The document discusses Toyota's principle of making decisions slowly through consensus and thoroughly considering all options, while rapidly implementing decisions. It advocates for taking time to understand problems at their root cause, broadly evaluating alternative solutions, building agreement within teams, and efficiently communicating decisions. Thorough consideration in decision making involves fact-finding, questioning why issues occur, assessing options, and gaining approval from stakeholders. While decisions progress gradually, implementation then occurs quickly once consensus is reached.
Lean Manga Nemawashi.
For more information, visit www.hoshinkanriforest.com or read the book The Hoshin Kanri Forest: Lean Strategic Organizational Design
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
How to successfully implement change in your organization (REX Dashlane) (EN)Agile En Seine
Presented by Zeineb Bouhejba (Dashlane) et Zakat Cherif (Dashlane) at Agile en Seine on September 20, 2023
Analyze the company processes.
What are the processes/initiatives/tools that are not working (pain points, blockers, bottlenecks…) what is slowing us down, and why.
Analyze what among these processes/initiatives/tools have the biggest negative impact on the company.
Find the best solution (RFC= Request for comment demonstration).
Make the final decision and communicate it (Decision Record demonstration).
Implement change (rollout process,Adoption plan, communication, training, automation, issue bot).
Measure success (Metrics, Feedback, Follow up tasks).
Use case 1: Project: Dashlane SSO
Use case 2: Policy: TAT
Lean Manga Nemawashi.
For more information, visit www.hoshinkanriforest.com or read the book The Hoshin Kanri Forest: Lean Strategic Organizational Design
Innovation can be learned – with the most effective creativity methodology out there: SIT.
'Ideen finden' kann man lernen - Systematic Inventive Thinking
For more information and case studies, please visit: www.bold.group
How to successfully implement change in your organization (REX Dashlane) (EN)Agile En Seine
Presented by Zeineb Bouhejba (Dashlane) et Zakat Cherif (Dashlane) at Agile en Seine on September 20, 2023
Analyze the company processes.
What are the processes/initiatives/tools that are not working (pain points, blockers, bottlenecks…) what is slowing us down, and why.
Analyze what among these processes/initiatives/tools have the biggest negative impact on the company.
Find the best solution (RFC= Request for comment demonstration).
Make the final decision and communicate it (Decision Record demonstration).
Implement change (rollout process,Adoption plan, communication, training, automation, issue bot).
Measure success (Metrics, Feedback, Follow up tasks).
Use case 1: Project: Dashlane SSO
Use case 2: Policy: TAT
Government innovative projects often end when the innovator leaves. We explore what causes that as well as thoughts about how to prepare, on the front end, for the innovator's exit.
This presentation was given at NAGW2017 on September 20, 2017 in San Diego
Kanban applied to ITSM Vladimir Ivanov at Agile Tour LithuaniaVladimirs Ivanovs
No time to work on improvements? Find it with Kanban!
Here I share practical experience from case of insurance company in Russia. I've installed Kanban board as a tool for IT management team to execute IT Service Management programme. Kanban board is great for workflow visualisation and can be used to improve efficiency of teams managing services and portfolios not only in IT, but also marketing, sales, production, operations etc. Want to learn how to do it yourself?
Vladimir Ivanov is consultant and trainer in Project Management and IT Service Management, certified IPMA-B and ITIL Expert.
Board member at International Project Management Association at Latvia and IPMA 4 level certification system assessor (taking exams in Latvian, English and Russian).
Helps companies to develop IT Service Management by adopting ITIL, COBIT and other frameworks in an Agile way.
Gives knowledge and skills in Project, Programme and Portfolio Management.
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
Tradeline Space Strategies: Pop-ups, Prototypes, and Pilotsbrightspot
Change is hard. Innovation is risky. Space is costly and time-consuming to update or create. In the face of these challenges, institutions can keep planning large risky projects that take years to design and build and that might miss the mark. Or they can think about it differently and use more agile ways of making progress and learning along the way. In this interactive session, we will show how prototypes, pop-ups, and pilots can help you make progress and create truly innovative spaces that meet needs today, not years after you hear about them. Using case studies and activities, Elliot Felix covers how to structure a participatory process that enables organizational change, how to launch and operate experimental initiatives, and how to evaluate them to make the case for change and get skeptics on board.
Greta Blash, PgMP, PMP, ACP, PBA
Founder Facilitated Methods. Experienced project management professional able to help your team deliver results
Relationship of Project Management and Agile
With the growing awareness of agile frameworks and methods, PMI created the Agile Practice Guide which was delivered with the 6th edition of the PMBOK Guide. Rather than viewing these two areas as philosophically opposed to each other, common convictions and needs were addressed. These combined methods are key to improving project results in an ever-changing business environment.
A keynote presentation comparing/contrasting old & new SDLC methodologies that was used to kick off an internal agile meetup focused on standardizing on the Atlassian suite of SDLC tools.
#MakeMistakes on a WisdomToolz Simulation.
Get a sneak preview into the WisdomToolz Business Management Simulation Series. This series has been developed to help your business managers gain insights into Finance and financial acumen.
This program is is delivered in WisdomToolz Simulated WarRoom format.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
MURAL Webinar: How Design Sprints Can Be Reformatted For Any Workshop/MeetingMURAL
In this webinar, Brittni Bowering (Head of Media, AJ&Smart) will explore how you can take the design sprint process and easily reformat it in a way that helps you run the best meetings and workshops of your career, AND get buy-in from your team to adopt this way of working - by taking the core design sprint exercises and principles to get things done faster, better & happier!
Government innovative projects often end when the innovator leaves. We explore what causes that as well as thoughts about how to prepare, on the front end, for the innovator's exit.
This presentation was given at NAGW2017 on September 20, 2017 in San Diego
Kanban applied to ITSM Vladimir Ivanov at Agile Tour LithuaniaVladimirs Ivanovs
No time to work on improvements? Find it with Kanban!
Here I share practical experience from case of insurance company in Russia. I've installed Kanban board as a tool for IT management team to execute IT Service Management programme. Kanban board is great for workflow visualisation and can be used to improve efficiency of teams managing services and portfolios not only in IT, but also marketing, sales, production, operations etc. Want to learn how to do it yourself?
Vladimir Ivanov is consultant and trainer in Project Management and IT Service Management, certified IPMA-B and ITIL Expert.
Board member at International Project Management Association at Latvia and IPMA 4 level certification system assessor (taking exams in Latvian, English and Russian).
Helps companies to develop IT Service Management by adopting ITIL, COBIT and other frameworks in an Agile way.
Gives knowledge and skills in Project, Programme and Portfolio Management.
CEO / CXO Architecture - The missing piece in your BI&A architectureCorporater
Most CEOs and CXOs are not happy with the BI&A initiatives. There is an apparent gap between what insights/information the top management needs from IT, and what is delivered. In this presentation, you will get critical insights into what a BI&A architecture should contain in order to close this gap.
This presentation will help you understand the specific core building blocks needed to reach business outcomes, and how the BI&A architecture can serve this purpose – all viewed from a CEO/CXO’s perspective.
Tradeline Space Strategies: Pop-ups, Prototypes, and Pilotsbrightspot
Change is hard. Innovation is risky. Space is costly and time-consuming to update or create. In the face of these challenges, institutions can keep planning large risky projects that take years to design and build and that might miss the mark. Or they can think about it differently and use more agile ways of making progress and learning along the way. In this interactive session, we will show how prototypes, pop-ups, and pilots can help you make progress and create truly innovative spaces that meet needs today, not years after you hear about them. Using case studies and activities, Elliot Felix covers how to structure a participatory process that enables organizational change, how to launch and operate experimental initiatives, and how to evaluate them to make the case for change and get skeptics on board.
Greta Blash, PgMP, PMP, ACP, PBA
Founder Facilitated Methods. Experienced project management professional able to help your team deliver results
Relationship of Project Management and Agile
With the growing awareness of agile frameworks and methods, PMI created the Agile Practice Guide which was delivered with the 6th edition of the PMBOK Guide. Rather than viewing these two areas as philosophically opposed to each other, common convictions and needs were addressed. These combined methods are key to improving project results in an ever-changing business environment.
A keynote presentation comparing/contrasting old & new SDLC methodologies that was used to kick off an internal agile meetup focused on standardizing on the Atlassian suite of SDLC tools.
#MakeMistakes on a WisdomToolz Simulation.
Get a sneak preview into the WisdomToolz Business Management Simulation Series. This series has been developed to help your business managers gain insights into Finance and financial acumen.
This program is is delivered in WisdomToolz Simulated WarRoom format.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
MURAL Webinar: How Design Sprints Can Be Reformatted For Any Workshop/MeetingMURAL
In this webinar, Brittni Bowering (Head of Media, AJ&Smart) will explore how you can take the design sprint process and easily reformat it in a way that helps you run the best meetings and workshops of your career, AND get buy-in from your team to adopt this way of working - by taking the core design sprint exercises and principles to get things done faster, better & happier!
Online aptitude test management system project report.pdfKamal Acharya
The purpose of on-line aptitude test system is to take online test in an efficient manner and no time wasting for checking the paper. The main objective of on-line aptitude test system is to efficiently evaluate the candidate thoroughly through a fully automated system that not only saves lot of time but also gives fast results. For students they give papers according to their convenience and time and there is no need of using extra thing like paper, pen etc. This can be used in educational institutions as well as in corporate world. Can be used anywhere any time as it is a web based application (user Location doesn’t matter). No restriction that examiner has to be present when the candidate takes the test.
Every time when lecturers/professors need to conduct examinations they have to sit down think about the questions and then create a whole new set of questions for each and every exam. In some cases the professor may want to give an open book online exam that is the student can take the exam any time anywhere, but the student might have to answer the questions in a limited time period. The professor may want to change the sequence of questions for every student. The problem that a student has is whenever a date for the exam is declared the student has to take it and there is no way he can take it at some other time. This project will create an interface for the examiner to create and store questions in a repository. It will also create an interface for the student to take examinations at his convenience and the questions and/or exams may be timed. Thereby creating an application which can be used by examiners and examinee’s simultaneously.
Examination System is very useful for Teachers/Professors. As in the teaching profession, you are responsible for writing question papers. In the conventional method, you write the question paper on paper, keep question papers separate from answers and all this information you have to keep in a locker to avoid unauthorized access. Using the Examination System you can create a question paper and everything will be written to a single exam file in encrypted format. You can set the General and Administrator password to avoid unauthorized access to your question paper. Every time you start the examination, the program shuffles all the questions and selects them randomly from the database, which reduces the chances of memorizing the questions.
Understanding Inductive Bias in Machine LearningSUTEJAS
This presentation explores the concept of inductive bias in machine learning. It explains how algorithms come with built-in assumptions and preferences that guide the learning process. You'll learn about the different types of inductive bias and how they can impact the performance and generalizability of machine learning models.
The presentation also covers the positive and negative aspects of inductive bias, along with strategies for mitigating potential drawbacks. We'll explore examples of how bias manifests in algorithms like neural networks and decision trees.
By understanding inductive bias, you can gain valuable insights into how machine learning models work and make informed decisions when building and deploying them.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
3. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 3
“How you arrive at the decision is just as important as
the quality of the decision.”
3 Months
planning
problemproblem problem
Toyota will spend 9-10 months planning, then
implement in a small way and be fully implemented at the end
of the year, with virtually no remaining problems. ”
9-10 Months
planning
Thorough Consideration in Decision MakingThorough Consideration in Decision Making
4. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 4
1.Finding out what is really going on, including Genchi Genbutsu.
2.Understanding underlying causes that explain surface appearances –
asking Five Why?
3.Broadly considering alternative solutions and developing a detailed
rationale for the preferred solution.
4.Building consensus within the team, including Toyota employees and
outside partners.
5.Using very efficient communication vehicles to do one through four,
preferably one side of one sheet of paper.
The principle: Thorough Consideration inThe principle: Thorough Consideration in
Decision MakingDecision Making
5. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 5
Broadly Consider Alternative SolutionsBroadly Consider Alternative Solutions
with a Set-Based Approachwith a Set-Based Approach
-The 5 Whys
-Think in sets of alternative solution
-Set based concurrent engineering;
6. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 6
Broadly Consider Alternative SolutionsBroadly Consider Alternative Solutions
with a Set-Based Approachwith a Set-Based Approach
Generation
Hybrid Engine Technology
Styling
Suspension Development
7. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 7
Getting on the Same Page Through
Nemawashi
Make decision slowly by
consensus, thoroughly considering
all options; implement rapidly
8. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 8
Getting on the Same Page Through
Nemawashi
Achieving
consensus – it’s a b
elief in reason. Let’
s work it out. It’s a
combination of rea
son and pragmatis
m with this overlay
of integrity and ex
cellence. We were i
n a political campa
ign, but Toyota ha
d no thoughts of s
9. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly 9
Getting on the Same Page Through
Nemawashi
Alternative Toyota decision
making methods
Alternative Toyota decision
making methods
10. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly10
Evaluating the early designs and thinking
to all possible engineering and
manufacturing issuesAnalyzed and developed countermeasures
through “Study Drawing”“Study Drawing”
Getting on the Same Page Through
Nemawashi
Freshman Project :: It’s “LearningIt’s “Learning
by Doing”by Doing”
Collective drawings are put together into
“K4”“K4” or “Kozo Keikaku” (Structure Plan)“Kozo Keikaku” (Structure Plan)
Given opinions from others
11. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly11
Communication Visually on One Piece of
Paper to Arrive at Decision
A Picture is worth A Thousand wordsA Picture is worth A Thousand words
Embedded in A3 report is
Toyota’s problem-solving proce
ss
12. Communication Visually on One Piece of
Paper to Arrive at Decision
Process helps to accomplish effective meetings
TIME LINE
PLAN
IMPLEMENTATION
CONTROL
LABOR COST & TIME
ANALYSIS
PROPOSAL
14. Communication Visually on One Piece of
Paper to Arrive at Decision
Title
Background
(Existing Value, Expectation, Policy, Goal, or Plan)
Current Situation
(Analysis of Need and Contributing Condition)
Implementation
(Detail of the Plan)
Follow Up
(Expected Result – When/How They Will Be Checked)
Recommendation
(Cost/Benefits)
Deming Cycle – PDCADeming Cycle – PDCA
Grasp Situation
(Genchi Genbutsu)
Plan
Do
Check and Act
15. Communication Visually on One Piece of
Paper to Arrive at Decision
Deming Cycle – PDCADeming Cycle – PDCA
Grasp SituationGrasp Situation
DoDo
PlanPlan
Check & ActCheck & Act
16. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly16
1. Uncovers all the facts
2. Avoided any resistance before implementing
3.Achieves a great deal of learning up front before
anything is planned or implemented
1. Uncovers all the facts
2. Avoided any resistance before implementing
3.Achieves a great deal of learning up front before
anything is planned or implemented
Learning up front makes for easier decision
making
Going though information
gathering and analysis in dec
ision Making
17. Chapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; ImplementChapter 19: Principle 13 :Make Decisions Slowly by Consensus, Thoroughly Considering All options; Implement
Decisions RapidlyDecisions Rapidly17
Thank youThank you