Reporting for operation 1 (restructured course)

Copyright © Wondershare Software
Theories Before The Data
A Teleological Approach

In God, we trust; all others bring data
Profit = Sales - Cost
Detail + Logic » Flexibility
Everything happens in a company will finally go to PNL

Grandmother Theory
Sales
• Increase the sales
• Get more customers
• Develop new market
• Invent new products
• Provide Best Price
• Outperform your
competitor in Quality &
Service
1
Cost
• Decrease the Cost
• Use VA/VE to reduce
materials spending
• Make ourselves Lean
• Reduce scrap
• Business Process Re-
engineering
2
Sales
- Materials
Labor
Overhead
= Gross Margin
- Selling & Distribution Expenses
Administration Expenses
= EBITDA

Objectives
• Maximization Subject to Constraint
• Identify Risk & Opportunity
• Provide guidelines to measure performance
• Provide concepts & tools to track performance
• To trigger corrective actions if any
• To engage everybody by providing relevant
information
• To accumulate acknowledge of the business operation

5 Minds for the future – Howard Gardner
• Disciplinary Mind
Mastery of major schools of thought and of at least 1
professional craft
• Synthesizing Mind
Ability to integrate ideas from different disciplines or
spheres into a coherent whole and to communicate that
integration to others

Copyright © Wondershare SoftwareDetail + Logic » Flexibility
• Creative Mind
Capacity to uncover and clarify new problems, questions,
and phenomena
• Respectful Mind
Awareness of and appreciation for differences among
human beings
• Ethical Mind
Fulfillment of one’s responsibilities as a worker and a
citizen

Passion
• Is contagious and turns one person crusades
into mass movement
• Wouldn’t it be cool if ……
• 1 person with passion is better than 40 people
merely interested
• Build community by encouraging voluntary
exchange
Detail + Logic » FlexibilityPQ + CQ > IQ

Heuristic Question
OR

Structuralism
• Structuralism is a theoretical paradigm in sociology,
anthropology, linguistics and semiotics positing that elements
of human culture must be understood in terms of their
relationship to a larger, overarching system or structure
• It works to uncover the structures that underlie all the things
that humans do, think, perceive, and feel.
• It is "the belief that phenomena of human life are not
intelligible except through their interrelations.
• These relations constitute a structure, and behind local
variations in the surface phenomena there are constant laws of
abstract culture
Detail + Logic » Flexibilityf(x) = a + bY + cZ

Inertia - The Fatal Illness
• Threshold – a fine line which below that you do not feel
the importance while above which you do feel it.
• Materiality – Limited resources, focus on the variance
which would influence Profit Making significantly
• Therefore, prioritize the job and only do the few things
• As time goes by, prioritization becomes the excuse of
ignorance
Detail + Logic » FlexibilityFirst thing first

Reciprocal Induction
• Concentration vs. Differentiation. The interrelations between these two
processes governed by reciprocal induction, i.e. if a cortical center is in a
state of excitation, adjacent and even remote centres are inhibited by
negative induction, and vice versa. Induction can also occur in one and the
same nervous centre; that is, after strong excitation, inhibition will set in,
and conversely. …. As a result of which the whole cortex becomes
reduced to a huge mosaic of points of excitation and inhibition closely
intermingled. This mosaic is formed and reinforced partly by the reciprocal
crowding in of the opposed processes of excitation and of inhibition,
directly evoked by the corresponding external agents; partly, however, by
internal relations, in particular by reciprocal induction, which one process
leads to the strengthening of the other.
• In short, when we feel tired of thinking an issue without being resolved,
excessive excitation in a certain cortical center, inhibition sets in. We need
to be distracted by taking rest or doing other subject, it will help release the
inhibition of the other cortical center. Detail + Logic » Flexibility

Inferiority Complex
• An inferiority complex is a lack of self-worth, a doubt
and uncertainty, and feelings of not measuring up to
society's standards.
• It is often subconscious, and is thought to drive
afflicted individuals to overcompensate, resulting
either in spectacular achievement or extreme asocial
behavior.
• The term was coined to indicate a lack of covert self-
esteem.

Human Nature
Detail + Logic » FlexibilityWe name Reminder as Customer Service

Side Tracking
• Too indulged = No room for thinking in
different way
• The magic of dissent
• By subjection, you deny yourself and follow
the power. It becomes an attachment

Learning
• A process of searching for and integrating new information
to make sense out of disorientation
• Peter Senge writes:
– Through learning we recreate ourselves
– Through learning we become able to do something we
never were able to do
– Through learning we re-perceive the world and our
relationship to it
– Through learning we extend our capacity to create, to be
part of the generative process of life
Detail + Logic » FlexibilityCollaboration: learning from each other…..

Stimulus → Response
Imitation
1
2 4
3 5
Practice
Retrospect/
Introspect
Iteration
Memory to
Reflection
• One of the Human trait is learning
• Learning is:
Detail + Logic » FlexibilityStimulus → Object → Response

Only the right detail matters
• Root Cause Analysis often tells that only the
trivial matters and usually the symptom is
ignored
• RCA is almost equivalent to 5-Why technique
– Why the productivity drops?
• Repeat the question of Why to any answer until
the root cause is found
• Only the daily down-to-earth operation matters

RCA vs. 5 Why
• RCA is a representation of reality, traceability
to the ultimate reason
• 5-Why is the techniques to walk through the
RCA

How detail do we need?
Detail + Logic
Flexibility
Detail + Logic » FlexibilityPeople need to prove they are trustable

7 Waste + 1
1. Defects
Any element of a product or service that does not
meet or exceed a key customer requirement
2. Transportation
The unnecessary movement of people, information
or materials between processes
3. Waiting
People, parts, systems or facilities idly waiting for a
work cycle upstream to be completed

4. Over-Production
Producing products or services faster than your
customers are using them requires
5. Inventory
Storing more materials than you need in the near-
term, or creating and storing more products than are
being demanded by the customer in the near-term

6. Motion
Any movement of peoples’ bodies that does not add
value to product or service
7. Extra processing
8. Underutilized creativity
Detail + Logic » FlexibilityNo creativity No gain
I create value
therefore
I exist

Think Different
SIX
THINKING
HATS
Negatives
Caution
Logic
Faults
Danger
JUDGEMENT
Observe
Objectives
Goal
Rules
Big picture
MANAGE
Feeling
Intuition
Emotions
Don't rationalize
Don't justify
EMOTIONS
Possibility
New Ideas
Alternatives
Concepts
Growth
CREATIVITY
Optimism
Positives
Benefits
Make it work
Values
BRIGHTNESS
INFORMATION
Facts
Information
Documentation
Known/Unknown
No options
Detail + Logic » FlexibilityThink Ahead

The purpose of the hats
Used to unscramble thinking so that a thinker is able to
use one thinking mode at a time – instead of trying to do
everything at once

Intuition & a method
• “If you don’t have intuition, no method will help
you.
• But if you do have intuition, you can still flounder.
• Intuition is a necessary condition for finding
solutions
• You must have a method to unleash, focus and
critique your intuition if you want to arrive at
practical, simple solutions.”
----It’s not luck

Common Sense
• Something only if it is in line with our own intuition
• But, there is so often the need for an external trigger to
help us realize something that we already knew
intuitively
» What is your common sense?
» What is the common sense of your
organization?
» Any common language then?

Any strategy to create the
common sense for your
organization?
Detail + Logic » FlexibilityCan you foresee your boss reaction?

Too simple, sometimes naive
• Is there any common interest?
– Probably yes but who gets more? Why?
• Why should I co-operate with you?
• Why should I listen to you?
• What is the basis?
• Am I helping you for your own sake?
Detail + Logic » FlexibilityWhy should I believe you?

Reciprocity
• Do you believe it?
• Do you see the value of trust?
• Are your peers department trustworthy?
• Are you trustworthy?
• Are you willing to give first and take later? Or the
reversal?
• Do you hesitate to reveal your under-performance
if it happens
Detail + Logic » FlexibilityIs there any trust among your peers?

Community
• Are you solely relying on others without any
service provision?
• Are you solely services provider without any
need to take service from others?
• Is there any fair & voluntary (social) exchange
within your organization?
• Are all peers department equal and fairly
treated?
Detail + Logic » Flexibility百川異趨，必㑹于海; 萬國殊途，必通諸夏

The Nature of Hate
• Consists of emotions and cognitions
• Cognitions may include devaluation
and the perception of a threat
• Being evoked just for reason of lust
and ambition
• Appears as a response to a threat
against oneself or another person
• Disappear when the threat is removed
Detail + Logic » Flexibility佛教五毒：贪、嗔、痴、慢、疑

• People behave in a harmful way toward
others, there needs to be some moral
disengagement that helps to make their
actions respectable and helps to reduce their
personal responsibility for it
• Re-define the morality of their acts
Detail + Logic » FlexibilityAllport: Whatever is sensed as a threat is hated

Lying
• It is easy to tell a lie but hard to tell only one.
• The first lie must be thatched with another or it
will rain through
• More and more lies may come to be needed
• The liar always has more mending to do
Detail + Logic » FlexibilityAs lies spread, trust is damaged……

The weaknesses of Readers
• Will be sick with repeated reports
• Will not proactively react to issues reflected by
the reports
• Find excuse to be innocent/ignorant
• There should be somebody responsible but not
me
• I am too busy to read these dummy figures!
Detail + Logic » FlexibilityNo one ever tells me what it is!!

The weaknesses of Writers
• Too many data
• No Highlight
• No indication of what to do
• No legible format
• Who should read it and react?
• Too many reports!!!
Detail + Logic » FlexibilityNo one ever tells me what it is!!

Collaboration
1
2
34
5
1. The man who wants to
stand out (the influencer)
2. His sphere of influence
(subordinates)
3. The radiated (testing the
behavior and taking the
benefit)
4. People influenced by other
with vicarious experience
5. Acculturated and norms
formed, which in turn
restrict (1)
Detail + Logic » FlexibilityBut how the lose should be treated?

Your assumption on people
• The way you look/treat the people, the people you
would hire
• Every dog has its own day
• Stimulus -> Object -> Response
• Brain vs. Hand

Influencing Working Attitude
Focus on the
Person, not focus
on the problem
事在人為

Collective unconscious – Carl Jung
• Collective unconscious is a term of analytical psychology,
coined by Carl Jung.
• It is proposed to be a part of the unconscious mind, expressed
in humanity and all life forms with nervous systems, and
describes how the structure of the psyche autonomously
organizes experience.
• Jung distinguished the collective unconscious from the
personal unconscious, in that the personal unconscious is a
personal reservoir of experience unique to each individual,
while the collective unconscious collects and organizes those
personal experiences in a similar way with each member of a
particular species.

Institutionalization
• What to sediment to the members of
organization?
• What to eliminate from the mindset of the
members?
• Is check-and-balance (CAB) good? Any
value if we generalize it to the organization
culture?
Detail + Logic » FlexibilityNobody is as smart as everybody

Reporting for operation 1 (restructured course)

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Reporting for operation 1 (restructured course)