Building People
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The document outlines the principles of a lean enterprise as a learning organization, emphasizing a systematic approach to problem-solving through the PDCA (Plan-Do-Check-Act) cycle. It discusses the importance of establishing normal and abnormal conditions, setting clear goals, and utilizing intelligent observation for continuous improvement. Key elements include understanding current and future conditions, identifying root causes, and validating countermeasures to ensure effectiveness.
Building People
- 2. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 3. Thinking Albert Einstein "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 4. 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 "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 5. Thinking Process "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 6. PLAN DO CHECK ACT/ ADJUST STOP & GO SEE “Grasp the Abnormality” STOP & GO SEE Establish an agreed upon normal condition • What should be happening (normal)? • What is actually happening (abnormal)? "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 7. PLAN DO CHECK ACT/ ADJUST STOP & GO SEE “Grasp the 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? "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 8. PLAN DO CHECK ACT/ ADJUST STOP & GO SEE “Grasp the Abnormality” Teams must 1st establish an agreed upon normal condition • What should be happening (normal)? • What is actually happening (abnormal)? • 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? DO • How will we test countermeasures? • What is expected to happen? • What actually happened? PLAN DO CHECK ADJUST “Grasp Situation” “Grasp Situation” "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 9. PLAN DO CHECK ACT/ ADJUST STOP & GO SEE “Grasp the Abnormality” Teams must 1st establish an agreed upon normal condition • What should be happening (normal)? • What is actually happening (abnormal)? • 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? • 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? "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 10. PLAN DO CHECK ACT/ ADJUST STOP & GO SEE “Grasp the Abnormality” Teams must 1st establish an agreed upon normal condition • What should be happening (normal)? • What is actually happening (abnormal)? • 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? • 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? "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 11. Thinking Process Tool "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 12. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 13. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 14. 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 "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 15. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 16. “The more a subject is understood, the more briefly it may be explained” (Thomas Jefferson) "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 17. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 18. Thinking Process Tool "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles
- 19. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles