The Ultimate Improvement Cycle is that recently there has been an added push from TOC disciples to bring TOC on an equal playing field as Lean and Six Sigma. I find it interesting because bottlenecks and constraints are an integral part of Lean and Six Sigma training but TOC has never seemed to be on an equal platform.
This is a 40 slide "Point Of View" that explains what "TLS" is. It describes each of the elements and briefly presents the integration / combination of the 3 different approaches (Theory Of Constraints + Lean + Six Sigma).
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
This is a 40 slide "Point Of View" that explains what "TLS" is. It describes each of the elements and briefly presents the integration / combination of the 3 different approaches (Theory Of Constraints + Lean + Six Sigma).
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
This document discusses implementing lean marketing systems and lean as a growth strategy. It introduces lean through the processes of SDCA (Standard Work), PDCA (Continuous Improvement), and EDCA (New Markets and Products). It emphasizes that standards create repeatable business models and allow companies like Toyota, Amazon, and Ingersoll Rand to excel through continuous improvement and adaptability. Growth requires planning, budgeting, and funding innovation and costs. The budget is key to fueling sustainable growth.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The document summarizes an online program called Faces of Change that helps youth develop career and life plans. The program consists of a series of webinars for students, parents, teachers, and future instructors. The webinars will introduce a timeline tool and activity workbooks to help participants explore interests and goals. Those who complete the training can become licensed instructors and gain access to ongoing curriculum support through an annual subscription. The goal is to equip youth with the skills to create successful futures.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
This document categorizes different types of questions and their purposes. Yes/no questions verify facts or events, while who, what, when, where questions seek specific information or facts. How and why questions aim to make sense of information, analyze topics, or clarify understanding. Comparing and contrasting questions analyze similarities and differences, while predictive questions forecast or hypothesize outcomes or consequences. Open-ended questions requiring justification, critique, or judgment are considered higher-order thinking skills.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
What is your path to differentiation?
Do you have a logical way to get there?
Inspired by the work of
Assessment and Student Success in a Differentiated Classroom by Carl An Tomlison and Tonya R. Moon – Amazon link: http://amzn.to/2kDRJ59
Jobs to be Done by Anthony Ulwick – Amazon Link: http://amzn.to/2AYb1NR
A card deck that describes the Lean Cycles of CAP-Do, SDCA, PDCA, and EDCA. Taking this type of view allows us to move from micro to macro thinking while still applying Lean Practices. We keep Lean in its simplest by breaking it down to the 4 Cycles, CAP-Do, EDCA, PDCA, EDCA and providing overall scope and assembling a team using the SALES acronym.
Do You Know Your Customer? Do you know yourself?
This is a not so simple exercise I use when working with customers in a Business Development capacity. We work from the known to the unknown in an iterative fashion. We do this initially for our Core Value Stream, Key Accounts, Key Segments, Key Markets and in that order.
If you can complete this, I attest that your marketing activities and segments (clusters) become obvious. This is how you create relevancy in your marketing. Attracting customers through what I call a Funnel of Opportunity versus the 100-year-old practice of a Funnel of Depletion ( https://lnkd.in/ez3rqvM ).
Lean People Development Summit Ad PortfolioBusiness901
Lean People Development Summit is just a little over a week away. As a result, we have completed our Ad copy and wanted to upload it for anyone's review. There was a fair amount of other copy and video made but I thought this collection stood on its own as more of that display ad style. Many of these were headers for articles that took a little deeper dive into the subject matter. Most always included a link to the summit....it was advertising. http://LeanPeopleDevelopment.com
Both Dwayne Butcher of Lean Frontiers and myself contributed to the copy.
Thinking of using Lean in Sales and MarketingBusiness901
This is the first video of three introducing Lean to Sales and Marketing. It is aimed at mature companies, and even more focused on companies practicing Lean in operations.
Mark Warren, of Tesla2 Inc. has decades years of experience working with Tier 1 and 2 suppliers to improve their manufacturing productivity and quality. He travels the world to learn and teach about Lean Mark warren and most specifically TWI. He likes to concentrate on problem solving methodologies as applied to lean manufacturing, failure analysis, reliability improvements, and in-house, OEM and field warranty failure reduction.
When Applying Lean to Sales and Marketing many companies try to use traditional approaches and use the typical segmentation strategy. I like to organize the Structure of Lean in sales through the path of SDCA, PDCA and EDCA.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Lean Scale Up: Lean as a Growth StrategyBusiness901
This document discusses implementing lean marketing systems and lean as a growth strategy. It introduces lean through the processes of SDCA (Standard Work), PDCA (Continuous Improvement), and EDCA (New Markets and Products). It emphasizes that standards create repeatable business models and allow companies like Toyota, Amazon, and Ingersoll Rand to excel through continuous improvement and adaptability. Growth requires planning, budgeting, and funding innovation and costs. The budget is key to fueling sustainable growth.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The document summarizes an online program called Faces of Change that helps youth develop career and life plans. The program consists of a series of webinars for students, parents, teachers, and future instructors. The webinars will introduce a timeline tool and activity workbooks to help participants explore interests and goals. Those who complete the training can become licensed instructors and gain access to ongoing curriculum support through an annual subscription. The goal is to equip youth with the skills to create successful futures.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
This document categorizes different types of questions and their purposes. Yes/no questions verify facts or events, while who, what, when, where questions seek specific information or facts. How and why questions aim to make sense of information, analyze topics, or clarify understanding. Comparing and contrasting questions analyze similarities and differences, while predictive questions forecast or hypothesize outcomes or consequences. Open-ended questions requiring justification, critique, or judgment are considered higher-order thinking skills.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
What is your path to differentiation?
Do you have a logical way to get there?
Inspired by the work of
Assessment and Student Success in a Differentiated Classroom by Carl An Tomlison and Tonya R. Moon – Amazon link: http://amzn.to/2kDRJ59
Jobs to be Done by Anthony Ulwick – Amazon Link: http://amzn.to/2AYb1NR
A card deck that describes the Lean Cycles of CAP-Do, SDCA, PDCA, and EDCA. Taking this type of view allows us to move from micro to macro thinking while still applying Lean Practices. We keep Lean in its simplest by breaking it down to the 4 Cycles, CAP-Do, EDCA, PDCA, EDCA and providing overall scope and assembling a team using the SALES acronym.
Do You Know Your Customer? Do you know yourself?
This is a not so simple exercise I use when working with customers in a Business Development capacity. We work from the known to the unknown in an iterative fashion. We do this initially for our Core Value Stream, Key Accounts, Key Segments, Key Markets and in that order.
If you can complete this, I attest that your marketing activities and segments (clusters) become obvious. This is how you create relevancy in your marketing. Attracting customers through what I call a Funnel of Opportunity versus the 100-year-old practice of a Funnel of Depletion ( https://lnkd.in/ez3rqvM ).
Lean People Development Summit Ad PortfolioBusiness901
Lean People Development Summit is just a little over a week away. As a result, we have completed our Ad copy and wanted to upload it for anyone's review. There was a fair amount of other copy and video made but I thought this collection stood on its own as more of that display ad style. Many of these were headers for articles that took a little deeper dive into the subject matter. Most always included a link to the summit....it was advertising. http://LeanPeopleDevelopment.com
Both Dwayne Butcher of Lean Frontiers and myself contributed to the copy.
Thinking of using Lean in Sales and MarketingBusiness901
This is the first video of three introducing Lean to Sales and Marketing. It is aimed at mature companies, and even more focused on companies practicing Lean in operations.
Mark Warren, of Tesla2 Inc. has decades years of experience working with Tier 1 and 2 suppliers to improve their manufacturing productivity and quality. He travels the world to learn and teach about Lean Mark warren and most specifically TWI. He likes to concentrate on problem solving methodologies as applied to lean manufacturing, failure analysis, reliability improvements, and in-house, OEM and field warranty failure reduction.
When Applying Lean to Sales and Marketing many companies try to use traditional approaches and use the typical segmentation strategy. I like to organize the Structure of Lean in sales through the path of SDCA, PDCA and EDCA.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka Satta Matta Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Unlock the full potential of the MECE (Mutually Exclusive, Collectively Exhaustive) Principle with this comprehensive PowerPoint deck. Designed to enhance your analytical skills and strategic decision-making, this presentation guides you through the fundamental concepts, advanced techniques, and practical applications of the MECE framework, ensuring you can apply it effectively in various business contexts.
The MECE Principle, developed by Barbara Minto, an ex-consultant at McKinsey, is a foundational tool for structured thinking. Minto is also renowned for the Minto Pyramid Principle, which emphasizes the importance of logical structuring in writing and presenting ideas. This presentation includes a clear explanation of the MECE principle and its significance. It offers a detailed exploration of MECE concepts and categories, highlighting how to create mutually exclusive and collectively exhaustive segments. You will learn to combine MECE with other powerful business frameworks like SWOT, Porter's Five Forces, and BCG Matrix. Discover sophisticated methods for applying MECE in complex scenarios and enhancing your problem-solving abilities. The deck also provides a step-by-step guide to performing thorough and structured MECE analyses, ensuring no aspect is overlooked. Insider tips are included to help you avoid common mistakes and optimize your MECE applications.
The presentation features illustrative examples from various industries to show MECE in action, providing practical insights and inspiration. It includes engaging group activities designed for the practice of the MECE principle, fostering collaborative learning and application. Key takeaways and success factors for mastering the MECE principle and applying it in your professional work are also covered.
The MECE Principle presentation is meticulously designed to provide you with all the tools and knowledge you need to master the MECE principle. Whether you're a business analyst, manager, or strategist, this presentation will empower you to deliver insightful and actionable analysis, drive better decision-making, and achieve outstanding results.
LEARNING OBJECTIVES:
1. Understand the MECE Principle
2. Improve Analytical Skills
3. Apply MECE Framework
4. Enhance Decision-Making
5. Optimize Resource Allocation
6. Facilitate Strategic Planning
KALYAN CHART SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
❽❽❻❼❼❻❻❸❾❻ DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KA...essorprof62
DPBOSS NET SPBOSS SATTA MATKA RESULT KALYAN MATKA GUESSING FREE KALYAN FIX JODI ANK LEAK FIX GAME BY DP BOSS MATKA SATTA NUMBER TODAY LUCKY NUMBER FREE TIPS ...
Adani Group's Active Interest In Increasing Its Presence in the Cement Manufa...Adani case
Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
SATTA MATKA DPBOSS KALYAN MATKA RESULTS KALYAN CHART KALYAN MATKA MATKA RESULT KALYAN MATKA TIPS SATTA MATKA MATKA COM MATKA PANA JODI TODAY BATTA SATKA MATKA PATTI JODI NUMBER MATKA RESULTS MATKA CHART MATKA JODI SATTA COM INDIA SATTA MATKA MATKA TIPS MATKA WAPKA ALL MATKA RESULT LIVE ONLINE MATKA RESULT KALYAN MATKA RESULT DPBOSS MATKA 143 MAIN MATKA KALYAN MATKA RESULTS KALYAN CHART
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka
KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
➒➌➎➏➑➐➋➑➐➐ Satta Matka Dpboss Matka Guessing Indian Matka KALYAN MATKA | MATKA RESULT | KALYAN MATKA TIPS | SATTA MATKA | MATKA.COM | MATKA PANA JODI TODAY | BATTA SATKA | MATKA PATTI JODI NUMBER | MATKA RESULTS | MATKA CHART | MATKA JODI | SATTA COM | FULL RATE GAME | MATKA GAME | MATKA WAPKA | ALL MATKA RESULT LIVE ONLINE | MATKA RESULT | KALYAN MATKA RESULT | DPBOSS MATKA 143 | MAIN MATKA
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...Niswey
50 million companies worldwide leverage WhatsApp as a key marketing channel. You may have considered adding it to your marketing mix, or probably already driving impressive conversions with WhatsApp.
But wait. What happens when you fully integrate your WhatsApp campaigns with HubSpot?
That's exactly what we explored in this session.
We take a look at everything that you need to know in order to deploy effective WhatsApp marketing strategies, and integrate it with your buyer journey in HubSpot. From technical requirements to innovative campaign strategies, to advanced campaign reporting - we discuss all that and more, to leverage WhatsApp for maximum impact. Check out more details about the event here https://events.hubspot.com/events/details/hubspot-new-delhi-presents-unlocking-whatsapp-marketing-with-hubspot-integrating-messaging-into-your-marketing-strategy/
Unlocking WhatsApp Marketing with HubSpot: Integrating Messaging into Your Ma...
Integration Of The Theory Of Constraints And Lss
1. Integration of the Theory of
Constraints and Lean Six Sigma
Guest was Bob Sproull, author of
The Ultimate Improvement Cycle
Business901 Podcast
Transcript
2. The Ultimate Improvement Cycle: Maximizing Profits through the
Integration of Lean, Six Sigma, and the Theory of Constraints shows
you how to draw the best from Lean and Six Sigma by employing
principles drawn from the Theory of Constraints. This approach will
ensure that your effort is focused in the right place, at the right time,
using the right tools, and the right amount of resources. This multi-
pronged approach addresses cost accounting, variation, waste, and
performance measurements. However, most importantly, it focuses
your organization on the right areas to optimize.
About Sproull Consulting
Unlike most other consulting companies, Sproull Consulting does not
believe that simultaneously attacking every facet of your operation
and attempting to implement across-the-board improvements offers
the most expeditious or optimum return on your investment dollar’s.
Instead, they believe that there are only a few key
leverage points in your business that limit your ability
to increase throughput, revenue and profits. They
identify these leverage points and make them the
focus of the improvement efforts. They understand
that you have limited resources, and you don't want
them wasted on improvement efforts that yield only
minimal bottom line improvement. By identifying and
leveraging the right area of focus, the improvement
results that you realize are significantly better and hit
the bottom line at a much faster rate than any other
approach on the market today.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
3. Joe Dager: Participating in the program today is Bob Sproull. Bob is an experienced
manufacturing executive with a distinguished track record of achieving improvement
goals in manufacturing, MRO, quality, product development, and engineering. He is also
the recent author of 'The Ultimate Improvement Cycle,' a book about maximizing profits
through the integration of Lean, Six Sigma and the Theory of Constraints. Bob, could you
just start by giving an overview of what brought you to writing this book?
Bob Sproull: Sure. First, Joe thanks for having me on. I have enjoyed your podcasts for
a long time, and I look forward to doing this one. So, what brought me into this? Well,
that's a good question, and I promise you I'll try and give you a good answer. Like so
many other people, so many other consultants or process engineers or whatever who
had been using Lean or Six Sigma, or if you go back far enough, maybe, TQM. But, I
found myself at the end of the day looking at the bottom line, and I wasn't really seeing
a whole lot of movement in a positive direction.
So, what I decided to do is take a look at all the things that I had worked on, and those
were both successful and unsuccessful projects. As you'll find out, I'm not a big believer
in Lean and Six Sigma projects, but I'll get into that later. At any rate, I discovered that
the ones that were successful, and successful meaning that we had good bottom line
improvement that seemed to all flow through what we considered the bottleneck. Earlier
in my career, I had read the goal, and I really hadn't made the connection between what
was happening in the constraint and our bottom line. So, I was asked to take over a
failing plant up in Kentucky. I mean, they were really failing; everything from the
supplier base was terrible. The bottom line was terrible. I took over and in the first
month we lost like 600,000 bucks, so I laid awake thinking, what am I going to do?
Then, I had my epiphany. I've got to get into what's being caught in the goal, and if I can
focus in on the constraint and apply my improvement to the constraint through Lean and
Six Sigma, I think I should see something hit the bottom line because I should improve
throughput. Well, that's, in fact, what happened.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
4. In a little less than two months, we had a million dollar turnaround on our bottom line,
and I blame it all on this new methodology that's integration of Lean and Six Sigma
and the Theory of Constraints. From that point on, I said, "This is it. This is the tool.
This is the formula. This is my process of ongoing improvement.“
So, that's really what got me into it, and I decided I had so many successes - I
consulted for about 10 years for a company that specialized in the Toyota production
system. And so, I leveraged that experience with what I had experienced in this plant,
and wow, the results have just been pretty amazing. That's really why I got into it and
why I wrote the book.
Joe: I have to compliment you on the book because it was an easy read. But as I read
through it, I was bending pages over, and I knew I would have to come back to this.
I'm going to have to do this. I'm going to have to look at this again. But, I did not want
to break the flow of the reading. So many times when you get a book about a certain
process, they go through the steps, and it gets monotonous, you really have to labor
through it. But yours was an easy read.
Bob: I appreciate that.
Joe: I do have to compliment you on it. It wasn't a fiction story by any means. The
highest compliment, I can give a book is if you end up on my dirty shelf where the
books are all folded and marked up. Yours hasn't made it there, yet. It's still on the
side of my desk here because I haven't marked it up enough. I'm sure it's headed in
that direction. There is a question that I really have to ask you; why do we need all
three? It seems mind boggling. I don't have enough time to implement Lean. I have
enough trouble implementing Six Sigma. Now, you throw Theory of Constraints on
there. I think I'm headed for failure.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
5. Bob: Well, Joe, I can tell you it is not the first time I've been asked that question. So, let
me try and tell you actually why I think it's a whole lot easier using this integrated
improvement method. In a typical Lean or Six Sigma or Lean Six Sigma implementation,
one of the reasons why I think a lot of these efforts fail is because the organization ends
up trying to do what I call "solve world hunger." In other words, they try and Lean out
every aspect of the business. When, in fact, if you look at the business, every business has
key leverage points.
So, my thought is rather than trying to improve every single aspect of the business, let's
focus on those leverage points, and those leverage points end up being what Goldratt
referred to as the system constraints. One of the things that you have to be a believer in,
and I know you're a believer in the Theory of Constraints, but one of the things you have
to believe in is throughput accounting.
By that I mean, if you look at the components of how you make money in the business,
you've got basically three things. You can go through an inventory reduction. The second
thing is what most companies do is, they focus on reducing operating expenses, and
unfortunately that typically comes in the form of layoffs, which I despise. The third
component, though, is by increasing your revenue base.
So, if you look at those three components, when you reduce inventory, typically that's a
onetime improvement in cash flow. If you look at operating expense - my definition of
operating expense is any money that you spend to turn inventory into throughput. And
you can cut operating expense way too low. You actually can debilitate the organization,
and that's what happens to a lot of companies.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
6. Throughput, on the other hand, and the definition of throughput in the Theory of
Constraints world is new revenue entering the company, and that is really revenue
minus total variable cost. That's such things as the cost of raw materials, sales
commissions, those things that vary with the sale of a product.
So, the bottom line here is... Back to your original question, why is it so much easier?
Well, you don't need nearly the army of improvement resources that you might think. I
think another mistake a lot of companies make is they go out and train the masses and
expect to see bottom line improvement. My belief is you need enough to focus on the
constraint until you improve the constraint to the point where it's no longer a constraint.
But, as soon as that happens, another one takes its place.
Then, you simply move your resources, your improvement resources, to that new
constraint, and it becomes a cyclic cycle of improvement. It sustains itself. So, from that
perspective, to me it's a lot easier. All three initiatives, Lean, Six Sigma and the Theory
of Constraints, not just complement each other, but they enhance each other. So, you
get faster bottom line improvement with less effort. So, that's my take on it. That has
worked for me in many of the companies that I have implemented this.
Joe: I'll buy that because I always heard that if you're not working on the constraint;
your work won't be noticed.
Bob: That's pretty much wasted effort.
Joe: Once that improves, of course, you're always looking forward to seeing where the
next one's going to be, and I think you mentioned that in your book.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
7. Bob: Yeah, we're prepared for that. We know what's coming down the road.
Joe: But then, how do you implement the Lean tools, or where does Lean play the role
then? I have identified my constraint. I'm going to start working on it. Where's the Lean Six
Sigma come in?
Bob: OK, that's a good question, Joe. Here's my take on that. If you look at the primary
purposes, if you were just considering a Lean implementation by itself, you're trying to do
two basic things. And that is, reduce the inherent waste in the process, but you're also
trying to improve the flow of the product. So, if you look at Six Sigma it too has its special
focus, and that is primarily to reduce variation. I think Deming told us that public enemy
number one is variation. You've got to reduce variation so that you have a more consistent
process. So, what I do is once I have identified the constraint and by the way, I typically
start an improvement effort by creating a value stream and process map so that it will help
me identify where the constraint is.
Sometimes, it's not a physical constraint at all. In fact, most of the time, it's a policy
constraint. But, once I've identified that constraint, and I simply reduce Lean to reduce
waste and improve the flow and use Six Sigma to reduce variation, and if there are defects
and so forth. So, it's really a straightforward process, and it really seems to work.
Joe: When I talk to the Theory of Constraints people, they say the Theory of Constraints is
more of a culture and Lean is a set of tools and Six Sigma is a set of tools. You talk to the
Lean people, and they say no, we're the culture. How about the culture of a company, do
you try to implement kind of a culture when you did, let's say, the turnaround?
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
8. Bob: Well, yes, the bottom line here is you've got to convince the leadership of the
organization that what you're about to do is the right thing, but you can't just tell them.
You've got to show them. You've got to make them be a part of it. If they're not
committed, then it's not going to happen. If you stop and think about it, we have been
running companies based on the cost accounting world for a long, long time. The
presidents, vice presidents, CEOs have all been taught that you've got to use things like
labor variances, efficiencies and so forth. One of the things that I talk about in the book
is you've got to be willing to let go of that.
Now, you still have to keep the books because you've got to satisfy gap requirements,
but the bottom line is if you want to make decisions that are going to improve the
profitability of the plant, cost accounting is not going to give it to you. First of all, it's
always late getting to you; it's a month old in a lot of places, but it's not what you need
in your day-to-day decision making.
Basically, I ask one question. It is: W I'm about to do, going to improve the throughput
of my process? If it isn't, then it doesn't sound like it's a good idea to do it.
Joe: One other thing in the book that struck me, really a little different, is that you
talked about push and pull concepts.
Bob: There's a belief out there that if you start something sooner you'll finish it sooner.
It's not true, not true. I'm a huge advocate of pull systems, and I just can't do business
any other way. I think push systems have been around since mass production, and it just
doesn't work anymore.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
9. Joe: There're two other things that I noticed in the book. You put some basic formulas
in there and describe them.
Bob: You mean about factory physics?
Joe: When you talk about a value stream and value stream mapping, the first thing you
mention that you do in most situations is map the current process?
Bob: Yeah, you've got to know where you are before you can move to where you want
to be. So, I do value stream maps and process maps. In the first step of this Ultimate
Improvement Cycle, I also take a look at the performance metrics that is being used. I
also then use the value stream map, process map to determine where the constraint is
located. So that, to me, is an integral first step to find out what our current reality is.
This is the way our process is set up. It really helps you understand why or where you
should focus your improvements.
Like I said before, I'm not a big believer in solving world hunger. There are leverage
points within the process and, unless and until you capitalize on those leverage points,
until you focus on them, I just don't see real lasting improvement.
Joe: How do you know when you find the constraints? How do you know that you're
right?
Bob: It depends on the type of constraint it is. I went into a company that makes
flexible fuel bladders for the aviation industry, and when I walked in there, there was
inventory everywhere. I mean everywhere. If you looked at the process, the process is
really simple how you make these. I'm going to simplify it even further for our
discussion. Basically, you make a top and bottom of the tank. Then, you join the tank.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
10. Now, there are other process steps in there. But, those are the primary process steps.
So, on one line, you're making the tops and parallel activity, you're making the bottoms.
Then, you get to this joining operation.
Well, when I got there - first of all, they were all functional items, so we had to create
itself, which we did. Then, improve the flow. But, the inventory backup in front of the
joining operation was just incredible.
Just to give you an idea, it takes anywhere from one to three weeks to build the top and
the bottom. Remember, they're done parallel. When you get to the joining operation,
what I found in front of that joining operation was 84 weeks worth of tops and bottoms.
Now, imagine if you had a quality issue, and you didn't know it. My goodness, it
happened over a year ago.
But, what I said and finally, after many discussions convinced the Vice President of
Operations to let me actually run the one line. He reluctantly agreed. So, the very first
thing I did, you can probably imagine, I shut down the front end of the process where
they were pushing tops and bottoms to the joining operation, and I cross trained
everybody in the work cells.
I asked the question, "Why would they continue to run and build inventory in front of this
constraint?" So, that's when I found - remember, one of the first things was asking the
question, "What are the performance metrics?" Lo and behold, it was operator efficiency.
They were trying to drive operator efficiency as high as they could.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
11. So, in every step in the process, they have the operators working as fast as they can to
build as much just so they could artificially improve their overall efficiency at the expense
of profitability. So, we threw that performance metric out the window and only used it in
the constraint, in this case, the joining operation. So, what actually happened is they had
been running around 83 percent efficiency. The efficiency actually dropped from around
83 to around 70 percent. But, the profits went from negative 50 grand to plus 200 grand.
So, that's why I use the value stream map and the process map and decide on what the
metrics are in place because it all tells a story. That's how you find the constraint. In this
case, the constraint was not really the joining operation. It was the policy constraint
using the performance efficiency metric.
Joe: Most of your constraint guys will come in, and they'll say, "We can cut your
inventory in half.“
Bob: One of the major benefits of cutting your inventory is you actually reduce cycle
time. So, that's really the primary reason. Of course, you get a positive hit on your cash
flow. But, the big thing is that you will get a reduction in your cycle time, which
translates into better on time delivery. That's the one thing you'll find if you go into a
company that's got lots of inventory. You can bet that on time delivery is poor, and that
was the case in this tank company.
Joe: I've always been amazed that the more inventories you had the worst deliveries
you had.
Bob: Yeah. You had the wrong inventory anyway.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
12. Joe: It always camouflages what is going on. In bad times, you find out the people
those running truly a good company because cash is king and the cash tightens up, and
if you still have throughput, you're still fine. But, the problem people have is when
inventory starts backing up, their cash starts disappearing. They're in trouble.
Bob: Yep! You got it.
Joe: The Theory of Constraints is such a great principle. Why do you think it's not really,
hasn't ever been on par with Lean and Six Sigma?
Bob: You know, Joe, I have always given that a lot of thought. In order to really buy
into The Theory of Constraints, you've got to give up some principles that you've learned
along the way. Not the least of which is, I keep going down to the cost accounting world,
that's the reality. I truly believe that it's at odds with, The Theory of Constraints is at
odds with, cost accounting - traditional cost accounting. And I think if you look at who
runs the company. In many cases, it's the CFO that's making all these decisions because
cost accounting says, "This is what we should do."
So, I think that's one of the primary reasons why Theory of Constraints really hasn't
been as accepted. I believe that this integration is really going to turn out be the
definitive improvement cycle going forward. I just believe that with all my heart. That's
my take on why.
Joe: I've always wondered and I can see that when you say that because Lean
addresses waste right away and cost accounting is the champion of that. Let's get rid of
the waste. First thing that happens with Lean is Five S, and everybody knows what Five
S is, and Muda is and sometimes they'll Five S the heck out of everything for two years.
Bob: That's right. You're right, though.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
13. Joe: And Sigma side, the project always has to be a certain size because Six Sigma
takes a certain amount of resources to make it work. To make a successful Six Sigma
project, you're always worried about the size because you have to dedicate resources to
do a project like that.
The thing I wanted to touch on that I found, again, very interesting about your book is
that you devoted the last part of it to the logic tree and the logical thinking that Goldratt
uses. I read it, and you probably made as much sense to me about how to utilize it and
how to build the trees than I've seen in Dettmer's or Goldratt's books. Maybe it was just
the practical side of it because you put it in a context that I understand.
Bob: But, if you give it to me in real life terms, then I have a much better chance of
understanding it. What I tried to do there was show how you could use things like the
current reality tree, the evaporating cloud, the future reality tree and so forth. What I
didn't want the book to be a lesson on how to do those. By the same token, I had to
actually work through an example, a simple example I'll say, too, by the way, just to see
how you could use it.
The bottom line here is, as you know, you read The Goal many times I'm sure, the goal
of every company is to make money now and in the future. But, it also includes other
things that other take place. We have to have happy customers. We have to have happy
employees.
You've got to be able to satisfy those just as much as making money. What the current
reality tree does in its most simplistic form is there are all kinds of negative symptoms
that you see within a company, Goldratt calls the undesirable effects.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
14. And the whole logic is, typically, there are only one or maybe two group causes for all the
undesirable effects. And that's what the reality tree does is it ties all those undesirable
effects into a nice neat package. Then, you're able to determine what the root cause is,
and it works so well, so well. The example in my book is about as simplistic as you're
going to get. But, I'm a simple guy.
Joe: You would use that over, let's say, a fish bone diagram to find the root cause and
the five why's.
Bob: Remember the scope of what you're trying to do with a current reality tree, you're
looking at what are the things that are affecting me strategically. I use things like causal
change and fish bones for specific problems I'm going after. But, when I know that I have
a global problem, a total system problem, and those things I just don't think you can get
to where you need to be. So, that's why I use the logic trees as we call them. That's
exactly what they are for.
So, it's not that I prefer them, it's just that I think the level that you're trying to sell
requires a tool other than a fish bone, or causal chain, or whatever.
Joe: There's only just a pretty small group of people in the world when you sit there and
talk about a UDE. I don't know if anybody would know what talking about. I'll have to
admit that's one of the areas I struggled with is truly understanding the thinking process
that he's developed.
Bob, is there anything else you'd like to add here?
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
15. Bob: There are some very important points, I think, that can be taken away from, not
just by a book, but any of Goldratt's books or really improvement in general. One of the
things that I think is missing in a lot of companies is placing problem solving and we need
to change. Companies that side with a main static to me are companies that are just
going to not be here next year, next month, or whatever. But, the problem is I don't think
people spend enough time learning key techniques in problem solving. That includes both
the strategic problem solving like we just talked about and also problems that occur on an
everyday basis.
I think another important message is I think people need to move away from trying to
optimize locally. That is, for example, in the example I gave on efficiency. They were
trying to push the efficiency numbers higher and higher and all they ended up doing is
creating inventory because they were focused on a local optimization when you really
need system optimization.
That's one of the other messages that comes through loud and clear with The Theory of
Constraints. You've got to focus on how I am going to improve the system, rather than
just pieces of it.
I think one thing, as I said I consulted for like ten years and so many times I went into a
company and they talked about how they involved their workforce, when in reality, if you
really were wanting to involve your workforce and get the sustained improvements that
you need, you've got to recognize that the people on the shop floor are your experts.
They're the ones that can lead you to new and better processes. They're just full of
improvement ideas. But, you've got to listen and you've got to let them lead you down
the improvement path. That's probably about it.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
16. The other message is this stuff isn't hard. I promise. When I went into this company I'm
working with now, they were just shocked and surprised at how easy it is to learn and
apply this improvement trilogy, if you will, the integration links, Six Sigma and the
Theory of Constraints. So, it's not hard. Don't be scared. It works.
Joe: I thoroughly enjoyed your book and talking to you. How can someone get a hold of
you? Now, that your book is available, of course, on Amazon.
Bob: They can go through my website and that's www.sproullconsulting.com. My
contact information is on there.
Joe: If anybody would like to download this, it will be on Business901 ITunes store or
the Business901 website site.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing
17. Joseph T. Dager
Lean Six Sigma Black Belt
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
What others say:
In the past 20 years, Joe and I have collaborated on many difficult issues. Joe's ability to combine his
expertise with "out of the box" thinking is unsurpassed. He has always delivered quickly, cost
effectively and with ingenuity. A brilliant mind that is always a pleasure to work with." James R.
Joe Dager is President of Business901, a progressive company providing direction in areas
such as Lean Marketing, Product Marketing, Product Launches and Re-Launches. As a Lean
Six Sigma Black Belt and a certified coach of the Duct Tape Marketing organization,
Business901 provides and implements marketing, project and performance planning
methodologies in small businesses. The simplicity of a single flexible model will create
clarity for your staff and as a result better execution. My goal is to allow you spend your
time on the need versus the plan.
An example of how we may work: Business901 could start with a consulting style
utilizing an individual from your organization or a virtual assistance that is well versed in
our principles. We have capabilities to plug virtually any marketing function into your
process immediately. As proficiencies develop, Business901 moves into a coach’s role
supporting the process as needed. The goal of implementing a system is that the processes
will become a habit and not an event. Part of your marketing strategy is to learn and
implement these tools.
Integration of the Theory of
Constraints and Lean Six Sigma Business901 Product Marketing Lean Marketing