Building People

"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

Thinking

Albert Einstein


http://upload.wikimedia.org/wikipedia/commons/d/d3/Albert_Einstein_Head.jpg

Systems View

Objective

Logical

Process Focus

Go See

Alignment

Clarity

(big picture, connections)

(fact-based)

(clear cause and effect)

(better process = better results)

(use intelligent observation)

(use 3D dialogue for agreement)

(can tell a clear story - coherent, consistent and concise)

Personal traits that demonstrate P-D-C-A Thinking


Thinking

Process


PLAN

DO

CHECK

ACT/ ADJUST

STOP & GO SEE“Grasp the

Abnormality”

STOP & GO SEEEstablish an agreed upon normal condition

• What should be happening (normal)?

• What is actually happening (abnormal)?


PLAN

DO

CHECK

ACT/ ADJUST


Abnormality”

Teams must 1st establish

an agreed upon normal

condition

• What should be

happening (normal)?

• What is actually

happening (abnormal)?

PLAN• Where are we at? • Why? Why? Why?• Where are we going?• How will we get there?

• What is the ideal condition?

• What are the targets?


PLAN

DO

CHECK

ACT/ ADJUST


Abnormality”



condition

• What should be

happening (normal)?



• Where are we at?

• Why? Why? Why?

• Where are we going?

• How will we get there?

• What is the ideal

condition?


DO• How will we test countermeasures?

• What is expected to happen?

• What actually happened?

PLAN

DO

CHECK

ADJUST

“Grasp

Situation”

“Grasp

Situation”


PLAN

DO

CHECK

ACT/ ADJUST


Abnormality”



condition

• What should be

happening (normal)?




• Why? Why? Why?




condition?


• How will we test

countermeasures?

• What is expected to

happen?

• What actually

happened?

PLAN

DO

CHECK

ADJUST

“Grasp

Situation”

“Grasp

Situation”

CHECK• What to Check?• How to Check?• Who will Check?• How often to Check?• Where and when to Check?

• What might be found and done during Checks?


PLAN

DO

CHECK

ACT/ ADJUST


Abnormality”



condition

• What should be

happening (normal)?




• Why? Why? Why?




condition?


• How will we test

countermeasures?

• What is expected to

happen?

• What actually

happened?

PLAN

DO

CHECK

ADJUST

“Grasp

Situation”

“Grasp

Situation”

• What will be Checked?

• How to Check?

• Who will Check?

• How often to Check?

• Where and when to

Check?

• What might be found

and done at Checks?

ACT / ADJUST• Did the counter-measures achieve the planned target?

• How will we standardize and sustain?

• What needs to be adjusted?

• How do we adjust?


Thinking

Process

Tool




Theme: just the right amount of information essential to introduce the problem

Background: just the right amount of information essential to understand the extent and importance of the perceived problem

Current Condition: the current condition in a simple way (visual) for the reader or audience to understand

Root Causes / Analysis: 5 Why or other method to clearly communicate the root causes of the problem

Goal: simply stated goal for HOW you will know the effort is successful and WHAT you will use as a basis for comparison

Countermeasures with Timing: information that is important to understand HOW you will achieve the future state

Validation of Countermeasures: information that is important to understand where things stand at this point in the PDCA cycle

Follow-up: purposeful useful information about WHAT went well / not so well and HOW you learn from this experience

Future Condition: the future condition in a simple way (visual) for the reader or audience to understand



“The more a subject is understood, the more briefly it may be explained” (Thomas Jefferson)



Thinking

Process

Tool



Business

Building People