How cynefin model improves lean implementation
Download as PPTX, PDF24 likes3,913 views
The document discusses how the Cynefin model can improve lean implementation. It provides an overview of the Cynefin framework, which categorizes systems as simple, complicated, complex, or chaotic. This helps tailor leadership approaches and process improvement methods. The Cynefin model supports lean tools by assessing whether a situation requires directive changes or emergent solutions. It can help design effective processes for 5S, waste reduction, PDCA cycles, and other lean best practices. Overall, Cynefin provides a systematic approach to continuous improvement that considers the dynamics of each situation.
How cynefin model improves lean implementation
- 1. How Cynefin model improves lean implementation
- 2. LKFR12. Paris Sept 18-18
- 3. LKFR12. Paris Sept 18-18
- 4. WHAT’S LEAN TRANSFORMATION? LKFR12. Paris Sept 18-18
- 5. Can be this… Lean Transformation Strategy Increasing organisation value Leadership Sustainment Kaizen Training Planning 7 wastes 5S Standard work Source: https://oregon.jivesoftware.com/community/agencies/das/w2w LKFR12. Paris Sept 18-18
- 6. Or this… 1. Specify value from the standpoint of the end customer by product family. 2. Identify all stages of the value chain for each product family, eliminating 1. Identify Value whenever possible those measures that do not create value. 5. Seek 2. Map the 3. That make the steps of value creation Perfection Value Stream occurs in close order so that the product flows gently to the client. 4. As flow is introduced, let customers pull value from the next upstream activity. 4. Establish 3. Create Flow 5. As a value is specified, value streams Pull are identified, unnecessary steps are eliminated, and flow and "pull" are introduced, repeat the process and continue until a state of perfection is reached in which perfect value is created with no waste. LKFR12. Paris Sept 18-18
- 7. Or this… Find an Agent of Change, •a leader who will take personal responsibility for the lean transformation. •a sensei or a consultant who can teach techniques and how enforce Lean Obtain knowledge of lean implementation within a system, not as isolated programs. •entering a crisis or creating a to begin processing. If your company is not currently in crisis, to draw Find a lever attention to a competitor lean or find a customer or supplier lean will make requests for significantly better performance. Forget grand strategy • for the moment. •beginning with the current state of how material and information flow now, then drawing a leaner Map the value streams future state of how they should flow and creating an implementation plan with timetable. Begin as soon as possible • with an important and visible activity. Demand immediate results. •. As soon as you’ve got momentum, •to link improvements in the value streams and move beyond the shop floor to office processes. expand your scope LKFR12. Paris Sept 18-18
- 8. Or this… LKFR12. Paris Sept 18-18
- 9. Or this? Decide Deliver Built Eliminate Amplify Engage See the late fast as integrity waste learning the team whole possible possible in Self- Perceived Feedback Think about Pull Systems determination integrity options See waste Measures Conceptual Iterations Motivation integrity Last responsible Queue theory moment Synchronisation Leadership Refactoring Value Stream Contracts Mapping Self-Based Take decision Cost of delays Expertise Testing Development LKFR12. Paris Sept 18-18
- 10. TOOLS? LKFR12. Paris Sept 18-18
- 11. Most used quality management tools 5 Whys Pareto chart Accelerated life testing Pareto analysis Analysis of variance Pick chart ANOVA Gauge R&R Process capability Axiomatic design Quality Function Deployment (QFD) Business Process Mapping Quantitative marketing research through Cause & effects diagram (also known as use of Enterprise Feedback Management fishbone or Ishikawa diagram) (EFM) systems Check sheet Regression analysis Chi-square test of independence and fits Root cause analysis Control chart Run charts Correlation Scatter diagram Cost-benefit analysis SIPOC analysis (Suppliers, Inputs, CTQ tree Process, Outputs, Customers) Design of experiments Stratification Failure mode and effects analysis (FMEA) Taguchi methods General linear model Taguchi Loss Function Histograms TRIZ LKFR12. Paris Sept 18-18
- 12. Is this realy enough? LKFR12. Paris Sept 18-18
- 13. Are we missing something? LKFR12. Paris Sept 18-18
- 14. Lean Challenges LKFR12. Paris Sept 18-18
- 15. THE CYNEFIN MODEL LKFR12. Paris Sept 18-18
- 16. Wise executives tailor their approach to fit the complexity of the circumstances they face. LKFR12. Paris Sept 18-18
- 17. LKFR12. Paris Sept 18-18
- 19. Complex Complicated Probe Sense Sense Analyse Respond Respond Emergent Good Practices Chaotic Simple Act Sense Sense Categorise Respond Respond Novel Best Practice LKFR12. Paris Sept 18-18
- 20. Cynefin process Complicated Simple Complex Chaos LKFR12. Paris Sept 18-18
- 21. What is simple? Characteristics • repeating patterns and consistent events • Clear root cause • Obvious relationships between all, clear existing answer • Known knowledge • Factual management LKFR12. Paris Sept 18-18
- 22. What is chaotic? Characteristics • great turbulence • no clear cause and effect, so no good answer research • Unknown • many decisions to make, no time to think • Great tensions • Pattern based leadership LKFR12. Paris Sept 18-18
- 23. What is complex? Characteristics • flow and unpredictability • No exact answers but instructive emerging models • No knowing the unknown • A lot of ideas in competition • a need for creative and innovative approach • Model based leadership LKFR12. Paris Sept 18-18
- 24. What is complicated? Characteristics • expert diagnosis required • relationship of cause and effect detectable but not immediately obvious to everyone, just more than one answer possible • Factual management LKFR12. Paris Sept 18-18
- 25. The bloody question: In your perspective, is Cynefin nothing more that a process supporting Kaizen? LKFR12. Paris Sept 18-18
- 26. IMPROVING LEAN IMPLEMENTATION LKFR12. Paris Sept 18-18
- 27. 5S 5S is the outcome Cynefin model helps you To design the change process What is 5S? LKFR12. Paris Sept 18-18
- 28. Waste Who is Tim Wood? (THE 7 WASTES) T – transport waste I – inventory waste M – motion waste W- waiting waste What is Tim Wood? O – over producing waste O – over processing waste D – defect waste LKFR12. Paris Sept 18-18
- 29. PDCA What is PDCA? LKFR12. Paris Sept 18-18
- 30. Cynefin supports Hoshin Kanri! LKFR12. Paris Sept 18-18
- 31. Conventional Models Top down strategy • SIMPLE Do the same thing better • SIMPLE + COMPLICATED Mandate and Implement • COMPLICATED Do, do, do, do …. • SIMPLE More is more • SIMPLE Complex strategy = evolved thinking • COMPLEX LKFR12. Paris Sept 18-18
- 32. Tools Visual Management 5S True North Value Catchball Stream Mapping A3 Thinking PDCA LKFR12. Paris Sept 18-18
- 33. True North Related to company culture Assets, know-how, strengths Customers you serve (or want to serve) Market, trends, developments What words describe you? Your business? LKFR12. Paris Sept 18-18
- 34. Value Stream Mapping LKFR12. Paris Sept 18-18
- 35. Plan Do Act Check LKFR12. Paris Sept 18-18
- 36. A3 Thinking LKFR12. Paris Sept 18-18
- 37. Catchball LKFR12. Paris Sept 18-18
- 38. Cynefin process Added after the pres! Simple Complicated Chaos Like the « wheel of Complex life », transition is moving from one step to another. Your job as a coach is to make it « roll » LKFR12. Paris Sept 18-18
- 39. Conclusion Hoshin Kanri Kaizen Cynefin LKFR12. Paris Sept 18-18
- 40. Ques tions LKFR12. Paris Sept 18-18
- 41. Thanks ! Pierre E. Neis, pierreneis@gmail.com – Tel +352 / 661 SCRUMS LKFR12. Paris Sept 18-18
- 42. LKFR12. Paris Sept 18-18