This document discusses using structured innovation tools and processes to solve problems more quickly. It suggests mapping where new concepts are needed in typical problem solving processes and using techniques from product development like clarifying requirements upfront, individual ideation followed by collaborative discussion, and focusing on high quality concepts over quantity of ideas. Having a facilitator can help diverse teams of experts systematically generate, evaluate and select the best new measurement, containment or corrective action concepts needed to solve problems faster.
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning feedback loops.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole system and how the parts fit together.
1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning quickly.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole. This advocates for continuous flow, learning, quality, and empowerment.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
The document outlines a "Manifesto of Romantic Consulting" which advocates for a new approach to digital transformation that promotes serendipity, exploits non-conformities, and adopts an inductive method rather than rational optimization. The manifesto's 7 principles are to promote serendipity, exploit non-conformities, adopt an inductive method, take care of knowledge workers, adopt tools rather than solutions, take a holistic approach, and hide complexity. The romantic approach is presented as better able to drive innovation in a time of digital mutation.
How do large companies build and sustain innovation teams. Build teams around technologies and methods for success.
Big Data, Data Science, Innovation, Retail
The document discusses how design thinking is a better approach for business innovation compared to traditional linear business thinking. It involves a human-centric and collaborative process that emphasizes empathy, rapid prototyping, and an openness to exploring without assumptions. Traditional approaches are compartmentalized and focus on short-term goals, while design thinking supports multidisciplinary collaboration and continuous learning and improvement. The document provides examples of how design thinking was applied successfully at an automotive company to transform their customer service.
The document discusses design thinking and lean innovation as approaches for problem solving and innovation. It defines design thinking as a process with stages like define, research, ideate, prototype, and implement. Lean innovation focuses on preparing by gathering customer feedback, innovating through continuous improvement, optimizing solutions, and testing concepts rapidly. Both approaches allow for identifying opportunities, quickly developing solutions with fewer resources, and applying lean processes to reduce waste and improve products incrementally. The document provides examples of how to use these approaches in a workshop setting to address problems like employee health in IT organizations.
This document provides an overview of the Lean Startup methodology for developing new products and services. It discusses key principles like building-measuring-learning loops, validated learning, minimum viable products, and pivoting. The challenges of applying lean startup include attitude and organizational fit. Benefits include improved communication, multiple attempts at goals, and better understanding of failures. The conclusion emphasizes thinking big but starting small, prioritizing customer understanding over premature building, and testing business models through early customer feedback.
Вадим Давидов та Людмила Гребенюк “LEAN: Dream Maker Developments” Kharkiv Pr...Lviv Startup Club
1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning feedback loops.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole system and how the parts fit together.
1. Agile project delivery focuses on four key values: people over processes, working prototypes over excessive documentation, customer collaboration over rigid contracts, and responding to change over following a plan.
2. Lean principles for software development include eliminating waste, amplifying learning, deciding as late as possible, and delivering as fast as possible. This emphasizes continuous improvement through building, measuring, and learning quickly.
3. The seven principles of lean software development are: eliminate waste, amplify learning, decide as late as possible, deliver as fast as possible, empower the team, build quality in, and see the whole. This advocates for continuous flow, learning, quality, and empowerment.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
The document outlines a "Manifesto of Romantic Consulting" which advocates for a new approach to digital transformation that promotes serendipity, exploits non-conformities, and adopts an inductive method rather than rational optimization. The manifesto's 7 principles are to promote serendipity, exploit non-conformities, adopt an inductive method, take care of knowledge workers, adopt tools rather than solutions, take a holistic approach, and hide complexity. The romantic approach is presented as better able to drive innovation in a time of digital mutation.
How do large companies build and sustain innovation teams. Build teams around technologies and methods for success.
Big Data, Data Science, Innovation, Retail
The document discusses how design thinking is a better approach for business innovation compared to traditional linear business thinking. It involves a human-centric and collaborative process that emphasizes empathy, rapid prototyping, and an openness to exploring without assumptions. Traditional approaches are compartmentalized and focus on short-term goals, while design thinking supports multidisciplinary collaboration and continuous learning and improvement. The document provides examples of how design thinking was applied successfully at an automotive company to transform their customer service.
The document discusses design thinking and lean innovation as approaches for problem solving and innovation. It defines design thinking as a process with stages like define, research, ideate, prototype, and implement. Lean innovation focuses on preparing by gathering customer feedback, innovating through continuous improvement, optimizing solutions, and testing concepts rapidly. Both approaches allow for identifying opportunities, quickly developing solutions with fewer resources, and applying lean processes to reduce waste and improve products incrementally. The document provides examples of how to use these approaches in a workshop setting to address problems like employee health in IT organizations.
This document provides an overview of the Lean Startup methodology for developing new products and services. It discusses key principles like building-measuring-learning loops, validated learning, minimum viable products, and pivoting. The challenges of applying lean startup include attitude and organizational fit. Benefits include improved communication, multiple attempts at goals, and better understanding of failures. The conclusion emphasizes thinking big but starting small, prioritizing customer understanding over premature building, and testing business models through early customer feedback.
This document discusses process innovation tools and their benefits. It outlines three tools - TRIZ, breaking assumptions, and SCAMPER. TRIZ helps solve problems by understanding conflicts and better using resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, or modifying existing processes. Process innovation tools allow organizations to radically improve processes rather than just incrementally change them.
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
Apresentação feita por Edward Chenard durante o Fórum E-Commerce Brasil 2015. Edward é Líder de Inovação da Target, com passagens pela BestBuy, GE e 3M, sempre dedicado a criar novas experiências digitais unindo bigdata e personalização.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
The document outlines the schedule and sessions for a conference on innovation management. It includes:
- Hands-on workshops hosted by partners ATIZO360, TrendONE, and XL Family focusing on topics like crowdsourcing and developing ideas from trends.
- Six 40-minute roundtable sessions on topics such as boosting the sustainability of online programs, building early-stage enthusiasm, and measuring KPIs for innovation management.
- The schedule runs from 8am to 9:30pm over two days and includes workshops, presentations, roundtables, networking activities, and drinks. Presenters are from organizations like Exeter University, Virgin Media Ireland, UC San Diego, and Stora Enso.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Many people think of lean, agile, and lean startup as separate processes. In this presentation we'll talk about how they actually evolved from each other, share the same mindset, and can be combined to be more powerful.
This document provides an overview of how to build a successful startup using business model innovation. It discusses identifying customer problems, developing solutions, and validating ideas through customer interviews and testing. Key steps include identifying the problem or need, taking a first stab at the solution, building a minimum viable product to test, and iterating based on customer feedback to find product-market fit. The document emphasizes that successful entrepreneurs discover problems through observation and experimentation rather than beginning with fully formed ideas.
The document outlines essential steps and creative tools for generating a digital business idea. It discusses 7 steps to idea generation: 1) become an idea detective by noticing problems, 2) get creativity flowing through research, 3) think of admired digital businesses, 4) consider personal problems, 5) synthesize other ideas, 6) brainstorm solutions, and 7) narrow ideas. It also describes 4 creative tools: brainstorming, brainwriting, random input, and SCAMPER. Finally, it stresses the importance of defining the digital business idea.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
Kaizen, Nemawashi and a Project Management Work CellJeff_Marsh
Overview: Kaizen, Nemawashi and a Project Management Work Cell.
As Project Managers we are well trained in conducting and implementing traditional “Lessons Learned” as part of the project life cycle. However, for longer projects typically lasting over 6 months, the potential lag in the discovery and incorporation of improvements to the ongoing project management may miss important opportunities to achieve the project goals at lesser costs in time and energy. This workshop applies a few pages from the Lean Manufacturing and Toyota Production System playbooks to explore opportunities to contemporaneously improve what happens in a “Project Management Work Cell”.
Increasing Analytical Thinking In Agile Teams 1.5 (1).pptxNickFoard2
Is your team not delivering the needed outcome? Do you keep building the wrong thing? Does the solution work but doesn't solve the problem? Maybe your Agile Team lacks analytical thinking. Everyone in your team can apply critical and analytical thinking to create better outcomes and higher value levels for your customers.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Tathagat Varma discusses challenges with traditional new product development processes and proposes more agile alternatives inspired by design thinking principles. He advocates getting customer feedback early through minimum viable products and rapid experimentation. Continuous learning is emphasized over rigid stage-gate models by embracing failure and making mid-flight adjustments. Getting outside the building to directly observe customers is presented as key to developing successful innovations in a changing world.
Critical Hit! The importance of critique and how to effectively integrate it ...jpmcardle
- Critique is an important part of the design process that allows teams to observe problems, orient perspectives, decide on solutions, and act quickly through feedback, similar to the OODA loop framework.
- Early and frequent critique improves ideas through iteration and helps teams adapt faster than competitors. It should involve diverse viewpoints from inside and outside the design team.
- Benefits of critique include quicker reaction to challenges, competitive advantage by identifying problems faster, and avoiding failed projects by continually improving the design process and craft.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
This document discusses process innovation tools and their benefits. It outlines three tools - TRIZ, breaking assumptions, and SCAMPER. TRIZ helps solve problems by understanding conflicts and better using resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, or modifying existing processes. Process innovation tools allow organizations to radically improve processes rather than just incrementally change them.
Target’s e-commerce prototypes and Innovation keys in the USE-commerce Brasil
Apresentação feita por Edward Chenard durante o Fórum E-Commerce Brasil 2015. Edward é Líder de Inovação da Target, com passagens pela BestBuy, GE e 3M, sempre dedicado a criar novas experiências digitais unindo bigdata e personalização.
This document discusses process innovation tools. It outlines the benefits of TRIZ, breaking assumptions, and SCAMPER for process excellence. Process excellence is often unsuccessful due to a failure to understand entire processes. Using process innovation tools can improve success rates by focusing on innovating, not just improving, processes. TRIZ helps solve problems by understanding conflicts and resources. Breaking assumptions leads to innovative solutions by challenging current thinking. SCAMPER prompts new ideas through substituting, combining, and modifying existing processes.
The document outlines the schedule and sessions for a conference on innovation management. It includes:
- Hands-on workshops hosted by partners ATIZO360, TrendONE, and XL Family focusing on topics like crowdsourcing and developing ideas from trends.
- Six 40-minute roundtable sessions on topics such as boosting the sustainability of online programs, building early-stage enthusiasm, and measuring KPIs for innovation management.
- The schedule runs from 8am to 9:30pm over two days and includes workshops, presentations, roundtables, networking activities, and drinks. Presenters are from organizations like Exeter University, Virgin Media Ireland, UC San Diego, and Stora Enso.
How can you adopt innovation at your company ? Why should you bother ? How can you do it ? What matters and why ?
Here I share my learning from starting and running a startup and building data science products in thomson reuters and other organizations
Have you successfully implemented Scrum on your team, but are finding the pain of scaling your Scrum deployment to the larger organization too much to handle? Is the Scrum of Scrums concept not working out the way you thought it would? Have you had success with scaling Scrum, and want to share what you’ve learned with others? If you answered yes to any of these questions, join us for this interactive session where Melanie Paquette shares the experiences of different of different types of organizations that have had success in scaling Scrum. The organizations profiled include a large, geographically dispersed team of over 300 embedded software developers as well as a smaller, mostly co-located team of 50 mobile application developers. Learn what these organizations have in common, and take back practical techniques you can use to scale Scrum, including how to leverage a traditional project management organization to help your scaling efforts, how to structure large teams to involve the right people, and how to work with geographical distribution.
Many people think of lean, agile, and lean startup as separate processes. In this presentation we'll talk about how they actually evolved from each other, share the same mindset, and can be combined to be more powerful.
This document provides an overview of how to build a successful startup using business model innovation. It discusses identifying customer problems, developing solutions, and validating ideas through customer interviews and testing. Key steps include identifying the problem or need, taking a first stab at the solution, building a minimum viable product to test, and iterating based on customer feedback to find product-market fit. The document emphasizes that successful entrepreneurs discover problems through observation and experimentation rather than beginning with fully formed ideas.
The document outlines essential steps and creative tools for generating a digital business idea. It discusses 7 steps to idea generation: 1) become an idea detective by noticing problems, 2) get creativity flowing through research, 3) think of admired digital businesses, 4) consider personal problems, 5) synthesize other ideas, 6) brainstorm solutions, and 7) narrow ideas. It also describes 4 creative tools: brainstorming, brainwriting, random input, and SCAMPER. Finally, it stresses the importance of defining the digital business idea.
Digital transformation is a dynamic evolution, continually propelled by emerging technologies on the one hand and adaptive business processes characteristic of Smart Organizations on the other.
Design Thinking, when intertwined with agile management, is an effective navigation tool for both scenarios. This stands true even for hierarchical organizations, where agility might seem at odds with the established structure.
To innovate continuously you may want to consider embedding Design Thinking within your organization.
• In order to accomplish that, I recommend conducting a Change Management Project.
• Let‘s have a look at 10 steps to consider (on the following slides).
Kaizen, Nemawashi and a Project Management Work CellJeff_Marsh
Overview: Kaizen, Nemawashi and a Project Management Work Cell.
As Project Managers we are well trained in conducting and implementing traditional “Lessons Learned” as part of the project life cycle. However, for longer projects typically lasting over 6 months, the potential lag in the discovery and incorporation of improvements to the ongoing project management may miss important opportunities to achieve the project goals at lesser costs in time and energy. This workshop applies a few pages from the Lean Manufacturing and Toyota Production System playbooks to explore opportunities to contemporaneously improve what happens in a “Project Management Work Cell”.
Increasing Analytical Thinking In Agile Teams 1.5 (1).pptxNickFoard2
Is your team not delivering the needed outcome? Do you keep building the wrong thing? Does the solution work but doesn't solve the problem? Maybe your Agile Team lacks analytical thinking. Everyone in your team can apply critical and analytical thinking to create better outcomes and higher value levels for your customers.
Introduction to Recipes for Agile Governance in the Enterprise (RAGE)Cprime
Large enterprises that develop software cannot function without structure, but often develop structures that cripple productivity and impair responsiveness to customer needs. This Webinar introduces an approach to building effective structures by introducing the concept of Agile governance.
Agile governance provides formalized practices for decision making (governance) which incorporate the principles of the Agile Manifesto and Lean Engineering. The result is a set of simple recipes for selecting, planning, organizing, and tracking work at all levels in the organization (the Portfolio, Program, and Project levels), which apply within or across Business Units. We also provide guidance on how to develop new recipes, when needed.
This webinar introduces the basic concepts of Agile governance. We will look at some existing concepts (such as Scrum of Scrums and SAFe), and lay the foundations for subsequent webinars that address specific scenarios of common interest.
Tathagat Varma discusses challenges with traditional new product development processes and proposes more agile alternatives inspired by design thinking principles. He advocates getting customer feedback early through minimum viable products and rapid experimentation. Continuous learning is emphasized over rigid stage-gate models by embracing failure and making mid-flight adjustments. Getting outside the building to directly observe customers is presented as key to developing successful innovations in a changing world.
Critical Hit! The importance of critique and how to effectively integrate it ...jpmcardle
- Critique is an important part of the design process that allows teams to observe problems, orient perspectives, decide on solutions, and act quickly through feedback, similar to the OODA loop framework.
- Early and frequent critique improves ideas through iteration and helps teams adapt faster than competitors. It should involve diverse viewpoints from inside and outside the design team.
- Benefits of critique include quicker reaction to challenges, competitive advantage by identifying problems faster, and avoiding failed projects by continually improving the design process and craft.
The presentation explains what is design thinking, what ways an entrepreneur could use design thinking to solve problems or validate their ideas. The presentation also includes a brief overview of attributes of design thinking, methods and the six stages of design thinking process.
Charging and Fueling Infrastructure Grant: Round 2 by Brandt HertensteinForth
Brandt Hertenstein, Program Manager of the Electrification Coalition gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Charging Fueling & Infrastructure (CFI) Program Resources by Cat PleinForth
Cat Plein, Development & Communications Director of Forth, gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Dahua provides a comprehensive guide on how to install their security camera systems. Learn about the different types of cameras and system components, as well as the installation process.
Expanding Access to Affordable At-Home EV Charging by Vanessa WarheitForth
Vanessa Warheit, Co-Founder of EV Charging for All, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
Charging Fueling & Infrastructure (CFI) Program by Kevin MillerForth
Kevin Miller, Senior Advisor, Business Models of the Joint Office of Energy and Transportation gave this presentation at the Forth and Electrification Coalition CFI Grant Program - Overview and Technical Assistance webinar on June 12, 2024.
Understanding Catalytic Converter Theft:
What is a Catalytic Converter?: Learn about the function of catalytic converters in vehicles and why they are targeted by thieves.
Why are They Stolen?: Discover the valuable metals inside catalytic converters (such as platinum, palladium, and rhodium) that make them attractive to criminals.
Steps to Prevent Catalytic Converter Theft:
Parking Strategies: Tips on where and how to park your vehicle to reduce the risk of theft, such as parking in well-lit areas or secure garages.
Protective Devices: Overview of various anti-theft devices available, including catalytic converter locks, shields, and alarms.
Etching and Marking: The benefits of etching your vehicle’s VIN on the catalytic converter or using a catalytic converter marking kit to make it traceable and less appealing to thieves.
Surveillance and Monitoring: Recommendations for using security cameras and motion-sensor lights to deter thieves.
Statistics and Insights:
Theft Rates by Borough: Analysis of data to determine which borough in NYC experiences the highest rate of catalytic converter thefts.
Recent Trends: Current trends and patterns in catalytic converter thefts to help you stay aware of emerging hotspots and tactics used by thieves.
Benefits of This Presentation:
Awareness: Increase your awareness about catalytic converter theft and its impact on vehicle owners.
Practical Tips: Gain actionable insights and tips to effectively prevent catalytic converter theft.
Local Insights: Understand the specific risks in different NYC boroughs, helping you take targeted preventive measures.
This presentation aims to equip you with the knowledge and tools needed to protect your vehicle from catalytic converter theft, ensuring you are prepared and proactive in safeguarding your property.
EV Charging at MFH Properties by Whitaker JamiesonForth
Whitaker Jamieson, Senior Specialist at Forth, gave this presentation at the Forth Addressing The Challenges of Charging at Multi-Family Housing webinar on June 11, 2024.
4. Webinar content
4
▪ Creativity in problem solving projects
▪ What is your process for this?
▪ Project needed to be closed faster
▪ Leverage known structured creative methods
▪ First paradigms to adopt now
▪ Question and Answer, Open Discussion
5. Do problem solvers ever say this when stalled?
5
▪ We don’t have a measurement system to understand it”
▪ “We can’t replicate the malfunction that is reported”
▪ “We don’t a have containment action yet that is acceptable!”
▪ “We know the root cause now but haven’t come up with a
corrective action that we can get implemented”
These seem to be about creating, not evaluating or assessing.
6. ▪ “We don’t have a measurement system to understand it”
▪ “We can’t replicate the malfunction that is reported”
▪ “We don’t have containment action yet that is acceptable!”
▪ “We know the root cause now but haven’t come up with a
corrective action that we can get implemented”
Aren’t these calls for NEW CONCEPTs
6
7. We hope needed fixes will appear quickly!
Define
Measure
Analyze
Improve
We have lots of very
evolved tools to provide
discipline to analyze and
evaluate information
Control
What if the project is stuck without a way to do something?
7
8. These creations helped close projects….
Tuning out assembly stack up
error in complex plastic parts
Corrective Action
Need to measure static charge on molded plastic housing
Measurement
Quantifying the force to
overcome a safety feature
Containment
Quickly auditing gap on
100% of production
Recreating Field Event
Malfunctions
Measuring vacuum leak
rate of a seal
8
9. With all the analyzing, graphing & evaluating…..
What Process do I use to
create new measurement
concepts when
acceptable ones don’t
exist?
What Process do I have to
create new corrective action
concepts when there is a
conflict of requirements
blocking implementation?
If you don’t have a process, how many people can really work together quickly?
High speed collaboration with anything requires familiarity with a structured process.
10. Identify where creating occurs in your own map
▪ Look at your official problem solving process map
▪ Identify where in the steps new concepts might be
demanded
▪ Discuss if any of these are typically “slow spots”
Here are some examples of this mapping I’ve done.
10
11. -New Measurement systems or metrics
-New energy flow measurement systems
-New concepts for how something yet irreproducible happens
-New elegant ways to confirm the root cause has been found
-New acceptable corrective action concepts
-New adaptations to read across to many other ‘not so
identical’ product lines
Mapping Demands in Shainin’s FACTUAL
Those who are good at concepting new things often close more projects faster!
11
12. Mapping demands in Six Sigma
Define
Measure
Analyze
Improve
Control
Integrate
Standardize
Recognize
Replicate
-Adaptations to read across
to many other ‘not so
identical’product lines
-Measurement systems
-Energy flow accounting
systems
-Reproducing a failure
-Containment approaches
-Corrective actions
12
13. How do you approach a complex concept
creation task during a problem solving project?
1) Ask a few ‘experts’ to come back with something
2) Casual talk with a team as part of a meeting
3) Brainstorming with or without a facilitator
4) Structured Concepting approach with a facilitator of a team
5) Hire an outside firm to deliver the solution back to you
Should you have just one single response to concept needs?
13
14. Don’t we already know better than this?
“It is not about which method fits all situations,
but which method is best suited for which situation”.
Joseph A DeFeo, President & CEO, Juran Institute, Inc. during ASQ’s Oct. 2012
Webinar.
Low
Complexity
High Complexity
Finding Root Cause
(problem solving)
Fishboning
Brainstorming
Fishboning
Brainstorming
14
15. Some know when to shift gears in a pinch
Many firms have an escalation process that ‘promotes problems up’ when they are
solution resistant to become formal projects using Six Sigma or Shainin RED X, and
many options.
Low
Complexity
High Complexity
Finding Root Cause
(problem solving)
Creating New Concepts
(within problem solving projects)
Fishboning
Brainstorming
Brainstorming
Depend upon vital genius
Brainstorming
Depend upon vital genius
15
Structured
Problem Solving
Process
16. We need to do this for concept demands also!
Being able to choose the appropriate approach is critical.
When in doubt, start with simple with a deadline then shift up.
The business world is less patient on critical problem solving issues.
Low
Complexity
High Complexity
Finding Root Cause
(problem solving)
Creating New Concepts
(for problem solving)
Fishboning
Brainstorming
Brainstorming
Depend upon vital genius
Structured Concept
Development
Structured
Problem Solving
Process
16
17. What has happened to business these days?
▪ Customers Can
– Compare
– Purchase & Receive
– Change needs
– Switch Brands
▪ Competitors Can
– Join your market
– Understand your offering
– Make and sell a copy
– Create better options
▪ Technology is
– Emerging
– Spreading
– Being adopted
The market has a faster
‘metabolism’
and it demands that we
produce ‘Innovations
faster’.
17
18. What are Innovations?
▪ often a new combination of technical &
organizational resources that increases the
value / cost ratio.
Aren’t we often looking for a clever way to get
something done in problem solving to finish our
projects?
18
19. Observe how your problem solvers create. . .
How are:
1) Requirements clarified?
2) Diverse points of view included (or not)?
3) Ideas considered and captured from everyone?
4) Concepts generated and evolved?
5) Conflicting requirements overcome?
6) Evaluations and final decision made?
Is there a process observable that you even can detect these steps?
Is there a ‘plan B’ to go to when this is not effective?
Is your organization usually satisfied with the speed of this work?
19
20. Mapping Demands in Design for Six
Sigma
Identify
Define
Develop
Optimize
Verify
-Creating Measurement systems or metrics
-Resolving conflicts in customer functional needs
recognized early in the project
-Developing concepts that provide functions with
minimal conflicts to optimize
-Developing Process control and containment
It has been said that one of the most valuable
assets gained in a DFSS project is the creation
of a new way to measure something important!
20
21. Business ‘metabolism’ is moving faster!
Problem solving projects must go faster too!
Defining and analyzing methods are highly structured
Lots of creativity needed, often comparatively little structure
Product Development uses more structure to do this task
Leverage concept creation structure in problem solving
work
Reduce ‘slow spots’ in problem solving projects
Time out: Here’s the logic so far:
21
22. Borrowing Paradigms form
product delopment concept methods
1. Concept development facilitator
2. Use diverse team of 4-8 people with relevant knowledge
3. Set deadline and get a place to work it out
4. Clarify Functional needs, system constraints and resources
5. Think individually then as a group in ‘collaborative dialogue’
6. Seek high quality concepts not high quantity ideas
7. Leave time for thinking about the whole system and exploring
8. Clarify and resolve conceptual conflicts systematically.
9. Converge to the best concepts for short, medium and long
term
22
How to go about creating a new concept
for a complex
23. #1 Utilize skilled facilitator(s)
Group dynamics experience:
▪ Their neutrality invites wider creativity amongst the participants
▪ Know how to steer the dialogue with insightful questions
▪ They know how to form collaborative atmosphere in the room
▪ Manage balanced participation and documentation
Technical competency experience:
▪ Know how when to move through stages of development (PUGH)
▪ They can deploy concept conflict resolution properly (TRIZ)
▪ They know when revisit something after an technical
breakthrough
▪ They can connect the discussion to the Marketing input (QFD
thinking)
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24. #4 List all requirements up front
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Brainstormers often becoming aware of the requirements of others
gradually whilst they tell each other why an idea will not work.
Some people don’t enjoy this so they say “no negativity” and it
takes even longer to find out, or they just don’t participate.
Serious Concept developers list all functional requirements,
constraints and resources availabilities up front and keep it
updated to make the important targets clear as possible
25. The conversation is different than brainstorming!
A vital new
process was
‘Invented’ by 4
people in just a
few hours!
Example: Listing Requirements at beginning
“We know where the RED X lives but we
can’t get the long term fix into production
for a while.
We need a way to use the knowledge we
have about the root cause now. This one
problem is holding up the launch of a new
product line!”
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26. #5 Individual thought then group collaboration
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It is well known that blurting out ideas to a group creates the
illusion of productivity but does more harm than good diversity of
thought early on.
Have people write out what is on their mind first privately
Next have people quickly share and capture feedback about the
their thoughts on the challenge.
Groom and cultivate groups of ideas into concepts that make
sense!
27. #6 Quality vs. Quantity: First paradigm change
Ineffective process 🡪 Individuals generate lots of ideas to sort
through
Effective process 🡪 Teamwork generates ‘implementable’ concepts
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28. #7 Needs & Ideas & Concepts
NEED
Typically, someone
thinks of a specific
way to fill a need
and says:
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“I have an Idea!”
29. Needs & Ideas & Concepts
NEED
Service
NEED
Marketing
NEED
Standards
NEED
Functional
NEED
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Ass’y
NEED
30. Ideas vs. Concepts, know the difference!
Often, an idea is
quickly rejected
because it does
not fill other
needs in the
situation.
CONCEPT
Concepts are
collections of
ideas designed
to meet
collections of
needs
IDEA
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These are often confounded in
conversations about concepts.
31. How are ideas treated when they are shared?
1. How do you and your team respond to
an ‘idea’ ……is it judged as if they
were a ‘concept’ ?
2. Are ideas that are ahead of their time
buried quickly because they didn’t
answer all the needs when first
shared?
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32. This will get you a good start on a Plan B
1. Do the first, to become more aware
2. Find your company’s facilitators and innovation experts and
ask to be invited to new concept development workshops to
see how they do it now.
3. Think about how you would deploy a ‘plan B’ during a
project
4. Talk to others in your profession and share lessons learned.
5. Evolve and grow your capability to develop new concepts!
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33. Be able to shift your response when needed!
Being able to choose the appropriate approach is critical.
When in doubt start simple but with a deadline, then shift as needed.
The business world is not patient with tinkering on critical issues.
Low
Complexity
High Complexity
Finding Root Cause
(problem solving)
Creating New Concepts
(for problem solving)
Fishboning
Brainstorming
Brainstorming
Depend upon vital genius
Structured Concept
Development
Structured
Problem Solving
Process
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34. Question and Answer period of Webinar
Presenter: Vasant Bhoknal
Email: Vasant.bhoknal@gmail.com
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