Right Brain Problem Solving In A Left Brain Business World

"RIGHT-BRAIN PROBLEM-$OLVING
IN A LEFT- BRAIN BUSINESS WORLD"

Different Different
Thinking Results

www.rightbrain.us.com
timothyfowler@aol.com
No Right–Brain Left Behind
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What is the definition of
Insanity?

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There’s more than
one way to skin a cat!

A new study led by John Kounios, professor of psychology
at Drexel University and Dr. Mark Beeman of
Northwestern University compared the physiological brain
activity of creative versus noncreative problem solvers.
The study published in the journal Neuropsychologia, John Kounios

reveals a distinct pattern of brain activity, even at rest, in
people who tend to solve problems with sudden creative
insights, which are commonly referred to as “Aha!
Moments”, that differed distinctly from people who tend
to solve problems, and think in a methodical fashion.

Mark Beeman
www.rightbrain.us.com Kounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M.
timothyfowler@aol.com (2008). The origins of insight in resting-state brain activity. Neuropsychologia, 46, 281-291.
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Larry, the Right-Brain, Cable Guy!
“Everyone concentrates on the problems we're
having in our country lately: Illegal immigration,
hurricane recovery, alligators
attacking people in Florida …………
Not me… I concentrate on solutions for
the problems … it's a win-win situation.

1) Dig a moat the length of
the Mexican border.
2) Send the dirt to New Orleans
to raise the level of the levees.
3) Put the Florida alligators in the
moat along the Mexican border.”
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…but seriously…
Shigeo Shingo 新郷重夫, Lean/Quality Author

"Improvement usually
means doing something
that we have
never done before.”

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Business looks for renewal in right-brain thinking
By Janet Rae-Dupree

“I'm of two minds. As a matter of fact, so are you. And until recently, corporate America
wasn't doing much to take advantage of one of them. But now that we're hip-deep in what
has been called both the "Creative Economy" and the "Conceptual Age," no one can afford
to ignore the artist within: the right hemisphere of the brain.

U.S. biologist Roger Sperry in the 1960s.

Through studying "split brain" animals and human patients, whose
brain hemispheres had been disconnected (in humans, this was done
to prevent severe epileptic seizures), he found that each side of the
brain plays its own role in cognition. The left side, home of the human
language center, is the outspoken logical, linear half of the equation.
The right side, home to spatial perception and nonverbal concepts, is the
nonlinear, high-concept source of imagination and pleasure.”

timothyfowler@aol.com http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1
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Article: Origins of
Your Right and Left Brain

“The division of labor by the two
cerebral hemispheres—once
thought to be uniquely human—
predates us by half a billion years.
Speech, right-handedness, facial
recognition and the processing of
spatial relations can be traced to
brain asymmetries in early
vertebrates”
By Peter F. MacNeilage, Lesley J. Rogers and Giorgio
Vallortigara | June 24, 2009 Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); Medioimages Getty
Images (calculator); Joerg Steffens Corbis (faces); Westend61 Corbis (woman smiling); Dougal
Waters Getty Images (ballerina); Mike Kemp Getty Images (rattlesnake); C Squared Studios Getty
Images (palette); Vladimir Godnik Getty Images (paintbrushes); Carrie Boretz Corbis (girls
whispering); Robert Llewellyn Corbis (calipers)

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Retrain your brain from 'left'
to 'right' to fit into new economy
by Marco R. della Cava
Illustration by Jerry Mosemak

Experts say merging left-
brain, analytical traits with
right-brain, creative ones
might make employees much
more marketable in the job
markets of the future.

Cell (440) 728-HELP http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm

Your Assignment - Find the Man!
Once you find him - it's embarrassing, and you think,
'Why didn't I see him immediately?'

Doctors have concluded that if you find the man in the coffee beans in 3 seconds,
the right half of your brain is better developed than most people.
If you find the man between 3 seconds and 30 seconds,
the right half of the brain is developed normally. If you find the man after 30 seconds,
Cell (440) 728-HELP then the right half of your brain is functioning slowly.

Outline
• Part 1 – The Right Perspective (the science)
• Part 2 – The Right Thinking (the approach)
• Part 3 – The Right Results (the evidence)
• Part 4 – The Right (& Left) Stuff (the implications)

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Part 1

The Right Perspective
(the science)
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Part 1 – Right Perspective(the science)
Highlights

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Dr. Roger Sperry, Oberlin College 1935

"The great pleasure
“What it comes
and feeling in my down to is that
right brain is more modern society
than my left brain discriminates
can find the words against the right
hemisphere."
to tell you."
“In general, schools tend to favor left -brain modes of thinking,
Cell (440) 728-HELP while downplaying the right-brain activities.” -Monte Fowler

Dr. Linda Silverman, Founder, Visual-Spatial Center

“While I have long known the difference
between left brain and right brain styles
of learning, I have only recently begun
to realize the depth of the difference
between the two. Right brain
learners do not simply have
different strengths than
left brain learners - their brains
function in a totally different way.”

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• "When someone says they are
right or left-brain it's really just a
The metaphor for a cognitive style",
Criticism
says neuropsychologist Associate
Professor Michael Saling from the
University Melbourne and Austin
Health's Epilepsy Research
Centre. "Without a doubt the
popular left and right division of
the brain is an over-simplification.
For example, research is showing
that musical, artistic and intuitive
thinking can't be thought of as
strictly lateralised, or exclusively
of the right hemisphere ".
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The
Criticism

Famous collaborators
philosopher Karl Popper and
Nobel winning neuroscientist
John Eccles, authors of The
Self and Its Brain, described
the brain's right hemisphere as
the "minor brain". Some have
even pondered whether the
right brain is conscious at all.
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“Talking about the right brain as the way of the future seems to me
a step backwards to a time when intuitive impressions about the
brain were all we had. We need to inject a dose of cold hard
analytic facts about the brain into this
discussion so we can figure out how to best
capitalize on the native (and remarkable)
capacities for reason and passion, analysis
and synthesis, detail and context, that co-exist
as a result of the exquisitely wired networks
distributed within and between the hemispheres of our brains.”
Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids

The Feb 12th, 2011 - http://www.huffingtonpost.com/joseph-ledoux
timothyfowler@aol.com Criticism
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• The debate will continue…

• Let’s do the “smell test”
– Linear vs. Holistic Processing?
– Sequential vs. Random Processing?
– Symbolic vs. Concrete Processing?
– Logical vs. Intuitive Processing ?
– Verbal vs. Non-verbal Processing?
– Reality-Based vs. Fantasy-Oriented Processing?
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1-Linear vs. Holistic Processing
The left side of the brain processes information in a linear
manner. It process from part to whole. It takes pieces, lines
them up, and arranges them in a logical order; then it draws
conclusions.
2?
• Which • You?
• Are
1? 3?

The right brain, however, processes from whole to part,
holistically. It starts with the answer. It sees the big picture first,
not the details. If you are right-brained, you may have difficulty
following a lecture unless you are given the big picture first
timothyfowler@aol.com Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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2- Sequential vs. Random Processing
In addition to thinking in a linear manner, the
left brain processes in sequence -- in order.
If you are left-brained, you would enjoy
making a master schedule and doing daily
planning. The left brain is also at work in
the linear and sequential processing of
math and in following directions.
By contrast, approach of the right-brained
student is random. If you are right-brained,
you may flit from one task to another. “I think you should be more
You will get just as much done but perhaps explicit here in step two.”
without having addressed priorities. An
assignment may be late or incomplete, not
because you weren't working, but because
you were working on something else.
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Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html

3- Symbolic vs. Concrete Processing
The left brain has no trouble processing symbols. Many
academic pursuits deal with symbols such as letters, words,
and mathematical notations. The left-brained person tends
to be comfortable with linguistic
and mathematical endeavors.
Left-brained students will
probably just memorize
vocabulary words
or formulas.

The right brain wants things to be concrete. They want to see,
feel, or touch the real object. Right-brained students may have
had trouble learning to read using phonics. They prefer to see
words in context and to see how the formula works.
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4-Logical vs. Intuitive Processing
The left brain processes in a linear, sequential, logical
manner. When you process on the left side, you use
information piece by piece to solve a math problem or work
out a science experiment...your decisions are made on logic.

If you process primarily on the right side of the brain, you
use intuition. You may know the right answer to a math
problem but not be sure how you got it. You may have to
start with the answer and work backwards.
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Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html

5- Verbal vs. Non-verbal Processing
-Left-brained students have little
trouble expressing themselves in
words.
-Right-brained students may
know what they mean but often
have trouble finding the right
words.

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6-Reality Based vs. Fantasy Oriented
The left side of the brain deals with things the way they
are--with reality. When left-brained students are
affected by the environment, they usually adjust to it.
Not so with right-brained students; they try to change
the environment!
Left-brained people want to know the
rules and follow them. In fact, if there are
no rules for situations, they will probably
make up rules to follow! Right Brains
often ignore the rules they feel are noise
and won’t affect the end goal.
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Famous (Suspect) Right-Brainers
• Jonas E. Salk was an American
medical researcher and virologist,
best known for his discovery and
development of the first safe and
effective polio vaccine.

• Leonardo Da Vinci

• Albert Einstein
– According to Educator Patty Emerson, "Einstein
had a hard time in school." He couldn't show is
work in math. He would skip steps. His mind
would process answers so quickly that he just
couldn't slow down to show his work
timothyfowler@aol.com Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel
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Other (Suspect) Right-Brainers
Big concept thinkers, innovators and non-linear thinkers.

Thomas Edison Wolfgang Amadeus Mozart Anna Roosevelt
Michelangelo John Lennon Woodrow Wilson
Pablo Picasso Louis Pasteur King Gustav IV of Sweden
Rembrandt Orville and Wilber Wright Albert Einstein
Walt Disney Alexander Graham Bell Marie and Pierre Curie
General George Patton Ludwig Van Beethoven Socrates
Nelson Rockefeller Thomas Jefferson Galileo Galilei
Hans Christian Anderson George Washington F. Scott Fitzgerald
Leonardo da Vinci Vincent Van Gogh Abraham Lincoln
Sir Winston Churchill Agatha Christie Steven Spielberg
Benjamin Franklin Ernest Hemmingway Bill Gates
John F. Kennedy Mark Twain Bob Lutz

Cell (440) 728-HELP Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html

Part 2

The Right Thinking
(the approach)
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Part 2 – Right Thinking (the approach)
Author Dan Pink Asks in….
A Whole New Mind: Moving from the Information Age to the Conceptual Age

• Can someone overseas do it cheaper?
– ASIA 3 A’s
• Can a computer do it faster?
– AUTOMATION
• Am I offering something that satisfies
the nonmaterial, transcendent desires
of an abundant age?
– AFFLUENCE
We are shifting from the Information Age to the "Conceptual Age." Successful players in
this new economy will increasingly be required to develop and use the right-brain abilities
of high concept (seeing the larger picture, synthesizing information) and high touch (being
empathetic, creating meaning).
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Dan Pink’s 6 Right-Brain Skills
A Whole New Mind: Moving from the Information Age to the Conceptual Age

We need to realize the value of:
• not just function, but also design.
• not just argument, but also story.
• not just focus, but also symphony.
• not just logic, but also empathy.
• not just seriousness, but also play.
• not just accumulation, but also meaning.
Oprah video interview with Author Dan Pink:
http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1
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MP3
Players

timothyfowler@aol.com Graphic: http://divergentmba.files.wordpress.com/2009/12/a-whole-new-mind.jpg
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Do all these work? Are they functional?

Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the Future
Author: Daniel H. Pink

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Strong iPhone and iPod sales drive
Apple profits to $1.21 billion

Did
by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm

Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter ending

functionality
March 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down three
percent for the quarter compared to last year, but sales of the iPod and iPhone were up
for the same period.

do this?
"We are extremely pleased to report the best non-holiday quarter revenue and earnings
in our history," Peter Oppenheimer, Apple’s CFO said during the conference call
announcing the results.
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Right Thinking (the approach)

My dilemma?

Slow Internet…
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Tim’s
Air
Card
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Boondock Saints Air Card!

The ole 16 ft cord, black sock,
Zip-lock baggie solution!

 Right Brain Results = 3 bars at 3G! 
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Another Co-worker said to me,
“That was really left-brained of you!”

Implication?
‘Left-brain’ equals RESULTS
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Let’s look at some real life
solutions from right brain
thinking…starting with the
President’s Plane

POTUS
Part 3

The Right Results
(the evidence)
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Part 3 – Right Results (the evidence)
Designed POTUS Air Force 1 secure refueling and
inspection notification process (Symphony)

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Reduced office issuance time for the
government’s encrypted card from 30 days to 2
(Design)
Current State = 24 ft Future State = 3 ft

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Con’t

Reduced an agency’s inventory book-keeping
reconciliation from 19 to 3 days
(Story)

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Con’t

Reduced the cycle time for helpdesk ticket
processing
00
from
30 days
to 5 days
(Play)

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How does your
Saturday look?
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Play

From a study
of NFL
& college
games, teams
execute plays
for 11 minutes
Photo illustration: Jeff Mangiat, photos,
Getty Images (2), Associated Press (cheerleader), NFL (replay)

timothyfowler@aol.com Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html
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Some may argue that
the entire 180
minutes of football
is value-added
entertainment.
Consider this –
If the 11 minutes of actual
play was taken away would
anyone sit through the
other 171 minutes?

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Con’t

Reduced travel distance
by 600 miles a year for
manufacturer (Empathy)
Received worldwide highest external
manufacturing assessment for Ford Motor
Company's Integrated System Assessment &
created the best practice Mfg Horizontal/Vertical
Organizational Structure/Template
(Design-we’ll come back to this one)
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Harnessing the Brain’s Right Hemisphere to Capture Many Kings
By DYLAN LOEB McCLAIN Published: January 24, 2011

In a study in the current issue of the journal PLoS One,
showed experts & novices simple geometric objects &
simple chess positions & asked subjects to identify them.

Reaction times were measured and brain activity
was monitored using functional M.R.I. scans…

What set the experts apart was that parts of their right brain hemispheres —
which are more involved in pattern recognition — also lit up with activity. The
experts were processing the information in two places at once.

The researchers also found that when the subjects were shown the chess
diagrams, the novices looked directly at the pieces to recognize them, while the
experts looked on the middle of the boards and took everything in with their
peripheral vision.
Cell (440) 728-HELP Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1


GM’s Bob Lutz "Secret Weapons"
by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com

He hired four automotive journalists to assess all of GM's
new vehicles before they were OK'd for production.
And their word was law...

That didn't go down well with GM's traditional engineering staff,…they didn't like the
fact that four outsiders, four media critics with no product development experience,
could force them to make changes on a new-car program. Lutz hired them as full-time
employees because he wanted an independent, third party voice to evaluate GM's cars
as they went through their development stages. … Since the four didn't hold any
allegiance to the design, engineering or manufacturing staffs at GM, they could feel
free to critique any car just as they would when they were full-time journalists.
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GM earns $4.7 billion in 2010, its first profit since 2004
Published: Thursday, February 24, 2011
By Robert Schoenberger,

Did it
help?
Associated Press: General Motors Chairman and Chief Executive Dan Akerson
announced the company posted its first annual profit in seven years in 2010.
The company earned $4.7 billion last year.

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“The Mini Cooper is built by BMW,
maker of arguably the best-engineered
cars in the world. The success of the
Mini, however, is a great example of
both sides of the brain at work. The
playful design, marketing, and
positioning of the Mini along with solid
construction exemplify the type of
balance we endorse. Think for a
moment what would have happened
to the Mini if the left brainers ruled
the day.

Do you think we'd know it has "go-kart-
like handling?" Would it have the broad
appeal that it now enjoys? We think
not.www.rightbrain.us.com
Source: G. Michael Maddock is chief executive officer, and Raphael Louis
Cell (440) 728-HELP Vitón is president of Maddock Douglas, an innovation consultancy.

Con’t

Created the best practice Mfg Horizontal Vertical
Organizational Structure
Approx. 100, 000 words in 10 ‘element’ books.
1000’s of Questions
Managing FTPM
Workgroups Mfg Eng.
INSP/QOS SMF
SHARP Ind. Materials
FES Training

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Con’t

Global Metrics
Safety
Quality
Delivery
Cost
Morale
Environment

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Con’t

Traditional Ford UAW Programs

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Needed a
Global Perspective Reported to Int. UAW
Reported to VO VP
Traditional Plant/UAW Programs
Ford Corporate Global Metrics
ETDP
Safety EI
Grasp/Pedestrian/JSA.
Quality ISO 9001
QS 9000
Delivery 6Sigma
VRT
Cost R&M
PPE
Morale Attitude/Culture Surveys
Reward & Recognition Program
Environment Q1
Reported to AME VP Diversity
ESSP
FPS Lean Elements H&S

FTPM
Mfg Eng
SMF
Industrial Materials
Training
Mfg
Qu

Managing
Workgroups
ali

INSP/QOS
Marketing
ty

SHARP
FES
De
s
le

sig
Sa

n

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“Show me how I’m measured, I’ll show you how I behave!”

Measure Integrated Lean Tool UAW Sub Element

SAFETY SHARP NJCHS/Grasp/JSA

QUALITY ISPC Job1/ISO9001/QS 9000
QOS 6Sigma, VRT’s, etc.

DELIVERY FTPM OEE, R&M
Manufacturing Engineering Lean Layout
SMF DTD, BTS, flow/pull
Industrial Materials Suppliers, PPE, etc.

COST Managing Inventory, etc.

MORALE Training Attitude Surveys/CIWG
Workgroups Reward & Recognition
Diversity/etc.

ENVIRONMENTAL
FES ISO 14000
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‘Drawing’

Attention
timothyfowler@aol.com Visual Study Results: http://www.youtube.com/watch?v=NLDrTECfdro&feature=player_embedded
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Our organizational chart in the large conference is to be kept up to date. Accuracy in meeting
times and participants are to be reviewed every week. It is important that the "go-to" people for
an element be easily accessible to everyone.

XYZ Assembly Plant
Workgroup-Based ‘Mentoring’ Organization Element Mentor
Roles/Responsibilities
-Understands the current state of their element and

Managing Vertical Team how it relates to the rest of the elements in the
plant.
-Takes time to learn the vision expectations- studies
the Assessment Book/Level 1-10.
Quality Human Resources MP&L Engineering
-Teaches their vertical team members gap
Plant Implementation Team analysis skills.
PIT Team QOS Workgroups Training SHARP IM SMF ME -Strategizes a game plan to achieve intermittent
Environmental FTPM goals-more points/next level.
The PIT Team provides ISPC Mentors Mentors Mentors Mentors Mentors Mentors Mentors
Mentors -Recognizes and communicates the ripple effect
lean knowledge, behavioral Mentors of putting pressure on the system-performs a
leadership and a strong ‘cause and effect’ evaluation.
link from the Departmental -Facilitates weekly vertical meetings and holds
the team accountable for engaged attendance.
Workgroup activities -Brings element issues/roadblocks to the plant
to the Plant Steering steering committee for resolution as well as
Committee current status and accomplishments.

Paint
Sub Cmte
Vertical Team Member
Roles/Responsibilities
-Learns the current state of the
element in their department.
Department Sub Committee -Studies the vision expectations
-This weekly meeting is lead by the Body (Levels 1-10) and regularly attends
Area Manager and PIT Team Representative… Sub Cmte Vertical meetings and Departmental
Sub Committee.
-Its purpose is to support the department workgroup -Teaches fellow Sub Committee
activities with a holistic lean approach which includes members the application of their
element and how it relates cross-
SHARP, Training, SMF, IM, ISPC, FTPM, ME, Environmental
functionally to the other 9
and Managing. (the meeting agenda reflects these items)… elements…a Lean Production
‘System’
-It’s a direct link from floor activities to the Plant Steering -Guides their department to the
Committee which provide issues resolution and Final vision and works to close the gap.
agreed-upon policy (standards)… Sub Cmte -Brings departmental element
issues back to the Vertical Team
-Finally, its geographically-based, for clarification and problem-
cross-functional in nature solving.
and close to the process to identify
and solve problems.
Support Departments (PVT, Finance,
MP&L, etc.) are placed geographically as needed.

Our STRUCTURE drives Mentoring BEHAVIORS resulting in a blame-free CULTURE!
Vertical Team Meeting minutes are to be kept and posted in the Lean
The Department Sub Committees (the above Orange oval) should meet weekly around the agenda of Strategy Room and will be reviewed by the "Managing" Vertical team
SQDCM. It is recommended that the sub committee be scheduled before the area group leaders get- on Thursdays at 2:30 during their meeting. The purpose of the
together so all issues of clarification be resolved by management and the local leadership in that area. A Managing Vertical Team (comprised of Operating and Bargaining
unified front gives our employees a level playing field to build upon with empowerment and continuous Committees and Salary & Hourly Coordinator) is to review the Current
improvement. (440) 728-HELP State of our implementation and do a brief gap analysis to the vision
Cell
articulated in the Managing Assessment Book.

• Scorecard Purpose
–To set the direction of the plant’s
application of the yearly business
objectives, to address system
waste and organize the plant’s
policy deployment based upon
leadership expectations and
objectives,
–To set the targets in the 11
elements of the Integrated System
Review Requirements…Red,
Department Board Purpose:
Yellow…and Green ‘Status Arrows’
-To create a sense of excitement and education –To map out the plant’s S,Q,D,C,M
relative to Dept Metrics metrics and provide a place for
-To provide a place for metric review and zone
Presentations (management cascade and floor visual, ongoing monitoring,
feedback)
-To allow Area Management a Physical Forum to
challenge with Best-in-class comparisons
Department Board Department Board
Zone A Zone B Zone C Zone D Zone E Zone F Data Hea
Department Board
Zone A Zone B Zone C Zone D Zone E Zone F Data Hea s lth
tric
s lth &S s
tric
lth
Me S tric
&S afet &S
Me S
afet Misc y
Me S
afet
Misc y Misc y
Info M Q Info
M Q CS M Q Info
CS D CS
D Suc D
QOS
Suc M C QOS c
Sto ess Suc
M C
c
Sto ess FS rie M QOS c
Sto ess
FS rie s FS C rie
s
n M s

Paint
n M tio M
Body Final
tio Ac tio
n
Ac Ac

Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board
Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale
First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance

8 Wastes 8 Wastes 8 Wastes 8 Wastes 8 Wastes 8 Wastes
Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider
Chart Chart Chart Chart Chart Chart

DROT DROT DROT DROT DROT DROT
Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions

Zone A Zone B Zone C Zone D Zone E Zone F

•Standardized Zone Measurement Boards
–Monitor Action Plan & follow-through to Continuous Improvement
–Give Supervision an “at a glance” status check.
–Improve and standardize S, Q, D, C, M at a zone level

Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result

• Group Leader White Boards S afety S afety S afety S afety
– To track Workgroup-specific issues
– Define “how” of management’s “what” Q uality Q uality Q uality Q uality

– To update regularly-dynamic
– Recognize members at the group level
D elivery D elivery D elivery D elivery

– A place for management review C ost C ost C ost C ost
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– Need to determine the process for
retaining history and lessons learned. M orale M orale M orale M orale
CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking

Policy Deployment Responsibilities

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Lean Strategy Room Purpose
-To set the direction of the plant’s application of the yearly
business objectives, to address system waste and organize the
plant’s policy deployment based upon leadership expectations
and objectives,

-To set the 10 element targets for the Integrated System
review…Red, Yellow…and Green ‘Status Arrows’
Green equals – Yes we have evidence to support the requirement
Yellow equals – A portion of the questions are answered and a plan exists to address gaps
Red equals – No steps, no plans

-To map out the plant’s S,Q,D,C,M ,E metrics and provide
a place for visual, ongoing monitoring…and…countermeasures
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Department Board
s l th
etricS &S
afet
M Best y

M Q in
CS Class
D Suc
M C QOS c
Sto ess
FS rie
6Sigma s
ion
M
t
Ac

Purpose:
-To create a sense of excitement and education relative to Dept Metrics
-To provide a place for metric review and zone
Presentations (management cascade and floor feedback)
-To allow Area Management a Physical Forum to
challenge operations with Best-in-class comparisons
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Department Board
i cs lth
&S
M etr S Misc
afet
y

M Q Info
CS
D Suc
M C QOS c
Sto ess
FS rie
s
n M
tio
Ac

• Left Flap
– Dated Current State Map
– Dated Future State Map (Value Stream emphasis)
– Dept High Level Action Plan/Status (based upon Area Sub Comt weekly
progress on FSM)
– Group Picture of Committeepersons and Management
– SQDCM vertically plotted monthly @ Dept level
• S=Monthly (First time visits, Lost time,)
• Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges
• D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime,
• C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status
• M=Dept Attendance/One Dept Success Story Highlighted
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Department Board
i cs lth
&S
M etr S Misc
afet
y

M Q Info
CS
D Suc
M C QOS c
Sto ess
FS rie
s
on M
A cti

• Middle Section
– Picture of each zone employees
– Key metrics under S,Q,D,C,M for each zone plotted
weekly
• S=First time visits, Loss Time,
• Q=Heavy-hitters, action plan & scrap
• D=Zone FTPM/SMF activity
• C=Zone weekly direct and indirect costs
• M=Zone Controllable Attendance
– Dept Constraint Status (trended over time)
– Area Mgr information (announcements, single point
lessons, quality indicators, trading post, whatever
area wants section)
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Center Section
Zone A Zone B Zone C Zone D Zone E Zone F

First time visits First time visits First time visits First time visits First time visits First time visits
S Lost Time Lost Time Lost Time Lost Time Lost Time Lost Time

Top concerns Top concerns Top concerns Top concerns Top concerns Top concerns
Q action plan action plan action plan action plan action plan action plan
& scrap & scrap & scrap & scrap & scrap & scrap

FTPM 7 Step FTPM 7 Step FTPM 7 Step
D SMF Actions SMF Actions
FTPM 7 Step FTPM 7 Step FTPM 7 Step
SMF Actions SMF Actions SMF Actions SMF Actions

Weekly direct &
C Weekly direct & Weekly direct & Weekly direct & Weekly direct & Weekly direct &
indirect costs indirect costs indirect costs indirect costs
indirect costs indirect costs

Controllable Controllable Controllable Controllable Controllable Controllable
M
Attendance Attendance Attendance Attendance Attendance Attendance

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Department Board
s lth
tricS &S
Me
afet
Misc y

M Q Info
CS
D Suc
M C QOS c
Sto ess
FS rie
s
n M
tio
Ac

• Right Flap
– Dept Health & Safety/Environmental Information
• Plot areas of incidents/accidents-trends
– Meeting Schedules
• Wkly GL to foreman/Supt, Monthly to Area Mgr,
Semi-annual to Plt Mgr and/or Director.
– Cad-drawing with CIWG Success Stories noted
(See next slide)
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SAFETY
Environmental
Department Board
i cs lth
&S
M et r S Misc
afet
y

M Q Info
CS
D Suc
M C QOS c
Sto ess
FS rie
s
n M
tio
Ac

SAFETY
(CURRENT SITUATION)

SAFETY
timothyfowler@aol.com (PROBLEMS ADDRESSED)
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Zone Measurement Board Target Time

Safety Quality Delivery Cost Morale

First Aid Defects Lost Units Scrap Attendance
Balance Board

8 Wastes
Audits QAS PM Inventory Surveys Spider
Chart

DROT

Actions Actions Actions Actions Actions

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Zone Measurement Board

First Aid First time visits, Lost time, plotted weekly

Audits
Weekly Walk-abouts by foreman and group
leaders partnering with plant H&S personnel

Actions Actions to Zone Safety Matrix

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Defects Nova C, FTT, Internal and External Indicators,

QAS Stop button statistics, ISPC evidence and
activities, Error-proofing, etc.

Actions Quality Improvement 8D’s, Problem-solving and
countermeasures

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Lost Units Zone contributions to area
downtime…with corresponding
pareto

PM
FTPM 7 Step progress by group
Current PM completed %

Actions Constraint ID and actions in zone
to date…trended.

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Scrap

Weekly zone numbers trended

Inventory
Levels……SMF and Indirect Material
activities
(wip, min/max, marketplace)

Actions
Overline OT Matrix actions

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Attendance
Daily attendance plotted (contributes to the
weekly number on dept board.)
Presenteeism/recognize perfect attendance

Surveys
CIWG evaluation/surveys issued,
Suggestions received and implemented,
Outstanding grievances with elapsed time

Actions
What the supervisor and group leaders are doing to
improve morale

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Zone Measurement Board Target Time

Visual que to work equalization, dated with current and
future state defined Balance Board

8 Wastes
Excess Inventory, Transportation, Waiting, Over-processing, Over-
Spider
Production, Motion, Conveyance, Under Utilization of Employees
Chart
expertise.

An individual’s pay will be reviewed every day….in DROT

$
placing the DROT of the zone’s communication board the hope
is he/she will also see the other pertinent information and
look to give input. A DROT is like honey, so to speak, that will
draw the operators to the board.
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Workgroup Leader Board

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Vision-What will we look like grown up!

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High-Level Plan – From Corporate to the plant floor graphic

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From graphic to roles and responsibilities

Lean ‘System’ Arrows relation to Metric Scorecard

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Scorecard

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Horizontal/Vertical Organization

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Quality and Delivery Wall

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Dry-Erase Board Sample -Continuous Improvement Workgroups

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Part 4
The Right
(and Left) Stuff
(the implications)
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http://de.flash-screen.com/free-wallpaper/uploads/200702/imgs/1170853892_1024x768_homer-simpson-brain.jpg

Part 4 – Right Stuff (the implications)
Source: Lesley K Sword, Director, Gifted and Creative Services Australia

Visual Thinking is Holistic. They work through material
most thoroughly and efficiently in ‘fits and starts.’
They may often feel overwhelmed with confusion for a
while, but understanding will often suddenly click.

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When the material does suddenly click in understanding,
the holistic thinker not only sees the big picture, but see
with a more clear and creative perspective than other
thinkers.

Often, holistic thinkers will take more time to
understand information than other thinkers.
However, their final understanding is more extensive

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Visual-Spatial Thinking:
Problem Finding & Solving

“If I was explaining an issue to a visual thinker,
they would immediately tell me the inherent
problems they could see. A few minutes later,
they would tell me how to solve these problems
or several better ways to do it. This is what is
meant by problem finding and problem solving.”

www.rightbrain.us.com http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg
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My own
Focusing on End Results: Reality
TV show,
Your Right Brain's Gift to Goal Achievement yes!
by Lynea Corson-Hadley , Sunday, 21 June 2009

After competing unsuccessfully in the
1974 Olympic decathlon, Gold Medalist
Bruce Jenner took a life-size picture of the
winner of the event and put a photo of his
own face over the winners. In addition to
following his usual training program, he
viewed the picture of himself as the winner
each day. He won the next Olympics in 1976.
Source: http://www.womensmedia.com/grow/136-focusing-o
n-end-results-your-right-brains-gift-to-goal-achievement.html

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Right Brains are honored more in Eastern Cultures.
They are seen as less smart because of the manner
in which they process information.
Visual Learners
Communication-When right brains talk to you,
they look at you while listening and look away to the
left when answering a question. This is a brain shift
from one side to another. This is not a sign of fabrication.
They are listening with one side and now switch over
for the response.
timothyfowler@aol.com http://www.suite101.com/content/right-brain-characteristics-a2607
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Rights Are Misunderstood
Right brains don't explain what they feel well and are misunderstood.
They think of one thing, say another because their brain has already
moved on to another thought. Unfortunately, their mouth is still
moving. Rights often don't realize they have done so.
See The Big Picture
Right brains don't like to jump through the hoops to get something done.
They also don't like to follow rules which don't make sense to them. They
see the big picture quickly and what you are asking them to do in steps
doesn't seem necessary because they are at the end of the process already.
Trusting Rights are trusting--too trusting.
Speech and Music Rock and Roll music is preferred by rights.
New Ideas Right brains embrace new ideas.
timothyfowler@aol.com http://www.suite101.com/content/right-brain-characteristics-a2607
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Intuitive Decision-Making and Problem-Solving.

“Analytical decision making. Some professionals use this approach
exclusively. They rely on such decision-making tools as data
processing, algorithms, systems thinking, and decision trees….it
has been said that problem solving without creative thinking is a garden without seeds.

The cognitive style of intuitive thinkers differs markedly from that of
analysts. When analysts gather information, they are guided by plans
or clues. They collect only information that relates to these starting
points. The data processing that follows is orderly and algorithmic.
Intuitive thinkers are more data receptive. They generate many
alternatives, and their search goes on even after a promising solution
is found. This process also forms the basis for the brainstorming
strategy of group problem solving.”
timothyfowler@aol.com Hersey Medical Center PSU: Professor William O. Umiker - Medical Laboratory Observer
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Peter Fowler is chairman and co-founder of SIR Corp., the Burlington, Ont. based chain whose
46 restaurants include Jack Astor's Bar and Grill, Alice Fazooli's! and Canyon Creek Chop House

Remarkably, Fowler says he
doesn't use market research
to determine strategy. “I
operate on my right brain,
which is all about gut and
intuition. One of the central
things is identifying where
there's a gap in the
marketplace, and then
going after it. I observe
the market and I ask a
lot of questions so I can
paint the picture of where
we want to go."
timothyfowler@aol.com Author: rick@rickspence.ca
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Balance is needed…
“At the top of virtually every fashion brand is a
distinctive kind of partnership. One partner, usually
called the creative director, is an imaginative,
right-brain individual who spins out new ideas
every day and seems able to channel the future
wants and needs of the company’s target Customers.
The other partner, the brand manager or brand
CEO, is invariably left-brain and adept at Business.”
timothyfowler@aol.com Source: http://hbr.org/2009/06/innovation-in-turbulent-times/ar/1. The other partner, the brand manager or brand CEO, is invariably left-brain and adept at business, someone
Cell (440) 728-HELP comfortable with decisions based on hard-nosed analysis. In keeping with this right-brain–left-brain shorthand, we refer to such companies as “both-brain.”

Now what?
• Side 1 – HONOR Standards.
Standards are the only sustained
foundation for improvement. Henry
Ford said, “Today's standardization
is the necessary foundation on
which tomorrow's improvement
will be based. If you think of
‘standardization’ as the best you
know today, but which is to be
improved tomorrow, you get
somewhere.”
– Then later, T. Ohno reaffirmed
that truth. "Where there is no
Standard, there can be no
improvement.”
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Now what?
• Side 2 – HONOR People’s Good ideas. People want
to be in on things, they want to have a ‘say.’
Here’s the profitable part. Workers are
less skeptical of managers when
they know their business culture
honors standards. In this
environment, workers are more
likely to give input, because they
know if their opinions are right,
backed by data, the organization’s
culture is mature enough to
implement ‘their’ good ideas.

That’s motivation!
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Now what?
• Edge/Side 3 – HONOR the
Customer. The only side that
connects both sides to a coin is
the edge. In the same way, the
customer must be the ‘central’
reason for all standards &
improvement efforts. They
should touch all aspects of
your business plan & execution.

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Lefts + Rights = Customer-Focused Kaizen
Honor
Customer

Honor Ideas
6 Sigma
Effective Process

Honor Ideas
I M PR O V E M E N T

Honor Standards Lean

Honor Ideas Efficient Process

Honor Standards Technology
Faster Process
Honor Ideas

Entry Point
www.rightbrain.us.com T I M E
Best Practices
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Create Process

The Most Important Leadership
Quality for CEOs? “___________”
BY Austin Carr Tue May 18, 2010

“For CEOs, _________ is now the most important
CREATIVITY
leadership quality for success in business,
outweighing even _______and ____ _______,
INTEGRITY GLOBAL THINKING
according to a new study by IBM. The study is
the largest known sample of one-on-one CEO
interviews, with over 1,500 corporate heads and
public sector leaders across 60 nations and 33
industries polled on what drives them in managing
their companies in today's world.”
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Article: The Most Important Leadership Quality for CEOs? Creativity
Here are the Results…. = Right
Brain
FAIRNESS

HUMILITY

SUSTAINABILITY

DEDICATION

OPENESS

INFLUENCE

GLOBAL THINKING

INTEGRITY

CREATIVITY

QUALITY

timothyfowler@aol.com 0 10 20 30 40 50 60 70
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http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study?partner=homepage_newsletter

Implications from IBM Study…

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So what is
missing from your
organization?

7 untapped Visual
Spatial Right Brain
Skills for Business
Cell (440) 728-HELP From: BusinessLeadership.com

Untapped Visual-Spatial Right Brain Skills for Business
#1 - Sensitivity to Milieu
“It is as if picture thinkers have radar out
always scanning the environment, taking in every
little thing. They are alert for changes, shifts in
energy, or tones of voice in everything around
them. They easily notice if some little thing they
saw yesterday is missing today. They scan for
signals that something is going to happen as well
as for the general feel of things. They absorb
what’s going on, intensely immersed in that
experience.”
timothyfowler@aol.com Silverman: (http://visualspatial.net/spatialstrengths.php)
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Untapped Visual-Spatial Right Brain Skills for Business

1 • Sensitivity to Milieu

2 • Out-of-Box vantage point

3 • Recognize scale of priority (big pic)

4 • Strong Pattern Awareness (fits and transitions)

5 • Recognize optimal value stream design

6 • Visualize the end goal more clearly

7 • Glass is half-full mentality
Cell (440) 728-HELP Source: BusinessLeadership.com

Is this the infancy of ‘Conceptual Age’ Leadership?
Carlton (Carly) Fiorina, Former Chairman, President, and CEO for Hewlett-
Packard, undergraduate major: Medieval History and Philosophy.

Michael Eisner, Former CEO, Walt Disney Corporation, undergraduate major:
English Literature and Theater.

Alan G. Lafley, President and CEO, Procter and Gamble Company, undergraduate
major: History.

Steve Case, CEO and Co-founder, America Online, undergraduate major: Political
Science.

Meg Whitman, CEO, E-Bay, undergraduate major: Economics.

Jill Barad, CEO, Mattel Inc., undergraduate majors: Psychology and English.

Brian Lamb, CEO, C-Span, undergraduate majors: Speech and Communication.

Steve Forbes, CEO, Forbes Inc., undergraduate major: American History.
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“If you don’t like change, you’re
going to like irrelevance even less.”

- General Shinseki
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“No problem can withstand the
assault of sustained thinking.”
-Voltaire Read
1

R–I–G–H-T
Trend BRAIN
Inquire
5 2
Problem Solving
Cycle

Highlight Glimpse
www.rightbrain.us.com 4 3
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What is the R-I-G-H-T BRAIN Problem-Solving Cycle?

R = Read (observation)
Read the situation holistically including the problem, environment, interactions, and symptoms.

I = Inquire (question)
Inquire as to the inputs, ripple effect, intangibles and root causes.

G = Glimpse (depiction) Read
Picture and draw the end in mind with the issue resolved.

H = Highlight (examination) Trend Inquire
Test tube the solution and track progress.

T = Trend (application)
Apply the change in real life and READ again!
Highlight Glimpse
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Comical Right Brain “Problems” solved from ‘thereifixedit.com’

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Conclusion/Contact Info
Timothy W. Fowler (also known as The Right Brain) is CEO of
BusinessLeadership.com. He is a University of Kentucky
Certified Lean Master, a Goldratt Institute
Theory of Constraint Supply Chain Expert,
an ASQ-Certified Six Sigma Black Belt,
and a Licensed Social Worker with a SECRET
clearance. He is a visual-spatial thinker who
designed President Obama’s Air Force One
secure inspection and re-fueling process and
he is also the founding Director of Super
Bowl Champion Coach Joe Gibbs Youth For Tomorrow

Contact him @ 440-728-HELP or timothyfowler@aol.com or on Linkedin
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Back-up
Slides
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Back-up: Can I improve my right brain
“I’m definitely a left brain. I really want to strengthen my right side of my brain. is there any exercises/techniques
I can do to achieve this?” by Legolas By Asker “Yes you can. You can tap your right side of the brain by many ways.
Meditating, singing, art, chanting, creative thinking and most of all; loving, is the act of right side of brain.
The more you do it, the stronger it gets.” Source: http://answers.yahoo.com/question/index?qid=20071011192208AA8X6FF

Painting or Drawing The LearningRX.com suggests painting and drawing as right-brain exercises because they
encourage you to be creative& increase visual awareness.

Singing The Mayo Clinic suggests activities such as singing or developing a musical talent to improve your right hemisphere. Joining
a choir also adds a group atmosphere to support the right-brain association of working together with people to express creative abilities.

Playing Games LearningRX.com says that to strengthen your right brain, you can play games in which you use strategies
to play. To exercise the right side of your brain, choose games that require you to perform specific tasks and look at the whole picture.

Studying Maps and Charts Diane Connell of Harvard University says that maps and charts can improve
right-brain skills. Visual and space-related components of maps and charts help you see in a right-hemisphere dominant way.

Art Forms Artistic pursuits that develop creativity such as knitting and other art forms are suggested by the Mayo Clinic as
ways to develop your right brain. The U.S. Air Force Air University website states that right brain is the artistic brain and is responsible for
your creative talents. Air University reports that teaching with right-brain activities including art, dance and drama in kindergarten classrooms
increased learning significantly. http://www.livestrong.com/article/179161-right-hemisphere-brain-exercises/#ixzz1DlZd3M7P
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some of

Can this be assessed? Yes…
“A considerable amount of research has been devoted to assessing visual spatial abilities. Most journal articles provide extensive information on the types of
tests used and on books, such as A Handbook Of Spatial Research Paradigms And Methodologies, Vol. 2: Clinical And Comparative Studies (Foreman & Gillett,
1998) are available. An online search of ETS’ test Assessing Women in Engineering (AWE) Project 2005. Visual Spatial Skills. AWE Research Overviews. Retrieved
>date< from http://www.aweonline.org.Visual Spatial Skills AWE Copyright © 2005 Page 6 of 8 A Product of AWE-Assessing Women in Engineering
(www.aweonline.org), NSF Grant # 0120642 collection at www.ets.org using the keywords “spatial ability” and/or “visualization” will also provide assessment
instruments.

The Buros Institute’s Mental Measures Yearbook (Buros, 1938) provides test reviews to assist in choosing an instrument. As various tests measure different
components of visual spacial skills and women perform differently on these different components, it is critical to choose an instrument in line with the
component under study. The following list developed by Voyer et al. (1995, p. 257) provides information on tests and their results by gender.

• Cards Rotation Test (significant) (Ekstrom, French, & Harman, 1976)
• Generic mental rotation tasks (significant) (Shepard & Metzler, 1971)
• Spatial Relations subtest of the Primary Mental Abilities (significant) (Thurston, 1958)
• Paper Form Board (significant) (Likert & Quasha, 1941)
• Spatial Relation subtest of the DAT (homogeneous but not significant) (Bennett, Seashore, & Wesman, 1947)
• Paper Folding (homogeneous but not significant) (Ekstrom et al., 1976)
• Rod-and-frame test (significant for some but not other age groups) (Witkin & Asch, 1948)
• Block Design subtest of the Wechsler Adult Intelligence Scale, the Weschler Adult Intelligence Scale-Revised, and the Weschler Intelligence Scale for Children
(significant for some but not other age groups) (Weschler, 1946, 1949, 1955, 1974)
• Mental Rotations Test (scoring and testing influences magnitude of differences) (Vandenberg, Kuse, & Vogler, 1985)
• Water Level Test (scoring and testing influences magnitude of differences) (Piaget & Inhelder, 1956)
• Identical Blocks Test (scoring and testing influences magnitude of differences) (Stafford,1961)
• Embedded Figures Test (scoring and testing influences magnitude of differences)(Witkin, 1950)

Another tool that may be of interest to researchers is the Spatial Experience Inventory (SEI) developed by Deno (1995), which provides a list of spatial
experiences that may contribute to increased skill levels and test scores.”

www.rightbrain.us.com SOURCE: http://www.engr.psu.edu/awe/secured/director/assessment/Literature_Overview/PDF_overviews/VisualSpatialWeb%2003_22_05.pdf
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A WHOLE NEW MIND DISCUSSION GUIDE FOR BUSINESS
1. In what ways does your current job involve R-directed thinking? Could your organization benefit from more R-directed thinking? Less?
2. How innate are the six abilities Pink discusses (Design, Story, Symphony, Empathy, Play and Meaning)? Which of them is your strongest?
Weakest? Which is most important for your current job?
3. Consider the three questions Pink poses regarding your current work: Can someone overseas do it cheaper? Can a computer do it faster?
Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age? Does your work pass this three-part test?
4. How will the three forces Pink describes be affected by the economic recession?
5. Did Pink convince you of the importance of design? In what ways could you and your colleagues instill design thinking in your organization?
6. What are the implications of Pink’s argument for education? Are you yourself a product of the SAT-ocracy? If so, how did it help or hurt u?
7. What role does storytelling have in your work? What role could it have? Does your organization have a story to tell? Do your clients and
customers know that story?
8. How do you use symphonic thinking in your job? How could this right-brain ability benefit your organization?
9. Is empathy an important part of your work? How could empathy be used in your organization to improve your offerings? How could
empathy make your organization a better place to work?
10. What role do play and humor have in your workplace? Could play or humor improve your service to clients? Do you agree with Pink that a
sense of humor can make someone a better manager? Why or why not?
11. What do you think of Pink’s assertion that “meaning is the new money”? How does your organization create meaning for its customers?
For its employees?
12. Does your current job pass the Collins 20-10 test that Pink outlines in the portfolio section of Chapter 9: If you had $20 million or knew
that you had only 10 years to live, would you still be doing what you are doing now? What can your organization do to ensure that its
employees’ experiences pass this test?
13. What do you think of Pink’s suggestion that spirituality should have a place in the workplace. What is your organization’s approach to
spirituality? Should it change?
14. Did you do any of the exercises Pink suggests in the book? Which ones would you recommend to others in your organization? Why?
15. What are some of the barriers to developing the six abilities Pink describes in your own organization?
16. How do you think workers in Asia would react to this book?
17. Pink talks about psychological androgyny and aligns R-directed thinking with one’s feminine side. Do women have a comparative
advantage over men in this world? Is this true in your organization? Why or why not?
18. Would you add any other abilities to Pink’s list of six senses?
19. What in this book made you laugh? What made you angry. Why?
timothyfowler@aol.com File: http://www.danpink.com/PDF/AWNMforeducators.pdf
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BusinessLeadership.com
CEO, Timothy W. Fowler,
discussing the City of
Cleveland process
improvement needs with
Mayor Frank Jackson at
the 2011
‘State of the City’ speech
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