An Observation is a data collection method used to gather detailed information about a process or a situation. It allows the observer to collect data in real time at the location where the data is generated.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Driving Continuous Improvement with Standard Work and SOPsCIToolkit
Standard work means working on standards to produce correct and consistent results. It represents the best sequence and the most efficient methods to perform a process. Standard work is key to continually improving business processes and an important part of any sustainable change effort.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
M1 Refresher Training Master Final Version non client linkedinMichele Levasseur
This document provides an overview of Lean Six Sigma training concepts. It discusses:
1) The importance of continuous improvement and why it is a focus for the organization. Continuous improvement aims to make incremental process enhancements over time.
2) An example of defining a Lean Six Sigma project to reduce late invoice payments. The example outlines defining the problem, measuring key metrics, analyzing root causes through tools like fishbone diagrams, and improving the process.
3) Control mechanisms that were implemented as part of the daily process like action logs and control charts to standardize and monitor the improved process.
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
The webinar discusses findings from an Altimeter study on digital transformation maturity. It provides an agenda for the webinar including an introduction of the speakers, Brian Solis and Ted Shelton. Brian will discuss key findings from the study and how digital Darwinism is driving the need for digital transformation. Ted will provide an overview of companies undergoing successful digital transformation and next steps. The presentation aims to help companies assess their digital transformation maturity.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Leveraging Gap Analysis for Continuous ImprovementCIToolkit
Gap analysis compares two different states of something, the current state and the future state. It is mainly used to assess where a company or process is today, where it needs to be in the future, and what needed to be there. Gap analysis is also known as need analysis or need assessment.
Driving Continuous Improvement with Standard Work and SOPsCIToolkit
Standard work means working on standards to produce correct and consistent results. It represents the best sequence and the most efficient methods to perform a process. Standard work is key to continually improving business processes and an important part of any sustainable change effort.
CPI uses four very important principles for a total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……When all four are used together, you can truly see the difference!!!
M1 Refresher Training Master Final Version non client linkedinMichele Levasseur
This document provides an overview of Lean Six Sigma training concepts. It discusses:
1) The importance of continuous improvement and why it is a focus for the organization. Continuous improvement aims to make incremental process enhancements over time.
2) An example of defining a Lean Six Sigma project to reduce late invoice payments. The example outlines defining the problem, measuring key metrics, analyzing root causes through tools like fishbone diagrams, and improving the process.
3) Control mechanisms that were implemented as part of the daily process like action logs and control charts to standardize and monitor the improved process.
Yokoten: Enhancing Performance through Best Practice SharingCIToolkit
Everybody can benefit from the successes of others. Developing a best practice program for your company is an integral part of becoming a world-class performer in your industry. The more you can do to promote the creation and sharing of great ideas within your company, the better your performance will be in the long run and the more engaged your employees will be. You need also to consider what other world-class organizations are doing to become even more innovative and competitive.
The webinar discusses findings from an Altimeter study on digital transformation maturity. It provides an agenda for the webinar including an introduction of the speakers, Brian Solis and Ted Shelton. Brian will discuss key findings from the study and how digital Darwinism is driving the need for digital transformation. Ted will provide an overview of companies undergoing successful digital transformation and next steps. The presentation aims to help companies assess their digital transformation maturity.
Value Analysis: How Lean Thinking Defines ValueCIToolkit
Value Analysis as per Lean definition focuses on what adds value to business processes as perceived by the customer. A process that does not add value to the product or service should be redesigned or eliminated altogether.
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
Hudson's Bay - Optimizing the Checkout ProcessOptimizely
Hudson’s Bay, a large retailer, has used experimentation to help optimize their checkout experience. As consumer’s expectations rise, it becomes even more important to ensure that the checkout experience is as seamless as possible, regardless of channel or device. Hudson’s Bay has built a data-driven culture focused around creating quality omnichannel experiences for their customers and testing throughout that experience.
In this webinar, Joanna Narbuntowicz, Senior Product Manager at Hudson’s Bay, shares how they have created consistent customer experiences throughout the conversion funnel.
You’ll learn:
How to approach testing across the checkout funnel
How Hudson’s Bay prioritizes tests and earns stakeholder buy-in
Why Hudson’s Bay emphasises testing throughout the omnichannel experience
The document discusses several Lean manufacturing concepts including PDCA, SMED, Kanban, and Poka-Yoke. It provides descriptions and examples of each concept. PDCA refers to the Plan-Do-Check-Act cycle used for continuous improvement. SMED focuses on reducing changeover times by converting internal setup steps to external steps. Kanban uses visual cards to schedule production. Poka-Yoke uses mechanisms to prevent mistakes from occurring in processes. The document aims to explain these key Lean tools and concepts.
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With the rapid pace of environmental, economic and technological change Private and Public sector organizations are being confronted with new challenges and opportunities. This results in the growth in Business Analysts being engaged as business and technology strategists, creating transformational value for organizations. In this session, we examine the drivers of this direction and explore how well we are preparing Business Analysts to enable profound and radical change. This is a change that reorients the profession and practice in a new direction taking it to a different level of scope and demands.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Pete McNally, Senior Consultant at User Experience Center receives the Best Paper award at the recent ICT 2017 ICT Accessibility Testing Symposium in Washington, DC.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
The Main Components of an Effective Visual Management SystemCIToolkit
Visual Management is a business management technique that communicates important information in the physical workplace. It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
introduction to E-commerce, Electronic commerce, EDI, CS802E,
e-commerce ,edi ,electronic data interchange ,traditional commerce ,buyer and seller ,origin of e-commerce ,business process ,impact of e-commerce ,value chain analysis ,company value chain ,case studies on e-commerce ,advantages of e-commerce ,disadvantages of e-commerce
This document provides information about gemba walks, which are observations of processes done on the shop floor. It describes gemba walks as a core Lean tool practiced by management to understand processes and identify issues. The document outlines how to conduct gemba walks, including following rules of going to see, asking why, and showing respect. It also discusses identifying and addressing the seven types of waste observed during walks.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
Más contenido relacionado
Similar a Improving Operations through Observation and Gemba Walks
Value Analysis: How Lean Thinking Defines ValueCIToolkit
Value Analysis as per Lean definition focuses on what adds value to business processes as perceived by the customer. A process that does not add value to the product or service should be redesigned or eliminated altogether.
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
Gemba Walk is the act of visiting the shop floor in Lean and Kaizen. Literally translated as 'The Real Place', it emphasis the importance of understanding for the management / leadership, what is happening at every level.
Gemba walks are a critical continuous improvement technique.
With a thoughtful and structured approach, Gemba Walks can improve communication and collaboration between staff and leaders. Employees also are more likely and able to describe inefficiencies, safety hazards, and other concerns when they are in their own workspace. This results in the identification of opportunities for improvement that may otherwise be missed.
Leadership, Business Process Improvement, & Process Mapping!Ben Wann
Learn the leadership, communication, and process mapping skills to accelarate your career.
When was the last time that someone wanted to pay you more for doing the same thing? Never.
The problem with being someone who maintains the status quo is that you aren't delivering value to your organization. If you want to earn more and grow faster, you need to find ways to identify problems and then lead teams to implement solutions.
This course will transform your role and teach you how to identify opportunities, understand them fully, work together with your team to create solutions, and then implement them.
This course will teach you how to deliver value to your organization so that your company will be thrilled to pay you even more.
Business Process Improvement (BPI) is a critical skill that is always in demand.
https://benjaminwann.com/blog
Order the book here:
https://www.amazon.com/dp/B093QF4DD4
Check out my BPI- Business Process course on Udemy!
https://www.udemy.com/course/business-process-improvement-and-process-mapping/?referralCode=9A549649145AD26A9D06
For the uninitiated, the Lean Startup methodology is a practice for developing products and businesses based on 'validated learning', getting customer feedback quickly and often. The objective is to eliminate uncertainty in the product development process.
Hudson's Bay - Optimizing the Checkout ProcessOptimizely
Hudson’s Bay, a large retailer, has used experimentation to help optimize their checkout experience. As consumer’s expectations rise, it becomes even more important to ensure that the checkout experience is as seamless as possible, regardless of channel or device. Hudson’s Bay has built a data-driven culture focused around creating quality omnichannel experiences for their customers and testing throughout that experience.
In this webinar, Joanna Narbuntowicz, Senior Product Manager at Hudson’s Bay, shares how they have created consistent customer experiences throughout the conversion funnel.
You’ll learn:
How to approach testing across the checkout funnel
How Hudson’s Bay prioritizes tests and earns stakeholder buy-in
Why Hudson’s Bay emphasises testing throughout the omnichannel experience
The document discusses several Lean manufacturing concepts including PDCA, SMED, Kanban, and Poka-Yoke. It provides descriptions and examples of each concept. PDCA refers to the Plan-Do-Check-Act cycle used for continuous improvement. SMED focuses on reducing changeover times by converting internal setup steps to external steps. Kanban uses visual cards to schedule production. Poka-Yoke uses mechanisms to prevent mistakes from occurring in processes. The document aims to explain these key Lean tools and concepts.
IT Transformation - Rethinking the future of business analysts right now!Michael A Antonio
With the rapid pace of environmental, economic and technological change Private and Public sector organizations are being confronted with new challenges and opportunities. This results in the growth in Business Analysts being engaged as business and technology strategists, creating transformational value for organizations. In this session, we examine the drivers of this direction and explore how well we are preparing Business Analysts to enable profound and radical change. This is a change that reorients the profession and practice in a new direction taking it to a different level of scope and demands.
First in the executive series "Discovering Lean and Deming".
I seek to connect Lean to its original thinking as described by W. Edwards Deming and Taiichi Ohno.
Pete McNally, Senior Consultant at User Experience Center receives the Best Paper award at the recent ICT 2017 ICT Accessibility Testing Symposium in Washington, DC.
A Power Point package designed to allow organisations to run internal lean and continuous improvement training. The package is comprehensive containing 157 slides detailing continuous improvement strategy and tools. Topics include; introduction, change management, team development, facilitation, voice of the customer, the seven wastes, strategy deployment, data collection, metrics, flow, levelling, cell layout, quick changeover, just in time, root cause analysis, 5s, autonomation, error proofing, visual management, standard work, value stream mapping, A3 thinking, PDCA, kaizen, office TPM, and sustainment. Unlike other lean introductory courses, this is not solely aimed at the factory floor.
Terms are defined in English and if Japanese, Romaji and Kanji are also included.
Summary of Toyota Kata by Mike Rother with excerpts from Puppet Lab 2016 State of DevOps report and questions about SaaS vs. Manufacturing and using kata for DevOps.
The document discusses barriers to starting technology innovation companies and how those barriers have become easier to overcome in recent years. Specifically, it addresses how infrastructure, investment, time, and talent barriers that once required significant money and resources can now be addressed more easily through cloud services, lower startup costs, leveraging existing customer bases, and outsourcing talent. The key is seeing opportunities rather than barriers and being willing to start small, test ideas quickly, and iterate based on customer feedback.
The Main Components of an Effective Visual Management SystemCIToolkit
Visual Management is a business management technique that communicates important information in the physical workplace. It is a system of information displays, visual controls, labels and signs, color coding and other markings instead of written instructions.
Toyota is a leader in automobile manufacturing due to employing principles known as the "Toyota Way", which focus on continuous improvement, respect for people, and challenging partners to improve. The Toyota Way consists of 14 principles such as basing decisions on long-term philosophies, creating continuous process flow, using pull systems, and becoming a learning organization. Lean manufacturing aims to eliminate waste through simplifying processes, standardizing tasks, and improving quality. The seven types of waste include overproduction, waiting time, transportation, inventory, motion, overprocessing, and defects. Value stream mapping is used to visualize product flow and identify sources of waste in order to establish future improvements.
introduction to E-commerce, Electronic commerce, EDI, CS802E,
e-commerce ,edi ,electronic data interchange ,traditional commerce ,buyer and seller ,origin of e-commerce ,business process ,impact of e-commerce ,value chain analysis ,company value chain ,case studies on e-commerce ,advantages of e-commerce ,disadvantages of e-commerce
This document provides information about gemba walks, which are observations of processes done on the shop floor. It describes gemba walks as a core Lean tool practiced by management to understand processes and identify issues. The document outlines how to conduct gemba walks, including following rules of going to see, asking why, and showing respect. It also discusses identifying and addressing the seven types of waste observed during walks.
The document provides an overview of the 4 steps to perform business process mapping (BPM): 1) Process Identification, 2) Information Gathering, 3) Interviewing and Mapping, and 4) Analysis. It describes each step in detail, explaining how to identify processes, gather relevant information through interviews and documentation, map the detailed process steps, and analyze the processes for improvements using techniques like the 7Rs framework. The goal of BPM is to improve organizational efficiency, effectiveness, and customer satisfaction by analyzing existing processes.
Similar a Improving Operations through Observation and Gemba Walks (20)
Continuous Improvement Infographics for LearningCIToolkit
The purpose of this section is to provide all the continuous improvement tools in an infographic format. These flashcards are easy to read and understand, and very useful if you are looking for brief, concise, and to-the-point summaries. They are quick refreshers for continuous improvement and can speed up the learning process.
Continuous Improvement Posters for LearningCIToolkit
The intention of this section is to provide all the continuous improvement tools in a poster format that is easy to print and share. These posters are great tools for training, sharing and posting, and can also be distributed as hand-outs during continuous improvement workshops.
Simplifying Complexity: How the Four-Field Matrix Reshapes ThinkingCIToolkit
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Beyond the Five Whys: Exploring the Hierarchical Causes with the Why-Why DiagramCIToolkit
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How-How Diagram: A Practical Approach to Problem ResolutionCIToolkit
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Originally presented at XP2024 Bolzano
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2. citoolkit.com
Introduction
Many managers nowadays try to resolve work-related issues while they are
sitting in their office or in the meeting room.
Observation 2
Attempting to resolve problems
in this way without visiting the
actual place and without seeing
what’s really happening is not
necessarily a successful
approach.
3. citoolkit.com
Definition
An observation is a data collection method used to gather specific
information about a process or a situation.
Observation 3
It allows the observer to collect
the data in a real-time manner
and at the location where the
data is generated.
By going to the Gemba or the shop floor.
4. citoolkit.com
Definition
It is intended to be a simple learning method to better understand the
actual ‘As-Is’ situation of the daily operation.
Observation 4
6. citoolkit.com
Uses
Observation 6
Measure customer
satisfaction and
perception of quality
Acquire best practice and
benchmark information
Gather information about
a process or situation
Measure actual
performance against set
targets
Verify an existing problem
and understand the
actual ‘As-Is’ situation
7. citoolkit.com
Uses – Process Improvement
Observation is often used during process improvement and change
management initiatives.
Observation 7
It enables the observer to fully
document the value stream of
the process
It helps to verify an existing
problem and its possible causes
by collecting live data from the
actual place where the work is
being done
8. citoolkit.com
Uses – Process Improvement
Process observation forms can be used to record the observed data,
interview responses, improvement opportunities, and any other useful
information.
Observation 8
Process: Observer: Observation date:
Purpose of observation:
Step # Process step VA, NVA
or ENVA
Cycle time
(AVG)
Yield
(AVG)
Process map/drawings:
Total time:
Remarks/improvement opportunities:
9. citoolkit.com
Uses – Customer Services
Observation activities can also be applied in the
customer service environments.
Observation 9
Oftentimes, there is a need to go
to the customer’s site to truly
understand customers viewpoint
and how they experience your
products and services.
This is especially useful to identify customer satisfaction levels which will
provide valuable insights for continuous improvement.
10. citoolkit.com
Uses – Customer Services
The key is to carefully observe the reactions where there is a direct contact
between the customer and the product or service.
Observation 10
Therefore, it is important to train the observers and ensure they leave a good
impression on the customers.
11. citoolkit.com
Uses – Customer Services
A customer observation form can be used for this purpose.
Observation 11
Customer: Observer: Observation date:
Time entered: Time exited: Store/location:
Purpose of observation:
Product
#
Product description Stock level Time to
process order
Complaints handling
(Cases and minutes)
Exchange:
Payment:
Service:
Remarks/improvement opportunities:
12. citoolkit.com
Types of Observation
Observation 12
Extended
observation
■ ■ ■
E.g., day in the life
of (DILO)
Interactive
observation
■ ■ ■
E.g., Gemba walks
Silent
observation
■ ■ ■
E.g., collecting of
raw data
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Silent Observation
In a silent observation, the observer is required to keep his eyes and ears
open, but his mouth shut.
Observation 13
Useful when
collecting raw
data
Takes only a couple
of minutes to one
hour
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Interactive Observation
In an interactive observation, the observer is required to visit the actual
place in order to see the actual process, understand it, ask questions, and
learn.
Observation 14
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Extended Observation
In an extended observation, the observation period takes a much longer to
thoroughly understand the current state of a process.
Observation 15
The outcome might be
a current state value
stream map
It may take from as
little as a half day up
to a week
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Gemba
Gemba is a Japanese term that means “the actual place”.
Observation 16
It refers to the real place where
value is created and where
clients are served within the
value stream.
17. citoolkit.com
Gemba
Observation 17
In manufacturing environments, it
often refers to the shop floor where
products are manufactured
In the service sector, it may refer to
the actual place where a service is
delivered to the customer.
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Gemba
It could be a factory floor, a construction site, a sales floor, or where there
is a direct interaction between the service provider and the customer.
Observation 18
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Gemba Walk
A Gemba walk is one of the most important lean techniques to understand
the current state of any process.
Observation 19
It is going to the actual place
and observing how the work
is performed
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Gemba Walk
The purpose of Gemba walks is to get closer to the work and to identify
potential areas for improvement.
Observation 20
The idea behind these walks is
that they allow you to make small
improvements many times,
rather than pursue a big
improvement one time.
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Gemba Walk
Remember that Gemba walks are not just some boxes that need to be
checked.
Observation 21
They are steps in the journey
to continuous improvement
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This should be an ongoing
practice in your facility.
Gemba Walk
Whenever possible go to the area where the process takes place and look
directly at the current situation.
Observation 22
LET’S GO TO
THE GEMBA
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Waste Walks
Performing Gemba walks regularly is very useful to find the different forms
of waste and non-value-added activities.
Observation 23
Muda
Also known as waste walks
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Waste Walks
Allows to gain valuable insights on . . .
Observation 24
. . . and discover where continuous improvement opportunities exist
Existing waste
Non-value-
added
activities
Variabilities
Out-of-
specification
conditions
Abnormalities
Bottlenecks Redundancies
Unsafe acts &
conditions
5S
opportunities
Positive
behaviors
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Gemba Walk
It also allows to observe positive behaviors and good practices in the
workplace.
Observation 25
For example, someone who is picking
up garbage while walking and
throwing it in the trash (instead of
stepping over it).
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Gemba Walk
Leaders and staff members are highly encouraged to regularly walk the
process in their workplace and apply Kaizen or other improvement
initiatives where necessary.
Observation 26
Gemba walks are valuable during Kaizen events
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Gemba Walk
Gemba walkers must focus on something that is moving through the process.
E.g., products, materials, objects, tools, applications, information, etc.
Observation 27
As well as the flow of humans in the service sector (transportation, hospitality, etc.)
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Gemba Walk
The goal is to find out what is really happening and not what is supposed to
happen or whether people are following the procedures or meeting the
deadlines.
Observation 28
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Gemba Walk
Gemba walks involve interviewing people, taking their feedback, evaluating
their needs, and implementing plans and solutions that will effectively solve
their problems and organize their work.
Observation 29
People should view these walks
as to support them with their
needs and issues
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Interaction with People
When talking to people, be empathetic
and supportive, and listen actively to
their concerns and suggestions.
Restrain yourself from providing
solutions or judgment and behave
more like someone who wants to learn
and support.
Observation 30
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Interaction with People
Say hello to everyone and do this often enough and openly, so no
defensive attitudes are resulting from the walks.
Observation 31
Make it an opportunity
to say, “good job” and
“well done” as often as
you noticed improved
things!
32. citoolkit.com
//
Observation 32
Be on touch for the current
state of the Gemba and
allows to identify and
eliminate waste and non-
value-added activities
Gains insight into what the
process is all about and
how it really works
Creates a common understanding of the problems
and aligns leadership with the floor
Allows to listen to ideas and opportunities for
improvement from the process performers
Accelerates problem solving
and performance
improvement
Forces managers and staff
to work together at the
Gemba
Encourages learning and
continuous improvement
Allows leaders to be more
visible and creates
constructive relationships
Sets a great foundation for
effective leadership
01
02 03
04 05
06 07 08 09
Benefits
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Benefits
Only by spending time observing the process, will you be able to see things
such as:
• How the process normally operates.
• How problems are normally resolved.
• How the process is managed and controlled.
• The differences between written instructions,
perceptions and reality.
Observation 33
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Steps for Conducting Workplace Observations
There is no really defined approach to conduct an observation. You just
need to follow the words of Toyota Chairman Fujio Cho . . .
"Go see, ask why, show respect"
Observation 34
Whether you are observing a process or observing a customer, the following
guidelines can serve as a useful guide . . .
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Steps for Conducting Workplace Observations
Observation 35
Clearly define the purpose of the observation and how the information will be used afterward
• Determine the specific information that will be the focus of the observation
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Steps for Conducting Workplace Observations
Observation 36
Study the process or problem you are about to observe
• Review the procedures, instructions, metrics, and other relevant information, and
study the process or problem you are about to observe.
• Prepare an observation form for collecting the desired information.
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Steps for Conducting Workplace Observations
Observation 37
Plan for the observation including timing, location and observers
• Get permission from the process owner or supervisor to conduct the observation
and talk to the people there.
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Steps for Conducting Workplace Observations
Observation 38
Conduct the observation
• Visit the actual place where the process or problem takes place.
• Walk the process, collect data, observe deviation from standard, observe actual
practices, interview people, ask questions and record observations and
responses.
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Steps for Conducting Workplace Observations
Observation 39
Take time to document important ideas and findings soon after completing the observation
• Process and analyze the data, review critical problems and escalate them to the
appropriate level if required.
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Steps for Conducting Workplace Observations
Observation 40
Share what you have learned in your operational meetings
• Share what you have learned in your operational meetings, assign action items,
and include them in your improvement plans and Kaizen activities.
• Take the necessary steps to resolve the problem and improve the process.
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Further Information
Sometimes there is a need to schedule multiple observation sessions so
that you can capture the variation in the process.
Observation 43
For instance, when
measuring the cycle
time
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Further Information
Be careful not to confuse Gemba walks with auditing.
Auditing is all about ensuring compliance, while in Gemba walks, you are
looking to understand problems that are impacting the performance.
Observation 44
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Further Information
Can be used at all stages of the PDCA cycle.
• During or after each stage.
• Continue the cycle with a Gemba walk to verify improvement then go and
look for another process or area.
Observation 45
Plan Check
Do Act
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Further Information
Gemba walk is very similar to MBWA (Management by Walking Around).
However, MBWA is more about strengthening the relationships with people
and creating an environment of trust in the workplace.
Observation 46
47. citoolkit.com
Further Information
When the process is less visual (e.g., a transactional processes), ask the
process performers to share their system screens.
Observation 47
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Do’s
Observation 48
Smile and be friendly
Welcome positive and negative
feedback
Engage with people and
listen attentively
Make people feel important
Ask instead of tell
Ask people about their needs
and problems
Greet people
Ask open questions to
promote dialogue
Thank them once you are done
Ask people what support
you can provide
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Don'ts
Observation 49
Don't forget to bring a pen
and paper with you
Don’t focus on what is
supposed to happen
Don’t focus to see if things
are clean, tidy and organized
Don’t jump into solutions
Don’t try to resolve issues
while sitting in the office
Don’t focus to see if people are
present, busy and efficient
Don't forget to prepare for the
observation
Don't criticize management
and others
Don’t just waste time chat
with people
Don’t check whether people
are following the procedures