SlideShare a Scribd company logo
Basic Title
© 2011 QV System, Inc. All rights reserved
The Basics of Oobeya
Takashi Tanaka
Sharon Tanner
Craig Flynn
Basic Title
© 2011 QV System, Inc. All rights reserved
Oobeya Simulation
Purpose:
• To communicate the oobeya technique quickly
• To begin the “learn by doing” approach
Reminders:
• Oobeya makes knowledge-work visible, so that waste
and non-value-add activities can be removed.
• Oobeya means „big conference room‟
• Developed with Toyota in the 1990s
– First Prius and SUV
– 50% time-to-market reduction
Basic Title
© 2011 QV System, Inc. All rights reserved
Toyota Management System
TMS (Toyota Management System)
TDS (Toyota Development System)
Total TPS (Total Toyota Production System)
TMSS (Toyota Marketing & Sales System)
Design
Engineering
Production
TPS
Marketing
Concept
Marketing Design
Production
Concept
Product
Concept
TDS
TMSS
TMS
Production
Design
Sales, After sales
and CRM
Total TPS
An integrated system, covering the full product life-cycle, applied
effectively to highly technical, complex, product development
.
Basic Title
© 2011 QV System, Inc. All rights reserved
TMS Tools
TDS
Development
System
TMS
Management
System
TMSS
Marketing
& Sales
System
Total
TPS
Production
System
Oobeya
TMS … a comprehensive set of “tools”
(processes, approaches, templates, and methods
for making improvements)
…where oobeya is the “backbone”
of the TMS implementation
Basic Title
© 2011 QV System, Inc. All rights reserved
Overcoming Culture Barriers
4 4 4
Self
Sustaining
New Working
Culture
Higher Perspective
Visualization
18-months
Tools
Management
Kick
-off
Lean for Leaders
(LfL) Studio
6
Tools
•TMS
• TDS
• Total TPS
• TMSS
• New role
• Accountablity
• Working habit
• Oobeya
• Visual board
Using both Tools (Method-side) and Management (Human-side),
we can create sustained improvement.
Implemented in
phases… toward
changing the
working culture
Basic Title
© 2011 QV System, Inc. All rights reserved
Increase
Before
Early
TMS
Ideal
Improve-
ment
Daily Work
(Meeting, Decision making,
Team management, etc.)
Trouble shooting
Improvement
(Product, Process
and Personnel
development)
Daily Work
生産稼働維持
Effective and
Efficient
Decrease
Role of Managers
 Manager: Use more than 50% of time
on improvement work.
Basic Title
© 2011 QV System, Inc. All rights reserved
Issue Board: Panel
•Project Background
•Project Objective
•Technical Spec
•Project Organization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
Expected Output
Prototype
R & D
Main Board
2-issues
per week
Oobeya: Big Project Room
• Progress
check, only
Green & Red
• All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Basic Title
© 2011 QV System, Inc. All rights reserved
Issue Board: Panel
•Project Background
•Project Objective
•Technical Spec
•Project Organization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
Expected Output
Prototype
R & D
Main Board
2-issues
per week
Oobeya: Big Project Room
• Progress
check, only
Green & Red
• All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Basic Title
© 2011 QV System, Inc. All rights reserved
Issue Board: Panel
•Project Background
•Project Objective
•Technical Spec
•Project Organization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
Expected Output
Prototype
R & D
Main Board
2-issues
per week
Oobeya: Big Project Room
• Progress
check, only
Green & Red
• All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Basic Title
© 2011 QV System, Inc. All rights reserved
Issue Board: Panel
•Project Background
•Project Objective
•Technical Spec
•Project Organization
Potential Real Finish Record
Design
Engineering
Production
Marketing
Objective Metrics
Weight
Cost
Capital
Targ
et
1 2 3 - 12
Targ
et
1 2 3 - 12
Decomposition Area
Issue Board
GoodGood
Expected Output
Action Board
Projector
for Virtual
Design
Review or
meeting
Expected Output
Prototype
R & D
Main Board
2-issues
per week
Oobeya: Big Project Room
• Progress
check, only
Green & Red
• All related members,
Planning, Design,
Production and Sales
& Marketing
• Identify issues
for management
decisions
Today
New
concept
Drawing
delay
Line A
Improve
Supplier
select Supplier
select
Supplier
select
Basic Title
© 2011 QV System, Inc. All rights reserved
Oobeya Basics
Each target is fully decomposed
– Broken down into targets for each team / sub-team
– Expressed in meaningful terms for local team
Targets are adequate
60% accurate to start is OK
Improve accuracy and ensure fairness as you go
Differentiation between internal and external targets
Annual targets
• 3 – 5 clearly stated targets
• Aligned to Objectives
• Quantified, and metrics identified
• Balanced (e.g., Cost, Quality, Delivery)
Long-term Objectives
• Ideally, no more than 3
• Clearly stated and inspirational
• Set for a 5 – 10 year time range
• Covers the entire organization
Basic Title
© 2011 QV System, Inc. All rights reserved
Leader‟s Role
• Defines initial targets
• Maintains time and content discipline
• Manages issue priority
• Verifies that activities are sufficient
to accomplish the targets
• Checks member workload; balances as needed
• Ensures team participation, and develops team
skills
Basic Title
© 2011 QV System, Inc. All rights reserved
Members‟ Role
• Provide open feedback on target feasibility
• Deliver solutions; define activities and tasks
to meet targets
• Report current status to plan (“on plan” or “off plan”)
• Collaborate on problem-solving and
countermeasures
• Report accomplishments towards targets,
versus “activities completed”
• Address issues in a “kind” way
Basic Title
© 2011 QV System, Inc. All rights reserved
KIND Issues: “Decision Ready”
A kind issue is clear,
concise, and
constructive. It states
an issue and provides
analysis or a
recommendation
Name Date
Who will do
What by When Leader dispositions the issue
by adding a Post-It showing
the decision, committed action
or next step
Basic Title
© 2011 QV System, Inc. All rights reserved
Issue Board Basics
Name Potential Real Finished Record
Team members
each have a line
All issues start in
“Potential”
Move to “Real”
with enough data
to understand the
issue
Move to “Finished”
with a commitment to
task(s) to resolve the
issue (WHO will do
WHAT by WHEN)
Move to “Record” if
re-use is likely; a
permanent record
will then be created
Maximum per line:
2/week
Maximum to next level:
2/week
Basic Title
© 2011 QV System, Inc. All rights reserved
„SPEW‟ Gets Things Going
• Informal method of quickly gathering feedback
• Team responds to draft objectives / targets /plan
by adding “stickies” to wall charts…
• Concerns or questions
• Disagreements or corrections
• Additions
• Alternate scenarios
• Leader dispositions stickies, individually or in
groups, to improve the objectives / targets /plan
• Spew temporarily alleviates some of the “Kind”
issues requirements…
Basic Title
© 2011 QV System, Inc. All rights reserved
Oobeya Simulation
Let’s GO!
(Learn by Doing)
Basic Title
© 2011 QV System, Inc. All rights reserved
The PDCA of Oobeya (CAP-Do)
• My target is _________ & I am (On / Off) plan
If “off plan”
My issues are _________
My countermeasures are _________
• My key accomplishments (that you need to
know) are _________
• My “Aha! Moment” was _________, and
because of that, I now plan to _________
• (This Week / Next Week) My near-term
actions I are …
CHECK
ACT
PLAN
DO

More Related Content

What's hot

Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A Journey
Anand Subramaniam
 
Lean transformation
Lean transformationLean transformation
Lean transformation
Anand Subramaniam
 
Connecting Kata with Hoshin Kanri and True North
Connecting Kata with Hoshin Kanri and True NorthConnecting Kata with Hoshin Kanri and True North
Connecting Kata with Hoshin Kanri and True North
W3 Group Canada Inc.
 
Identifying Lean Waste
Identifying Lean WasteIdentifying Lean Waste
Identifying Lean Waste
Operational Excellence Consulting
 
PDCA Problem Solving Technique & Tools
PDCA Problem Solving Technique & ToolsPDCA Problem Solving Technique & Tools
PDCA Problem Solving Technique & Tools
Flevy.com Best Practices
 
Gemba Walk Questions
Gemba Walk QuestionsGemba Walk Questions
Gemba Walk Questions
Tom Curtis
 
Kanban
KanbanKanban
Kanban
atif22
 
Kanban Basics
Kanban BasicsKanban Basics
Kanban Basics
Pawel Brodzinski
 
Value Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive InValue Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive In
TKMG, Inc.
 
Hourly Lean Introduction
Hourly Lean IntroductionHourly Lean Introduction
Hourly Lean Introduction
Harold Philbrick
 
5s for a office area.pptx.pdf
5s for a office area.pptx.pdf5s for a office area.pptx.pdf
5s for a office area.pptx.pdf
Ashim Ghosh
 
VSM - Value Stream Mapping for made-to-order manufacturing
VSM - Value Stream Mapping for made-to-order manufacturingVSM - Value Stream Mapping for made-to-order manufacturing
VSM - Value Stream Mapping for made-to-order manufacturing
Jessica Mitchell
 
Dmaic
DmaicDmaic
Dmaic
scottri
 
OEE for Process Improvement
OEE for Process ImprovementOEE for Process Improvement
OEE for Process Improvement
Edward Brown
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
TKMG, Inc.
 
Lean Standard or Standardized Work Training Module
Lean Standard or Standardized Work Training ModuleLean Standard or Standardized Work Training Module
Lean Standard or Standardized Work Training Module
Frank-G. Adler
 
Principles of Kanban - November 2016
Principles of Kanban - November 2016Principles of Kanban - November 2016
Principles of Kanban - November 2016
W3 Group Canada Inc.
 
13 pull system
13 pull system13 pull system
13 pull system
Arif Rahman
 
UCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause AnalysisUCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause Analysis
TKMG, Inc.
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
Lean Enterprise Academy
 

What's hot (20)

Lean Transformation ~ A Journey
Lean Transformation ~ A JourneyLean Transformation ~ A Journey
Lean Transformation ~ A Journey
 
Lean transformation
Lean transformationLean transformation
Lean transformation
 
Connecting Kata with Hoshin Kanri and True North
Connecting Kata with Hoshin Kanri and True NorthConnecting Kata with Hoshin Kanri and True North
Connecting Kata with Hoshin Kanri and True North
 
Identifying Lean Waste
Identifying Lean WasteIdentifying Lean Waste
Identifying Lean Waste
 
PDCA Problem Solving Technique & Tools
PDCA Problem Solving Technique & ToolsPDCA Problem Solving Technique & Tools
PDCA Problem Solving Technique & Tools
 
Gemba Walk Questions
Gemba Walk QuestionsGemba Walk Questions
Gemba Walk Questions
 
Kanban
KanbanKanban
Kanban
 
Kanban Basics
Kanban BasicsKanban Basics
Kanban Basics
 
Value Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive InValue Stream Mapping: What to Do Before You Dive In
Value Stream Mapping: What to Do Before You Dive In
 
Hourly Lean Introduction
Hourly Lean IntroductionHourly Lean Introduction
Hourly Lean Introduction
 
5s for a office area.pptx.pdf
5s for a office area.pptx.pdf5s for a office area.pptx.pdf
5s for a office area.pptx.pdf
 
VSM - Value Stream Mapping for made-to-order manufacturing
VSM - Value Stream Mapping for made-to-order manufacturingVSM - Value Stream Mapping for made-to-order manufacturing
VSM - Value Stream Mapping for made-to-order manufacturing
 
Dmaic
DmaicDmaic
Dmaic
 
OEE for Process Improvement
OEE for Process ImprovementOEE for Process Improvement
OEE for Process Improvement
 
Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3Lean Leadership: Part 2 of 3
Lean Leadership: Part 2 of 3
 
Lean Standard or Standardized Work Training Module
Lean Standard or Standardized Work Training ModuleLean Standard or Standardized Work Training Module
Lean Standard or Standardized Work Training Module
 
Principles of Kanban - November 2016
Principles of Kanban - November 2016Principles of Kanban - November 2016
Principles of Kanban - November 2016
 
13 pull system
13 pull system13 pull system
13 pull system
 
UCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause AnalysisUCSD Class: A3 Management and Root Cause Analysis
UCSD Class: A3 Management and Root Cause Analysis
 
A3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John KiffA3 Thinking Masterclass by John Kiff
A3 Thinking Masterclass by John Kiff
 

Viewers also liked

Toyota’s Management System Tools and Behaviours
Toyota’s Management System Tools and Behaviours Toyota’s Management System Tools and Behaviours
Toyota’s Management System Tools and Behaviours
Lean Enterprise Academy
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon Tanner
Lean Enterprise Academy
 
Les obeyas chez Thales par Cécile Roche
Les obeyas chez Thales par Cécile RocheLes obeyas chez Thales par Cécile Roche
Les obeyas chez Thales par Cécile RocheInstitut Lean France
 
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
Institut Lean France
 
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
Lean Enterprise Academy
 
Seeing the Whole - Creating Lean Supply Chains
Seeing the Whole - Creating Lean Supply ChainsSeeing the Whole - Creating Lean Supply Chains
Seeing the Whole - Creating Lean Supply Chains
Lean Enterprise Academy
 
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
Institut Lean France
 
Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...
Lean Enterprise Academy
 
Obeya - Wat is het en wat kun je er mee?
Obeya - Wat is het en wat kun je er mee?Obeya - Wat is het en wat kun je er mee?
Obeya - Wat is het en wat kun je er mee?
Jostein Van Vliet
 
Building a Business Case for Lean
Building a Business Case for Lean Building a Business Case for Lean
Building a Business Case for Lean
Lean Enterprise Academy
 
Gemba Walks Helping Management to See
Gemba Walks Helping Management to SeeGemba Walks Helping Management to See
Gemba Walks Helping Management to See
Lean Enterprise Academy
 
Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking
Lean Enterprise Academy
 
Dessine moi une obeya kanban!
Dessine moi une obeya kanban!Dessine moi une obeya kanban!
Dessine moi une obeya kanban!
Laurent Morisseau
 
Lean Healthcare - Streamlining Patient Journeys
Lean Healthcare - Streamlining Patient Journeys Lean Healthcare - Streamlining Patient Journeys
Lean Healthcare - Streamlining Patient Journeys
Lean Enterprise Academy
 
Practicing Lean by Daniel T Jones - Lean Summit France
Practicing Lean by Daniel T Jones - Lean Summit FrancePracticing Lean by Daniel T Jones - Lean Summit France
Practicing Lean by Daniel T Jones - Lean Summit France
Institut Lean France
 
Lean kanban university presentatie tri ict Hartman & Stroo
Lean kanban university presentatie tri ict Hartman & StrooLean kanban university presentatie tri ict Hartman & Stroo
Lean kanban university presentatie tri ict Hartman & Stroo
ajhartman
 
The Obeya Room - Tool and Mirror for Culture Change
The Obeya Room - Tool and Mirror for Culture ChangeThe Obeya Room - Tool and Mirror for Culture Change
The Obeya Room - Tool and Mirror for Culture Change
agile42
 
Teamwork within Toyota by Michael Kazoglou
Teamwork within Toyota by Michael KazoglouTeamwork within Toyota by Michael Kazoglou
Teamwork within Toyota by Michael Kazoglou
Institut Lean France
 
L'Obeya - Agile France 2015
L'Obeya - Agile France 2015L'Obeya - Agile France 2015
L'Obeya - Agile France 2015
Operae Partners
 
Toyotas Secret The A3 Report
Toyotas Secret  The A3 ReportToyotas Secret  The A3 Report
Toyotas Secret The A3 Report
mdmorin
 

Viewers also liked (20)

Toyota’s Management System Tools and Behaviours
Toyota’s Management System Tools and Behaviours Toyota’s Management System Tools and Behaviours
Toyota’s Management System Tools and Behaviours
 
Toyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon TannerToyota Management System by Takashi Tanaka and Sharon Tanner
Toyota Management System by Takashi Tanaka and Sharon Tanner
 
Les obeyas chez Thales par Cécile Roche
Les obeyas chez Thales par Cécile RocheLes obeyas chez Thales par Cécile Roche
Les obeyas chez Thales par Cécile Roche
 
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
Obeya: an evolution by Fred Mathijssen Nike - Lean IT Summit 2014
 
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi TanakaThe Basics of Oobeya by Sharon Tanner and Takashi Tanaka
The Basics of Oobeya by Sharon Tanner and Takashi Tanaka
 
Seeing the Whole - Creating Lean Supply Chains
Seeing the Whole - Creating Lean Supply ChainsSeeing the Whole - Creating Lean Supply Chains
Seeing the Whole - Creating Lean Supply Chains
 
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
Lean cost planning by Takashi Tanaka at the Lean IT Summit 2013
 
Uk lean summit 2015 lean transformation developing the capability to improv...
Uk lean summit 2015   lean transformation developing the capability to improv...Uk lean summit 2015   lean transformation developing the capability to improv...
Uk lean summit 2015 lean transformation developing the capability to improv...
 
Obeya - Wat is het en wat kun je er mee?
Obeya - Wat is het en wat kun je er mee?Obeya - Wat is het en wat kun je er mee?
Obeya - Wat is het en wat kun je er mee?
 
Building a Business Case for Lean
Building a Business Case for Lean Building a Business Case for Lean
Building a Business Case for Lean
 
Gemba Walks Helping Management to See
Gemba Walks Helping Management to SeeGemba Walks Helping Management to See
Gemba Walks Helping Management to See
 
Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking Managing to Learn Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking
 
Dessine moi une obeya kanban!
Dessine moi une obeya kanban!Dessine moi une obeya kanban!
Dessine moi une obeya kanban!
 
Lean Healthcare - Streamlining Patient Journeys
Lean Healthcare - Streamlining Patient Journeys Lean Healthcare - Streamlining Patient Journeys
Lean Healthcare - Streamlining Patient Journeys
 
Practicing Lean by Daniel T Jones - Lean Summit France
Practicing Lean by Daniel T Jones - Lean Summit FrancePracticing Lean by Daniel T Jones - Lean Summit France
Practicing Lean by Daniel T Jones - Lean Summit France
 
Lean kanban university presentatie tri ict Hartman & Stroo
Lean kanban university presentatie tri ict Hartman & StrooLean kanban university presentatie tri ict Hartman & Stroo
Lean kanban university presentatie tri ict Hartman & Stroo
 
The Obeya Room - Tool and Mirror for Culture Change
The Obeya Room - Tool and Mirror for Culture ChangeThe Obeya Room - Tool and Mirror for Culture Change
The Obeya Room - Tool and Mirror for Culture Change
 
Teamwork within Toyota by Michael Kazoglou
Teamwork within Toyota by Michael KazoglouTeamwork within Toyota by Michael Kazoglou
Teamwork within Toyota by Michael Kazoglou
 
L'Obeya - Agile France 2015
L'Obeya - Agile France 2015L'Obeya - Agile France 2015
L'Obeya - Agile France 2015
 
Toyotas Secret The A3 Report
Toyotas Secret  The A3 ReportToyotas Secret  The A3 Report
Toyotas Secret The A3 Report
 

Similar to Leading using the Oobeya Room

Kristian Fischer - Put Test in the Driver's Seat
Kristian Fischer - Put Test in the Driver's SeatKristian Fischer - Put Test in the Driver's Seat
Kristian Fischer - Put Test in the Driver's Seat
TEST Huddle
 
Lean New Product & Process Development
Lean New Product & Process DevelopmentLean New Product & Process Development
Lean New Product & Process Development
ICEES Global Private Limited
 
Agile Metrics: It's Not All That Complicated
Agile Metrics: It's Not All That ComplicatedAgile Metrics: It's Not All That Complicated
Agile Metrics: It's Not All That Complicated
VersionOne
 
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
Tathagat Varma
 
Methodology - Agile@Scale
Methodology - Agile@ScaleMethodology - Agile@Scale
Methodology - Agile@Scale
Jean-François Nguyen
 
Transitioning to Kanban - Aug 11
Transitioning to Kanban - Aug 11Transitioning to Kanban - Aug 11
Transitioning to Kanban - Aug 11
Gil Irizarry
 
Preshanth without information
Preshanth without informationPreshanth without information
Preshanth without information
Preshanth Rajagopal
 
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Practical Enterprise Architecture in Medium-size Corporation using TOGAFPractical Enterprise Architecture in Medium-size Corporation using TOGAF
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Michael Sukachev
 
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution OptionsSolution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Alan McSweeney
 
Enterprise Architecture: Part II - Actualizing the Practice
Enterprise Architecture: Part II - Actualizing the PracticeEnterprise Architecture: Part II - Actualizing the Practice
Enterprise Architecture: Part II - Actualizing the Practice
Fru Louis
 
Principle 11 needs to go! by Ken France at #AgileIndia2019
Principle 11 needs to go! by Ken France at #AgileIndia2019Principle 11 needs to go! by Ken France at #AgileIndia2019
Principle 11 needs to go! by Ken France at #AgileIndia2019
Agile India
 
Hybrid Development Workshop Presentation (San Francisco)
Hybrid Development Workshop Presentation (San Francisco)Hybrid Development Workshop Presentation (San Francisco)
Hybrid Development Workshop Presentation (San Francisco)
Brian Dawson
 
Rajeev cv
Rajeev cvRajeev cv
Rajeev cv
RAJEEV T
 
Leveraging OEE to Minimize Downtime and Maximize Performance
Leveraging OEE to Minimize Downtime and Maximize PerformanceLeveraging OEE to Minimize Downtime and Maximize Performance
Leveraging OEE to Minimize Downtime and Maximize Performance
SafetyChain Software
 
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2 OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
vasuballa
 
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
Business of Software Conference
 
MongoDB World 2018: How an Idea Becomes a MongoDB Feature
MongoDB World 2018: How an Idea Becomes a MongoDB FeatureMongoDB World 2018: How an Idea Becomes a MongoDB Feature
MongoDB World 2018: How an Idea Becomes a MongoDB Feature
MongoDB
 
Cox Automotive: Testing Across Multiple Brands
Cox Automotive: Testing Across Multiple BrandsCox Automotive: Testing Across Multiple Brands
Cox Automotive: Testing Across Multiple Brands
Optimizely
 
OMG: Preventive Maintenance 2015
OMG: Preventive Maintenance 2015OMG: Preventive Maintenance 2015
OMG: Preventive Maintenance 2015
Origin Metrology Group, LLC
 
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference SheetBig Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
Jason Tice
 

Similar to Leading using the Oobeya Room (20)

Kristian Fischer - Put Test in the Driver's Seat
Kristian Fischer - Put Test in the Driver's SeatKristian Fischer - Put Test in the Driver's Seat
Kristian Fischer - Put Test in the Driver's Seat
 
Lean New Product & Process Development
Lean New Product & Process DevelopmentLean New Product & Process Development
Lean New Product & Process Development
 
Agile Metrics: It's Not All That Complicated
Agile Metrics: It's Not All That ComplicatedAgile Metrics: It's Not All That Complicated
Agile Metrics: It's Not All That Complicated
 
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
From Waterfall to Weekly Releases: A Case Study in using Evo and Kanban (2004...
 
Methodology - Agile@Scale
Methodology - Agile@ScaleMethodology - Agile@Scale
Methodology - Agile@Scale
 
Transitioning to Kanban - Aug 11
Transitioning to Kanban - Aug 11Transitioning to Kanban - Aug 11
Transitioning to Kanban - Aug 11
 
Preshanth without information
Preshanth without informationPreshanth without information
Preshanth without information
 
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
Practical Enterprise Architecture in Medium-size Corporation using TOGAFPractical Enterprise Architecture in Medium-size Corporation using TOGAF
Practical Enterprise Architecture in Medium-size Corporation using TOGAF
 
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution OptionsSolution Architecture – Approach to Rapidly Scoping The Initial Solution Options
Solution Architecture – Approach to Rapidly Scoping The Initial Solution Options
 
Enterprise Architecture: Part II - Actualizing the Practice
Enterprise Architecture: Part II - Actualizing the PracticeEnterprise Architecture: Part II - Actualizing the Practice
Enterprise Architecture: Part II - Actualizing the Practice
 
Principle 11 needs to go! by Ken France at #AgileIndia2019
Principle 11 needs to go! by Ken France at #AgileIndia2019Principle 11 needs to go! by Ken France at #AgileIndia2019
Principle 11 needs to go! by Ken France at #AgileIndia2019
 
Hybrid Development Workshop Presentation (San Francisco)
Hybrid Development Workshop Presentation (San Francisco)Hybrid Development Workshop Presentation (San Francisco)
Hybrid Development Workshop Presentation (San Francisco)
 
Rajeev cv
Rajeev cvRajeev cv
Rajeev cv
 
Leveraging OEE to Minimize Downtime and Maximize Performance
Leveraging OEE to Minimize Downtime and Maximize PerformanceLeveraging OEE to Minimize Downtime and Maximize Performance
Leveraging OEE to Minimize Downtime and Maximize Performance
 
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2 OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
OOW15 - Customer Success Stories: Upgrading to Oracle E-Business Suite 12.2
 
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
BoS2015 Jeff Szczepanski – COO, Stack Exchange - Stack Overflow. Scaling a Te...
 
MongoDB World 2018: How an Idea Becomes a MongoDB Feature
MongoDB World 2018: How an Idea Becomes a MongoDB FeatureMongoDB World 2018: How an Idea Becomes a MongoDB Feature
MongoDB World 2018: How an Idea Becomes a MongoDB Feature
 
Cox Automotive: Testing Across Multiple Brands
Cox Automotive: Testing Across Multiple BrandsCox Automotive: Testing Across Multiple Brands
Cox Automotive: Testing Across Multiple Brands
 
OMG: Preventive Maintenance 2015
OMG: Preventive Maintenance 2015OMG: Preventive Maintenance 2015
OMG: Preventive Maintenance 2015
 
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference SheetBig Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
Big Apple Scrum Day 2015 - Advanced Scrum Metrics Reference Sheet
 

More from Lean Enterprise Academy

What have we learnt about Lean?
What have we learnt about Lean?What have we learnt about Lean?
What have we learnt about Lean?
Lean Enterprise Academy
 
Lean green stream in surgery
Lean green stream in surgery  Lean green stream in surgery
Lean green stream in surgery
Lean Enterprise Academy
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
Lean Enterprise Academy
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streams
Lean Enterprise Academy
 
Rethinking IT service delivery
Rethinking IT service deliveryRethinking IT service delivery
Rethinking IT service delivery
Lean Enterprise Academy
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare Systems
Lean Enterprise Academy
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Lean Enterprise Academy
 
Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art Byrne
Lean Enterprise Academy
 
Introduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David BruntIntroduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David Brunt
Lean Enterprise Academy
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
Lean Enterprise Academy
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim Morgan
Lean Enterprise Academy
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Lean Enterprise Academy
 
Policy Deployment
Policy DeploymentPolicy Deployment
Policy Deployment
Lean Enterprise Academy
 
Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN Research
Lean Enterprise Academy
 
Why Responsiveness Matters
Why Responsiveness Matters   Why Responsiveness Matters
Why Responsiveness Matters
Lean Enterprise Academy
 
The Beginners Guide to Lean
The Beginners Guide to LeanThe Beginners Guide to Lean
The Beginners Guide to Lean
Lean Enterprise Academy
 
The Lean Strategic Challenge
The Lean Strategic Challenge  The Lean Strategic Challenge
The Lean Strategic Challenge
Lean Enterprise Academy
 
Building a Lean Management System
Building a Lean Management System Building a Lean Management System
Building a Lean Management System
Lean Enterprise Academy
 
Lean Thinking Past and Future
Lean Thinking Past and FutureLean Thinking Past and Future
Lean Thinking Past and Future
Lean Enterprise Academy
 
Creating Lean Solutions
Creating Lean SolutionsCreating Lean Solutions
Creating Lean Solutions
Lean Enterprise Academy
 

More from Lean Enterprise Academy (20)

What have we learnt about Lean?
What have we learnt about Lean?What have we learnt about Lean?
What have we learnt about Lean?
 
Lean green stream in surgery
Lean green stream in surgery  Lean green stream in surgery
Lean green stream in surgery
 
Building a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T JonesBuilding a Lean Management System by Daniel T Jones
Building a Lean Management System by Daniel T Jones
 
How to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streamsHow to develop managers able to lean and sustain end to-end value streams
How to develop managers able to lean and sustain end to-end value streams
 
Rethinking IT service delivery
Rethinking IT service deliveryRethinking IT service delivery
Rethinking IT service delivery
 
Lean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare SystemsLean Lessons from Three Healthcare Systems
Lean Lessons from Three Healthcare Systems
 
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul JarvisDelivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
Delivering Results in Healthcare by Marc Baker, Ian Taylor and Dr Paul Jarvis
 
Leading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art ByrneLeading a Lean Turnaround Workshop by Art Byrne
Leading a Lean Turnaround Workshop by Art Byrne
 
Introduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David BruntIntroduction to Lean leadership Masterclass by David Brunt
Introduction to Lean leadership Masterclass by David Brunt
 
Implementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art ByrneImplementing the Lean Turnaround Masterclass by Art Byrne
Implementing the Lean Turnaround Masterclass by Art Byrne
 
Lean in new Product Development by Jim Morgan
Lean in new Product Development by Jim MorganLean in new Product Development by Jim Morgan
Lean in new Product Development by Jim Morgan
 
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter TreadwellLeadership Lessons from Sports Coaching by Dr Peter Treadwell
Leadership Lessons from Sports Coaching by Dr Peter Treadwell
 
Policy Deployment
Policy DeploymentPolicy Deployment
Policy Deployment
 
Lean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN ResearchLean Leadership for Executives: Initial findings from LGN Research
Lean Leadership for Executives: Initial findings from LGN Research
 
Why Responsiveness Matters
Why Responsiveness Matters   Why Responsiveness Matters
Why Responsiveness Matters
 
The Beginners Guide to Lean
The Beginners Guide to LeanThe Beginners Guide to Lean
The Beginners Guide to Lean
 
The Lean Strategic Challenge
The Lean Strategic Challenge  The Lean Strategic Challenge
The Lean Strategic Challenge
 
Building a Lean Management System
Building a Lean Management System Building a Lean Management System
Building a Lean Management System
 
Lean Thinking Past and Future
Lean Thinking Past and FutureLean Thinking Past and Future
Lean Thinking Past and Future
 
Creating Lean Solutions
Creating Lean SolutionsCreating Lean Solutions
Creating Lean Solutions
 

Recently uploaded

Standardized tool for Intelligence test.
Standardized tool for Intelligence test.Standardized tool for Intelligence test.
Standardized tool for Intelligence test.
deepaannamalai16
 
Wound healing PPT
Wound healing PPTWound healing PPT
Wound healing PPT
Jyoti Chand
 
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptxBIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
RidwanHassanYusuf
 
MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025
khuleseema60
 
How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17
Celine George
 
CIS 4200-02 Group 1 Final Project Report (1).pdf
CIS 4200-02 Group 1 Final Project Report (1).pdfCIS 4200-02 Group 1 Final Project Report (1).pdf
CIS 4200-02 Group 1 Final Project Report (1).pdf
blueshagoo1
 
Pharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brubPharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brub
danielkiash986
 
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
indexPub
 
How to Manage Reception Report in Odoo 17
How to Manage Reception Report in Odoo 17How to Manage Reception Report in Odoo 17
How to Manage Reception Report in Odoo 17
Celine George
 
Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10
nitinpv4ai
 
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
220711130083 SUBHASHREE RAKSHIT  Internet resources for social science220711130083 SUBHASHREE RAKSHIT  Internet resources for social science
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
Kalna College
 
220711130088 Sumi Basak Virtual University EPC 3.pptx
220711130088 Sumi Basak Virtual University EPC 3.pptx220711130088 Sumi Basak Virtual University EPC 3.pptx
220711130088 Sumi Basak Virtual University EPC 3.pptx
Kalna College
 
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
PsychoTech Services
 
The basics of sentences session 7pptx.pptx
The basics of sentences session 7pptx.pptxThe basics of sentences session 7pptx.pptx
The basics of sentences session 7pptx.pptx
heathfieldcps1
 
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGHKHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
shreyassri1208
 
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
Nguyen Thanh Tu Collection
 
Simple-Present-Tense xxxxxxxxxxxxxxxxxxx
Simple-Present-Tense xxxxxxxxxxxxxxxxxxxSimple-Present-Tense xxxxxxxxxxxxxxxxxxx
Simple-Present-Tense xxxxxxxxxxxxxxxxxxx
RandolphRadicy
 
78 Microsoft-Publisher - Sirin Sultana Bora.pptx
78 Microsoft-Publisher - Sirin Sultana Bora.pptx78 Microsoft-Publisher - Sirin Sultana Bora.pptx
78 Microsoft-Publisher - Sirin Sultana Bora.pptx
Kalna College
 
Skimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S EliotSkimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S Eliot
nitinpv4ai
 
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
ImMuslim
 

Recently uploaded (20)

Standardized tool for Intelligence test.
Standardized tool for Intelligence test.Standardized tool for Intelligence test.
Standardized tool for Intelligence test.
 
Wound healing PPT
Wound healing PPTWound healing PPT
Wound healing PPT
 
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptxBIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
 
MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025MDP on air pollution of class 8 year 2024-2025
MDP on air pollution of class 8 year 2024-2025
 
How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17How to Download & Install Module From the Odoo App Store in Odoo 17
How to Download & Install Module From the Odoo App Store in Odoo 17
 
CIS 4200-02 Group 1 Final Project Report (1).pdf
CIS 4200-02 Group 1 Final Project Report (1).pdfCIS 4200-02 Group 1 Final Project Report (1).pdf
CIS 4200-02 Group 1 Final Project Report (1).pdf
 
Pharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brubPharmaceutics Pharmaceuticals best of brub
Pharmaceutics Pharmaceuticals best of brub
 
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...
 
How to Manage Reception Report in Odoo 17
How to Manage Reception Report in Odoo 17How to Manage Reception Report in Odoo 17
How to Manage Reception Report in Odoo 17
 
Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10Haunted Houses by H W Longfellow for class 10
Haunted Houses by H W Longfellow for class 10
 
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
220711130083 SUBHASHREE RAKSHIT  Internet resources for social science220711130083 SUBHASHREE RAKSHIT  Internet resources for social science
220711130083 SUBHASHREE RAKSHIT Internet resources for social science
 
220711130088 Sumi Basak Virtual University EPC 3.pptx
220711130088 Sumi Basak Virtual University EPC 3.pptx220711130088 Sumi Basak Virtual University EPC 3.pptx
220711130088 Sumi Basak Virtual University EPC 3.pptx
 
Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...Gender and Mental Health - Counselling and Family Therapy Applications and In...
Gender and Mental Health - Counselling and Family Therapy Applications and In...
 
The basics of sentences session 7pptx.pptx
The basics of sentences session 7pptx.pptxThe basics of sentences session 7pptx.pptx
The basics of sentences session 7pptx.pptx
 
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGHKHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
KHUSWANT SINGH.pptx ALL YOU NEED TO KNOW ABOUT KHUSHWANT SINGH
 
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
BÀI TẬP BỔ TRỢ TIẾNG ANH LỚP 8 - CẢ NĂM - FRIENDS PLUS - NĂM HỌC 2023-2024 (B...
 
Simple-Present-Tense xxxxxxxxxxxxxxxxxxx
Simple-Present-Tense xxxxxxxxxxxxxxxxxxxSimple-Present-Tense xxxxxxxxxxxxxxxxxxx
Simple-Present-Tense xxxxxxxxxxxxxxxxxxx
 
78 Microsoft-Publisher - Sirin Sultana Bora.pptx
78 Microsoft-Publisher - Sirin Sultana Bora.pptx78 Microsoft-Publisher - Sirin Sultana Bora.pptx
78 Microsoft-Publisher - Sirin Sultana Bora.pptx
 
Skimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S EliotSkimbleshanks-The-Railway-Cat by T S Eliot
Skimbleshanks-The-Railway-Cat by T S Eliot
 
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
Geography as a Discipline Chapter 1 __ Class 11 Geography NCERT _ Class Notes...
 

Leading using the Oobeya Room

  • 1. Basic Title © 2011 QV System, Inc. All rights reserved The Basics of Oobeya Takashi Tanaka Sharon Tanner Craig Flynn
  • 2. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Simulation Purpose: • To communicate the oobeya technique quickly • To begin the “learn by doing” approach Reminders: • Oobeya makes knowledge-work visible, so that waste and non-value-add activities can be removed. • Oobeya means „big conference room‟ • Developed with Toyota in the 1990s – First Prius and SUV – 50% time-to-market reduction
  • 3. Basic Title © 2011 QV System, Inc. All rights reserved Toyota Management System TMS (Toyota Management System) TDS (Toyota Development System) Total TPS (Total Toyota Production System) TMSS (Toyota Marketing & Sales System) Design Engineering Production TPS Marketing Concept Marketing Design Production Concept Product Concept TDS TMSS TMS Production Design Sales, After sales and CRM Total TPS An integrated system, covering the full product life-cycle, applied effectively to highly technical, complex, product development .
  • 4. Basic Title © 2011 QV System, Inc. All rights reserved TMS Tools TDS Development System TMS Management System TMSS Marketing & Sales System Total TPS Production System Oobeya TMS … a comprehensive set of “tools” (processes, approaches, templates, and methods for making improvements) …where oobeya is the “backbone” of the TMS implementation
  • 5. Basic Title © 2011 QV System, Inc. All rights reserved Overcoming Culture Barriers 4 4 4 Self Sustaining New Working Culture Higher Perspective Visualization 18-months Tools Management Kick -off Lean for Leaders (LfL) Studio 6 Tools •TMS • TDS • Total TPS • TMSS • New role • Accountablity • Working habit • Oobeya • Visual board Using both Tools (Method-side) and Management (Human-side), we can create sustained improvement. Implemented in phases… toward changing the working culture
  • 6. Basic Title © 2011 QV System, Inc. All rights reserved Increase Before Early TMS Ideal Improve- ment Daily Work (Meeting, Decision making, Team management, etc.) Trouble shooting Improvement (Product, Process and Personnel development) Daily Work 生産稼働維持 Effective and Efficient Decrease Role of Managers  Manager: Use more than 50% of time on improvement work.
  • 7. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • Progress check, only Green & Red • All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select
  • 8. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • Progress check, only Green & Red • All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select
  • 9. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • Progress check, only Green & Red • All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select
  • 10. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board: Panel •Project Background •Project Objective •Technical Spec •Project Organization Potential Real Finish Record Design Engineering Production Marketing Objective Metrics Weight Cost Capital Targ et 1 2 3 - 12 Targ et 1 2 3 - 12 Decomposition Area Issue Board GoodGood Expected Output Action Board Projector for Virtual Design Review or meeting Expected Output Prototype R & D Main Board 2-issues per week Oobeya: Big Project Room • Progress check, only Green & Red • All related members, Planning, Design, Production and Sales & Marketing • Identify issues for management decisions Today New concept Drawing delay Line A Improve Supplier select Supplier select Supplier select
  • 11. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Basics Each target is fully decomposed – Broken down into targets for each team / sub-team – Expressed in meaningful terms for local team Targets are adequate 60% accurate to start is OK Improve accuracy and ensure fairness as you go Differentiation between internal and external targets Annual targets • 3 – 5 clearly stated targets • Aligned to Objectives • Quantified, and metrics identified • Balanced (e.g., Cost, Quality, Delivery) Long-term Objectives • Ideally, no more than 3 • Clearly stated and inspirational • Set for a 5 – 10 year time range • Covers the entire organization
  • 12. Basic Title © 2011 QV System, Inc. All rights reserved Leader‟s Role • Defines initial targets • Maintains time and content discipline • Manages issue priority • Verifies that activities are sufficient to accomplish the targets • Checks member workload; balances as needed • Ensures team participation, and develops team skills
  • 13. Basic Title © 2011 QV System, Inc. All rights reserved Members‟ Role • Provide open feedback on target feasibility • Deliver solutions; define activities and tasks to meet targets • Report current status to plan (“on plan” or “off plan”) • Collaborate on problem-solving and countermeasures • Report accomplishments towards targets, versus “activities completed” • Address issues in a “kind” way
  • 14. Basic Title © 2011 QV System, Inc. All rights reserved KIND Issues: “Decision Ready” A kind issue is clear, concise, and constructive. It states an issue and provides analysis or a recommendation Name Date Who will do What by When Leader dispositions the issue by adding a Post-It showing the decision, committed action or next step
  • 15. Basic Title © 2011 QV System, Inc. All rights reserved Issue Board Basics Name Potential Real Finished Record Team members each have a line All issues start in “Potential” Move to “Real” with enough data to understand the issue Move to “Finished” with a commitment to task(s) to resolve the issue (WHO will do WHAT by WHEN) Move to “Record” if re-use is likely; a permanent record will then be created Maximum per line: 2/week Maximum to next level: 2/week
  • 16. Basic Title © 2011 QV System, Inc. All rights reserved „SPEW‟ Gets Things Going • Informal method of quickly gathering feedback • Team responds to draft objectives / targets /plan by adding “stickies” to wall charts… • Concerns or questions • Disagreements or corrections • Additions • Alternate scenarios • Leader dispositions stickies, individually or in groups, to improve the objectives / targets /plan • Spew temporarily alleviates some of the “Kind” issues requirements…
  • 17. Basic Title © 2011 QV System, Inc. All rights reserved Oobeya Simulation Let’s GO! (Learn by Doing)
  • 18. Basic Title © 2011 QV System, Inc. All rights reserved The PDCA of Oobeya (CAP-Do) • My target is _________ & I am (On / Off) plan If “off plan” My issues are _________ My countermeasures are _________ • My key accomplishments (that you need to know) are _________ • My “Aha! Moment” was _________, and because of that, I now plan to _________ • (This Week / Next Week) My near-term actions I are … CHECK ACT PLAN DO