This document discusses the concept of Genba, a Japanese term meaning "real place" that refers to the location where value is added. Genba specifically refers to the manufacturing floor or other location where work is performed. The key aspects of Genba are observing how work is actually done, understanding problems from the perspective of operations staff, and validating conclusions directly with employees. Following the four steps of knowing the purpose, location, observation framework, and validation allows for building trust and gaining insights to improve processes and reduce waste.
This document outlines 71 techniques for developing "Kaizen Eyes" or the ability to see opportunities for continual improvement. Some of the techniques include asking new questions, observing processes from multiple angles, mapping processes, putting yourself in other roles, asking "why not" questions, and always looking for opportunities to improve. The overall goal is to practice these techniques to develop a skill for recognizing improvement opportunities that may not be obvious.
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
This document discusses the concept of Genba, a Japanese term meaning "real place" that refers to the location where value is added. Genba specifically refers to the manufacturing floor or other location where work is performed. The key aspects of Genba are observing how work is actually done, understanding problems from the perspective of operations staff, and validating conclusions directly with employees. Following the four steps of knowing the purpose, location, observation framework, and validation allows for building trust and gaining insights to improve processes and reduce waste.
This document outlines 71 techniques for developing "Kaizen Eyes" or the ability to see opportunities for continual improvement. Some of the techniques include asking new questions, observing processes from multiple angles, mapping processes, putting yourself in other roles, asking "why not" questions, and always looking for opportunities to improve. The overall goal is to practice these techniques to develop a skill for recognizing improvement opportunities that may not be obvious.
Correct protocol is the cornerstone of successful gemba walks. Follow these 12 steps to ensure that your gemba walks produce the desired result.
http://traccsolution.com/resources/successful-gemba-walks/
2016 Shingo Research Award recipient - a 'how to' outline for executives trying to do an effective Gemba Walk. The related book is available on Amazon. Add more info in Version 2 of the book on 'doing a walk in an office' environment and for 'coaching' gemba walkers.
This document provides 12 questions to ask during a "Gemba walk" to help identify opportunities for process improvement. The questions focus on understanding the value created, the current process, normal/abnormal states, what is working well/not being maintained/broken, what is not understood/documented, and what is creating waste, strain, or unevenness. Asking these questions while directly observing the process can help identify issues and enhancement opportunities.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
GROW is one of the effective coaching models which is used for coaching high performance team or individual in earlier days, now it is been used by Corporate and business coaching.
Agile teams operate in the context of an organization, whether it's a small start-up or a global corporation. Organizations that are clear about why they are in business will have a mission identified that expresses what they're all about. A great mission can provide the spice that transforms a team from one that delivers features and projects, to one that passionately delivers business value with fire-breathing intensity. This session will explore how you can utilize the mission of an organization to spice up a team's work, and how a team with a great mission behind it can influence agility throughout an organization.
How is it possible that a seemingly highly skilled team struggle to meet business deadlines whilst a team of average skilled professionals consistently deliver value to their client? Do the skills of the team members have any outcome on the delivery of the team? Of course they do, but without the secret sauce even the best team will fail. The uncomfortable truth is that human beings do not do ANYTHING unless they are sufficiently motivated to do so, despite what they may say they will do. Unfortunately, in most organisations, people learn to say what their managers want to hear and then still proceed to do the opposite. Why do people do this? In this talk we will explore how an Agile approach makes average teams become great teams through the injection of one vital ingredient: motivation. We will explore how an Agile approach gets people in all kinds of industries (not only developers!) become motivated to be successful without them even realizing it. The key principles of Agile that, probably coincidently, addresses the fundamentals of human motivation, will be uncovered.
Jaco heads DVT, a team of 600 staff that specialises in Agile software development, testing and related services for clients in South Africa and the United Kingdom. He has more than 20 years IT experience in the field of software development and has been involved in the architecture, design and construction of various size software development projects, some of which were in the utilities, financial and insurance industries. Jaco holds a doctorate in Computer Science from the University of Johannesburg and has focused his Ph.D. research on object oriented software design and information security.
The document provides an introduction to Gemba walks. Some key points:
- Gemba walks involve going to the actual work area ("gemba") to understand processes firsthand rather than just looking at results.
- They are part of lean management philosophy and involve going to see the work, asking why to involve staff in problem solving, and showing respect for workers.
- Effective gemba walks alter one's perspective, focus on others by listening and learning from workers, and make processes and issues visual through tools like boards.
This document discusses Kaizen, which is a philosophy of continuous small improvements. It provides an overview of Kaizen, including that it seeks ongoing, small improvements that can often be made at little cost. These small changes add up to bigger accomplishments over time. The document outlines the who, what, when, where, and why of Kaizen, as well as the basic Kaizen process of identifying opportunities, finding solutions, planning implementations, and integrating changes. It also discusses ways to identify opportunities and potential pitfalls to avoid with Kaizen.
Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...Samuel Chin, PMP, CSM
- The Gemba walk teaches us to observe processes in the actual place they occur to fully understand all the details, as people often forget or bias details when explaining processes.
- Even when not in the actual place, it is important to train our imagination to visualize ourselves performing the process to validate our understanding is comprehensive.
- Physical continuity is key to understanding a process fully, and the Gemba walk helps develop skills to reproduce this understanding remotely through questioning.
The Personal Agility System (PAS) is a coaching framework that helps people achieve goals that really matter to them. It focuses on aligning thoughts and actions with priorities by celebrating accomplishments, choosing how to spend time wisely, and learning through questions. The framework includes tools like the 6 Questions, PAS Priority Map, and Daily Celebrate and Choose event to help people clarify what's important and say no to less important tasks in order to achieve a balanced life with reduced stress.
Personal Agility: From Personal Satisfaction to Professional ImpactPeter Stevens
Personal Agility is a simple, easy-to-use framework to help you figure out and do more of what really matters. Personal Agility connects what you do with who you are and who you want to be. Personal Agility is also a simple leadership framework to help you build alignment throughout your organization.
Do you have too much to do and not enough time to do it? This talk give answers, shares case studies, and shows how you can use this simple framework to do more that matters and less that doesn't!
As presented at Torino Agile Conference, February 3, 2018
In this presentation we answer the question, "Why do we need hypothesis tests in process improvement?" Then we walk you through a real, live hypothesis test direct from the Bahama Bistro!
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-set-run-hypothesis-tests/
This document outlines an agenda for a webinar on making the most of opportunities. The webinar covers setting expectations with teams, giving good instructions, being mindful of opportunities, and collecting information. Tips are provided for setting expectations in writing, engaging teams, focusing on tasks not methods, and ensuring resources. Good instruction involves explaining purpose, logical steps, feedback, responsibility, and follow up. Feedback should be both positive, praising specifics and context, and negative, reprimanding facts and encouraging changes. The webinar encourages keeping an open mind, listening to self talk, understanding concepts, and looking at innovation across industries. Information from the event can be collected through photos, notes, shared notebooks, and daily
This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Scrum and Personal Agility are simple frameworks for getting good at getting the right things done. Scrum is team-based framework, Personal Agility is an individual or pair-oriented framework. How are they similar? And how does Personal Agility help you in contexts where Scrum is not appropriate?
How To Be an Influential Kaizen Coach - Joe Swartz & Mark GrabanKaiNexus
In this webinar, Mark Graban & Joe Swartz, co-authors of the Shingo Award-winning book Healthcare Kaizen will discuss:
- Why coaching matters to your organization, leaders, and staff
- Practical methods for coaching staff and leaders
- How to develop people to be better improvement facilitators
- Numerous coaching scenarios and examples from Franciscan St. Francis Health and other organizations and other industries
- Key coaching fundamentals used at Franciscan
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
This document discusses agile retrospectives, including why they are important, what they involve, and how to conduct them successfully. Retrospectives allow teams to continuously improve by reflecting on what went well and what could be improved in the last sprint or iteration. The key aspects covered are preparing an agenda and materials, gathering feedback from the team, analyzing the feedback to select a few key items to action, and planning follow-ups to ensure improvements are implemented. Conducting regular retrospectives helps teams enhance their processes and productivity over time.
This document discusses various ways to increase personal productivity. It recommends time management skills, learning to time yourself, focusing on the most important tasks, getting feedback, and using mental boosters like pep talks and motivational quotes. Maintaining a positive attitude, prioritizing tasks, working smarter not harder, and continuous self-evaluation are also suggested for improving personal productivity over time. Quality of work should not be sacrificed for the sake of fast productivity.
This document discusses triggers and how they impact behavior. It defines a trigger as any stimulus that may impact our behavior. It explains that we are both creating our world through our actions and reactions to triggers, while also being created by the triggers in our external environment. The document advocates using self-awareness and choice to mediate our responses to triggers to achieve goals. It presents a model called the "Wheel of Change" that involves accepting, preserving, creating, eliminating parts of ourselves. The document also describes using daily active self-questioning to focus on positive behaviors and goal progress rather than passively waiting for external factors to change. Research on using this daily questioning process showed most participants reported improvements across multiple areas.
The document summarizes a group meeting focused on developing leadership skills. It discusses assessing where participants currently are as leaders, defining a vision for their future leadership, and how to get there. This includes analyzing strengths/weaknesses, setting priorities, and making time to lead through better time management, planning, and delegating tasks using the CREST methodology. The goal is to help participants transition from managing to leading.
GROW is one of the effective coaching models which is used for coaching high performance team or individual in earlier days, now it is been used by Corporate and business coaching.
Agile teams operate in the context of an organization, whether it's a small start-up or a global corporation. Organizations that are clear about why they are in business will have a mission identified that expresses what they're all about. A great mission can provide the spice that transforms a team from one that delivers features and projects, to one that passionately delivers business value with fire-breathing intensity. This session will explore how you can utilize the mission of an organization to spice up a team's work, and how a team with a great mission behind it can influence agility throughout an organization.
How is it possible that a seemingly highly skilled team struggle to meet business deadlines whilst a team of average skilled professionals consistently deliver value to their client? Do the skills of the team members have any outcome on the delivery of the team? Of course they do, but without the secret sauce even the best team will fail. The uncomfortable truth is that human beings do not do ANYTHING unless they are sufficiently motivated to do so, despite what they may say they will do. Unfortunately, in most organisations, people learn to say what their managers want to hear and then still proceed to do the opposite. Why do people do this? In this talk we will explore how an Agile approach makes average teams become great teams through the injection of one vital ingredient: motivation. We will explore how an Agile approach gets people in all kinds of industries (not only developers!) become motivated to be successful without them even realizing it. The key principles of Agile that, probably coincidently, addresses the fundamentals of human motivation, will be uncovered.
Jaco heads DVT, a team of 600 staff that specialises in Agile software development, testing and related services for clients in South Africa and the United Kingdom. He has more than 20 years IT experience in the field of software development and has been involved in the architecture, design and construction of various size software development projects, some of which were in the utilities, financial and insurance industries. Jaco holds a doctorate in Computer Science from the University of Johannesburg and has focused his Ph.D. research on object oriented software design and information security.
The document provides an introduction to Gemba walks. Some key points:
- Gemba walks involve going to the actual work area ("gemba") to understand processes firsthand rather than just looking at results.
- They are part of lean management philosophy and involve going to see the work, asking why to involve staff in problem solving, and showing respect for workers.
- Effective gemba walks alter one's perspective, focus on others by listening and learning from workers, and make processes and issues visual through tools like boards.
This document discusses Kaizen, which is a philosophy of continuous small improvements. It provides an overview of Kaizen, including that it seeks ongoing, small improvements that can often be made at little cost. These small changes add up to bigger accomplishments over time. The document outlines the who, what, when, where, and why of Kaizen, as well as the basic Kaizen process of identifying opportunities, finding solutions, planning implementations, and integrating changes. It also discusses ways to identify opportunities and potential pitfalls to avoid with Kaizen.
Gemba Walk: Placing Yourself in the Process - New York Business Process Profe...Samuel Chin, PMP, CSM
- The Gemba walk teaches us to observe processes in the actual place they occur to fully understand all the details, as people often forget or bias details when explaining processes.
- Even when not in the actual place, it is important to train our imagination to visualize ourselves performing the process to validate our understanding is comprehensive.
- Physical continuity is key to understanding a process fully, and the Gemba walk helps develop skills to reproduce this understanding remotely through questioning.
The Personal Agility System (PAS) is a coaching framework that helps people achieve goals that really matter to them. It focuses on aligning thoughts and actions with priorities by celebrating accomplishments, choosing how to spend time wisely, and learning through questions. The framework includes tools like the 6 Questions, PAS Priority Map, and Daily Celebrate and Choose event to help people clarify what's important and say no to less important tasks in order to achieve a balanced life with reduced stress.
Personal Agility: From Personal Satisfaction to Professional ImpactPeter Stevens
Personal Agility is a simple, easy-to-use framework to help you figure out and do more of what really matters. Personal Agility connects what you do with who you are and who you want to be. Personal Agility is also a simple leadership framework to help you build alignment throughout your organization.
Do you have too much to do and not enough time to do it? This talk give answers, shares case studies, and shows how you can use this simple framework to do more that matters and less that doesn't!
As presented at Torino Agile Conference, February 3, 2018
In this presentation we answer the question, "Why do we need hypothesis tests in process improvement?" Then we walk you through a real, live hypothesis test direct from the Bahama Bistro!
You can find the rest of the webinar materials and questions from the webinar here:
https://goleansixsigma.com/webinar-set-run-hypothesis-tests/
This document outlines an agenda for a webinar on making the most of opportunities. The webinar covers setting expectations with teams, giving good instructions, being mindful of opportunities, and collecting information. Tips are provided for setting expectations in writing, engaging teams, focusing on tasks not methods, and ensuring resources. Good instruction involves explaining purpose, logical steps, feedback, responsibility, and follow up. Feedback should be both positive, praising specifics and context, and negative, reprimanding facts and encouraging changes. The webinar encourages keeping an open mind, listening to self talk, understanding concepts, and looking at innovation across industries. Information from the event can be collected through photos, notes, shared notebooks, and daily
This document discusses shifting leadership from a "cop" model of telling people what to do to a "coach" model of facilitating change. It advocates using motivational interviewing techniques to have collaborative conversations that elicit people's own reasons for change instead of imposing solutions. Key aspects of this approach include listening without judgment, reflecting on ambivalence, and guiding discussions to increase "change talk" and commitment rather than resistance. The goal is to help people resolve ambivalence and take ownership of changes by finding their own motivations, rather than just compliance with external directives.
Congratulations You Have Lots of Employee Ideas! Now What?KaiNexus
- How to discuss ideas constructively with employees
- How to prioritize ideas (and if that's even necessary)
- How to assign responsibility for improvement work
- How to create time for improvement
- How to track improvements
Scrum and Personal Agility are simple frameworks for getting good at getting the right things done. Scrum is team-based framework, Personal Agility is an individual or pair-oriented framework. How are they similar? And how does Personal Agility help you in contexts where Scrum is not appropriate?
How To Be an Influential Kaizen Coach - Joe Swartz & Mark GrabanKaiNexus
In this webinar, Mark Graban & Joe Swartz, co-authors of the Shingo Award-winning book Healthcare Kaizen will discuss:
- Why coaching matters to your organization, leaders, and staff
- Practical methods for coaching staff and leaders
- How to develop people to be better improvement facilitators
- Numerous coaching scenarios and examples from Franciscan St. Francis Health and other organizations and other industries
- Key coaching fundamentals used at Franciscan
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
Lean is a set of concepts and tools used to maximize value and minimize waste from the customer's perspective. It involves engaging employees in continuous improvement. Examples show how lean helped improve processes in healthcare, manufacturing, and government. Key lean principles include specifying value, mapping the value stream, creating flow, establishing pull, and seeking perfection. Continuous improvement involves small, incremental tests of changes through the Plan-Do-Check-Act cycle.
This document discusses agile retrospectives, including why they are important, what they involve, and how to conduct them successfully. Retrospectives allow teams to continuously improve by reflecting on what went well and what could be improved in the last sprint or iteration. The key aspects covered are preparing an agenda and materials, gathering feedback from the team, analyzing the feedback to select a few key items to action, and planning follow-ups to ensure improvements are implemented. Conducting regular retrospectives helps teams enhance their processes and productivity over time.
This document discusses various ways to increase personal productivity. It recommends time management skills, learning to time yourself, focusing on the most important tasks, getting feedback, and using mental boosters like pep talks and motivational quotes. Maintaining a positive attitude, prioritizing tasks, working smarter not harder, and continuous self-evaluation are also suggested for improving personal productivity over time. Quality of work should not be sacrificed for the sake of fast productivity.
This document discusses triggers and how they impact behavior. It defines a trigger as any stimulus that may impact our behavior. It explains that we are both creating our world through our actions and reactions to triggers, while also being created by the triggers in our external environment. The document advocates using self-awareness and choice to mediate our responses to triggers to achieve goals. It presents a model called the "Wheel of Change" that involves accepting, preserving, creating, eliminating parts of ourselves. The document also describes using daily active self-questioning to focus on positive behaviors and goal progress rather than passively waiting for external factors to change. Research on using this daily questioning process showed most participants reported improvements across multiple areas.
The document summarizes a group meeting focused on developing leadership skills. It discusses assessing where participants currently are as leaders, defining a vision for their future leadership, and how to get there. This includes analyzing strengths/weaknesses, setting priorities, and making time to lead through better time management, planning, and delegating tasks using the CREST methodology. The goal is to help participants transition from managing to leading.
Doing Something Good facilitated this second event in Vicsport's 'Forward Thinking' series, addressing the changing business of community sport, and innovative approaches to getting more Victorian's physically active through sport.
Innovation in Action on 19 March was a practical workshop aimed at improving the capability of organisations in the community sport sector to be innovative, and generate game-changing ideas simply and quickly.
The Innovation in Action workshop provided participants with an opportunity to:
> Discover how top innovators approach problem solving
> Learn how you can apply cutting edge and easy to use design principles and methodologies to generate innovative ideas for community sport products, services and programs
> Participate in a practical ‘rapid prototyping’ team challenge to design innovative community sport membership models simply and quickly
Lessons from washington state governments lean transformation journey ame j...Darrell Damron
In this session, Darrell Damron, enterprise lean consultant with the Results Washington team, shared three innovative strategies that have yielded lessons for government and non-profit organizations
This document discusses strengths-based leadership and performance. It finds that employees who know their strengths are much more likely to feel they understand job expectations and can do what they do best. Using strengths leads to better performance. Leaders should select people for their talents, set clear expectations, motivate by focusing on strengths, and develop people by finding the right job fit. Strengths come from things we naturally excel at and find satisfying. Managing weaknesses means avoiding roles requiring them rather than trying to fix them.
"To know, is good. To live, is better. To be, that is perfect." - The Mother
During the Agile adoption, its a common complain that many team in many organizations get caught up in the ceremonies or mechanics of Agile and fail to understand/appreciate the true value and spirit of Agile. And because of this, the original intent of the Agile movement itself is lost. This is a serious issue!
This workshop will highlight, a well-proven approach to transformation (not adoption) and show the distinct steps in this journey that an individual or a collective goes through when learning anything new. Activities, serving as examples, in the workshop, will focus to show the journey - that is, how to begin with rituals, then gradually move to practices, arriving at principles and eventually internalizing the values. Witnessing this gradual process of transformation will help participants discover for themselves their current progression. We hope this will serve as a guiding light during their Agile journey.
Finally, we will leave the participants to ponder upon and discover for themselves their ideals in life and work as this is not only applicable to software development, but also to any discipline where humans are involved, including life itself.
Mode details: http://confengine.com/agile-pune-2014/proposal/534/the-tao-of-transformation
Conference: http://pune.agileindia.org
Authentic Leadership - Focusing on Strengths and SolutionsTim Bright
This document discusses authentic leadership and focuses on strengths and solutions. It defines authentic leadership as being true to yourself and outlines different approaches. It advocates shifting management approaches from continuous improvement focused on problems and weaknesses, to a solutions focus and strengths-based development that looks at what is working well. The key message is to be yourself more with skill, get to know yourself and others better, and help teams identify and build on their strengths for improved performance and engagement.
The document discusses leadership at multiple levels including developing oneself as a leader, building relationships, developing strategies, and transforming organizations. It provides examples of leadership in action including revising a school's vision and implementing student-led conferences. Leaders are encouraged to develop self-awareness, build community, think strategically, apply leadership skills to create change, and establish supportive systems and structures.
SOFT SKILLS WORLD takes pleasure in introducing itself as an experienced and competent conglomeration with more than 300 Training & Development professionals. This team represents key functional domains across industries.
We sincerely look forward to joining hands with your esteemed organization in our endeavour to create a mutually satisfying win-win proposition per se Organization Development interventions.
May we request you to visit us at http://www.softskillsworld.com/to have a glimpse of the bouquet of our offers .We have partnered with the best & promise you an excellent organizational capability building.
We firmly believe Hard Skills alone are not sufficient enough to enhance business success. Aligned with high performance organizational culture and given the right direction, Soft Skills is the best recipe for business success.
This document discusses career planning and development. It covers topics like career management, responsibilities, action planning and available resources. Some key points include understanding yourself through self-assessment, expanding your skills and network, developing career goals and plans, and taking responsibility for managing your own career. Questions are welcomed from the Professional Development Director at the end.
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.
Game-Changing Audience Research TechniquesBlackbaud
This document discusses low-cost user research methods that non-profits can use to test their websites and improve outcomes. It promotes brief user tests at Starbucks to observe people completing tasks on a website. Card sorting is presented to understand how users organize information. Surveys are suggested to answer specific questions about current users, with tips on keeping them short and analyzing responses. The presentation aims to demonstrate user research can be done easily and cheaply.
Challenge The Process By Asking "Why?" With GoLeanSixSigma.comGoLeanSixSigma.com
Did you know that curiosity catalyzes creativity? This 1 hour webinar will share how you can promote curiosity in your workplace to inspire creative solutions to everyday problems.
Leland Sandler on Culture of Accountability and ExecutionLeland Sandler
Leland Sandler's presentation on creating a culture of accountability and execution. Topics include the ladder of inference, stories vs facts, cause and effect, advocacy and inquiry.
The document discusses growing great test analysts by creating an environment where they can develop professionally. It recommends recognizing analysts as people capable of any task, investing in their growth through vision, training, and support, and establishing structures and culture that encourage formal test analysis practices over ad hoc approaches. The goal is to develop test analysts into professionals and move away from views of "testers" as "cowboys".
Leaders lead people. Realising that the greatest asset of any
organisation is its people, a leader will empower them and help
them to realise their own potential within the organisation. As
Jack Welch famously said, ‘Before you are a leader, success is all about growing yourself. When you become a leader, success is all about growing others.’ Put another way, leaders create leaders.
Community of Practice - Self Care for Change PractitionersProsci ANZ
Catherine Smithson presented on self-care for change practitioners. She discussed how change jobs are demanding and require resilience. Resilience involves behaviors, thoughts and actions that can be learned. She provided five tips for resilience: focus on priorities rather than trying to do everything, find a change buddy, don't take issues personally, avoid perfectionism, and keep perspective. The presentation aimed to help change practitioners replenish and maintain resilience through challenges.
This document discusses motivation and how to keep teams motivated. It introduces the concept of intrinsic versus extrinsic motivation and discusses the three key elements of motivation: autonomy, mastery, and purpose. Leaders are encouraged to give those they lead a sense of autonomy over their work, allow them to develop mastery through challenging tasks and feedback, and inspire purpose by communicating how their work contributes to a greater cause. Providing these three elements can help create an environment where people are self-motivated.
This document discusses leadership excellence and provides definitions, strategies, and tips for effective leadership. It defines leadership as guiding, having authority and administration, and being effective, skilled, and taking initiative. Some key strategies discussed for leadership include leading oneself through self-awareness, having a clear purpose, vision, and values as an "on-purpose" person, designing an effective organizational structure, ensuring the right people are in the right jobs, and demonstrating a passionate commitment to work. John Wooden's leadership tips of listening, caring, being prepared, and more are also summarized.
Similar to Walk the Gemba to Improve Your Leadership Abilities (20)
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Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
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Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
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Understanding User Needs and Satisfying ThemAggregage
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We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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3. Structure is Simple
• Define Purpose & Prepare
• Do the Walk
– Go See
– Ask ‘What’ then ‘Why’
– Show Respect
• Debrief the Walk
3
But learning while you walk
is not simple
4. • Why doing it?
– Seeking to understand
– Develop people
– Waste walk
• Different Type Walks
– Supervisor (multiple times per day )
– Leadership team walk (2 or 3 times per day)
– Value Stream walk (weekly)
– Waste identification walk (a common starting point)
– Executive walk (people from outside the facility -
periodic)
4
Prepare
for Walk
Define Purpose
5. Do the Walk
• Do people:
– Understand purpose of work?
– Follow standard work practices?
– Understand performance expectations and why?
– Use a scientific thought process for problem
resolution?
• Are people inhibited from doing their jobs by
organizational support systems?
5
Go See
6. Do the Walk
• Anyone can look around, good
observations require skill
• What work are people doing?
• What are the targets?
• Why important?
• How are we progressing?
6
Ask What,
Then Why?
7. Do the Walk
• Ask open-ended questions
• Listen more than you talk
• Create a safe environment
• Always jump to the 5 Whys, never the 5 Whos
• Don’t remove problem ownership, trust
people to act when they learn to ‘see it’
• Help people gain confidence
7
Show
Respect
8. Debrief the Walk
• What was done well?
• What could be done better?
• Did the questioner remain humble?
Close the debrief by asking these questions:
• Did we make any decisions during the walk?
• How to communicate that decision?
• How to follow-up on progress?
8
Debrief the
Walk
11. Is the ‘A’ Square and the
‘B’ Square the same color?
http://web.mit.edu/persci/people/adelson/checkershadow_proof.htm
12. Get close to see with Your Own Eyes
• Go to the Gemba – where
the “action is”
• See with your own eyes
• Probe beneath the surface
• Experience reality as
others see it
• Find ways to change how
you see the world
14. “….most problems in an organization are the result of the
processes not the people working in the system”
Dr. W. Edwards Deming
14
Increase
Your
Process
Awareness
Who Experiences problems during your work day
that typically requires a work around?
Ineffective
Powerless
15. Over Come Your Fear
This is a powerful way to change your perspective!
How would I feel
Without the fear?
4
Power
Questions
Courtesy of Traci Fenton, WorldBlu
24. A Simple Structure
• Define Purpose & Prepare
• Do the Walk
– Go See
– Ask ‘What’ then ‘Why’
– Show Respect
• Debrief the Walk
24
A powerful learning tool!
25. Welcome to Connect
• Learn about your experiences
• You can use this material
• Happy to connect on LinkedIn or
Twitter @michaelbremer
• michael@cumberlandchicago.com
• 630-235-4210
• Thanks for being here
25