The How Of Wow: Business Planning

 

Run a Better, Faster, Leaner Business

 

Lesson Info

The How Of Wow: Business Planning

I'll take a little ah note from from gandhi who said be the change you want to see in the world be it don't think about it someday from now don't become it don't I don't envision it for tomorrow be it in the now so we actually do it now if you will we demonstrate it now we don't put it off for another day and it's in this in this session what we're going to do is we're going to examine strategies of fuel for leading culture change particularly as it relates to the how well how do we really develop a culture of wow of true high peak performance I will review kaizen and kaizen events a little bit I'm going to share some of the mechanics of that so even start up businesses sola preneurs wannabe entrepreneurs people thinking about starting up a business that's about making change kaizen against about making good change it could be large and small so the same principles apply in kaizen as they do in business planning or isn't getting a new business off the ground or changing a business as i...

t exists now so we'll review that and go through some some more detail on it so you have that in your in your deck you're in your library so to speak we're gonna examine some key components to leading those successful events what the roles responsibility some of the key tenants things like that you got that and they're also going to look at some common failure, moz, so that what could go wrong with the hoops is so to speak so that we can anticipate and work our way around those we don't want to end up, uh, learning the hard way we can help it. All right, so that's the purpose of this session, we're going to start with culture, just what is it now? What is culture? We hear that term a lot. What is culture? I'm actually commissioned by companies to come in and lead culture change lead habit change. So this is like it's it's habit changed at a macro level, and cultures exist all around us, whether we're running a one person, a company or a hundred thousand person company, um, families have different cultures, households have different culture, cities of different cultures, certainly countries of different cultures cos industries, cultures, air it's, it's, it's the way we do things around here. And so the way we do things around here in one household might be quite different than the way we do things around here in another household, so we're surrounded and culture and were always dealing with culture I like t describe culture is gravity's like gravity, you might not feel it, you know, you might not even think about it day today until you try to fly or jump or something like that but you don't necessarily think about it but it's very powerful and we need to know what we're up against culturally whether we're going into the navy or we're going into a bank we're going in tow our office and we're dealing with difficult people we gotta understand culture so that's what this is really all about so what drives culture how's it linked to systems and structure some of the things we've already examined a bit you know, systems and structure also the way we do things around here how did tools and culture impact one another? So how does a cellphone potentially change a culture? How does a cell phone that can now also be a gps system potentially changed the culture? Also be a ah camera potentially changed the culture if you're in the camorra business today if you look at the trends, the trends that sales are going down the wire videocameras gps systems why are there sale's going down because the phones are taking them away? Why would I have three different tools if I've got one that can do all three things, we got to pay attention to culture that's all that's going on around us all right? And one of them's peter drucker one said he's he's had culture eats strategy for breakfast think about that culture each strategy for practice we could be a strategically minded as we want to be is thoughtful with our business plan is we want to be but if we're not aware and savvy to culture, be careful, all right? Be careful. So what about culture? We know what key points about culture one is that it's a mindset that it's it's what we see in the mind's eye and then we manifest that into a way we do things around here it's driven by perceived expectations most of us do what we think we're supposed to it's perceived expectations where do they come from? Perceived expectations come from systems and structure we learn in the system and the structure that were in that this is how you do things around here this is how you shoot the catapult ball this is how you draw a diamond so it's it's perceived expectations coming from systems and structural where the systems and structure come from and at the end of the day we have to bet that leaderships responsible for that or the entrepreneur who's starting up a new company you're designing a way to do that do things around here you're designing a system in a structure of some sort of larger small oh well okay then I better take responsibility for culture and if you look at the great start ups over the years the walt disney's you know the uh uh the hewlett packard's companies like that where the culture has been in a certain way a lot of times it comes from that original entrepreneur uh system structure and culture must be aligned and khun crew in other words forget into all this dysfunction and they usually are because if you look at the bottom line here culture which is the way we do things around here is synonymous with systems and structure which is the way we do things around here. So how do we change the way we do things around here? We change the way we do things around here that's what gandhi was talking about be the change you want to see in the world you want to change culture will be the change. So the change culture we have to change the systems and structure that we have that's exactly what we demonstrated in both lean sigma game and in the catapult exercise we changed the system and the structure to some extent and it gave us a whole different result, particularly in the lean sigma game kurt because I love it culturally strategy for breakfast I didn't catch you said that, but I want to use it it was a peter drucker thank you peter drucker and it's the last slide in this deck to so you'll have it in your course material is well yeah, all right so once again, you know, our systems and structure are perfectly reflecting the results we're currently getting. We're reaping what we're sewing, so if we want to reach something different, we gotta sew something different. We gotta work upstream and the inputs to get better outputs. It's, it's basically that simple, jake, eh? And jake was talking about earlier it's just really not like complicated stuff, it's all about understanding it in its simplest but yet pro forma, profound form and then executing on it and pulling the clubs out of the bag and swing on the swing. And I'm getting better at it. We were reviewed demming, who said, put good people in a bad system and who wins the bad system once. While that can be really frustrating. So we owe it to our people. We owe it to our business partners, uh, to put good people in a good system. And they would more than more than appreciate that this is again just a review of this dynamic that's going on that we can continue to manage behavior trying to get results. But until we drill down to where the rial action is, the systems and structure piece we could be on a treadmill. We could be exercising that that insanity you know doing things over and over again and expecting different results so we've got to drill down so let's start with core values if you look at the great companies over the years again the disney's you know the amazons these cos they're very clear on their core values right now there's not necessarily all that many of them I believe amazon has fourteen disney's got six but these air these air core values this is this is what gives it some call damming used to refer to it is constancy of purpose this is in a world of change this was this is what will not change this is what we can hold on to to give us some stability all right so in this world of change what's not going to change what are those core values so what do your core values and if you haven't identified them that could be step one of your business plan you see this a lot of times when you walk into a company they cut their core values up up in the lobby all right what do we believe in what we believe in all right how do these core values align with current behaviors now this is interesting because a lot of times we find that we've got this this talk on the wall and we as we get into the business the walk is very different than to talk so we say we believe in teamwork and we're all about teamwork and then we've got the dot game that the lean sigma game like in round one where it's nothing like a team so we've got these disconnect now that the great companies large and small align their core values with their systems and structure so that they get that harmony and it's just the way we do things on your own but that doesn't mean everybody uh likes that maybe you don't like the atmosphere, the culture, the environment, the expectations at a company that's rigorous and discipline and you'd rather work for something that's uh not quite so rigorous or discipline that's that's your personal choice but the companies they're clear on their core values they're using them to hire people to train people, to reward people to incent people, to motivate people it's all about alignment at the end of the day so how do our current systems and structure align with our core values? We have to think about that you design in teamwork you don't just talk about it you send people off to a team building retreat over the weekend ropes courses, kayaking whatever it is you do and they come back to a dysfunctional system and structure guess what? Okay, they might have had a good vacation, but it's back teo the system instruct that gravitational pull that in this case might pull us apart so what if anything needs to change? We have to be conscious to that so we start by listing our core values and this is just a sample you can you can list your court you whatever whatever you really believe in as an entrepreneur is a business owners household leader whatever but in this case we've said honesty respect you no integrity, service innovation, teamwork, excellence, responsibility these these are this cos core values this is what we believe in so way believe in being truthful and honest all right? But now do we have any, uh, deceiving practices going out? Are we we fib in anywhere you know, we setting expectations we can't meet we promise is promising things to customers that we can't deliver on because they might say that's not honest I see this all the time again these are not uncommon examples by the way these are very common examples respect, you know and then way see how disrespectful some people could be in an organization we say integrity you know, let's be integrated let's be ah let's be harmonious let's work together things like that is it feeds into things like teamwork and service and we find out that it's anything but that so we've got all of these conflicting behaviors to our core values well, it's just a least identify those because those give us an opportunity now uh, to step up our game and improve things and then let's do the same thing with reinforcing behavior. So this kind of comes back to this show me the data thing proven you say this is your your talk and that you're walking your talk, prove it by examples. And this is where I see disconnect all the time. Ah, great cos they're very clear on the core values and they reinforce them with their systems and structure. And when they find violations or conflicting behaviors, the skies in it then prove it to do something about it that alignment is going to give give your business great, great synergy great energy is energy. This is like a little compass to use in this case. So we say, all right, here are the core values, all right? And then here the results we want high results, and we want embrace our core values. So where do we want to be? We want to be in quadrant, eh? All right, let's take, uh, john doe or a jane doe and, uh, whatever role or position they're in. Um boy, there are top sales person all right, but they are not exactly living by our core values, it's very cutthroat they're not they're not team players or something like that. What do we do? They're delivering results what do we do? A lot of companies will look the other way well yeah, but they're making their numbers that could look at their performance so well we'll make a special rules you know they don't have to show up on time to the meetings they don't have toe show up it all there but but look at their numbers as soon as we start to violate these core values all right? The fabric of the team starts to just fall apart the great cos basically say you have no choice but to work your way here you're out of here change or be exchanged the great cos no large and small that if you're goingto model the type of behavior and the results okay, because what do we do it? You know, this is kind of an easy one look you're you just don't belong here fish out of water whatever um over here we've got somebody who's definitely buying into our core values but they're just not getting the results this is where we train a solution here would be training or maybe a repositioning maybe we're in the wrong position we could put in a different position you could do a lot better this is but we handled this very differently than my handle this this person doesn't need training, they already know how to do what they're doing okay, but they need is accountability um motivation teo adopt the core values they did have it change or that you get exchanged so this is what really helps that team tighten up. So corrective action we started to go back to those core values and we said to say say things all right, well, where do we need to make systems changes like we did in the lean sigma game we need toe come up with a team system that's more visible or user friendly better flow better service okay better teamwork better quality in terms of excellence, that type of thing but we may also have some people in the equation that need teo we have to do some adjustments to so what are some individual changes that people need to make? Did you think about this? Well, maybe I need to work on you know, my uh my service skills ah, a little bit more uh, I I need some help with that. We use these tools than just to simply define and clarifying line r r r r cultures. This is a change formula and its ascent essentially pretty simple but we again sometimes forget these things in order to really overcome resistance. You know this young yang balance, if you will it change their really three important factors we have to keep in my number one we have to have a degree of dissatisfaction because if that zero and you know this is multiplication, so to speak if this is a zero resistance is gonna win if people don't see a reason to change there's no discreet this degree of dissatisfaction we haven't clearly identified the you tease the undesirable effects we haven't uh we haven't we haven't showed the cost of poor quality we haven't done some of things we've already covered in this workshop um we're not going to get the change, so we used the data, the brutal facts the you tease the ugly babies, whatever you wanna call it to say essentially here's a compelling reason to change, okay, I get it, I get it, I get it, we need to change, we need stabilize the catapult or whatever it is we're doing vision of the future. So where we going? What's what's the future state look like the answer is, I don't know, I thought you might have an idea on that that zero game over, right? All right, so we paint a picture of the future. This is what we want to do here is our business plan all right? Here's, how we're going to fill a need in the market or whatever now, how do we get from current state? The future state first steps? I don't know game over, so these three factors we have to have put some thought into them, so the degree dissatisfactions all about getting the data and in a compelling reason for change took the risk of not changing is greater than the risk of changing so let's change, and we're going to change from here to here better not best and hear the steps were going to take to get that done, and this is where a lot of kaizen comes in over here. This is how we're going to execute on the change, and my experience is that bin, that resistance essentially just dissolves, it just just just dissolved. So this whole assumption, this whole belief that while you change is tough and changes difficulty, I've heard even very senior executives that change is difficult. Change is tough. Well, it is, if you think so. So what henry ford once said, whether you think you can or you think you can't, you're right. So what do you think? You think change is going to be tough? Guess what? You just signed up for a tough life because you can't not not, you know you can't chant not change. So do you think it's difficult? You just made your life very difficult. So what is cais and this is just a again quick review we know it's a japanese term now use worldwide it's it's about making good change this is in your debt from before it's just a little bit of you so we're gonna talk now in this session a little bit more about how do we actually execute this and what are some of the mechanics rules, responsibilities things like that and it's all about never really getting there it's all about this continuous journey of improvement so let's at least enjoy the journey and not get so focused on the destination that we met is the ride kai's an event? Is that quick blitz if you won't think of it as a blitz we're going to take a team of people getting together we're going to get the business plan written we're going to get the funding we need we're going to get the location we need we're going to get the office set up, we're going toe we're going to change the process uh we're going to prove the diamond department we're going to prove the catapult department department whatever it is that's that quick event knowing that it's better not best that we're after here where we won't get it perfect but we'll make it better and we'll do it fast and we used um act is a discipline to get it right it is best we can the ten basic steps again a quick review I'm going to move some of that through some of these that we've already seen before just quickly is reviews that we get into some of the meat that more of the meat of it but we define the event alright what way basically trying to accomplish in this event let's make sure we're clear on that we can use a tool called a charter which I'll cover and a little bit as well we prepare the team maybe we get him trained we run the simulation and incidentally that simulation I said this earlier is a great tool uh for kaizen team training the leans the lean sigma simulation we collect our date and we typically take a couple of weeks maybe a month to get the data collected ahead of the events so that we come in armed with the brutal fax the maps that charged the grafts whatever all right? And in the event in the purple section that's represents a typical event we've we've got the process mapped we're looking at the you know, for those those you tease those undesirable effects were analyzing the data using cause and effect we're looking for those those leverage points we begin the brainstorm solutions we could do this we could do this we could do this option a, b and c lots of times at least this option d and e that z let's let's agree on one let's let's pull together and agree on something here and let's go ahead and test it out let's implement it so that's the most exciting thing about about changes we're actually we're actually implementing fast doing a caisson event with the navy years ago and it in this particular event involved we had to we had to rethink and rewrite policy five in particular so five policies were root causes to a lot of the beauties that we had so I said the team are we gotta we gotta write new policy they looked at me like I was crazy well we don't rate policy for the navy the admiral you know admiral does that federal doesn't write policy admiral proves policy so we're going to get the admiral to come in here prove the policies that we've written but we had to write in first we're going to try again they thought I was crazy but we wrote the five policies and had four out of five signed off by friday death one needed a little bit more uh socialising with the board of directors and some other people but we have four out of five policy signed within a week with a team that didn't think they could do that that that wasn't within their scope of their capability their work, their influence what was leadership again about influencing change okay and movement so we brought the policies we're so we're doing that kind of thing all the time where it's just do it just get after it kind of ah approach and you have been built in um you know, uh, approvals and things like that to make sure that, uh, checks and balances all right? And then you know, following a typical event is that we gotta follow up we've gotta monitor it we've got you get the data we've got to see if it's working the way we wanted it to and it's not uncommon and also be already planning your next guy's an event and then when people start to realize oh, this isn't a one time thing it's not just a quick fix it's it's part of an overall process in fact it's part of an overall business strategy wow, that's that's pretty significant so we're using to make to do all of this and we've seen this now over and over again, so hopefully a lot of you talked about this is a major takeaway uh it's certainly a very useful tool belt for me I've been using it for many years and I have to say I think it's had a lot to do with my success in my business, so what do we define alright just again we've got to find a target area, so what are we? What are we targeting for this event all right, what's, what is it where we want to accomplish? We have to be very clear on our target. We got to define the team we're going to work with, including outsiders of virtual team members, even customers and suppliers or vendors. Who's going who's goingto who we're going to need given the scope of work, whose we're going to need to get this done that's right? A charter and I walk into us justice sample charter document it's just a one page document that just helps us get focused let's make sure we have the current state mapped. We don't have to get every bit by the way. We were doing a bassline years ago on, uh, on the nuclear missile in the navy and, uh they thought I was crazy when I said we're gonna do this in a month. You can't do it in a month there's no way you can get all the data in a month. There's no way you could. Yeah, but yeah, but yeah, but yeah, but we're going to and I had the admiral support to commission his team and lead it and get it done. And, uh, did we need all the data to prove there were problems now you can run, you can run a very effective change with with a half a dozen beauties got you tease. You got an opportunity to change things, right? So let's not worry about getting every detail and fallen into this analysis paralysis thing. Let's uncover the beauties, let's, do the root cause analysis let's make some policy change or do some things that they're going to make it a lot better, more lean, uh, more clean, more efficient, whatever and get it done. And, uh, you know, thirty days later, after this, uh uh, after we launched and got the team trained, um we have ran a an event of what's called a baseline event it's it's to identify project areas that really are high impact. We got it done, and I actually was given an award from the navy for that. And the most skeptical guy of all, the nuclear engineer came up to me afterwards and said, john, I I gotta tell you made a believer out of me. I didn't think there was a chance in heck that we were gonna, uh, get this done. And we did so thank you that that, you know, that means a lot to me but it's more important, that, uh, that it was something that changed his life and he was more than sceptical after time. So you know we've got to have our voice of customer we gotta have those critical the qualities we've been through a lot of these we've got common tools across the bottom again this is in your deck just as a guideline so the charter itself is generally very quick in fact, we developed a charter uh for the navy because the charter before we did did one like this was pages and pages and pages long the charters the idea of the charter in fact by committing and you say we're working on this project and we'd like your help first thing I'll ask force the charter what can you see? What charter do you have it you have anything that describes the project in simple terms with a start date of finnish data scope you know a purpose a mission expectations deliver balls things like that who's now we don't have any of that guess what? You don't have any of that chances are your projects are going to be a mess they're going to be all over the place because there's no accountability how do you hold people accountable if there isn't clear ownership clear timing dates things like that so a typical charter is the name of the project or you could do it you could do something like this on your business here's the name of the business I'm gonna have my business plan completed uncertain date or my project completed on a certain date here's a one or two line description of it here's the business case you know, this is often the problem statement or something like that, you know, hear the delivery, bols, this is this is what we expect us to get out of this project, you have to list them all, but here are some of the top deliverables here's a major milestones, times, dates, things like that where we're gonna do, we're gonna know we're on track, okay? Here's the scope of work we're not gonna try to eat the whole elephant. We're gonna boil the whole ocean, you know, we're going to take certain certain bites. Here's, the executive sponsor, project sponsor here's who's going to lead this project to use is on the team and we've got a commission on authorization. It doesn't have to be a whole lot more than that. You could list the udi's if if you wanted to, is part of this, but they usually they're built into the business case generally pretty simple. Then we could lay out of simple gap charter project planet says, okay, we got here's your d m a you know, we're going toe define measure analyzed prior to the event, and then we're going to hold a kai's an event out here and, you know, on the march early april something like that and we're going to follow up for a period of time and all by the way we're going to actually run another event and that gets people thinking about oh, you know, this is this is continuous so uh simple tool but gives the team clarity gives us some definition gives us some time what do we measure? We measure those key process output variables on the aipo what are those output variables look like we measure the current state the measurement system itself like the catapult game do we have a good measurement system? If not, we need teo we need to work through that measure current costs things like that cost the poor quality for example measure the udi's undesirable effects that's coming armed with with good data quantifiable measurable baseline type data and then again we've got plenty of tools to pull our from our tool kit are golf bag to get that done so there's your cape t process output variables on the aipo what's what's absolutely critical to measure critical to quality all right and then we do the same thing with the keep process input variables but these air some examples of the output variables we might want to consider there was a question earlier about you know how much should you have on that dashboard that balance scorecard it could be something like this there's the measure everything but you want to measure certainly the important variables to tell whether you're safe or not you're healthy or not you're you're in good standing so let's measure on time delivery let's measure our asset utilisation things like that let's measure times do we have back orders? How long are the backwards if we've got customers waiting for uh us our service our product how long are they waiting? How many are waiting that could be a beauty all right um I've gone in organizations where they just had massive back orders because they can't get the orders through so that doesn't make customers real happy if they stand in line for too long they leave about cycle times throughput time's replenishment times things like that yields we talked the other day but first past yields right rolled through put yields cost of poor quality we certainly want to measure quality in one way or another we want to measure productivity we want to measure inventory if we have it in most businesses have some form of inventory and in safety that that would be an example of a balanced scorecard I measure those things pretty good chance uh I'm goingto have no a heck of a lot about my my state of health is a business all right, so then we shift gears to the input variables and we've seen this uh, tool before the people the material the equipment the policies procedures methods and environment so let's take a look inside those and there's an exercise for you to do at home or or make a note of uh we won't do it right now but common exercise I have people do is identify two or three of your most critical output variables your most critical measures okay um what do we really wanna pay attention to that's going to be important to me okay it could be you know things like the amount of time I spent on value added activity because a lot of us waste a lot of time so it could be any number of things our yields are performance yields are quality yields things like that and then see if you can trace that upstream into five to seven you know a number of input variables that affect that output variable and just draw yourself a little simple lipo on whatever it is you're trying to improve and begin to look for that that correlation between the exes and the wise all right what do I because the secret if you will to the the that's true high performance is you work on the input variables and the output variables take care of themselves some refer to that is lagging indicators okay we'll follow you was looking the output variables it's too late they're already there already happening but the accidents already happening what's causing them and let's figure out howto control those like we did with the catapult because if I can't control the input variables the pullback poco io kit I can control everything on the input side they all put variables they're going to take care of themselves it's still measure him to prove it, but the output tray I'm gonna be shooting the ball in the cup we now start looking at some that some of the data so this is particularly important for business entrepreneurs solo preneurs startups it's also very important to mature business is because we want to make sure we're asking the right questions we're looking at the right data as we go forward, so we think about these different buckets, the markets where we always start what's going on in the market, all right, market trends, maybe we see an opportunity to start up a new business or a new product or new service because there's a need or a trend in the market so let's look at the market let's look att customer expectations and experience what's that look like we're searching for opportunity is what we're doing so this is entropy endure the entrepreneur the solo preneurs is always looking for opportunity where can I find a need that's not yet filled and get their first or get there soon get to the party early because that's when the that's when the real feeding is good. So, uh, competitors data, you know, things like what? What? What? What people the market complain about, uh, as it relates, perhaps, to the compact competition, maybe we can do it better, faster, leaner that's what? This is all about distribution, packaging finished goods way have to sort through all of that. All right. So where were we? Where do we, uh, how do we get our products and services to market presents, marketing, advertising, brand. All of that falls into into this with process. And we've played with this throughout the last few sessions is ah, you know, the value stream itself. We can map that out. We can start to look at how it where's the value at non value. Add a lot of you've taken that away already, the process steps physical flow, you know, that spaghetti charts, so to speak, what's our process looked like, or if we're started, what do we want it to look like? Let's? Draw that future state map. What would be ideal? Incidentally, if we're not aware value at non value, add distinction and terminology. We're not aware of lean thinking in the counter intuitive nature of it. Chances are for starting up a business will start it up, not lean I've gone and the company's after cos after companies over the years that's a yeah we we tried that before we we would have been working on that for a couple of years said weii educated in lien when you did it no then the well then how would you expect it to be lean because lane's counter into it so if you've been working on something that's counterintuitive you've probably check me on this but you've probably done it a non lean way not even know it so you've divided the labour you patched and cute you've come up with policies and metrics and systems teo for functional efficiencies it's no wonder your system's not lean you don't know what loneliness you're ignorant you don't know it it's a exactly how you want a word it but that's exactly what's going on so um these principles as you're starting up a business will allow you to design a very lean business so I've run a very lean business for twenty six years because I know these things and a lot of people don't eat za differentiator very diff it's a differentiator despite whatever business size you are alright so information flow how are we going to do that how we going to know what's going on how we gonna know how we're doing visual scorecards tracking systems all that kind of thing we gotta think this stuff through the whole time value map the inventory these air the critical data points to collect all right as we, uh explore kaiser and change organization date everything for morgan is how we're going to organize the business or how are we organized in the business who does what? How many touch points do we have? How is the labor distributed just again imagine that lean sigma game and how that was organized and then how different it was when we, uh we ran it in around three productivity measures overtime measures, job classifications everything we don't leave anything untouched measurement systems is part of the support systems we're going to measure stuff how we're goingto incent people were going to reward people what policies and governance are we gonna operate under? This is where we wait this is where a lot of the action is right here how we're going to buy things where we're going to buy them from how are we going to pay pay for them? This is a lot of the how to stuff what are quality systems going to look like how we gonna ensure ensure and usher quality we're going to make sure that our customers are getting it right we're getting it right for them what's our quality system look like are we going to add a bunch of inspection in or we're going to find ways to design it in great questions to ask you contemplate, you know, improving your businesses people finance recognition in reward laboratory's things like that how we're gonna if we were working with laboratories or what what's that what's that gonna look like we're gonna subcontract it who were going to subcontract with these air all business decisions and at the end of the day this is all about relationships we're going to inter relate with people to get it right contractors, things like that facilities, maintenance, etcetera and the financial data. Now if we don't know this stuff ourselves, we can find someone who does. We confined the sepa, an accountant to help us out with to teach me about cash flow those books and there's literature, there's, youtube clips, there's all kinds of ah uh, resource is available um on how to manage a financials and learn about it accounting for the non accounting person finance for the nonfinancial person you've seen things like that pay attention to that because at the end of the day, this is the lifeblood of the business and we got to know whether or not we're getting a good return on investment. And this is where a lot of businesses go broke in a couple of your startups because they haven't thought through the financial piece, so we've got to make sure we get the data, we take the data, we analyze it, we're looking for that non value added waste, so to speak and we're using our cause and effect tools are finding those critical fuse using things like peredo analysis we're finding the most common failure mode using things that give me a and the tools are listed across the bottom and we're coming up with options and alternatives again just a guideline through and we'll talk in the next segment with the hot seats and things like that about about a lot of this to improve theirs are value stream we're going to do a flow kaiser or we're going to appoint kaizen what? What makes the most sense based on the data and the analysis we've we've illustrated both in the in the workshop? Is there a specific process that we need to really aim at like the diamond department or the catapult that would appoint cousin would make sense? Or is the whole thing dysfunctional or a slice of it that makes more sense? We've gotta look at policy, we've gotta look att procedure there's a common root causes we've played with both of those we gotta come up with a way to mistake proof or popeo car business so that common mistakes cannot be made way outsmart him, we outsmart the human error element and then how we gonna structure organisation for flow because a lot of organizations are structured for anything but flow, they're dysfunctional so we could do all the team building training we want to uh, but we designed it into our system and our structure and our incentives and some of these things. It could quite possibly be a waste of time and money. What to control the control. The new process control the existing process. If it's working for us control the structure, control the input variables, those key process input, variables like we did in the static fall exercise control the measurements. Make sure we've got good controls, are on the measurements, and then the change management process itself, which would be, in many cases, the kaiser in process. All right, so some of the tools they're the standard work, the organization chart, visual control, statistical process control and things like that.

Class Description

Ready to finally let go of the unproductive processes that are holding you back at home, in the office, and in your creative life? Join educator and business consultant John Murphy for a three-day introduction to streamlining your creativity.

As he shares techniques from his critically-acclaimed books Beyond Doubt and Zentrepreneur, John will cover ways to make your day-to-day life and tasks better, faster, and more efficient. You’ll learn about the DMAIC model of process improvement, and how it can be used to approach problem solving in an effective, rational way. You’ll also learn about how to prevent processes from being bogged down by waste, duplication or redundancy. John will cover Kaizen -- the art of making good change -- and give you tools to change both your processes and your mindset.

By the end of this course, you’ll have an increased creative energy and processes that will help you implement creative solutions in a balanced, harmonious way.

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