The document describes an interactive simulation that measures the time it takes to complete three writing projects by writing letters, Roman numerals, and numbers in different colors. It runs the projects row by row, writing each item in a row before moving to the next. As it runs, it displays the items written and the elapsed time. The total time taken to complete all projects row by row is just over 1 minute and 7 seconds.
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
This is another game that I have had great fun playing and also thought me an my clients a great deal. I use it as staple for all my intros to Lean and agile.
The goal of the game is to move 20 coins through a series of process step (aka players). Each player flips the coins once before it can be passed over.
The game shows very effectively how limiting the work in process (WIP) increases the throughput and improves lead times, both for the first coin and the total time for all 20 coins.
If you move through the game slides quickly a nice little animation effect takes place. Watching that actually gave me a new understanding of what Flow means. Compare the first and last iterations and see the coins flow through the process, each step creating value.
If you like this presentation you will find more like this in Kanban In Action (http://bit.ly/theKanbanBook) where we have dedicated a whole chapter on agile games.
Kanban is the simplest approach which is currently used in software development. Since Kanban prescribes close to nothing there are often a lot of basic questions about the method.
The presentation depicts what Kanban is generally using Scrum as a reference point. Then it presents a series of situations to answer basic questions about working with Kanban
Visual Management: Leading with what you can seeRenee Troughton
Produced and presented by Craig Smith and Renee Troughton at the Agile Australia 2013 20 June.
Using task boards or story walls is a key Agile practice, but are you making the most of it? Visual Management is more than just putting cards on a wall, it is a growing style of management that focuses on managing work only by what you can see rather than reports or paper being shuffled around. Visual Management allows you to understand the constraints in the system, mitigate risks before they become issues, report on progress from the micro to the macro. Visual Management can also be used to demonstrate to customers and clients where the work they care about is at. This presentation is all about taking the management of your work to the next stage of transparency.
Discover:
How to identify when your story wall isn't telling you everything and how to adjust it
* What the three different types of story walls are and which one is more suitable to certain circumstances
* Different ways to visualise your product backlog
Why queue columns and limiting work in progress is so important regardless of whether you are using Scrum or Kanban
* How symbols and tokens can be used to give more information
* What else can you use other than story walls to visualise information
* How to ingrain Visual Management into both the team and management structures of your organisation
* Visualising Your Quality, Testing and Team
* What is systemic flow mapping and why is it important
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
The interactive Kanban Pizza Game demonstrates how a Kanban System works. While common Kanban games usually focus only on the flow of an existing Kanban system, our new Kanban Pizza Game goes beyond that, demonstrating the path from an existing process to Kanban. Learning by doing and having fun at the same time - that‘s what our Kanban Pizza Game is all about.
_______
Here are the links for the printouts for the orders, the oven plate and the point-system, which I used in this set up:
https://www.dropbox.com/s/0wvbblo65lyndht/Kanban%20Pizza%20Game%20-%20Orders.pdf?dl=0 https://www.dropbox.com/s/wghw809788go0iq/Kanban%20Pizza%20Game%20-%20pizza%20plate.pdf?dl=0
https://www.dropbox.com/s/tyj08gm510pkjkk/Kanban%20Pizza%20Game%20-%20Point%20System.pdf?dl=0
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
Overview of Lean Manufacturing types of production , comparison between Batch vs Continuous Flow , how to convert batch to continuous flow and the savings
In this presentation, Roni explains the basics of Kanban and the principles governing the application of Kanban for process improvement. We also look at a comparison between Scrum and Kanban and visit the basic differences between them.
It includes pointers telling what’s wrong with the current system, history of Kanban, introduction to Kanban, benefits of using Kanban, practices used in Kanban, principles of Kanban, how is Scrum different from Kanban. The tutorial begins with details about the current system and what’s wrong with it. It includes pointers like burnout, low throughput, unidentified bottlenecks, too much work which tell what’s wrong with the current system.
Followed by is a section about the history of Kanban which includes points like how the name originated, who discovered it, design, visual signals, based on which system. Resulting in an introduction section which talks about Kanban, what method it uses, scheduling system, what it consists of, amount of work, identification etc. Next comes the benefits section which includes the benefits of using Kanban like helps in visualizing the system, allows to evaluate, identify bottlenecks, establish trust in process etc.
Afterwards there is a section about Kanban practices. It includes practices used in Kanban like visualize, limit WIP in each phase of development, managing flow by keeping it under monitor, make policies explicit, improve collaboratively through the use of scientific models and some terms like lead time, cycle time, throughput etc. Moreover, it also includes the board for easy visualization, story card for keeping track, charts for measurement, control charts to measure average time taken for each task, cumulative flow diagrams showing relative amount of work.
Then comes the principles of Kanban. It includes principles which should be used in Kanban like agree to pursue incremental, evolutionary change, optimize what already exists, respect the current process, roles, responsibilities, leadership at all levels to empower the workforce to bring about change. The last section of this tutorial is Scrum vs Kanban. It explains how scrum is different from Kanban by giving pointers like Scrum prescribes roles, time boxed iterations, backlog items must fit, limit WIP in a different way. It also includes pointers giving reason why it shouldn’t matter because emphasis should be on the goal and not the tool.
The interactive Kanban Pizza Game demonstrates how a Kanban System works. While common Kanban games usually focus only on the flow of an existing Kanban system, our new Kanban Pizza Game goes beyond that, demonstrating the path from an existing process to Kanban. Learning by doing and having fun at the same time - that‘s what our Kanban Pizza Game is all about.
_______
Here are the links for the printouts for the orders, the oven plate and the point-system, which I used in this set up:
https://www.dropbox.com/s/0wvbblo65lyndht/Kanban%20Pizza%20Game%20-%20Orders.pdf?dl=0 https://www.dropbox.com/s/wghw809788go0iq/Kanban%20Pizza%20Game%20-%20pizza%20plate.pdf?dl=0
https://www.dropbox.com/s/tyj08gm510pkjkk/Kanban%20Pizza%20Game%20-%20Point%20System.pdf?dl=0
This is a little presentation we used for our hourly employees when we rolled out lean. Not attached are the real life examples we discussed as part of the training.
A PowerPoint presentation of an AME webinar from April 8, 2016 focusing on lean management and lean leadership.
For more information about this topic at our 2017 International Conference in Boston, visit http://bit.ly/2oHMiTh
How Kanban, Lean and Agile helped us to save a hospital in Bandung, Indonesia. Twice!
As an IT consultant with a lot of kanban, lean and agile experience I was interested to see if I could use that knowledge when working for the Salvation Army Health Foundation in Indonesia.
I got ample opportunity to try.
In this talk I will describe how the basic ideas of Kanban, Lean and Agile helped us to save a hospital from bankruptcy (or worse!). Twice.
In using these principles and ideas in a total different setting I gained a much deeper understanding of them, and also needed to find other ways to describe and apply the practices I've taken for granted in "our" culture and setting.
In this presentation I talk about how to make effective meetings. There will be a lot of small advices that I've found useful during my consultancy. I will also breifly describe the Lean Coffee meeting format.
This presentation is about a problem solving tool called Root Cause analysis. Trying to improve means that you will run into problems. How you handle those problems decides if you will actually improve or relive the same problem over and over again.
With root cause analysis you will not only look into the real underlying reason for a problem but also make sure that you have shared understanding about why this problem is important to solve.
Here's a link to a video with the presentation: https://youtu.be/rv9MO90-OyU
In this presentation I break it down to the day-to-day management of a project or team. How can we keep our focus? How can we improve? How do we even know what we are doing right now?
Kanban is the best tool I've seen to get us both focusing on the things that we are doing right now and also helps us to focus on improving our process little by little.
In this presentation I introduce a tool for strategic planning; Impact Mapping (http://impactmapping.org).
This is one of the best tools I've used to help us produce great, well communicated and easily understood strategic plans, by involving everyone needed to execute the plan.
This presentation is a continuation of my presentations about Mission, Vision and Strategic plans, but this time it's much more hands-on and practical.
This is part of a introduction level series of presentation I did for the Health Foundation of Salvation Army in Indonesia.
This is on strategic plans.
You can watch it here: https://www.youtube.com/watch?v=5Ibno8_CN9U
This is part of a introduction level series of presentation I did for the Health Foundation of Salvation Army in Indonesia.
This is on vision statements
You can watch it here: https://www.youtube.com/watch?v=dc0zvNymNcM
This is part of a introduction level series of presentation I did for the Health Foundation of Salvation Army in Indonesia.
This is on mission statements
You can watch it here: https://www.youtube.com/watch?v=MkLhlJyfpsw
Impact mapping is a powerful visual technique to make sure that you are building the right thing; making a big impact with our efforts. I’ve found it very enlightening and powerful.
In my consultancy, I’ve come to realise that most clients/teams I’ve coach don’t care too much about the theories - they just want to work.
This presentation, therefore, takes a standpoint in the practical parts.I will also mimic my experience with most teams I’ve introduced kanban too, and do the introduction in small iterations.This means that the presentation also is a template for anyone that will need to introduce kanban to others.
These are the slides for my User stories presentation. This particular version was given as part of my "I'm telling you for the last time"-series (see http://www.marcusoft.net/2013/11/ImTellingYou.html).
The presentation was recorded and can be found here: http://www.youtube.com/aptitudsthlm
These are the slides for my SpecFlow presentation. This particular version was given as part of my "I'm telling you for the last time"-series (see http://www.marcusoft.net/2013/11/ImTellingYou.html).
These are the slides for my Specification by example presentation. This particular version was given as part of my "I'm telling you for the last time"-series (see http://www.marcusoft.net/2013/11/ImTellingYou.html).
These are the slides for my Kanban In Action presentation. This particular version was given as part of my "I'm telling you for the last time"-series (see http://www.marcusoft.net/2013/11/ImTellingYou.html).
The presentation was recorded and can be found here: http://www.youtube.com/watch?v=ufCa1VlItLA
Be sure to check out mine and Joakim Sundens book on Kanban (http://bit.ly/theKanbanBook)
These slides are some examples on how to use and create a workable Kanbanboard.
We have used some kind of stop-motion-animation and the intent is that you should move through the slides fairly quickly for best effect.
Read more on http://www.marcusoft.net/2010/03/practical-kanban-some-kanban-boards-in.html
Me and Joakim Sundén has now written a book on kanban (http://bit.ly/theKanbanBook). The book is similar to this presentation in that it's very pragmatical and practical. I hope you like it.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
2. Simulation goals
• Three projects
– Write letters: A – J, with blue pen
– Write roman numbers: I – X, with red pen
– Write numbers: 1 – 10, with black pen
• Measure two times:
– Time to complete each project
– Time to complete all project
• Run two times:
1. Row by row
2. Column by column
3. ROW BY ROW RUN
DOING ALL PROJECT AT ONCE
Let’s try it
4. Row by row - run
A - J I - X 1 - 10
Time:
“Clock”:
00:00
5. Row by row - run
A - J I - X 1 - 10
Time:
“Clock”:
00:01
6. Row by row - run
A
A - J I - X 1 - 10
Time:
“Clock”:
00:02
7. Row by row - run
A
A - J I - X 1 - 10
Time:
“Clock”:
00:03
8. Row by row - run
A
A - J I - X 1 - 10
Time:
“Clock”:
00:04
9. Row by row - run
A I
A - J I - X 1 - 10
Time:
“Clock”:
00:04
10. Row by row - run
A I
A - J I - X 1 - 10
Time:
“Clock”:
00:04
11. Row by row - run
A I
A - J I - X 1 - 10
Time:
“Clock”:
00:05
12. Row by row - run
A I
A - J I - X 1 - 10
Time:
“Clock”:
00:06
13. Row by row - run
A I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:07
14. Row by row - run
A I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:08
15. Row by row - run
A I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:09
16. Row by row - run
A
B
I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:10
17. Row by row - run
A
B
I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:11
18. Row by row - run
A
B
I 1
A - J I - X 1 - 10
Time:
“Clock”:
00:12
19. Row by row - run
A
B
I
II
1
A - J I - X 1 - 10
Time:
“Clock”:
00:13
20. Row by row - run
A
B
I
II
1
A - J I - X 1 - 10
Time:
“Clock”:
00:14
21. Row by row - run
A
B
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:15
22. Row by row - run
A
B
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:16
23. Row by row - run
A
B
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:17
24. Row by row - run
A
B
C
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:18
25. Row by row - run
A
B
C
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:19
26. Row by row - run
A
B
C
I
II
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:20
27. Row by row - run
A
B
C
I
II
III
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:21
28. Row by row - run
A
B
C
I
II
III
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:22
29. Row by row - run
A
B
C
I
II
III
1
2
A - J I - X 1 - 10
Time:
“Clock”:
00:23
30. Row by row - run
A
B
C
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:24
31. Row by row - run
A
B
C
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:25
32. Row by row - run
A
B
C
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:26
33. Row by row - run
A
B
C
D
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:27
34. Row by row - run
A
B
C
D
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:28
35. Row by row - run
A
B
C
D
I
II
III
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:29
36. Row by row - run
A
B
C
D
I
II
III
IV
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:30
37. Row by row - run
A
B
C
D
I
II
III
IV
1
2
3
A - J I - X 1 - 10
Time:
“Clock”:
00:31
38. Row by row - run
A
B
C
D
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:32
39. Row by row - run
A
B
C
D
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:33
40. Row by row - run
A
B
C
D
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:34
41. Row by row - run
A
B
C
D
E
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:35
42. Row by row - run
A
B
C
D
E
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:36
43. Row by row - run
A
B
C
D
E
I
II
III
IV
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:37
44. Row by row - run
A
B
C
D
E
I
II
III
IV
V
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:38
45. Row by row - run
A
B
C
D
E
I
II
III
IV
V
1
2
3
4
A - J I - X 1 - 10
Time:
“Clock”:
00:39
46. Row by row - run
A
B
C
D
E
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:40
47. Row by row - run
A
B
C
D
E
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:41
48. Row by row - run
A
B
C
D
E
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:42
49. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:43
50. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:44
51. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:45
52. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:46
53. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:47
54. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:48
55. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
A - J I - X 1 - 10
Time:
“Clock”:
00:49
56. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:50
57. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:51
58. Row by row - run
A
B
C
D
E
F
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:52
59. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:53
60. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:54
61. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:55
62. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:56
63. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:57
64. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
A - J I - X 1 - 10
Time:
“Clock”:
00:58
65. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
00:59
66. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:00
67. Row by row - run
A
B
C
D
E
F
G
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:01
68. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:02
69. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:03
70. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:04
71. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:05
72. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:06
73. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
A - J I - X 1 - 10
Time:
“Clock”:
01:07
74. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:08
75. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:09
76. Row by row - run
A
B
C
D
E
F
G
H
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:10
77. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:11
78. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:12
79. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:13
80. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:14
81. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:15
82. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
VIIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:16
83. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
VIIII
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:17
84. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:18
85. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:19
86. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
A - J I - X 1 - 10
Time:
“Clock”:
01:20
87. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:20
88. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:21
89. Row by row - run
A
B
C
D
E
F
G
H
I
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:22
90. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:23
91. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:24
92. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:25
01:24
93. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
X
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:26
01:24
94. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
X
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:27
01:24
95. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
X
1
2
3
4
5
6
7
8
9
A - J I - X 1 - 10
Time:
“Clock”:
01:28
01:24 01:27
96. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
X
1
2
3
4
5
6
7
8
9
10
A - J I - X 1 - 10
Time:
“Clock”:
01:29
01:24 01:27
97. Row by row - run
A
B
C
D
E
F
G
H
I
J
I
II
III
IV
V
VI
VII
VIII
IX
X
1
2
3
4
5
6
7
8
9
10
A - J I - X 1 - 10
Time:
“Clock”:
01:30
01:24 01:27 01:30 01:30
Total:
98. COLUMN BY COLUMN RUN
DOING 1 THING AT THE TIME
Let’s try it again
99. A - J I - X 1 - 10
Time:
“Clock”:
00:00
Column by column - run
100. A - J I - X 1 - 10
Time:
“Clock”:
00:01
Column by column - run
101. A
A - J I - X 1 - 10
Time:
“Clock”:
00:02
Column by column - run
102. A
B
A - J I - X 1 - 10
Time:
“Clock”:
00:03
Column by column - run
103. A
B
C
A - J I - X 1 - 10
Time:
“Clock”:
00:04
Column by column - run
104. A
B
C
D
A - J I - X 1 - 10
Time:
“Clock”:
00:05
Column by column - run
105. A
B
C
D
E
A - J I - X 1 - 10
Time:
“Clock”:
00:06
Column by column - run
106. A
B
C
D
E
F
A - J I - X 1 - 10
Time:
“Clock”:
00:07
Column by column - run
107. A
B
C
D
E
F
G
A - J I - X 1 - 10
Time:
“Clock”:
00:08
Column by column - run
134. Compare
All at once
• Total time: 01.30
• Project 1: 01.24
• Project 2: 01.27
• Project 3: 01:30
• 94 slides (transitions)
One at the time
• Total time: 00.34 (38 %)
• Project 1: 00.12 (14%)
• Project 2: 00.23 (26%)
• Project 3: 00.34 (38%)
• 36 slides (transitions)
135. Takeaways
• Total time goes down
• Time per project goes WAY down
• Most important (project 1) is finished much
earlier
• Better quality
• Less stress
• Better focus
• Just by doing one thing at the time…