The document outlines a TPS knowledge and skills development program for an organization. It describes developing a training program based on TPS principles to standardize training and focus on knowledge and skills. It details the program development, including a training matrix that defines required knowledge levels by role. It discusses implementing a pilot program focusing on 5S and problem solving. The program aims to transform leadership behavior by having leaders teach TPS concepts to cascade knowledge through the organization.
PMI-ACP Domain 1 Agile Principles and MindsetJoshua Render
Free training for the PMI-ACP Certification exam -
Learn and understand some basic agile concepts.
View training video here: https://agile-mercurial.com/video-library/pmi-acp-domain-1-agile-principles-and-mindset-training-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Lean Change Approach to Disciplined Agile TransformationJoshua Barnes
During a recent “Ask Me Anything DA” Webinar an experienced agile coach asked a great question that we often hear.
As an Agile Coach, I have been working with a few teams within my organization using the DA toolkit. We've seen some great success with adoption and now our enterprise PMO (legacy heavy waterfall) is interested in learning more about how we can use DA throughout the PMO.; Where is a good place to start outside of starting with education on DA?”
What we have found over and over, when the discussion with Enterprise PMOs reaches the point of interest it is important to prepare and have ideas/plans/strategies to open the discussions with and lead the PMO into increasingly more meaningful collaboration.
When asked “How will we increase coverage/adoption of DA throughout the PMO?,” be prepared to explain a high-level approach to a transformation. This presentation details the Process Mentors Lean Change Approach to Disciplined Agile. Our approach is an evolution of aspects that Mark Lines and Scott Ambler created and wrote in the book An Executive’s Guide to Disciplined Agile. One aspect of the evolved approach that has resonated well with PMOs is our just-in-time training. The PMI Disciplined Agile training is focused on setting a great foundation and how to choose your WoW (way of working) as a team. What we’re focused on is creating a path for how teams new to this WoW will put into action the practices they select, what I call the “Doing Your WoW.”
PMI-ACP Domain 1 Agile Principles and MindsetJoshua Render
Free training for the PMI-ACP Certification exam -
Learn and understand some basic agile concepts.
View training video here: https://agile-mercurial.com/video-library/pmi-acp-domain-1-agile-principles-and-mindset-training-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Using Agile to Teach Agile Open Space Scrum Gathering Orlando 2016Fabian Schwartz, MBA
This presentation is the result of an Open Space discussion at the Scrum Gathering Orlando 2016. Topic using agile to teach agile, using a scrum master course as an example.
Lean Change Approach to Disciplined Agile TransformationJoshua Barnes
During a recent “Ask Me Anything DA” Webinar an experienced agile coach asked a great question that we often hear.
As an Agile Coach, I have been working with a few teams within my organization using the DA toolkit. We've seen some great success with adoption and now our enterprise PMO (legacy heavy waterfall) is interested in learning more about how we can use DA throughout the PMO.; Where is a good place to start outside of starting with education on DA?”
What we have found over and over, when the discussion with Enterprise PMOs reaches the point of interest it is important to prepare and have ideas/plans/strategies to open the discussions with and lead the PMO into increasingly more meaningful collaboration.
When asked “How will we increase coverage/adoption of DA throughout the PMO?,” be prepared to explain a high-level approach to a transformation. This presentation details the Process Mentors Lean Change Approach to Disciplined Agile. Our approach is an evolution of aspects that Mark Lines and Scott Ambler created and wrote in the book An Executive’s Guide to Disciplined Agile. One aspect of the evolved approach that has resonated well with PMOs is our just-in-time training. The PMI Disciplined Agile training is focused on setting a great foundation and how to choose your WoW (way of working) as a team. What we’re focused on is creating a path for how teams new to this WoW will put into action the practices they select, what I call the “Doing Your WoW.”
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Macrosolutions Training: Project Management for ExecutivesMacrosolutions SA
Understand why project management is now one of the main competitive advantages of the organizations. The aspects related to the projects’ sponsorship, the teams’ training and the Project Management Offices’ concept will be discussed.
Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Confluence for the Evolving Project Management Office (PMO)Atlassian
This presentation tells the story of a Confluence makeover that involved taking a failing, misused wiki and transforming it to support the needs of an evolving Project Management Office (PMO). From this case study, themes emerged that illuminate the practices which turn a wiki from the wrong side of the tracks to an indispensable resource for the PMO. I align features (and plug-ins) in Confluence with the practices I learned that will make projects run smoothly. I describe how Confluence can be used to enhance the mission of the Project Management Office (PMO). I identify different PMO value models and outline the major functions in relation to how they can be facilitated by Confluence. I compare varying approaches to the use of Confluence from small to large knowledge management needs. I describe how transparency can be achieved in project governance with the use of Confluence. I offer some insight into project auditing and business alignment using Confluence. I also describe how confluence can be used to strengthen operational resiliency. Through my description of this authentic case study, I lay-out best practices to using features in Confluence to support the functions of a Project Management Office.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Easy 1-2-3 like Steps for PMI ACP Application Submission for ExamGlobalSkillup
Simple easy to do PMI-ACP Exam Application Submission. Detailed screenshots with easy to understand writeup towards filling up Agile Certified Practitioner Exam offered by PMI(Project Management Institute).
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
An explanation of Agile and how it relates to frameworks like Scrum.
What is Agile: https://agile-mercurial.com/2019/01/28/what-is-agile-1-minute-explanation-video/
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
Macrosolutions Training: Project Management for ExecutivesMacrosolutions SA
Understand why project management is now one of the main competitive advantages of the organizations. The aspects related to the projects’ sponsorship, the teams’ training and the Project Management Offices’ concept will be discussed.
Presentation of Pedro Castro Henriques, CEO of Strongstep about the possibility of using both CMMI and Kanban.
- Organization
- Context
- Critical success factors
- Problems / Issues
- Solutions (improvements made)
- Lessons learned
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
Confluence for the Evolving Project Management Office (PMO)Atlassian
This presentation tells the story of a Confluence makeover that involved taking a failing, misused wiki and transforming it to support the needs of an evolving Project Management Office (PMO). From this case study, themes emerged that illuminate the practices which turn a wiki from the wrong side of the tracks to an indispensable resource for the PMO. I align features (and plug-ins) in Confluence with the practices I learned that will make projects run smoothly. I describe how Confluence can be used to enhance the mission of the Project Management Office (PMO). I identify different PMO value models and outline the major functions in relation to how they can be facilitated by Confluence. I compare varying approaches to the use of Confluence from small to large knowledge management needs. I describe how transparency can be achieved in project governance with the use of Confluence. I offer some insight into project auditing and business alignment using Confluence. I also describe how confluence can be used to strengthen operational resiliency. Through my description of this authentic case study, I lay-out best practices to using features in Confluence to support the functions of a Project Management Office.
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Easy 1-2-3 like Steps for PMI ACP Application Submission for ExamGlobalSkillup
Simple easy to do PMI-ACP Exam Application Submission. Detailed screenshots with easy to understand writeup towards filling up Agile Certified Practitioner Exam offered by PMI(Project Management Institute).
في هذه المحاضرة تحدثت عن التغيير المتوقع حدوثه في النسخة الجديدة للدليل المعرفي لإدارة المشاريع
PMBOK 7th Edition
حيث أعطيت نبذة مختصرة عن النسخ السابقة للدليل المعرفي لإدارة المشاريع ثم تحدثت عن سبب التغيير للنسخة الجديدة وما هي أسباب هذا التغيير.
بعدها تطرقت للتغيير الذي تم من الدليل المعرفي لإدارة المشاريع النسخة السادسة إلى الدليل المعرفي لإدارة المشاريع النسخة السابعة المتوقع صدورها في الربع الرابع من العام 2020
وضحت بالتفصيل التغيير الذي تم على
Standard of the Project Management
وأيضا التغيير الذي تم على
Guide of the Project Management Body of Knowledge
حيث يعتبر هذا التغيير تاريخي بتحول الدليل المعرفي لإدارة المشاريع النسخة السابعة معتمدا على
Principled Based
بديلا عن
Processed Based
مما استدعى ابعاد
Process Groups, Knowledge areas and ITTO
بالكامل في الدليل المعرفي لإدارة المشاريع النسخة السابعة وذلك لكي يكون مناسبا للاستفادة من كل العاملين في إدارة المشاريع بغض النظر عن الطريقة التي سيديرون بها مشاريعهم سواء كانت
Waterfall or Agile or Design Thinking or Lean Startup or Kanban or Hybrid or any approaches
وأيضا تحدثت عن المنصة الرقمية الجديدة التي سيتم نقل كل ما يسهل الممارسة العملية في إدارة المشاريع وربطها بكل ما صدر من معهد إدارة المشاريع
PMI Digital Content Platform: Standards Plus™
يمكنك الاطلاع على المحاضرة على قناتي على اليوتيوب على هذا الرابط:
https://youtu.be/DGaaLKBJMAA
This presentation was prepared for the students of Bainbridge Graduate Institute as part of their Sustainable Operations Course. It addresses Toyota's organizational structure and its role in team member development and continuous improvement.
Leverage SAP Activate Methodology to implement S/4HANA for maximized benefits. Best deployment and configuration practices revealed. Read our PPT for in-depth knowledge.
Agile Transformation is a Journey, a continuous Learning Process. As part of Transformation capability Improvement, Cultural change should happen naturally by the change in habit and behavior of the people and help customer achieve their Business Goals.
Contact 98408 60639 for Agile Mentorship and Career guidance with SAFe RTE and other SAFe guidance. SAFe RTe, SAFe POPM, SAFe SA, SAFe SSM. To contact directly contact in WhatsApp /click from mobile https://wa.me/+919840860639
Best Crypto Marketing Ideas to Lead Your Project to SuccessIntelisync
In this comprehensive slideshow presentation, we delve into the intricacies of crypto marketing, offering invaluable insights and strategies to propel your project to success in the dynamic cryptocurrency landscape. From understanding market trends to building a robust brand identity, engaging with influencers, and analyzing performance metrics, we cover all aspects essential for effective marketing in the crypto space.
Also Intelisync, our cutting-edge service designed to streamline and optimize your marketing efforts, leveraging data-driven insights and innovative strategies to drive growth and visibility for your project.
With a data-driven approach, transparent communication, and a commitment to excellence, InteliSync is your trusted partner for driving meaningful impact in the fast-paced world of Web3. Contact us today to learn more and embark on a journey to crypto marketing mastery!
Ready to elevate your Web3 project to new heights? Contact InteliSync now and unleash the full potential of your crypto venture!
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
What You're Going to Learn
- How These 4 Leaks Force You To Work Longer And Harder in order to grow your income… improve just one of these and the impact could be life changing.
- How to SHUT DOWN the revolving door of Income Stagnation… you know, where new sales come into your magazine while at the same time existing sponsors exit.
- How to transform your magazine business by fixing the 4 “DON’Ts”...
#1 LEADS Don’t Book
#2 PROSPECTS Don’t Show
#3 PROSPECTS Don’t Buy
#4 CLIENTS Don’t Stay
- How to identify which leak to fix first so you get the biggest bang for your income.
- Get actionable strategies you can use right away to improve your bookings, sales and retention.
1. PROPOSITO
• Proveer un overview del TPS y su programa de desarrollo de
conocimientos y Habilidades
• Proveer un overview de la aplicacion de este programa dentro de la
organizacion
2. Agenda
• Programa de de Desarrollo de Habilidades y Conocimientos del TPS
– Background
– Desarrollo y descripcion
– Pilot application
• Futura Aplicacion dentro de la organizacion
3. Background
• Significant management turnover in truck body weld
– Manager & 2 Assistant Managers
• New manager requested training program
– TPS based
– Standardized
– Focus on knowledge & skills
• Development group
– Body weld project team
– Training & development
– GM TLO
4. Program Development & Description
• Development program assumptions:
– Leaders must be able to teach TPS principles
– Everyone has a role within TPS
– Leadership behavior must be consistent with TPS principles
• Description:
– TPS Fundamentals -- from TPS House
– TPS Leadership Skills -- Managerial skills & behavior to enable TPS
environment
5. Team
Member
Team
Leader
Group
Leader
Assistant
Manager Manager
5-S
Fundamental principle for workplace
organization & waste elimination
Apply Apply Teach Teach Teach
Standardized Work Standardize operations to allow Kaizen
Apply Teach Teach Teach Teach
Total Productive
Maintenance (TPM) Owner/Operator machine concept
Apply Apply Teach Teach Teach
Visual Control
Factory conditions should be visually apparent
(through Andon, count boards, etc)
Apply Apply Apply Teach Teach
Jidoka
Provide quality in station; ensure no
bad parts sent to next operation
Apply Apply Apply Apply Teach
Just In Time (JIT)
Produce required parts at required time
(implement through Kanban, Andon call. etc.)
Apply Apply Apply Apply Teach
Kaizen/Continuous
Improvement
Formulate and implement plans to make
continuous improvements
Apply Apply Apply Teach Teach
Team
Member
Team
Leader
Group
Leader
Assistant
Manager Manager
Practical
Problem Solving
Organized, disciplined process to identify,
analyze, and solve problems
Apply Apply Teach Teach Teach
Recognition Systems Effective tools for recognizing employees
N/A Apply Apply Apply Teach
Standardized Work
for Leadership Leadership behavior/roles & responsibilities
Apply Teach Teach Teach Teach
P-D-C-A P-D-C-A cycle for daily management
N/A N/A Apply Apply Teach
People Involvement/
Team Development
Effectively involving people and teams for Kaizen
(PSCs, Kaizen Event teams, etc.)
Apply Teach Teach Teach Teach
Hoshin Kanri/Policy
Deployment
Introduction to policy deployment; role
in supporting change in organization
N/A Apply Apply Apply Apply
Material & Information
Flow Mapping
Technique to grasp the situation & identify
opportunities for lead time reduction
N/A N/A N/A N/A Apply
T
P
S
F
u
n
d
a
m
e
n
t
a
l
s
Training/Development Matrix
Summary For All Organizational Levels
Topic Topic Description
Required Level Of Knowledge & Understanding (By Level)
Required Level Of Knowledge & Understanding (By Level)
Topic Topic Description
Required Level Of Knowledge & Understanding (By Level)
T
P
S
L
e
a
d
e
r
s
h
i
p
6. Roles & Responsibilities -- TPS Fundamentals
Team Member Team Leader Group Leader Assistant Manager
5-S
- Workshop participation
- Maintain system (TPM)
- Participate in Kaizen
- Workshop participation
- Maintain system (TPM)
- Participate in Kaizen
- Workshop leadership
- Teach workshop (if needed)
- Inspect
- Identify Kaizen opportunities
and participate
- Workshop leadership
- Teach workshop (if needed)
- Inspect
- Identify Kaizen opportunities
and participate
Standardized Work
- Practice standardized work
- Participate in Kaizen
- Practice standardized work
- Teach standardized work
- Participate in Kaizen
- Instruct team members on proper
standardized work
- Teach (if necessary)
- Inspect
- Develop and follow std work for
G/L roles
- Identify Kaizen opportunities
and participate
- Teach (if necessary)
- Inspect
- Develop and follow std work for
A/M roles
- Identify Kaizen opportunities
and participate
Total Productive
Maintenance (TPM)
- Follow standardized work
- Follow standardized work
- Instruct team members on TPM
- Teach TPM
- Inspect
- Identify Kaizen opportunities
and participate
- Teach TPM
- Inspect
- Identify Kaizen opportunities
and participate
Visual Control
- Follow standardized work
- Respond appropriately to visual
controls
- Respond appropriately to visual
controls
- Maintain visual controls
- Participate in Kaizen
- Respond appropriately to visual
controls
- Inspect
- Participate in Kaizen
- Teach visual control concepts
- Respond appropriately to
visual controls
- Inspect
- Identify Kaizen opportunities
and participate
Jidoka/
Quality Concepts
- Do not pass defective parts
to next station
- Participate in Kaizen
- Teach quality in station
- Participate in Kaizen
- Teach quality in station
- Inspect
- Identify Kaizen opportunities and
participate
- Teach quality in station
- Inspect
- Identify Kaizen opportunities and
participate
Just In Time (JIT)
- Follow standardized work
- Do not accumulate excess
in process stock
- Participate in Kaizen
- Inspect
- Pariticipate in Kaizen
- Inspect
- Pariticipate in Kaizen
- Inspect
- Pariticipate in Kaizen
Kaizen/Continuous
Improvement
- Identify Kaizen opportunities
and participate
- Identify Kaizen opportunities
and participate
- Identify Kaizen opportunities
and participate
- Teach
- Establish the environment for Kaizen
- Identify Kaizen opportunities
and participate
Topic
Primary Roles & Responsibilities
T
P
S
F
u
n
d
a
m
e
n
t
a
l
s
7. Roles & Responsibilities -- TPS Leadership
Team Member TeamLeader Group Leader Assistant Manager
Practical
Problem Solving
- Participate in problem solving
activities
- Participate in problem solving
activities
- Use practical problem solving process
- Teach practical problem solving
- Inspect
- Use practical problem solving process
- Teach practical problem solving
- Inspect
- Establish environment for
Recognition Systems N/A N/A
- Use effective recognition in
daily management
- Use effective recognition in
daily management
Daily Management N/A - Standardized roles & responsibilities - Standardized roles & responsibilities - Standardized roles & responsibilities
People Involvement/
Team Development
- Participate in team activites
- Participate in problem solving
. Suggestions
. PSCs
. Kaizen events
- Weekly team meetings
- Support group meetings
- Teach team development skills
- Participate in team activities
- Participate in problem solving
activities
- Monthly group meetings
- Inspect weekly team meetings
- Teach team development skills
- Develop team environment
- Participate in team activities
- Teach team development skills
- Monthly group meetings
- Inspect monthly group meetings
- Develop team environment
PDCA/Hoshin Kanri N/A
- Support G/L in developing
monthly G&O
- Complete monthly G&O report
- Review G/L monthly G&O
- Complete monthly G&O
Material & Information
Flow Mapping
N/A N/A N/A
- Support Manager in developing and
applying material & information flow
maps
T
P
S
L
e
a
d
e
r
s
h
i
p
Topic
Primary Roles & Responsibilities
8. Implementation Plan - Pilot Project
• Fase 1 – Aplicacion Piloto en un area especifica
• Fase 2 -- Roll-out dentro de la Organizacion
9. Pilot Program -- Priorities
Fundamentos del TPS
• 5-S
– Eliminar Desperdicios
– Motive e Involucre a los Trabajadores
10. Pilot Program -- Priorities
Liderazgo en el TPS
• Solucion Practica de Problemas
– Engage employees
– Fix “hardy perennials”
• Sistema de Reconocimiento
– Engagement & morale
• Trabajo Estandarizado para Gerentes
– New management team -- needs structure in order to stabilize
• Hoshin Kanri/P-D-C-A
– Foco en las Metas y Objetivos
11. Program Timing
TPS Fundamento
5-S -- Wall-to-Wall
Jun Jul Ago Sept Oct Nov Dic
TPS Liderazgo
Solucion Practica de Problemas
Jun Jul Ago Sept Oct Nov Dic
May
May
Trabajo Estandarizado
TPM
Sistema de Reconocimiento
Hoshin Kanri - PDCA
Trabajo Estandarizado para el Liderazgo
- Gerentes - Asistentes
- Supervisores
TBD
TBD
12. Introductory 5-S
presentation
Participation:
Managers, A/Ms, G/Ls
Ejemplo de Entrenamiento/Plan de Desarrollo
Proceso de 5-S
5-S workshop (1)
Participation:
- TLO leads & teaches
- Managers participate
- T/Ms participate
Propuesta: Use Talleres de 5-S para cascadear el conocimiento a traves
de la Organizacion
5-S workshops (2)
Participation:
- TLO leads
- Managers co-teach
- A/Ms participate
- T/Ms participate
5-S workshops (4)
Participation:
- Managers lead
- A/Ms co-teach
- G/Ls participate
- T/Ms participate
Increasing Organization Knowledge
Future
Workshops
Led/Taught
By Managers
Or A/Ms
Manager,
A/M, G/L Hear
Managers
See
Managers Do
A/Ms See
A/Ms Do
G/Ls See
13. Roles & Responsibilities
• Body weld project team
– Coordinate development
– Provide training
– Implement pilot program
• GM TLO
– Subject matter experts
– Training material (“plug-in” modules)
• Training & development
– Coordinate roll-out & development throughout NUMMI
14. Status & Next Steps
• Phase 1 pilot in progress
– Target A/M completion by end of 1999
– Lots of support from GMPSI!
• Developing training modules
– HK/PDCA
– Standardized work for leadership
• Project team to continue work
– Rob Bucchi -- Manager
– Greg Young -- Executive-In-Residence
– Peter Karausch -- Executive-In-Residence
15. Challenges
• NUMMI resource commitment
– Difficult to free up T/Ms to participate
• Leadership commitment to teach
– Eager to participate
– “Push back” when asked to teach
16. Agenda
• TPS Knowledge & Skills development program
– Background
– Development and description
– Pilot application
• Future Application within Delphi Steering
17. Leadership: Initiate Change
Tools
• Plant vision
• Plant master plan
•Value stream mapping
- Emphasis: Lead time reduction
Leadership Transformation Process
18. Management:
Leadership:
Implement Change
Maintain Gains
Deal with Complexity
Tools
• Standardized work for managers
• Control and follow-up
• Problem solving
• Communication
• Other lean tools
Leadership Transformation Process
Need both to succeed!
Initiate Change
• Plant vision
• Plant master plan
•Value stream mapping
- Emphasis: Lead time reduction
19. Leadership Transformation Process
What must leadership group have to transform the plant?
• Knowledge of TPS elements
• Belief in elements
• Expertise in applying elements
• Willfulness to change
20. Leadership Transformation Process
How do we provide this to the leadership group?
• Enhance knowledge
– Book clubs, discussion groups
– Visioning trips/tours
– Sensei
– PDR
• Build belief and expertise through applications
– 5-S workshops
– Kaizen events
– “Just try it”
• Inspect & follow-up
– Daily teaching & inspection
– Make the behavior a habit
21. People
- Knowledge
- Skills & Experience
- Motivation
- Willfulness to
implement change
Safety Quality Delivery Cost
Education Process
- Focus on leadership group (superintendents) first
- Cascade through the system -- “leaders must teach”
- Activity based learning -- “must be able to implement”
Grasp the
Situation
Leadership Transformation Plan
22. Conclusions
• TPS/lean principles form the core
• Leadership behavior must be consistent with TPS
• Knowledge & skill based training to close the gap
• Demonstrate knowledge through teaching & application
23. “But there is no question that we have to change our fundamental
approach…our DNA. And teaching does that better than any
other way I know.”
“That DNA has a couple of key components: a global mind-set,
an intuitive knowledge of our customers, a relentless focus
on growth, and the strong belief that leaders are teachers”
“Teaching, we’ve found, is an amazingly effective way to change
an organization. With the teaching programs we’ve used over the
past three years, our people have delivered $2 billion to our
bottom line. And they’ve delivered them because their mind-sets
have changed.”
Leaders as Teachers
24. “But there is no question that we have to change our fundamental
approach…our DNA. And teaching does that better than any
other way I know.”
“That DNA has a couple of key components: a global mind-set,
an intuitive knowledge of our customers, a relentless focus
on growth, and the strong belief that leaders are teachers”
“Teaching, we’ve found, is an amazingly effective way to change
an organization. With the teaching programs we’ve used over the
past three years, our people have delivered $2 billion to our
bottom line. And they’ve delivered them because their mind-sets
have changed.”
Leaders as Teachers
J. Nasser, CEO Ford Motor Company
Harvard Business Review March-April 1999
25. Purpose
• Provide an overview of the TPS Knowledge & Skills development
program
• Provide an overview of the application of this program within Delphi
Steering