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This is a presentation on taking responsibility for quality and continuous improvement.
Citation preview
Joe Dager
Business901
What does Quality bring
bull High Morale bull Everybody wins bull Andhellip
The trouble with
Quality
Paperwork
Led
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
What does Quality bring
bull High Morale bull Everybody wins bull Andhellip
The trouble with
Quality
Paperwork
Led
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
The trouble with
Quality
Paperwork
Led
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Paperwork
Led
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Led
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Conform or else
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
How can we encourage and
support everyone to be responsible for Quality
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality can be part of everyday work thru
Quallaboration
Quallaboration is a term coined by Jim Benson co-author of Personal Kanban
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality Control is concerned with the product
Quality Assurance is processndashoriented
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality Assurance
Needs to have a process for improvement
PDCA Six Sigma Triz ISO Malcolm Baldridge
Quality Circles BPR Taguchi Kaizen A3 (PDCA)
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
All based on Scientific
Experimentation
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality is about Gaps
bull Knowledge Gap ndash difference between company perceptions of customers expect and what customers really expect
bull Standards Gap ndash difference between company perceptions and service quality specifications
bull Deliver Gap ndash difference between perceived expectations and actual service delivery
bull Communication Gap ndash difference between what is delivered and what is communicated
bull Perception Gap ndash difference between what customers expect and what they actually receive
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Itrsquos simply about getting from point A to B
What provides direction
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Intuition Based or
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Data Based
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Metrics are simple numbers that measure the effectiveness of your
business
bull Metrics reduce arguments based on opinion
bull Metrics gives you answers what really works
bull Metrics show where your strengths are
bull Metrics allow you to test anything
bull Bosses love metrics
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
What is an A3
bull A3s are A3s because they fit on A3 bull Document on results from the PDCA cycle
bull 4 Types of A3s
bull Problem Solving bull Proposal bull Status bull Informational
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
I like to think of an A3 as a mini-PDCA
Team Date
TitleTheme
BackgroundDefinition
Current Conditions
Target
Determine CauseAnalysis
Countermeasures
Implementation
Follow-up
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
People gt Process Quality must become part of everyday work thru
Collaboration
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Why is it tough to engage
bull Focus is challenged
bull Communication is inconsistent
bull Lack of Predictability
bull Risks
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
People gt Process President
Administration Sales Finance Quality Operations
Plant
Paving
Maintenance
Assistant
Organizations design process which are copies of their existing structures
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
President
Administration
Sales Quality
Operations
Organizations must change to develop a more collaborative structure
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Teams solve problems better than individuals
How do you engage
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
I use
POT A method many learned in college
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Progress
Ownership
Transparency
Later refined into 3 Simple Habits of a Highly Effective Team by Andy Harjanto
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
What is Progress
Gaps
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Standards ndash Current State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Change in Standards ndashMoving to Future State
bull Expectations
bull Upward Communication
bull Metrics
bull Visual Controls
bull PS Standard work is layered
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Future State
Donrsquot shoot for the moon
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Future State
Incremental
Steps
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Future State
Smaller Time Frame the better
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Organize Tasks in doable chunks
This Week Next Week Next Month
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Simplicity = Clarity = Execution
Understand Simplify Automate
Learn from ERP
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Future State
Small Mistakes are repairable
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Ownership
Do you fight for ownership or is it managed
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality Department comes down with issues
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Assigns blame-Who me
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
The arguments start
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Yeah you
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Cooler Minds prevail
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
We agree to not disagree
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Itrsquos that
leading thing
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
People will go above and beyond
if part of solution
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Teamwork is an individual skill
You must be
bull Willing to find problems
bull Own the problem
bull Solve the problem
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
How
bull See a problem = Document it
bull Own problem = 1 owner
bull Solve problem = Openly Discuss it
hellipwhich leads tohellip
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Transparency
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Transparency bull Not welcomed in most organizations
bull Creates Work bull Responses bull Letters bull Additional responsibilities bull Recordation
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Follow the 2 Pizza Rule - Amazon Jeff
Bezos
Make it manageable
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quality
Loader operator
Ground Man
Plant operator
Plant Super
Break into Groups
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Smaller Groups bull Informal communication
bull Better assignment of tasks
bull Easy Manageable Tasks
bull Increase participation
bull Reduces Information needed to be processed
bull Provides Clear Line of Sight
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Line of Sight Know what you Team Members are doing
bull Daily Standups
bull Weekly Tactical
bull Monthly Strategic
bull Quarterly Strategic
Production
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
What about that ldquoIrdquo thing Team Players are willing
bull Progress
bull Own
bull Transparent
Quallaboration
Starts with You
Joe Dager
Business901
Quallaboration
Starts with You
Joe Dager
Business901
Joe Dager
Business901
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