By John Shook of Lean Enterprise Institute and David Brunt of Lean Enterprise Academy shown at the Lean Summit 2011 - Solving Business Problems on 10/11 November 2011
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
A3 Thinking is a Lean concept intended to keep everyone in the process on the same page! At LeanCor, we use it in each department and across functions when we need a quick way to share what we're working on.
We've Had it All Wrong: Manage Processes, Not peopleTKMG, Inc.
Recorded webinar: http://slidesha.re/1iuvE3F
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For decades now, "management" has been synonymous with managing people. Meanwhile, processes, the lifeblood of an organization, remain largely unmanaged. In this webinar, Karen shares her views on why we need to change our thinking and her practical how-to's for making this vital pivot.
Global 8D Problem Solving Process Training ModuleFrank-G. Adler
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this second of three webinars, Karen reviews the system of Lean principles, management practices, and tools, and then focus on leadership's role in strategy deployment and problem solving. These are the slides for the webinar delivered on 9-22-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-2-of-3-webinars
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
The Basics of the A3-method (a repackaged version of Toyota Kata)Teemu Toivonen
The A3-method is very simple and effective Lean project management method designed specifically for small and medium sized improvement projects. The A3-method is simple to learn and get started with and has a good track record for producing results and at the same time developing people.
The A3-method is based on the work of Mike Rother and his research and publications on Toyota Kata.
This is a slide deck I originally presented at ALE2011 in Berlin about A3 thinking and Kaizen in the context of a large Lean & Agile enterprise transition.
At LESS2011 in Stockholm a few weeks later, it was even awarded as overall "best session of the conference" (in addition to "best in the Organisation Transformations category".
(also presented at SDC12 and lssc12)
Nov 2011: I want to humbly dedicate this work to Grant (PG) Rule, who suddenly left this world due to a tragic accident.
Mar 2013: Latest News: As a follow-up to the presentation, I created an iPhone/iPad app (called A3 Thinker)!!. It's a set of brainstorming cards to help people create substantially better A3s. see http://a3thinker.com for details. A set of physical cards will soon follow.
24 July 2013: ...and yesterday I released the Android version on Google Play!
Sep 2013: finally! The formidable A3 Thinker action deck is live! http://a3thinker.com/deck
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
More Information:
https://flevy.com/browse/business-document/pdca-problem-solving-technique-and-tools-151
BENEFITS OF DOCUMENT
Learn how to apply the PDCA approach to solve problems and save money.
Learn how to apply the basic quality tools to identify and analyse problems.
Learn how to develop problem solving teams to sustain a continuous improvement culture.
DOCUMENT DESCRIPTION
In this training presentation, you will be able to teach employees on the structured Plan-Do-Check-Act (PDCA) approach to problem solving. Many world class companies such as Toyota uses the PDCA problem solving process for the relentless pursuit of continuous improvement. When combined with the basic quality tools, this approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future. This methodology can be applied to both manufacturing and service organizations.
LEARNING OBJECTIVES:
1. Understand the principles and key concepts of problem solving
2. Learn how to apply the PDCA technique and basic quality tools to problem solving
3. Learn how to identify root causes and develop countermeasures
4. Learn how to prepare a problem solving storyboard
5. Understand the roles of problem solving team
6. Define the critical success factors for effective problem solving
CONTENTS:
1. Introduction to Problem Solving
2. Concept of Problem Solving Teams
3. Overview of Process Management
4. PDCA Problem Solving - The Step-by-step Approach
5. Basic Problem Solving Tools
6. Project Reporting Using A3 Storyboard
7. 10 Common Mistakes
8. Critical Success Factors
This training presentation can be used together with the 'PDCA Problem Solving Template' (sold separately).
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
Recorded webinar: http://slidesha.re/1bmPjur
Subscribe: http://www.ksmartin.com/subscribe
Karen's books: http://www.ksmartin.com/books
Plan-Do-Study-Adjust is more than a tool to generate results for the current project at hand. It's a problem-solving approach that teaches people how to THINK methodically, generating long-lasting, culture-shifting benefits.
In this webinar, you'll learn the specific steps (many of which are often forgotten) that must be taken to successfully use the PDSA cycle to solve problems, and design new processes and products.
These are the slides for the webinar delivered on 8-9-2016. The recording is available at http://www.slideshare.net/KarenMartinGroup/lean-leadership-part-1-of-3-webinars
Over the 16 years that we've been providing support to organizations at nearly every stage of the Lean journey, leadership has consistently emerged as the single most important determinant of success. Those organizations with deep leadership engagement soar, while those who don't fail to experience significant transformation.
In this first of three webinars, Karen shares the perspective and content that she and her team use when working with executives and senior leadership teams within the firm's clients.
She review the system of Lean principles, management practices, and tools, and then focuses on 6 of the topics leaders most commonly misunderstand or are unaware of:
1. Three of the core values that underlie Lean management
2. Key performance indicators
3. Visual management
4. Work standardization
5. Go and see (Gemba) management
6. The one environmental "don't" that destroys all Lean effort
Not a subscriber? To receive automatic notification of future webinars, gain access to our library of free assessments and templates, and receive our occasional newsletter with improvement tips: http://www.ksmartin.com/subscribe.
More Information:
https://flevy.com/browse/business-document/pdca-problem-solving-technique-and-tools-151
BENEFITS OF DOCUMENT
Learn how to apply the PDCA approach to solve problems and save money.
Learn how to apply the basic quality tools to identify and analyse problems.
Learn how to develop problem solving teams to sustain a continuous improvement culture.
DOCUMENT DESCRIPTION
In this training presentation, you will be able to teach employees on the structured Plan-Do-Check-Act (PDCA) approach to problem solving. Many world class companies such as Toyota uses the PDCA problem solving process for the relentless pursuit of continuous improvement. When combined with the basic quality tools, this approach identifies problems, analyzes root causes and generates solutions. Teach your staff to put effective solutions in place to prevent similar problems from recurring in the future. This methodology can be applied to both manufacturing and service organizations.
LEARNING OBJECTIVES:
1. Understand the principles and key concepts of problem solving
2. Learn how to apply the PDCA technique and basic quality tools to problem solving
3. Learn how to identify root causes and develop countermeasures
4. Learn how to prepare a problem solving storyboard
5. Understand the roles of problem solving team
6. Define the critical success factors for effective problem solving
CONTENTS:
1. Introduction to Problem Solving
2. Concept of Problem Solving Teams
3. Overview of Process Management
4. PDCA Problem Solving - The Step-by-step Approach
5. Basic Problem Solving Tools
6. Project Reporting Using A3 Storyboard
7. 10 Common Mistakes
8. Critical Success Factors
This training presentation can be used together with the 'PDCA Problem Solving Template' (sold separately).
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
Recorded webinar: http://bit.ly/1IidQDp
Subscribe: http://www.ksmartin.com/subscribe
All too often people use Lean solely to drive daily incremental improvement (kaizen). What we don't hear as much about is the power of Lean to create substantive business improvement (kaikaku), such as gaining significant market share, growing sales within existing customers, creating disruptive products, increasing cash flow, and growing margins. Margin growth is especially important. Even non-profits need money to reinvest in their operations.
In this webinar, you'll learn how to make improvements that grow your top and bottom lines. You can create better work environments that deeply engage the workforce, while also thrilling your CFO, shareholders, and Board. THIS is what assures that Lean management continues to be taken seriously.
Specifically, you will learn:
• How to calculate the financial impact of your improvement efforts.
• Ways for improving margins (profit) through expense reduction (but not layoffs!).
• Improvements that help grow your top line (revenue/sales).
• How to engage executives in the process.
Process Change: Communication & Training TipsTKMG, Inc.
Subscribe: ksmartin.com/subscribe
Recorded Webinar: http://bit.ly/1Gl23Hm
Rolling out process improvements is a common point of failure in organizations.
8D Training, Eight Disciplines Training : Tonex TrainingBryan Len
8D Training, Eight Disciplines Training
8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
8D Training Objectives:
Upon completion of the 8D Training Course, the attendees are able to:
Define what 8D is
Demonstrate and apply 8D Problem Solving Process
Illustrate 8D Problem Solving Process by a diagram
Understand Root Cause Analysis and 5 Why’s applied to 8D
Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
8D Training Course Outlines:
Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
D1: Use a team
D2: Define and describe the problem
D3: Develop interim containment plan
D4: Determine, identify, and verify root causes
D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
Hands-on Activities
Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
These are the slides for the webinar https://vimeo.com/507636848
Since releasing her book, Clarity First, Karen has continued to analyze, experiment, and reflect on the strong connection between operating with clarity and successfully deploying Lean management—or any improvement-centric management philosophy. She’s learned that addressing the need for clarity head-on is an accelerant.
In this webinar, Karen discusses:
• The personal and organizational benefits of operating with clarity
• The three ways people approach clarity
• How to use Lean Management practices—the 5 P’s—to cultivate clarity
With a strong appetite for and courage to operate with clarity, there's no limit to individual and organizational performance!
To supplement the webinar, visit www.tkmg.com/books/clarity-first -- take our free quiz to assess how you and your organization currently rate, download the first chapter of the book or the CLEAR Problem Solving card mentioned in the webinar, and more.
If you’re interested in learning more about the clarity practices Karen discussed in the webinar, check out www.tkmgacademy.com, our online learning arm.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
While Professor in the Production Engineering Course of University São Judas Tadeu, I have presented these slides concerning Lean Manufacturing System - This on talks about TQM
While Professor in the Production Engineering Course of University São Judas Tadeu, I have presented these slides concerning Lean Manufacturing System - This is the second part of Lean Theory
Conceitos e noções introdutórias sobre a Qualidade e sua história. De modo ilustrado, vê-se: [1] as premissas da Qualidade, [2] a evolução Inspeção--Controle estatístico--Garantia da Qualidade--Gestão da Qualidade Total, [3] os principais nomes da Qualidade e [4] normas ISO.
As empresas de logística. Mercadorias e serviços. Sistemas de Produção. Fatores de produção e recursos empresariais. Capital financeiro e capital econômico.
Recorded webinar: http://slidesha.re/1nOR5i5
Subscribe: http://ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
This webinar features content from Karen's workshop and talk at the Lean Enterprise Institute and Lean Frontiers Coaching Summit, held on July 29 & 30, 2014 in Long Beach, California.
Both the workshop and talk focus on learning how to break the "telling" habit as a leader or improvement coach, and how to use the right questions at the right time to develop people more effectively and get better work results.
Agile Topics - Explained Simply - Practical Agilist.pptxBrian Link
I've put together this simple deck chock full of helpful tips and reminders about things like: running healthy standups, writing effective user stories, improving your backlog refinement and maintenance, focusing on getting value from sprint reviews, using retros to your greatest advantage, getting better at applying strategy using OKRs and roadmaps to align your backlog, and the importance of understanding why agile even works by studying the seven key mindsets and cultures that make up the Agile Mindset.
A Design Thinking Workshop for the MSIS CoreCarl M. Briggs Ph..docxblondellchancy
A Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions
Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and teaching the principles of effective project management to undergraduates, MBA’s and executives in the United States, Europe and Asia. Academic appointments in the United States (IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
4
Why we’re here…
?
?
?
What kind of problems have you solved?
6
MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?
BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
9
Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-focused, and iterative.
… the confidence that new, better things are possible and that you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant, writer and public speaker. After serving in the Marines in WWII, he graduated from Earlham College and then went on to Indiana University for his Masters Degree. He later taught at Wabash College before moving to NYC where he became editor of Industrial Design.
He is the author of By Design: Why There are No Locks on the Bathroom Doors in the Hotel Louis XIV and Other Object Lessons.
He is considered a founding father of modern design thinking.
10
Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the Stanford School of Design.
Very influential in design circles, but becoming more influential in business
DEFINITION:
“A making-based problem solving process that is rooted in human empathy, done iteratively in collaborative multi-disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
https://www.youtube.com/watch?v=UAinLaT42xY
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with people and culture…”
Design Thinking is about collaborative human creativity applied using a specific mindset and process framework focused on solving a wicked problem
Collaborative
Human
Creativity
Mindset
The Design Thin ...
by Wolfgang Krips, Senior Vice President of Global Infrastructure Operations of SAP at the Lean Summit 2010, New Horizons for Lean Thinking on 2/3 November 2010
Lean Leadership for Executives: Initial findings from LGN Research by David Brunt shown at the Lean Summit 2012 - Learning - Educating - Sharing on 27/28 November
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
4. What makes a good A3 good?
– Deceptively simple…
Thought Question
4
5. The A3 Process - Review
As a standard process, the A3
• makes it easier for you
– to engage others, and
– to understand others
• fosters dialogue within the organization
• forces “5S for information”
• develops thinking problem-solvers
• encourages front-line initiative
5
6. The A3 Process…
• encourages PDCA
• clarifies the link between true problems and
countermeasures
• serves as an organizational learning tool.
• leads to effective countermeasures and
solutions based on facts and data.
6
7. 7
The Lean Leadership Challenge:
-Get the work done and
-Develop Your People
-at the SAME TIME!
8. The A3 Mgmt Process
The Tool:
The A3 format for
communicating,
solving problems,
planning, reporting,
discussing – and
more…
The Process:
The PDCA
management and
learning cycle for
proposing
improvements and
managing their
implementation – and
more…
8
10. The A3 Thinking Steps
1. What is the problem…the “Real” problem?
Why does it need to be addressed...now?
2. Who owns the problem?
3. What is the root cause of the problem?
4. What are some possible countermeasures?
5. How will you choose which countermeasure to propose?
6. How will you get agreement among everyone concerned?
7. What is your implementation plan? What timetable?
8. How will you know if your countermeasure works?
9. What implementation issues can you anticipate?
10. How will you ensure follow up & continuous improvement?
10
14. Questions for Porter’s 1st A3
1. Would you agree to sign this A3 if you
were Porter’s manager?
2. What is Porter claiming in his A3?
3. What does he (and what do you) actually
know?
4. What is Porter ASSUMING?
5. What is Porter not grasping about the
situation?
6. What does Porter need to do next?
14
15. As Sanderson…
1. What were you thinking upon hearing
Porter’s A3?
2. How did you decide what to do?
3. What is your objective?
15
16. Questioning Mind
• What do you actually know?
How do you know it?
• What do you need to know?
How can you learn it?
16
• Lean is not acting on assumptions
or jumping to conclusions.
17. Go See…and Listen
17
“Data is of course important, but I
place greater emphasis on facts.”
-Taiichi Ohno
And where do you find the FACTS of a situation?
At the Gemba – the place where the problem is
actually happening. Not in a conference room or
at a desk.
Grasp the actual condition firsthand
18. Three Common Problems in
Problem Solving
1. Assuming you know what the problem is without
seeing what is actually happening.
2. Assuming you know how to fix a problem
without finding out what is causing it.
3. Assuming you know what is causing the problem
without confirming it.
In other words - Not Grasping the Situation.
(And where do we grasp the situation? At the gemba!)
18
20. Questions for Porter’s 2nd A3
1. How is Porter’s 2nd A3 better problem
solving than his 1st attempt?
a) What pitfalls in problem solving thinking
does Porter avoid this time?
2. What did Porter learn and how did he
learn it?
3. What does he still need to work on to
have a better grasp of the problem
situation and his responsibility?
20
21.
22. “A Problem Clearly Defined Is
Half Solved”
What do we mean by “clearly defined”?
• Gap between what is actually happening
(current condition) and what should be happening
(target condition) - described in performance
terms.
• Gap broken down to concrete conditions that are
contributing to the Gap & can be investigated first
hand through direct observation.
22
27. Questions for Porter’s 3rd A3
1. What has Porter learned?
2. What did Porter do to learn about the
problem situation?
3. What does he need to do next?
27
32. It Takes Two (or More) to A3…
• Author/Communicator
– The owner of the problem who takes initiative
to understand the situation dispassionately and
lay out a proposal
• Responder/Coach
– Anyone who receives questions, requests, is
affected or otherwise needs to know, or who
must authorize the action
32
34.
How do you know?
What is the purpose? WHY? Background
What is problem or need? WHY? Current Conditions, Goal
What is the cause or
constraint?
WHY? Analysis
What is the plan? WHY? Countermeasures, Plan
What is the proof? WHY? Plan, Follow Up
Problem Solving
Thinking
34
A3 Creation
35. A3 Practice
Read and review the problem
situation portions of your A3:
Title, Background,
Current Condition, Goal
35
36. A3 Review Roles
Each member at each table to rotate:
• A3 Author-Presenter
• Designated Reviewer-Responders
• Observer-Commentator
-to observe and comment on both
the A3 presentation and the coaching
keep group on time!
36
37. A3 Practice – As Presenter
• 10 minute presentation, 10 minutes Q&A, 5
minutes feedback from observer
• Walk through what’s on your A3
– Don’t skip over anything
– Add additional detail or “color” as needed
• You need to get your story out…
– What do you need to emphasize?
37
38. A3 Practice – As Reviewer
Protocol – “A3 etiquette”
– Seek first to understand
– Let the presenter present, only stop him/her in
the middle if there is something you completely
don’t get
– Ask purely factual questions (pure inquiry) first
– Then more probing questions
• Is he/she focused on the Real Problem?
• Is why address the problem NOW clear?
38
39. Reviewing the Problem Situation
1. Do you the reviewer/coach understand the
problem?
• If not…
Use pure inquiry (more later) until you do…
2. Does the presenter understand the problem?
• If yes, then go on…
• If no, then THAT becomes your problem
To help the A3 owner with their problem solve
39
40. A3 Practice: As Observor
Look for Four Kinds of Questions (from Edgar Schein)
• Pure Inquiry
– “What is happening?”
• Diagnostic Inquiry
– “Why is it happening?”
• Prompting Inquiry
– “What would happen if…?”
Coaching Process Inquiry
“What is happening here, now, between us?”
40
42. The A3 Process
Is the purpose to describe your ideas and solution in
order…
-- to convince?
-- or to engage?
Convince means to “sell” or “get buy in”
Engage means to “become part of”
-- to invite to take part in the thinking
-- and the experiment based on it
42
43. Helpful Coaching
Less Helpful
▲ Is that really the problem
you need to solve?
▲ Why do you think that’s a
problem?
▲ Why don’t you look at
_____?
▲ How is that your root
cause?
▲ Have you thought about
trying ____?
▲ Are you sure that’s going to
work?
More Helpful
Exactly what’s the problem
are you trying to solve?
Can you describe what’s
happening vs. what should
be?
What have you looked at or
heard?
What makes you sure
you’ve got a cause/effect
link?
What have you thought of
trying?
What impact do you expect
that CM to have?
43
45. Title/Theme: What Changes or Improvement Are You Talking about?
Background: What are you talking about & why?
Current Situation: Where do things stand now?
Goal: What specific outcome is required?
Analysis: Why does the problem or need exist?
Recommendations: What do you propose & why?
Plan: Specifically how will you implement? 4Ws, 1H
Follow–up: How will you assure ongoing PDCA?
Purpose: What is the business reason for choosing this issue?
Overall Situation: What is the strategic, operational,
historical or organizational context of the situation?
What is the Problem or Need- the Gap in Performance?
What is happening now versus What Needs to be happening or
What you want to be happening?
What are the specific conditions that indicate you have a
problem or need, where and how much?
Show the facts visually with charts, graphs, maps
What specific improvement in performance is needed to close
the gap?
Show visually how much, by when, with what impact.
What do the specifics of the issues in related work
processes (location, patterns, trends, factors) indicate about
why the performance gap or need exists?
What conditions or occurrences are preventing you from
achieving the goals?
Use the simplest problem analysis tool that will suffice to
show cause-effect down to root cause. From 5 Whys, to 7
QC tools (fish-bones, analysis trees, Pareto charts) to
sophisticated SPC or other tools as needed.
What will be main actions & outcomes in the implementation
process & in what sequence?
What support & resources will be required?
Who will be responsible for what, when & how much?
When will progress & impact be reviewed & by whom?
Use a Gantt chart to display actions, steps, outcomes,
timelines & roles.
When and how you will know if plans have been
followed & the actions have had the impact needed?
What related issues or unintended consequences do
you anticipated & what are your contingencies?
What processes will you use to enable, assure &
sustain success?
What are the options for addressing the gaps &
improving performance in situation?
How do they compare in effectiveness, feasibility &
potential impact?
What are their relative costs and benefits?
Which do you recommend and why?
Show how your proposed actions will address the causes
of the gaps or constraints in the situation.
46. A Good Problem Statement
Is NOT
▲ The simple reverse of your
proposed solution.
“No one oils the machine”.
▲ A lack of something, such as
lack of a specific
countermeasure.
“There is no standard work
in place.”
IS
A problem in performance.
“The bearing wears out too
frequently.”
Stated as concretely in
measurable performance
terms as possible.
“50% of the time bearings
do not last through the
standard of 300 hours.”
46
47. Goals, Objectives
NO
▲ The simple restating of your
proposed solution.
“Workers will oil the
machine every day”.
▲ A simple statement of a tool
or countermeasure.
“Implement standard work.”
YES
Addresses a problem in
performance.
“Will prevent the bearing
from wearing out too
frequently.”
Stated as concretely in
measurable performance
terms as possible.
“Bearing will perform as
required through the
standard of 300 hours
100% of cases.
Current 50% Goal 100%”
“If you don't know where you are going, you might wind up someplace else.”
--Yogi Berra
47
48. As Reviewer, What to SEE in the
Problem Situation Section
1. Can I see the real problem through the noise in the
Situation as you described it?
2. Can I see the GAP you are trying to close?
3. Do I Understand why you need/want to close the
Gap?
4. Can I See the specific Problem(s) you are going to
have to address to close the Gap?
5. Do I Understand how much of the Gap you are
going to try to close…this time?
48
49. Questioning Mind
• What do you actually know?
How do you know it?
• What do you need to know?
How can you learn it?
49
50. NEXT STEPS: Problem Situation
What I Need to Know: How to Learn It
What I KNOW – the Problem: How To Confirm
50
51. Listening in Reverse
• Why is it important?
How do you know? What’s the gap?
Why? What will that accomplish?
Why? What will it change?
Do what?
51
52. PDCA-style Questions
Plan (hypothesis): What and why?
No: “What can be done?”
Yes: “What needs to be done?”
Plan - Do: When?
No: “How fast can we do it?”
Yes: “When does it need to be done?”
Check, Reflect: who, why?
No: “What did you do?”
Yes: “What happened? Why did you choose to do
what you did?”
Check – Act (Adjust): what, why?
Not just: “Did you get the results?” “What shall I
assign you next?”
But: “What did you learn?” “What does the
customer-company-employee need next?”
52
54. You are Need to be
Here HereGAP
Current
Condition
Target
Condition
CAUSE
CONSTRAINT
BARRIER
A P
C D
A P
C D
Remove
Overcome
Eliminate
54
A P
C D
A P
C D
56. The A3 Tool as a Process for…
• Problem Solving
• Proposing Improvements
• Standardizing
• Planning
• Reporting
• Reflection
• Project Management
• Change Management
• Alignment and Agreement
• Organizational Development
• Mentoring, coaching
• Developing people
56
All
based
on
PDCA
58. – It contains objective facts, data…
– It tells a story…
– It “resolves” a problem…
What Makes an A3 a Good One?
58
59. What Makes an A3 a Good One?
– It tells a story
– It contains objective facts, data
– It “resolves” a problem
But being technically “right” is
only half the battle…
– It engages and aligns the
organization
59
60. – It tells a story
– It contains objective facts, data
– It “resolves” a problem
But being technically “right” is only half the
battle…
– Engages and aligns the organization
What really makes an A3 a “good one” isn’t the
specific collection of facts and data that tell a perfect
problem-solve. A good A3 is a reflection of the
dialogue that created it.
60
What Makes an A3 a Good One?