean Leader entwickelt werden können, die wiederum ihre Mitarbeiter für den Verbesserungsprozess begeistern können. In seinem Vortrag erläutert er, wie die Firma Metabo ihre Führungskräfte mittels Planspielen, Benchmark-Reisen, gezielten Schulungen und viel Coaching am Gemba von Verhinderern zu Multiplikatoren des Kaizen-Gedankens gemacht hat.
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...Learning Factory
Eine neue Fabrik die Lean sein soll. Alle Mitarbeiter sollen auf der Reise mitgenommen werden. Wenn sie dann steht die neue Fabrik soll es natürlich auch noch weitergehen mit der Verbesserung. Mit der Kata versuchen wir bei Dräger dieses Vorhaben zu realisieren.
Toyota Kata - Wie die G.Lufft GmbH ihre Mitarbeiter zu Problemlösern ausbildetDr. Thorsten Laube
Im Rahmen des Besuchs der Industrievereinigung Fellbach zeigte Dr. Thorsten Laube, logisch aus dem Anspruch besser werden zu müssen hergeleitet, was es mit der Toyota Kata auf sich hat und auf welche Art und Weise er bereits mehrfach erfolgreich die Kata in Unternehmen eingeführt hat.
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
Culture and mindset for continuous improvementEmielVanEst
In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
Mike Rother's work gave as a leap forward in our understanding of Toyota and Lean. It showed us that there is something invisible, beyond the tools, that is at the core of Toyota's success. After practicing with Toyota Kata for several years now it seems that there is still a missing link...
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
How do we get started with Toyota Kata?EmielVanEst
"How do we get started withToyota Kata?" This is a question we get quite often. Let’s use the Improvement Kata to get to some answers; let’s make a Target Condition!
Where should you focus your improvement kata efforts?EmielVanEst
Many want to dive straight into the PDCA and coaching part of the improvement kata. For that to be effective there is quite some preparation needed though.
Read the statements from left to right and where you start to notice some fuzziness, there you should put your attention, there is your threshold of knowledge in applying the improvement kata.
Wie Sie mit Wertstromdesign Ihre Produktion systematisch optimierenLearning Factory
Bei der Fabrikplanung sollte vor Fixierung des Layouts immer eine Produktionsoptimierung mit der Wertstrommethode durchgeführt werden. Die Wertstromanalyse zeigt Verbesserungspotentiale hinsichtlich Durchlaufzeit und Leistung. Die zehn Gestaltungsrichtlinien des Wertstromdesigns erlauben die systematische Gestaltung einer schlanken, materialflussorientierten Fabrik.
Toyota Kata Unified Field Theory & Strategy Deployment (Hoshin Kanri)EmielVanEst
Since 2011 the Toyota Kata Unified Theory has helped me in explaining the Improvement Kata. After some time I ran into obstacles, particularly when I started moving towards policy deployment. In this slide deck I share some insights that have brought me further.
This document discusses Toyota Kata and the Toyota Production System. It explains that Toyota Kata involves an Improvement Kata using the Plan-Do-Check-Act cycle for continuous improvement, guided by a Coaching Kata between a mentor and mentee. The Improvement Kata focuses problem-solving on achieving a target condition through small, measurable steps. The Coaching Kata uses questions to guide the mentee through the problem-solving process. Implementing Toyota Kata and following the Toyota Way can help companies close performance gaps through lean implementation and culture change.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
Did Toyota fool the lean community for decades?EmielVanEst
Taiichi Ohno, the creator of the Toyota Production System, intentionally misled visitors from other companies about key aspects of Toyota's approach in order to prevent them from fully understanding and copying it. Ohno directed visitors to focus on eliminating waste and using tools like kanban, quality circles, and preventative maintenance, while hiding the underlying thinking and management system that drove continuous improvement. Even after his death, Ohno's strategy of focusing on individual elements rather than the complete system was still effective at preventing others from truly comprehending Toyota's approach.
1) The document discusses how practicing the Improvement Kata and Coaching Kata can help create a new organizational culture focused on continuous improvement, adaptation and innovation. It does this by developing new habits of thinking and problem solving through deliberate practice of the Kata routines.
2) A Kata is a routine that is practiced deliberately so it becomes a habit. The Improvement Kata models the scientific problem solving process while the Coaching Kata provides a standardized approach for managers to teach the Improvement Kata.
3) Regular practice of the Kata routines helps develop new unconscious habits and ways of thinking to replace old habits that may lead to errors or not be effective for new challenges. This allows organizations to continuously learn,
„Ganz wichtig ist es, die Mitarbeiter mitzunehmen.“ Diesen Satz hört man häufig in Veränderungsprozessen. Doch wie schafft man das? In seinem Vortrag Von der Lähmschicht zur Schwungmasse zeigt Johann Anders auf, wie mittels der Sehen-Lernen 3-Stufen-Methode Lean Leader entwickelt werden können, die wiederum ihre Mitarbeiter für den Verbesserungsprozess begeistern können. In seinem Vortrag erläutert er, wie die Firma Metabo ihre Führungskräfte mittels Planspielen, Benchmark-Reisen, gezielten Schulungen und viel Coaching am Gemba von Verhinderern zu Multiplikatoren des Kaizen-Gedankens gemacht hat.
Eine ganze Fabrik umstrukturieren mit Hilfe der KATA aber ohne Erfahrung mit ...Learning Factory
Eine neue Fabrik die Lean sein soll. Alle Mitarbeiter sollen auf der Reise mitgenommen werden. Wenn sie dann steht die neue Fabrik soll es natürlich auch noch weitergehen mit der Verbesserung. Mit der Kata versuchen wir bei Dräger dieses Vorhaben zu realisieren.
Toyota Kata - Wie die G.Lufft GmbH ihre Mitarbeiter zu Problemlösern ausbildetDr. Thorsten Laube
Im Rahmen des Besuchs der Industrievereinigung Fellbach zeigte Dr. Thorsten Laube, logisch aus dem Anspruch besser werden zu müssen hergeleitet, was es mit der Toyota Kata auf sich hat und auf welche Art und Weise er bereits mehrfach erfolgreich die Kata in Unternehmen eingeführt hat.
This document appears to be a presentation on visual management. It discusses the concepts of visual management and the 5S methodology for organizing the workplace. The 5S methodology involves sorting, stabilizing, shining, standardizing, and sustaining the work environment. Tools of visual management like displays and controls are highlighted to guide staff actions. Benefits of visual management include improved information sharing, worker autonomy, and continuous improvement. Checklists are provided to audit conformance to 5S principles and identify areas needing attention.
Culture and mindset for continuous improvementEmielVanEst
In this workshop we took the participants on a journey to help them better understand Toyota Kata in the context of Continuous Improvement. We used The Toyota Way 2001 to paint that bigger context.
Mike Rother's work gave as a leap forward in our understanding of Toyota and Lean. It showed us that there is something invisible, beyond the tools, that is at the core of Toyota's success. After practicing with Toyota Kata for several years now it seems that there is still a missing link...
Why does Continuous Improvement Seize to become Continuous?
That question had been on my mind for about a decade now. During de 4th European Lean Educators Conference I shared the insights I got sofar. Lack of direction and ambition seems to be at the heart of the problem. Countermeasure suggestion included.
How do we get started with Toyota Kata?EmielVanEst
"How do we get started withToyota Kata?" This is a question we get quite often. Let’s use the Improvement Kata to get to some answers; let’s make a Target Condition!
Where should you focus your improvement kata efforts?EmielVanEst
Many want to dive straight into the PDCA and coaching part of the improvement kata. For that to be effective there is quite some preparation needed though.
Read the statements from left to right and where you start to notice some fuzziness, there you should put your attention, there is your threshold of knowledge in applying the improvement kata.
Obstacles as Targeted Learning QuestionsEmielVanEst
This document discusses reframing obstacles in lean management as targeted learning questions. It suggests asking mentees what specific questions they have about obstacles preventing them from reaching their target condition. Recording these targeted learning questions in an obstacle parking lot can help make the next experiment more obvious, targeted, and focused. It also trains mentees to watch for and aim to smash their threshold of knowledge. Reframing obstacles as questions may change mentees' mindset from seeing problems negatively to acquiring knowledge. Overall, this approach aims to help mentees progress toward their target condition through structured questioning and experimentation.
Practice Proces Analysis Mini Kata more oftenEmielVanEst
This document discusses using a process analysis mini kata to improve processes through lean management. It provides a standardized format for the mini kata that can be used for both manufacturing and other types of processes. The format includes sections on customer demand, an overview of the current process, machine capacity, process fluctuation, necessary operators, and metrics. It recommends practicing the mini kata twice per coaching cycle to continuously improve the process description and target condition. Practicing this mini kata regularly is presented as a way for beginning practitioners to build skills in process analysis and setting target conditions.
This document provides an overview of Lean management techniques being practiced and taught by Lean Management Teachers, including:
1) They practice the Improvement Kata and Coaching Kata as outlined in Mike Rother's book Toyota Kata and companion handbook.
2) They used the Process Analysis Mini Kata to understand their current condition for a manual assembly line, filling out a form with key metrics like takt time, planned cycle time, process flow, and machine/operator capacity.
3) They then filled in a Target Condition form to describe their desired future state process, including target dates and specific changes needed to achieve that condition.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
This session provides introduction to UiPath Communication Mining, importance and platform overview. You will acquire a good understand of the phases in Communication Mining as we go over the platform with you. Topics covered:
• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
- Tipps für häufige Problembereiche, wie z. B. Team-Postfächer, Funktions-/Testbenutzer usw.
- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Let's Integrate MuleSoft RPA, COMPOSER, APM with AWS IDP along with Slackshyamraj55
Discover the seamless integration of RPA (Robotic Process Automation), COMPOSER, and APM with AWS IDP enhanced with Slack notifications. Explore how these technologies converge to streamline workflows, optimize performance, and ensure secure access, all while leveraging the power of AWS IDP and real-time communication via Slack notifications.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
How to Get CNIC Information System with Paksim Ga.pptxdanishmna97
Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
“An Outlook of the Ongoing and Future Relationship between Blockchain Technologies and Process-aware Information Systems.” Invited talk at the joint workshop on Blockchain for Information Systems (BC4IS) and Blockchain for Trusted Data Sharing (B4TDS), co-located with with the 36th International Conference on Advanced Information Systems Engineering (CAiSE), 3 June 2024, Limassol, Cyprus.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
HCL Notes and Domino License Cost Reduction in the World of DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-and-domino-license-cost-reduction-in-the-world-of-dlau/
The introduction of DLAU and the CCB & CCX licensing model caused quite a stir in the HCL community. As a Notes and Domino customer, you may have faced challenges with unexpected user counts and license costs. You probably have questions on how this new licensing approach works and how to benefit from it. Most importantly, you likely have budget constraints and want to save money where possible. Don’t worry, we can help with all of this!
We’ll show you how to fix common misconfigurations that cause higher-than-expected user counts, and how to identify accounts which you can deactivate to save money. There are also frequent patterns that can cause unnecessary cost, like using a person document instead of a mail-in for shared mailboxes. We’ll provide examples and solutions for those as well. And naturally we’ll explain the new licensing model.
Join HCL Ambassador Marc Thomas in this webinar with a special guest appearance from Franz Walder. It will give you the tools and know-how to stay on top of what is going on with Domino licensing. You will be able lower your cost through an optimized configuration and keep it low going forward.
These topics will be covered
- Reducing license cost by finding and fixing misconfigurations and superfluous accounts
- How do CCB and CCX licenses really work?
- Understanding the DLAU tool and how to best utilize it
- Tips for common problem areas, like team mailboxes, functional/test users, etc
- Practical examples and best practices to implement right away
HCL Notes and Domino License Cost Reduction in the World of DLAU
How to measure coaching and pdca cycles
1. How to make progress of Coaching
Cycles and PDCA cycles measurable?
Emiel van Est
27 november 2011
2. Some thoughts
• Threshold of Knowledge seems to become a core
concept of TK
– See Bill Costantino’s TK unified field theory Presentation
• We only make progress when we expand Threshold of
Knowledge in the direction of a target condition
• It would be very helpful for coaches and advance
groups to be able to measure the effectiveness of
PDCA Cycles and Coaching Cycles.
• It seems important to distinct coaching from
mentoring.
3. Threshold of Knowledge seems to
become a core concept of TK
http://www.slideshare.net/BillCW3/toyota-kata-unified-field-theory
4. Coaching vs Mentoring
Ref: Karen Martin
• In improvement circles, the terms coach and mentor have become
synonymous, but they represent two very distinct roles.
• A coach draws on the wisdom of the coachee by asking Socratic
questions, open-ended questions that are designed to cause the
student to think.
– The student already possesses the knowledge and skills they need to
be successful and are having difficulty drawing upon it.
• A mentor puts on a more traditional teacher's hat.
– The student doesn't possess the knowledge and skills that he or she
needs to be successful.
– The mentor provides information and teaches via a learn-apply
method. A mentor provides information—tells— more than asks.
– As the mentee applies the knowledge and skills, it's acceptable for the
teacher to be quite directive about the adjustments the mentee
should try.
5. Research Questions
• How do we find the current Threshold of Knowledge?
– At what question in the coaching cycle?
– Who did find it? The coach or the learner?
• Are hypothesis confirmed or rejected?
– If 100% confirmed you probably are not stretching
Threshold of Knowledge
– If 0% confirmed what does that mean?
• Steps to big?
• To many directions?
• …?
– What would be a good mix?
– What would be a good trend?
6. Research Questions
• Did the coach have to switch from coaching mode to
mentor mode?
– Where in the coaching cycle?
– Why?
• How often has the coach to switch to mentor mode?
– Always? That can not be good.
– Never? That can not be good.
– What would be a healthy mix?
– What would be a healthy trend?
• How many PDCA cycles does the learner on his own
(without coaching)?
– What would be a healthy mix?
– What would be a healthy trend?
7. Threshold of Knowledge & Coaching Kata
Coaching focus:
Where is current Threshold of
Knowledge on the way toward
the Target Condition?
Are we acting on the current
Threshold of Knowledge?
8. Back of Card
Reflect on the Last Step Taken
A) What was your Threshold of Knowledge
B) What was your last step?
C) What did you expect?
D) What actually happened?
E) What did you learn?
------------------------------>
Return
9. PDCA Cycles Record
Date
Process Process Metric
Threshold of
Knowledge? Result
# (What next do you want to learn) Step What do you expect? Observe closely What we Learned?
1
As
Expe c te d?
Q ue stion
re ve a ling
TO K
With Coa c h?
2
As
Expe c te d?
Q ue stion
re ve a ling
TO K
With Coa c h?
Experiment
3
As
Expe c te d?
Q ue stion
re ve a ling
TO K
With Coa c h?
4
As
Expe c te d?
Q ue stion
re ve a ling
TO K
With Coa c h?
5
As
Expe c te d?
Q ue stion
re ve a ling
TO K
With Coa c h?
10. Coaching Cycles Record
Date
Process Process Metric
Date Date & Switched to mentor
Start Time Cycle on How was threshold of knowledge mode? Why did you or didn't you switch to
# Stop Time PDCA form found? Where in coaching cycle? mentor mode?
1
2
3
4
5
11. PDCA Cycles Measurements
Date
Process Process Metric
Expectations confirmed
No No No No No
No No No No
No No No Yes Start at bottom or top
Yes No Yes Yes Yes and meet in the middle
Yes Yes Yes Yes Yes
PDCA Form
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date
With what question did we find current threshold of knowledge?
1 2 1 2 1 2A
2 2 2C 3 3 3C 3D means: we
3 2 2 3 2 3D flipped the card after
question 3 and
4 3 3D 2 3
found TOK at
5 4 1 3 2
PDCA Form
reflection question D
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date
PDCA cycles with coaching
Yes No Yes No No
Yes Yes Yes No
Yes Yes Yes Yes
Yes Yes Yes Yes Yes
Yes Yes Yes Yes Yes
PDCA Form
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date
12. Coaching Cycles Measurements
Date
Process Process Metric
Did the learner find the Threshold of Knowledge by themselves?
No Uncoached No Uncoached Uncoached Desired level?
No No No Uncoached
No No No No
Yes No Yes Yes Yes
Yes Yes Yes Yes Yes
PDCA Form
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date
With what question did we find current threshold of knowledge?
1 2 Uncoached 2 Uncoached Uncoached
2 2 2C 3 Uncoached 3C
3 2 2 3 2 3D
4 3 3D 2 3
5 4 1 3 2
PDCA Form
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date
Switched to mentor mode because learner moved outside Improvement Kata Corridor? Desired trend?
No Uncoached No Uncoached Uncoached
No No Yes Uncoached No
Yes Yes Yes No
Yes Yes Yes Yes
Yes Yes Yes Yes Yes
PDCA Form
1-nov 8-nov 15-nov 22-nov 29-nov 6-dec 13-dec 20-dec 27-dec
Date