This class will discuss how to build effective product development teams. We’ll discuss the lifecycle of teams, recruiting, effective line management including how to motivate and develop your people, and practice conflict resolution techniques.
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
Despite rumours to the contrary, there are planning activities in the agile model. In this class we’ll discuss how to plan releases, and present story mapping and impact mapping as effective tools for design, ideation and planning.
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
This class will present hypothesis-driven development, the cutting-edge paradigm for evolving validated products. We’ll dive into how to frame hypotheses, design experiments, and use A/B testing to gather data to prove or disprove our ideas.
Our final class will cover what is expected of a product manager, including the skills, responsibilities and key activities product managers must perform.
This class will introduce the idea of a scientific approach to product development. We’ll focus on how to make sure we build products customers love, starting with how to frame hypotheses and perform user research.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Scrum and Kanban are frameworks designed to help manage work and perform process improvement at the team level. In this class we will explore Scrum, Kanban, and what XP has to say about work management. We’ll discuss the key practices involved in applying these frameworks, the differences between them, and which situations to use them in.
At heart, Lean is about working to create resilient, adaptive organizations. Crucially, the work of getting better is never done. In this class we’ll try out techniques for continuous improvement from the Lean management philosophy including retrospectives and the improvement kata, and discuss how to apply them in the context of product development.
Despite rumours to the contrary, there are planning activities in the agile model. In this class we’ll discuss how to plan releases, and present story mapping and impact mapping as effective tools for design, ideation and planning.
In our first class, we’ll discuss the various characteristics and types of products, paying particular attention to the product lifecycle. We’ll introduce the idea of a business model, and discuss the various risks that products might face in different parts of the product lifecycle. We’ll review a brief history of project and product management, and discuss the differences between the two.
This class will present hypothesis-driven development, the cutting-edge paradigm for evolving validated products. We’ll dive into how to frame hypotheses, design experiments, and use A/B testing to gather data to prove or disprove our ideas.
Our final class will cover what is expected of a product manager, including the skills, responsibilities and key activities product managers must perform.
This class will introduce the idea of a scientific approach to product development. We’ll focus on how to make sure we build products customers love, starting with how to frame hypotheses and perform user research.
Changing business of testing - Testing Assembly Helsinki 2014Vasco Duarte
Testing jobs will move to cheaper countries unless the role of testing changes. This is a trend that is happening already, we see large teams of testers being moved to other countries, simply because it is cheaper to do bad testing there!
Testing is a critical part of the product and software development process, and if we don't change its role it will slowly become obsolete. The fact is, that the traditional view of testing endangers testing jobs: now here, and later also in cheaper countries.
I propose a different view of testing. I propose that testing is about enabling business results, not just technical quality. I propose that the tester's job goes far beyond finding issues to track, but also finding users to acquire, finding methods to succeed in the software business. Testing in my view is about making businesses succeed, not about avoid failures in software.
In this presentation I'll describe how a very simple change can profoundly transform the role of testing in a way that it directly enables and supports our businesses! Testing is about making our businesses succeed!
The road ahead is not easy, and not every tester is ready to embrace this view of testing. But the road ahead is inevitable. And we have to start on that journey now!
Implementing Dual-Track Agile :: Lessons from the trenches @ITSpring.by May 2019Pedro Teixeira
Evermore people are talking about Discovery and Hypothesis-driven approaches. But where do you start? What do they really mean?
Pedro will share with us how he moved away from a 2-year delivery roadmap by enabling his Engineering teams to do a Dual Track Agile. A real case-study!
Key Learning Points:
- Understand what Dual Track Agile is
- Learn why Pedro and his team decided to use it at OutSystems
- Know what was the strategy in place for the Change Management
- Understand their failures and what they have learned with it
- Identify some Common Pitfalls
- Understand the importance of cadence for alignment and trust
- Understand the importance of building (truly) autonomous teams
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
How to Run a Cost-Efficient Optimization Program With a Limited BudgetVWO
Choose the Right Technology: If you have a tiny budget, it might be tempting to start using Google Optimize. But your actual costs might be higher: Optimize is not as intuitive and flexible as VWO and requires dev assistance to generate test variations. If you are short of dev resources (which you most likely are), with VWO you can deliver the winning variant to all users instantly.
Work Efficiently: Don’t improvise. Use an organized, lean, agile process of analysis, ideation, design development, QA, launch, and monitoring. Avoid too many loops and design iterations.
Analyze and Prioritize: Support your testing ideas with data. This will help in better prioritization of tests that matter.
Define Ownership: Many companies have launched an optimization program, but after a few months, the program loses its momentum and attention. Investing in a great testing platform, but not making full use of it increases costs. Somebody should “own” and orchestrate the ongoing optimization process and testing efforts.
Agile Approach for Innovation Management by Mohammad MuslehAgile ME
In the world current disruption and volatility, corporates are under intense pressure for new innovation, transformation and implementation, where most of them were adapting the traditional approach of an annual plan for project innovation, this include, ideas, budget, allocated team and KPI’s, which considered as waterfall approach for managing innovation project.
Indeed, many of these innovation projects struggled to be realized if it’s successful or real ones till year end, or till the project fall and collapse by itself unfortunately, where by then, huge amount of investments been lost, time wasted and most important it’s block the opportunity for the real innovation projects to be noticed and have exposure inside the corporate, especially if the yearly (long term) ones have occupied all the budget and intention.
Therefore a new mindset of managing innovation project should be adapted and implemented, new agile approach will need to take over to manage the ideas, finance, team and testing how desirable and viable each innovation project is in the market and how it’s feasible to the company.
Lean is a business system that learns to solve the right problems faster than competitors while wasting less time, effort, capital and resources.
Discover Daniel T Jones presentation from the 6th international Lean IT Summit in Paris in March 2017.
Change How You Do Product - by Tal Ben-Simon (ProductX 2018)Tal Ben-Simon
Presented on stage at the "ProductX 2018" conference.
We, product people, are usually trying to change or redesign our product.
But there’s a point in time, when you need to reorganize the structure and redefine the workflow of your Product-R&D teams and potentially the entire company.
- Why and when to make a change?
- How should this sensitive change be made?
- What is the product manager’s role in leading this change?
I will share the story of the profound changes (which are still being) made in eToro, a fast growing FinTech startup with more than 500 employees…
Implementing Dual-Track Agile :: Lessons from the trenches @ITSpring.by May 2019Pedro Teixeira
Evermore people are talking about Discovery and Hypothesis-driven approaches. But where do you start? What do they really mean?
Pedro will share with us how he moved away from a 2-year delivery roadmap by enabling his Engineering teams to do a Dual Track Agile. A real case-study!
Key Learning Points:
- Understand what Dual Track Agile is
- Learn why Pedro and his team decided to use it at OutSystems
- Know what was the strategy in place for the Change Management
- Understand their failures and what they have learned with it
- Identify some Common Pitfalls
- Understand the importance of cadence for alignment and trust
- Understand the importance of building (truly) autonomous teams
Presentation from putitout event at Decoded London. Outlines the change to product development process to test ideas early through Lean and UX methods.
Cobis and Oikosofy 5 Innovation shots for the banking industryVasco Duarte
Banking is here to stay, but Banks may not. The incoming wave of technology companies dedicated to banking requires banks to consider what innovation strategy, and execution framework they will implement in the coming 5 years. SAFe - an Agile framework for the Enterprise - provides a proven approach to align teams, management, deploy strategy quickly and help teams and organizations focus on the high impact opportunities. This one-hour workshop will introduce the SAFe framework and explain how it can be used as a blueprint for building a culture of innovation that provides a proven method to implement strategies in an agile manner, and develop competitive businesses. From strategy definition to day-to-day execution.
What am I going to get from this course?
• What does a “Culture of Innovation” mean?
The Basics of what it is & how it works
• What are the Key Ingredients for building a culture of innovation?
Building teams, and teams of teams to scale adaptability and agility
Structured and proven approach, based on learnings in the banking industry all over the world
Understanding your customers wants, needs and aspirations
Measuring success and learning quickly with the right framework to speed up learning
• Creating an Innovation Strategy
From an idea to a real-life product in mere weeks. With a method that helps execute, and adapt
Innovation accounting, a radical approach to testing new products, services in a cost-effective and high impact mannero
Motivating innovation contributions at all levels of the organization with a method that empowers all employees to make a difference
Fast time-to-market with the framework to help measure the results and adapt based on near real-time market feedback
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Presentation for Agile Australia Conference 2013. Introducing Lean Startup concepts in a way accessible to people used to usual project management methods. With lean startup you don't assume you know the end state required, (as you do with a project), you assume you need to focus on learning to discover the end state to solve the problem you area you looking at.
How to Run a Cost-Efficient Optimization Program With a Limited BudgetVWO
Choose the Right Technology: If you have a tiny budget, it might be tempting to start using Google Optimize. But your actual costs might be higher: Optimize is not as intuitive and flexible as VWO and requires dev assistance to generate test variations. If you are short of dev resources (which you most likely are), with VWO you can deliver the winning variant to all users instantly.
Work Efficiently: Don’t improvise. Use an organized, lean, agile process of analysis, ideation, design development, QA, launch, and monitoring. Avoid too many loops and design iterations.
Analyze and Prioritize: Support your testing ideas with data. This will help in better prioritization of tests that matter.
Define Ownership: Many companies have launched an optimization program, but after a few months, the program loses its momentum and attention. Investing in a great testing platform, but not making full use of it increases costs. Somebody should “own” and orchestrate the ongoing optimization process and testing efforts.
Agile Approach for Innovation Management by Mohammad MuslehAgile ME
In the world current disruption and volatility, corporates are under intense pressure for new innovation, transformation and implementation, where most of them were adapting the traditional approach of an annual plan for project innovation, this include, ideas, budget, allocated team and KPI’s, which considered as waterfall approach for managing innovation project.
Indeed, many of these innovation projects struggled to be realized if it’s successful or real ones till year end, or till the project fall and collapse by itself unfortunately, where by then, huge amount of investments been lost, time wasted and most important it’s block the opportunity for the real innovation projects to be noticed and have exposure inside the corporate, especially if the yearly (long term) ones have occupied all the budget and intention.
Therefore a new mindset of managing innovation project should be adapted and implemented, new agile approach will need to take over to manage the ideas, finance, team and testing how desirable and viable each innovation project is in the market and how it’s feasible to the company.
Lean is a business system that learns to solve the right problems faster than competitors while wasting less time, effort, capital and resources.
Discover Daniel T Jones presentation from the 6th international Lean IT Summit in Paris in March 2017.
Change How You Do Product - by Tal Ben-Simon (ProductX 2018)Tal Ben-Simon
Presented on stage at the "ProductX 2018" conference.
We, product people, are usually trying to change or redesign our product.
But there’s a point in time, when you need to reorganize the structure and redefine the workflow of your Product-R&D teams and potentially the entire company.
- Why and when to make a change?
- How should this sensitive change be made?
- What is the product manager’s role in leading this change?
I will share the story of the profound changes (which are still being) made in eToro, a fast growing FinTech startup with more than 500 employees…
Human Resources and Quality ManagementMost successful quality-or.docxadampcarr67227
Human Resources and Quality Management
Most successful quality-oriented firms today recognize the importance of their employees when developing a competitive strategy. Quality management is an integral part of most companies’ strategic design, and the role of employees is an important aspect of quality management. To change management’s traditional control-oriented relationship with employees to one of cooperation, mutual trust, teamwork, and goal orientation necessary in a quality-focused company generally requires a long-term commitment as a key part of a company’s strategic plan.
In the traditional management–employee relationship, employees are given precise directions to achieve narrowly defined individual objectives. They are rewarded with merit pay based on individual performance in competition with their coworkers. Often individual excellence is rewarded while other employees look on in envy. In a successful quality management program, employees are given broad latitude in their jobs, they are encouraged to improvise, and they have the power to use their own initiative to correct and prevent problems. Strategic goals are for quality and customer service instead of maximizing profit or minimizing cost, and rewards are based on group achievement. Instead of limited training for specific, narrowly defined jobs, employees are trained in a broad range of skills so they know more about the entire productive process, making them flexible in where they can work.
To manage human resources from this perspective, a company must focus on employees as a key, even central, component in their strategic design. All of the Malcolm Baldrige National Quality Award winners have a pervasive human resource focus. Sears’s “employee-customer-profit chain” model for long-term company success has “employees” as the model’s driving force. Federal Express’s strategic philosophy, “People, Service, Profit,” starts with people, reflecting its belief that its employees are its most important resource.
Companies that successfully integrate this kind of “employees first” philosophy into their strategic design share several common characteristics. Employee training and education are recognized as necessary long-term investments. Strategic planning for product and technological innovation is tied to the development of employees’ skills, not only to help in the product development process but also to carry out innovations as they come to fruition. Motorola provides employees with 160 hours of training annually to keep up with technological changes and to learn how to understand and compete in newly emerging global markets.
Another characteristic of companies with a strategic design that focuses on quality is that employees have the power to make decisions that will improve quality and customer service. At AT&T employees can stop a production line if they detect a quality problem, and an employee at Ritz-Carlton can spend several thousand dollars to satisfy a guest, on hi.
Agile Lecture at S. P. Jain Institute of Management and ResearchTushar Somaiya
This is what I shared with SP Jain students when they invited me to deliver lecture to their Post Graduate Certificate in Advanced Project Management (PGC-APM) Batch 19 on 15th February 2014.
Awareness Lecture Series - Continuous Improvement Transformation.
A Guide to Continuous Improvement Transformation: Concepts, Processes, Implementation
Springer Series: Management for Professionals
Handbook on Continuous Improvement Transformation: The Lean Six Sigma Framework and Systematic Methodology for Implementation
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
2. describe obstacles to cultural change
understand Taylorism vs Lean Management
consider how to effectively motivate people
know implications of mindset for growing teams
be aware of tools to improve team performance
learning outcomes
4. Frederick Winslow Taylor
(1856-1915)
“Scientific Management”
•Time and motion studies to
analyze and standardize
processes
•Managers apply scientific
principles to plan work,
workers perform it as
efficiently as possible
•Believed in rewarding
workers for output
•OK for fundamentally
algorithmic work
5. 1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.
2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for
change.
3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.
4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long-term relationship of
loyalty and trust.
5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.
6. Institute training on the job.
7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in
need of overhaul, as well as supervision of production workers.
8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).
9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be
encountered with the product or service.
10. Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as
the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.
• Eliminate work standards (quotas) on the factory floor. Substitute leadership.
• Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.
11. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
12. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual or merit rating
and of management by objective (see Ch. 3).
13. Institute a vigorous program of education and self-improvement.
14. Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.
Deming’s 14 points for management
6. how can I help my org become more effective?
how can I help my team become more effective?
how can I become more effective?
questions for managers
11. TOYODA AUTOMATIC
LOOM TYPE G
11
“Since the loom stopped when a
problem arose, no defective
products were produced. This
meant that a single operator could
be put in charge of numerous
looms, resulting in a tremendous
improvement in productivity.”
http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/jidoka.html
12. Frederick Winslow Taylor
(1856-1915)
“Scientific Management”
•Time and motion studies to
analyze and standardize
processes
•Managers apply scientific
principles to plan work,
workers perform it as
efficiently as possible
•Believed in rewarding
workers for output
•OK for fundamentally
algorithmic work
15. agile principles
“At regular intervals, the team reflects
on how to become more effective, then
tunes and adjusts its behavior
accordingly.”
http://agilemanifesto.org/principles
16. to propose experiments for getting better
held at regular intervals (weekly / biweekly / monthly)
to reflect on—and learn from—the past as a team
many possible exercises
retrospectives
18. retrospective prime directive
“Regardless of what we discover, we
understand and truly believe that
everyone did the best job they could,
given what they knew at the time, their
skills and abilities, the resources
available, and the situation at hand.”
— Norm Kerth
19. further reading
http://gladwell.com/the-talent-myth/
Carol Dweck, Mindset
W. Edwards Deming, Out of the Crisis
Daniel Pink, Drive
Jez Humble et al, Lean Enterprise, chapters 1 and 11
https://deming.org/theman/theories/fourteenpoints
https://www.manager-tools.com/system/files/documents/docs/
Manager-Tools_One_on_One_Basics.pdf