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Action Learning
Case Studies of Implementing Lean Manufacturing
WORKING ON BUSINESS PROBLEMS IN TEAMS
FOR DEVELOPMENT PURPOSES
Centerpiece: A real business problem or opportunity
Action Learning Definition
WORKING ON (REAL, IMPORTANT) BUSINESS PROBLEMS
(OR OPPORTUNITIES) IN (DIVERSE, CROSS-ORGANIZATION) TEAMS
FOR DEVELOPMENT PURPOSES(TO IMPROVE THE BUSINESS & DEVELOP
PARTICIPANTS)
Expanded Action Learning Definition
What is Action Learning?
A dynamic tool used to:
• Drive strategic change
• Transform the organization
• Accelerate development
• Achieve business breakthroughs
• Develop leadership capabilities
• etc.Develop participants
Address significantbusiness challenges
Working onauthentic, urgent business problems/opportunities in diverse, cross-organization teams to improve thebusiness and developparticipants
Results
Learning
Action
Action Learning
Address significant business
challenges
Develop leadership, teaming & business tools, techniques &
skills
Action Learning Framework
Evaluation Implementation
Sponsors
ParticipantsTeams
Projects
RolesProgram
Education
Benefits
Develop individual
- Accelerated development
- Leadership, teaming & business skills
Develop organization
- More innovative & entrepreneurial
- Cross-organization collaboration (without sacrificing autonomy)
- Important work gets done
- Building a sense of the total enterprise
AL Typical Design
©2002 Executive Development Associates. All rights reserved.
Session One: Education and
Projects
Session Three:
Sharing and Proliferation
Project introduction & selection
Work planning tools & techniques
Team building Project specific / Just In Time (JIT) education Innovation &
entrepreneurship Set learning / develop-
ment goals Test project work plan
Mid-point progress review
Assimilate & synthesize work
Create, test & improve presentations• What learned? • Findings &
recommendations• Implementation plan
Presentations to spon- sors
Debriefing & planning next steps
3 - 6 Month Timeline
3 - 5 Days 2 - 3 Days
½ - 1 Day
Teams do projects
Session Two: Review
Team Structure Example
Team 18
Participants
Action Learning Program – 24-32 Participants
Team 28
Participants
Team 38
Participants
Team 48
Participants
Sponsor Sponsor Sponsor Sponsor
Reginal Revans
William Reginald Revans (14 May 1907 – 8 January 2003) was arguably one of the most influential of British educationalists of the twentieth century.
He pioneered Action Learning, which today is among a handful of educational innovations which has survived and developed as a theory of action, and a theory in action
Biodata of Regina
The origins of action learning is Reg Revans, and his inspiration came from the plight of the Titanic
Revans worked at the Cavendish Laboratories at Cambridge University in 1930s
He studied under Rutherford and JJ Thomas, fathers of nuclear physics. He also worked with Albert Einstein
His first real work in action learning was for the National Coal Board, then the world's largest employer; he was asked to write an educational plan for its workers, from this in 1945, action learning the theory was born.
Revans went on to develop action learning in projects for the Nation Health Authority, the core expression
L (Learning) = P (Programmed Knowledge) + Q (Insightful Questions) was born.
AL Model of Carsem: PDCAPlan
Address Organization Concerns
Engage Team and select projects
Provide Training
Check
Act
Do
Lead projects
Review results
Sharing of Results
Proliferate to other areas
Review Value Stream Mapping
PLANAddress Organization ConcernsLean Manufacturing to eliminate 30% waste
Background of Lean Manufacturing
Toyota Way of Operation = Toyota Production System (TPS)
Gross Profit USD 10 Billion
Biggest Car Manufacturer in the world (more than 4 combined US auto mobile companies)
James Womack and Daniel Jones writes about TPS and coin the term LEAN
Jeffrey Liker writes 4 more books to describe the success of Toyota:
Toyota Culture, Toyota Way, Toyota Way: Field Book,, Toyota Talent
Lean Tools
Books by James Womack and Daniel Jones
Books by Jeffrey Liker
about LEAN
Elimination of waste
Improve in productivity
Create values for customer
Leaning to Compete
Leaning to Compete
Lean = Eliminating the Waste
Defects
Overproduction
Waiting
Non-utilized People
Transportation
Inventory
Motion
Extra Processing
A Member of the Hong Leong Group
Lean Practices in Production
• Standard Work of Leaders
• Visual Control
• Training and Audit (TWI)
• Daily Accountability
• Discipline (Gemba Walk, Lean Management Assessment)
Summary
Key Points
Training alone cannot solve business issues – only 11.5% Action Learning is another OD tools to improve organization effectiveness We adopt Plan-Do-Check-Act approach
Possible key actions
Action Learning
Align training to critical business needs – Lean Gain management support Setup teams to address issues and provide short training for them Performance Improvement Lab has adopted Learning Organization Approach Consider Lean approach for yuor organization effectiveness
Reference
Toyota Way – Jeffrey Liker
Lean Six Sigma for Service Sector – Micheal Goerge
Beyond Training and Development – William Rothwell
Lean Benchmarking: Closing the Reality Gap – Aberdeen Group
Building the Lean - MIT
„The most dangerous kind of waste is the
waste we do not recognize. .“
~Shigeo Shingo 新郷 重夫Toyota Production System
(1909-1990)
Shingo is the author of numerous books including: A Study of the Toyota Production System; Revolution in Manufacturing: The SMED System; Zero Quality Control: Source Inspection and the Poka-yoke System; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement; Non-Stock Production: The Shingo System for Continuous Improvement; and The Shingo Production Management System: Improving Process
Functions.