Podcasts about pdca

My guest for Episode #528 of the Lean Blog Interviews Podcast is Mark Reich, a Senior Lean Coach with the Lean Enterprise Institute and former Toyota leader with over two decades of experience. Episode page with video, transcript, and more Mark spent six years working in Japan, including helping launch the Lexus brand and later leading Hoshin Kanri strategy processes during Toyota's rapid growth in North America. He also played a pivotal role at the Toyota Supplier Support Center (TSSC), helping bring the Toyota Production System to manufacturing, healthcare, and nonprofit organizations. In our conversation, we dive into his career journey, his approach to Lean leadership, and the practical lessons behind his new book, Managing on Purpose: Using Hoshin Kanri to Develop Strategy, Align Teams, Grow Leaders, and Innovate Your Enterprise. You can get a 25% discount on the book via LEI using the code LBIPODCAST25. Mark shares compelling stories from his early days at Toyota, including working on the front lines of assembly, learning by doing, and his first experience pulling the andon cord. These moments shaped his appreciation for Toyota's deep respect for frontline work and its commitment to developing people. He reflects on how Toyota embeds learning and support into problem solving, where pulling the cord is seen as a learning opportunity, not a failure. That mindset became foundational for his later work, especially when managing enterprise-wide strategy through Hoshin Kanri. We also explore what Hoshin Kanri really is--and what it isn't. Mark challenges the overemphasis on tools like the X-matrix and instead advocates for focusing on purpose, alignment, and leadership behavior. He explains how strategy deployment at Toyota was never a one-way cascade, but a dialogue grounded in humility, curiosity, and shared responsibility. Whether you're new to Hoshin or struggling to sustain it, Mark offers insights that can help any leader make strategy a living, breathing part of organizational culture. Questions, Notes, and Highlights: How did you end up working for Toyota, and what led you to Japan? What was your educational background, and did you already speak Japanese before moving there? What was your initial role at Toyota, and how did it relate to their global expansion? Did you meet or work with John Shook during your time in Japan? How did Toyota develop you into an industrial engineer despite your background in English writing? What was it like working in a Toyota plant, and what did you learn from that experience? Did you experience any early mistakes or learning moments while working the line? How did your role evolve after leaving Japan, and how did you get involved with Hoshin Kanri in North America? What challenges was Toyota North America facing that made Hoshin Kanri so essential? How did you facilitate alignment and catchball between Toyota's plants and leadership teams? How do you define Hoshin, strategy, and Hoshin Kanri? Why do you prefer not to use the term "strategy deployment," and what's the issue with top-down-only thinking? How do you coach executives to embrace catchball and bottom-up engagement? How do you balance executive direction with frontline input in strategy development? What role does psychological safety play in making Hoshin Kanri work? How does A3 problem solving fit into the Hoshin process, and how does it help build capability? Why is it important for executives to practice PDCA and engage in direct problem solving? What's the difference between long-cycle and short-cycle PDCA, and how should leaders manage both? Why does it take most organizations a couple of years to fully embed Hoshin Kanri? What lessons do companies learn when they start with too many strategic initiatives? Why did you choose not to include the X-matrix in your book, and what are your thoughts on its use? What business problems does Hoshin Kanri best help organizations solve? How can Hoshin Kanri help clarify the distinction between daily management and long-term strategic work This podcast is part of the #LeanCommunicators network. 

Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.How effective is your organization's strategy in achieving results?If your team doesn't understand how their daily work connects to bigger organizational goals, you don't have a strategy—you have a gap. A gap in engagement. A gap in alignment. This gap leads to confusion, misaligned priorities, and wasted effort.I'm joined by Mark Reich, author of “Managing on Purpose”, to explore how hoshin kanri – often translated as strategy or policy deployment – can bridge this gap and transform your strategy development and deployment process.With 23+ years at Toyota and extensive experience guiding organizations through lean transformations, Mark reveals how hoshin kanri offers a different approach to strategy execution and management. It connects people to purpose, builds capability, and aligns cross-functional areas, turning vision into results.Turn your strategy into action by aligning and building a purpose-driven organization.YOU'LL LEARN:Differences between hoshin kanri and traditional strategy management Common misconceptions around strategy deployment and what sets hoshin kanri apartThe role of catchball in connecting top-down and bottom-up processesThe importance of building reflection (hansei) and PDCA (Plan-Do-Check-Act) into the processReal-world examples of organizations successfully transitioning to hoshin kanri strategy development and deploymentABOUT MY GUEST:Mark Reich is the author of “Managing on Purpose.” He spent 23 years at Toyota, including six years in Japan, seven years at the Toyota Supplier Support Center (TSSC), and over a decade leading Toyota's North American hoshin kanri process. Today, he's the Senior Coach and Chief Engineer of Strategy at the Lean Enterprise Institute (LEI), where he guides organizations and their executives on lean transformation.IMPORTANT LINKS:Full episode show notes: ChainOfLearning.com/45Connect with Mark Reich: linkedin.com/in/markareichMark Reich's book, “Managing on Purpose”: lean.org/store/book/managing-on-purposeResources and ways to work with me: KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my FREE KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about the history and application of hoshin kanri: Learning to Lead, Leading to LearnTIMESTAMPS FOR THIS EPISODE:2:05 Hoshin Kanri vs. traditional management approaches to strategy2:52 Mark defines hoshin kanri3:49 What people get around around strategy deployment4:26 Two key differences that sets hoshin kanri apart from traditional strategy5:16 The problem Mark aimed to solve in “Managing On Purpose”10:07 Why knowing your true north vision matters11:34 The complexity of the x-matrix in implementing strategy15:31 Why catchball is essential to hoshin kanri20:32 Leading effective catchball conversations23:07 Vertical vs. horizontal catchball24:31 Collaborative input in the A3 process26:17 How leaders can retain perspective for effective catchball conversations28:30 The PDCA cycle's critical role in hoshin kanri framework31:06 Importance of flexibility in leadership32:19 Distinguishing daily tasks vs. long term tasks for success34:31 Embedding reflection time in the hoshin process to make PDCA work37:31 Long-term learning in implementing effective systems39:48 Using hansei for reflection and prioritization Enter to win a copy of "Managing on Purpose" by Mark Reich, Chief Engineer of Strategy at the Lean Enterprise Institute (LEI). Giveaway open through June 20th.Apply today for my next Japan Leadership Experience — learn more and discover the power of this immersive learning experience.

In this World Environment Day edition of our Sustainability Series, Elma Christian is joined by David Muil, Intertek's VP of Sustainability, to explore how businesses can unlock value by embedding sustainability into their strategy. From cost savings and innovation to stakeholder engagement and regulatory alignment, this episode breaks down why sustainability is more than a moral imperative—it's a smart business move. Discover real-world examples, a practical PDCA roadmap, and one key message: sustainability is a profit driver.Speakers: David Muil - Global VP of Sustainability for IntertekElma Isakovic-Christian - Global Business Development Director, Supplier Management and SustainabilityFollow us on- Intertek's Assurance In Action || Twitter || LinkedIn.

In de nieuwste aflevering van de Dynamic 7 schuift Mascha van Wermeskerken aan bij TandartsPodcast-host Ron Steenkist Samen duiken zij in het 'praktijkwiel', met de 7 spaken, om  praktijkhouders te helpen om praktijkgeluk te creëren.  Praktijkgeluk. Praktijkgeluk draait om het creëren van de hoogste waarde op drie niveaus. Voor je patiënten: tevreden en vertrouwen. Voor je team: werkgeluk, flow en ontwikkeling. Voor jouw als praktijkhouder: plezier, balans en zingeving. Deze drie punten vormen een driehoek, met de praktijkhouder als stabiele kapitein in het midden. De andere zes elementen die deze driehoek ondersteunen zijn:  Visie. Begin bij het ‘waarom'. Denk groots: waar staat je praktijk over 10 jaar? Vertaal dit naar concrete doelen en deel je visie helder met je team. Je visie is de ruggengraat van je strategie. Focus houden. Gebruik kwartaal plannen en vertaal die naar wekelijkse acties. Laat je niet afleiden door ‘issues' of ‘wishes'. Team. Zorg voor de juiste mensen op de juiste plek. Laat kernwaarden het fundament zijn en blijf in gesprek: waar wordt iemand écht gelukkig van? Alleen zo bouw je aan duurzame verbinding en motivatie Resultaat. Zonder meting geen sturing. Kies een paar heldere KPI's (max 3) en bespreek die wekelijks. Denk aan aantal inschrijvingen, nieuwe patiënten of gerealiseerde omzet. Vier ook je successen! Gestroomlijnd werken met focus op kwaliteit. Gebruik systemen die rust brengen, zoals een goede telefonie-oplossing of digitale werkprocessen. Minder gedoe betekent meer kwaliteit én werkplezier. Leren en ontwikkelen. Stilstaan is achteruitgaan. Creëer een veilige cultuur waarin fouten en feedback bespreekbaar zijn. Pas de PDCA-cyclus, Plan, Do, Check, Act  toe en streef elke dag naar 1% verbetering. Wanneer alle delen op elkaar zijn afgestemd, ontstaat een praktijk die werkt — voor iedereen met veel praktijkgeluk. Wil je meer van dit soort inzichten en praktische tips? Meld je aan voor de nieuwsbrief op www.tandartsbusinessmentor.nl  ----------------------- Ik ben Ron Steenkist. In de inspirerende wereld van de tandheelkunde ben ik tandarts en bovenal Tandarts Business Mentor. Als Mentor koester ik de diepe overtuiging dat elke tandarts in staat is om een succesvolle praktijk op te bouwen. Een praktijk met een solide winst en een praktijk die zich naadloos aanpast aan jouw levensstijl en omgeving, in plaats van andersom. Ben je geïnteresseerd in een kort intake gesprek om te onderzoeken of ik, Ron Steenkist, je kan helpen als Tandarts Business Mentor? Boek dan een call-in via de agenda van Calendly. Bezoek ook mijn website Tandarts Business Mentor. Connect met mij op LinkedIn. Connect met de gast Mascha van Wermeskerken. Deze podcast wordt ondersteund door Oase Dental. Voor contact kun je op deze pagina terecht.

https://www.tokimarutanaka.com/membership/

Emergency preparedness is a term you're likely familiar with regarding Health & Safety, but its application is also a key part of the Best Practice Environmental Management Standard, ISO 14001.  ISO 14001 aims to help organisations reduce their overall impact on the environment, and this includes mitigating and responding to any incidents that may adversely affect factors such as biodiversity and water quality in areas where your business is based. While not applicable to every industry, there are many which need to take greater responsibility in the event of an environmental incident. ISO 14001 provides key guidance in how to create effective processes to ensure you respond swiftly, and in alignment with the law. In this episode Ian Battersby explains what is meant by emergency preparedness and response within ISO 14001, and how that can apply to your business. You'll learn ·      What is emergency preparedness and response in ISO 14001? ·      How do you approach Clause 8.2 in ISO 14001? ·      Planning for an environmental emergency ·      Definitions of different types of emergency ·      How can you prevent an environmental emergency?   Resources ·      Isologyhub ·      Learn more about ISO 14001   In this episode, we talk about: [02:05] Episode Summary – Ian explains the purpose of clause 8.2 in ISO 14001, emergency preparedness and response. [02:35] What is meant by ‘emergency preparedness and response' in ISO 14001?: Many will be familiar with emergency preparedness and response in relation to Health and Safety. In Standards such as ISO 45001, it's about ensuring there are plans in place to reasonably foresee and prevent any serious harm to a person or persons affected by our activities The aim with Clause 8.2 in ISO 14001 is to minimise the risk an organisation poses to the environment. Though, these aren't mutually exclusive and some environmental response plans can prevent harm to both people and the environment. Ian seeks to clarify this clause further as many have a tendency to point towards their fire evacuation plan and fire drills as the first piece of evidence when demonstrating conformity to clause 8.2 in ISO 14001. While fire is very violent to the environment once it's occurred, the evacuation of people during such an event building offers little in the way of an environmental response. [05:10] Breaking down Clause 8.2: Clause 8.1 states: “The organization shall establish, implement and maintain the process(es) needed to prepare for and respond to potential emergency situations identified in 6.1.1.” Like with many Standards, it references an early clause where you should be identifying the relevant emergency situations. Clause 6 focuses on risk and opportunities, and in the case of ISO 14001 this is where you'll establish your environmental aspects and compliance obligations. Specifically, Clause 6.1.2 states: “Within the defined scope of the environmental management system, the organization shall determine the environmental aspects of its activities, products and services that it can control and those that it can influence, and their associated environmental impacts.” This would take into consideration any abnormal conditions and reasonably foreseeable emergency situations. So, this is where you should already have established the emergency situations for which you need to plan for.  Risk management is a core of the standards and planning for emergency situations is a core of risk management.  You don't write plans in isolation; you will have already established what's important. [07:30] Planning for emergency: As stated in Clause 8.2: “The organization shall plan: a)    to take actions to address its risks b)    how to: 1)    integrate into environmental management system or other business processes; 2)    evaluate the effectiveness of these actions.” This is all part of the familiar PDCA cycle. From Ian's perspective as an auditor, he won't look at emergency plans first, instead looking at an organisations Aspects & Impacts Assessment. The standard isn't prescriptive on how you assess the impact of what you do or the risks.  The methodology is your choice, but it is very explicit in that the content must include abnormal conditions and reasonably foreseeable emergency situations. [09:40] What are the definitions for different types of emergency situations? Normal situations are when everything operates as intended, Business as usual, the day-to-day activities you expect: E.G. Standard operation of machinery, a vehicle getting from A to B without issue. Abnormal situations are when things aren't quite right, not catastrophic, but not business as usual; you can still achieve your intended outcome, but maybe not as quickly or efficiently: E.G. machinery running inefficiently or perhaps using more fuel or lubricant than usual. They don't necessarily require an emergency plan, but you may want to monitor the severity of such situations and their potential for significant impact if unaddressed. Emergency situations are serious events requiring immediate attention and which could cause significant environmental impacts. The type of emergency situation that could possibly occur will depend on the type of organisation, but common ones include fire or chemical / fuel spill. [11:30] What is required by the Standard? – As stated: You are required to: A) plan to respond to prevent or mitigate adverse environmental impacts from emergencies; (not human) B) respond to actual emergencies; C) prevent or mitigate the consequences of emergencies; D) periodically test the planned response; E) review and revise the process, in particular after the occurrence of emergency or test; F) provide relevant information and training, to relevant interested parties, including persons working under its control. [13:00] Examples of Emergency Situations – We'll look at a common one, fire. There are still 22,000 workplace fires in the UK each year, which is a significant environmental impact. That amounts to approximately 2,700 tonnes of carbon emissions annually. This in addition to the atmospheric toxins, ground/water contamination, resource loss, waste etc.  So, in considering fire as an environmental emergency, these are the impacts. IOSH states that the most common cause for workplace fires is faulty or misused electrical equipment, followed by flammable/combustible materials, dirt and clutter, human error, smoking and cooking. One thing to note about those causes is that they are generally required to be controlled by specific legislation. So, you would be looking for a link between compliance obligations (or legal) register, the Aspects & Impacts Assessment and the controls in place to minimise the risks identified in both. Faulty electrics would stand out, so you would look at what measures could be put in place to prevent such faults occurring, including: ·      Preventive maintenance of equipment ·      Inspection and testing of electrical fixed wiring ·      Portable appliance testing By demonstrating the processes in place to address these, you can evidence compliance obligations and the planning to reduce the possibility of an emergency situation arising. However, a fire may still occur [15:40] Example emergency situation – Prevention: – You should look at the planning to prevent such a situation escalating into a full-blown emergency in order to prevent the environmental impact. This could include: ·      The maintenance, inspection and testing of fire detection or suppression systems ·      The inspection and servicing of firefighting equipment. ·      Firefighting equipment training for personnel Based on what you know about the causes of fire, you should examine smoking policies/practices, catering equipment maintenance, housekeeping, hazardous material management etc. Proof of fire drills alone enough when it comes to emergency preparedness and response in ISO 14001. Especially from an auditor's perspective, as how can you prove that your fire drills are useful in minimising the impact on the environment? [17:15] Other emergency situations – Spillage: An area where you can more readily see that preparedness and response directly affects the environmental outcome is where there has been a spillage of some kind. A spill of a lubricant on a shop floor, for instance, has the potential to cause a slip hazard, affecting the safety of people.  The preventive measures, again, have similarities regardless of whether we're talking safety or environment, but do differ in that we're trying to prevent the lubricant then reaching the outside world and contaminating ground or water; that's the environmental impact.  Waste disposal associated with the mopping of a spill; you may be dealing with hazardous waste, which must be disposed of in a controlled fashion under the law. If you'd like assistance with ISO 14001, get in contact with us, we'd be happy to help. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

In this solo episode, Brandon unpacks a powerful idea that keeps surfacing in his work and personal life: we can't solve problems we don't understand. And we can't understand problems until we stop speaking in generalities and start getting specific.The spark came from a bedtime story with his son—What Do You Do With a Problem? by Kobi Yamada—but the insight goes much deeper. Avoiding the problem makes it grow. Facing it, defining it, and breaking it down is what opens the door to real solutions.Brandon explores how this principle shows up in manufacturing, leadership, strategy, communication, and day-to-day execution. From root cause analysis to structured methods like PDCA and A3, it all comes down to one thing: clear thinking.About Building Better:Building Better with Brandon Bartneck focuses on the people, products, and companies creating a better tomorrow, often in the transportation and manufacturing sectors. The show features real, human conversations exploring what leaders and innovators are doing, why and how they're doing it, and what we can learn from their experiences.Key Themes:You can't solve what you don't understandSpecifics matter more than abstractions when it comes to problem definitionAmbiguity creates unnecessary complexity and anxietySystematic frameworks only work when grounded in clear thinkingManufacturing lessons apply across leadership, strategy, and operationsShow Notes:brandonbartneck.com/buildingbetter/256Listen to the Episode:Apple PodcastsSpotify

Het is half maart – over twee weken is het eerste kwartaal van 2025 een feit. Tijd om eens stil te staan wat we met de inzichten en resultaten van dat eerste kwartaal gaan doen om de organisatie lerend te krijgen en het management ‘in control'. We hebben het dan over de rol en de waarde van de managementcyclus en de PDCA's bij het sturen van de organisatie. En dat gaat veel en veel verder dan het traditionele lijstje met cijfers wie voor en vooral ook wie achter loopt op de planning en begroting. In een half uur nemen Karin en Marischka je mee langs de echt rol en betekenis van de managementcyclus en PDCA, zodat jij dit eerste kwartaal (en daarna) veel meer kunt halen uit de informatie en cijfers.

Anuj Ojha: Building Agile Team Maturity Through Honest Feedback Read the full Show Notes and search through the world's largest audio library on Agile and Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. A successful Scrum Master should work towards making themselves unnecessary, but Anuj warns against common anti-patterns in this journey. He emphasizes the danger of viewing Scrum as a universal solution or behaving like a "cult master" who rigidly follows rules instead of listening to team needs. He advises against manipulating conversations or using others' authority to validate decisions. Instead, he promotes viewing Scrum as a continuous PDCA cycle and maintaining an open mind about different approaches. Self-reflection Question: How comfortable is your team with giving and receiving direct, constructive feedback to each other? Featured Retrospective Format for the Week: Team Shared Self-Evaluation This retrospective format focuses on building interpersonal relationships through structured feedback. Using a Google Form, team members answer two key questions about each colleague: what they appreciate about working with them and one change that could make them an even better team member. The format includes a sharing session where team members can process the feedback and discuss it openly. This approach encourages personal accountability by having participants first communicate what they themselves want to change before asking others to change. [The Scrum Master Toolbox Podcast Recommends]

And more from the KCCK Genetics Springtime Showcase Sale and the Spring Opportunities at Pine Tree Dairy Sale previews!

In this episode of The Quality Hub, Chatting with ISO Experts, host Xavier Francis welcomes back Suzanne Strasser, VP of Consulting and Development, to explore the PDCA Cycle (Plan-Do-Check-Act) and its vital role in ISO 9001. They discuss how this structured, iterative method drives continuous improvement by aligning with key ISO 9001 clauses. From setting goals and testing solutions to analyzing outcomes and implementing changes, PDCA helps businesses enhance efficiency, mitigate risks, and meet customer expectations. They also emphasize the importance of focusing on real outcomes rather than rigidly following methodologies. Tune in to learn how applying PDCA within ISO 9001 can strengthen your quality management system and drive meaningful improvements in your organization! Helpful Resources: Compliance vs. Certification:  https://www.thecoresolution.com/iso-compliance-vs-certification   For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015   Contact us at 866.354.0300 or email us at info@thecoresolution.com   A Plethora of Articles: https://www.thecoresolution.com/free-learning-resources   ISO 9001 Consulting: https://www.thecoresolution.com/iso-consulting      

東京都練馬区で新聞営業を営みながら、ポッドキャスト番組『「営業」で這い上がれ！』を2年以上継続している株式会社アナザーレジェントの代表取締役、稲月仁一さん。2度の失敗を経て3度目の起業で成功を掴み取った稲月さんは、その経験をもとに多くの人に希望と勇気を届けています。今回は、稲月さんの逆境からの復活ストーリーと、ポッドキャストを通じて得た気づきについてご紹介します。 ・苦境から這い上がるまでの道のり稲月さんは2回目の起業で破産を経験しました。「関わった方々に迷惑をかけてしまい、人前に出る資格なんてない」と感じ、自分を責め続ける日々。しかし、周囲の人たちの支えと、ポッドキャストという音声メディアとの出会いが人生を変えたそうです。 「音声だけならできるかもしれない」という想いで始めたポッドキャストは、発信を通じて自分の考えを整理し、人々に届ける手段となりました。久々に会う人から「聴いてるよ」「この言葉が心に響いた」と言われることで、自分の存在意義を再確認。さらに、リスナーとの新たなつながりが生まれたことは、自信となったようです。 ・営業で人生を切り開く力稲月さんが日々取り組んでいる飛び込み営業は、人生を切り開く力を磨く場と語ります。その場で相手のニーズを掴み、新規即決を目指す飛び込み営業は、まさに「生々しい野生のコミュニケーション」。 「最終的に大切なのは人と人とのつながり。その本質を飛び込み営業で学べる」と稲月さんは語ります。経営者としても、営業を通じて培った力は、ビジネスの現場で活かせるスキルです。相手の本質を見抜き、即決できる力は、多くの場面で応用できるでしょう。 ・書籍『挑戦する勇気』に込められた想い稲月さんが2024年末に出版した書籍『挑戦する勇気: ～逆算は捨てろ！ノープランで人生を変える挑戦法～』には、「まずやってみる」ことの大切さが詰まっています。日本では、目標設定やスモールステップ、PDCAの推奨が一般的ですが、それがプレッシャーとなり、挑戦を躊躇する人も少なくありません。 「若い人にはもっと自由に、失敗を恐れず挑戦してほしい」と稲月さん。ノープランで始めることで、未知の視野が広がり、新しい発見があるといいます。この考え方は、経営者が新しい事業やチャレンジを検討する際にも、大きなヒントを与えてくれるでしょう。 ・ポッドキャストで広がる可能性とメンタルブロックの解消ポッドキャストを続ける中で、稲月さんは「発信することへのメンタルブロックが外れた」と話します。配信前は「こんなことを思われたらどうしよう」と悩むこともありましたが、続けるうちに「誰もそこまで気にしていない」という事実に気づいたのです。 また、インタビュアーの喜多村さんとの連携も、継続の支えになっているとのこと。信頼できる相手と一緒に進めることで、つらい時期も乗り越えられると語ります。ポッドキャストは、ただの発信ツールではなく、自己成長の場であり、人とのつながりを深める大切なプラットフォームなのです。 ・ノープラン実践講座のスタート稲月さんは「挑戦する勇気」を体現する実践の場として、ノープラン実践講座を開始しました。「人生を変えたい」「新しい挑戦をしたい」と考える方に向けて、行動を起こすための具体的なステップを提供しています。講座の詳細はポッドキャストの説明欄に記載されているので、ぜひチェックしてみてください。 稲月仁一さんのストーリーは、失敗から学び、挑戦を続けることの大切さを教えてくれます。ポッドキャストを通じた発信が、自分自身の成長やリスナーとの新しいつながりを生む力となることを彼は体験してきました。 経営者にとっても、発信はビジネスの可能性を広げる手段です。稲月さんの言葉を胸に、あなたも新たな挑戦に一歩を踏み出してみてはいかがでしょうか？ 書籍『挑戦する勇気: ～逆算は捨てろ！ノープランで人生を変える挑戦法～』https://amzn.to/4fNIpp4 NOPLAN実践講座：https://noplan.another-legend.com/p/c-campaign ◆おすすめポッドキャスト『「営業」で這い上がれ！』株式会社アナザーレジェント代表取締役 稲月仁一（いなづき・ひろかず）さんhttps://open.spotify.com/show/44rYh3LTsaOJZ8LhuNX7Ef ◆こえラボメルマガ◆このように、私の考えていることや、ポッドキャストにかかわることを定期的に配信しているメルマガがあります。 イベント情報、お得な特典などもお知らせしているので、よかったら登録してみてください♪https://koelab.biz/p/r/oMAdA7S5

By viewing ISO 13485 through the lens of interconnected Plan-Do-Check-Act (PDCA) cycles, Subhi offers a fresh perspective that simplifies the implementation of this quality management standard. He explains the structure of ISO 13485, highlighting how each clause aligns with PDCA, and provides practical examples of applying this cycle to different processes within the standard. Subhi emphasizes that ISO 13485 is more than a rule book; it's a guide for continuous improvement and real-world application in the medical device field. 00:00 Introduction to Game-Changing ISO 13485 Insight 01:24 Understanding ISO 13485 as a Guide 02:11 ISO 13485 Structure and Clauses 03:56 Plan, Do, Check, Act (PDCA) Cycle Explained 05:44 Applying PDCA to ISO 13485 Clauses 07:33 Real-World Application and Continuous Improvement 09:10 Conclusion and Call to Action Subhi Saadeh is a Quality Professional and host of Let's Combinate. With a background in Quality, Manufacturing Operations and R&D he's worked in Large Medical Device/Pharma organizations to support the development and launch of Hardware Devices, Disposable Devices, and Combination Products for Vaccines, Generics, and Biologics. Subhi serves currently as the International Committee Chair for the Combination Products Coalition(CPC) and as a member of ASTM Committee E55 and also served as a committee member on AAMI's Combination Products Committee. For questions, inquiries or suggestions please reach out at letscombinate.com or on the show's LinkedIn Page.

PILULA ÁGIL - PDCA - Um Ciclo Contínuo de Melhoria

In this latest episode, Lisa Smith joins Mustansir Saifuddin to dive into the world of SAP transformation and process improvement. Lisa shares how to leverage SAP to streamline supply chain processes, optimize business operations, and drive significant improvements. Listen in as Lisa dives into the importance of business objectives, alignment, effective change management and so much more. Lisa Gonzalez Smith is a trusted global procurement leader transforming global end-to-end supply chain processes and driving organizational change management. Lisa is a seasoned source to pay executive with over 30 years in global automotive procurement (Direct & Indirect) and a proven record of delivering SAP Ariba global programs at Ford Motor Company on budget and ahead of schedule with state of the art, cloud-based technology LinkedIn: Lisa G. Smith Innovative Solution Partners Mustansir Saifuddin X @mmsaifuddin Episode Transcript: [00:00:00] Mustansir Saifuddin: Welcome to Tech Driven Business, Lisa. How are you? [00:00:38] Lisa Smith: Doing great, Mustansir. How are you? [00:00:40] Mustansir Saifuddin: Doing wonderful. Thank you. I'm so excited to have you on our show. And today we would like to talk about SAP transformation and process improvement and what other person can talk about that? , Especially in the context of supply chain processes. [00:00:56] So I really look forward to this session with you. [00:01:00] Lisa Smith: I certainly appreciate the invitation to do it, and I'm excited to be here, and thanks for the opportunity. I enjoy being able to share some of those learnings and have these these fun discussions, so. [00:01:11] Mustansir Saifuddin: Absolutely. So let's get into it. You know we talk about companies leveraging SAP. When you talk about leveraging SAP to identify and eliminate, basically the idea is inefficiencies in the supply chain processes. How can they do that? what's your take on this? [00:01:29] Lisa Smith: Well, I think, you know, first of all, great technology can be used to really drive change around how business gets done. So defining what's important for the business to have going forward. Defining what is important and what they need then allows for SAP's technology to drive how that gets done. But with that, there's a lot of change to those processes, or if you really want to transform the business, there should be and, but with that, you need to be mindful of the [00:02:00] change impact. [00:02:00] That comes along with that. The change that impacts the people, be it internal employees, be it external with suppliers, for example, and you want to bring those folks along on that journey and get them excited about the change, right? One of the things that I find is tremendous is being able to leverage SAP's technology to streamline, commonize and simplify processes across the enterprise. [00:02:25] And it has the great. breadth and depth in order to do that. And that process capability depth and breadth allows for that to happen. And so it allows you to then ask yourself as an organization, why can't we do business, for example, the same way everywhere, unless there's a legal or regulatory or tax reason why do we have to be different? [00:02:48] How can we simplify this? How can we take some of that inefficiency out of the process? And the software can really help drive that. [00:02:56] Mustansir Saifuddin: That's excellent point. I think what I'm hearing from you is as much as you can commonize your processes and be able to keep the system as simple as possible. Allows you to leverage the, the capabilities a lot more [00:03:11] Lisa Smith: Yeah, especially with cloud technology to get the, the lifts and the upgrades and take advantage of those. Definitely. [00:03:18] Mustansir Saifuddin: Absolutely. That kind of leads me into this discussion about, you know, everybody talks about metrics when we talk about SAP driven process improvements especially, what are some of the key metrics to measure your success in those scenarios? [00:03:35] Lisa Smith: Well, I think regardless of what functional area that you're looking to improve be it in finance or procurement or supply chain you know, manufacturing, inventory, wherever, I think it's important to start with what are the objectives for the business? What is it that you're wanting to achieve and accomplish? [00:03:52] Whether it is additional incremental cost savings, whether it is operational efficiency improvement, whether it's better [00:04:00] compliance and controls or faster days to close or better forecasting lower inventory levels, whatever those metrics are, I think it's important to use the business objectives to drive that and then determine what success looks like. [00:04:17] What are those objectives? How are we going to measure those and determine those up front in your process in your, future state design? If I want to improve on time sourcing by 25%, like, let's say, or lower raw materials inventory by 10%. You know, that's a clear objective. Now, how am I going to measure that? [00:04:39] What's my format or the actual calculation tactically to measure that? And then , you can understand those. And the reason it's important to understand those up front in the process is because that helps ensure as you're designing your future state business process in the software and the software starts to be configured that you drive those outcomes based on those metrics. [00:05:03] So what are those metrics that are important to your business to achieve success and implement those very clearly with a way to measure and then use those to guide the future state process design. [00:05:20] Mustansir Saifuddin: Interesting. So it seems like you're using your business KPIs and kind of molding it into what SAP can do for you in those key metrics. [00:05:29] Lisa Smith: Right. And there's a lot of embedded , kind of inherent KPIs that are part of that process. And then, of course, with the incremental, A. I. capabilities and the analytics capabilities and so forth, you start to bring those metrics to light much much more quickly than perhaps in a, previous state, especially if that previous state was manual or very heavily reliant on Excel and things of that nature, which I'm sure there's a lot of companies that experience that. [00:05:58] Mustansir Saifuddin: No, absolutely. I think you hit up on a [00:06:00] very good point over here. I mean, analytics is one of my areas and I know that it is so important in this SAP implementations that you have a very, I mean, there's a robust set of analytics that comes to the system. But based on your business requirements and your measurement or the KPIs that you're looking at it can play a huge role in your success. [00:06:23] Lisa Smith: Yes, absolutely. It can jumpstart or serve as a catalyst for those metrics. Many of those metrics are already from a common sense point of view. There may be incremental ones that you want and the data exists to allow for those to be created. And so there's a lot of flexibility in that space. [00:06:40] The quality of built in compliance exists because it is moving processes from one step to the next and doing so with quality and embedded foolproofing mechanisms, similar to an assembly line, For example, when you're doing quality checks, as you're assembling parts on a, product, for example, you have the ability to understand the outcome. [00:07:02] The embedded process capability that exists, has a built in quality and with that the analytics that come along with it. So those analytics are being driven by quality information and quality and disciplined processes. If that makes sense. [00:07:18] Mustansir Saifuddin: Absolutely. And I think I like the comparison you gave with the assembly line. It's so true. It's everything. It flows in a, in a very. seamless manner. So it's like you don't even notice how this next process is going to take over. It's just from a business standpoint. It makes it so much easier. [00:07:35] Lisa Smith: Right? [00:07:35] Mustansir Saifuddin: For folks who are dealing with it day in day out that not only the analytics part, but, the different functions being able to communicate freely [00:07:46] Lisa Smith: Exactly. Yeah. And share the actual data, share the real time data. Allow the, source data to drive analytics, but it's a consistent set of source data. That is across the functional areas, [00:08:00] although their metrics might be different and what they derive from that data, it may be different. [00:08:04] It's based on that same quality of source information. And I think that's a really impressive capability to be able to bring to the analytics table and and bring that discipline to the analytics. [00:08:19] Mustansir Saifuddin: Absolutely. Kind of leads me into this next discussion. You know, everything needs change management. Change management is one of the big topics, right? When you are doing an SAP transformation, especially in a global organization, where you have to deal with cultures, where you're dealing with languages different way of doing things how do you go about doing it? [00:08:41] Lisa Smith: Well, my first two words are very carefully. The change management aspect of any you know, implementation like this or call it transformation, the change management is as critical as the business process as the software, those other elements it is critical key to a successful adoption and a successful outcome, but it starts with having the case for change, because what you're doing is formulating a vision for folks to help them understand this is where we want to go. This is where we want to be, you know. In the future, so many years from now and so forth. So what is that case for change? What's driving us to need to move to this next level? And if people understand the why, okay, that case for change, they're going to be far more open to considering and actually start to get excited about it. [00:09:32] And I think that. Is also very important to have that message in that case for change articulated by the senior leadership from what I call a top down perspective and a top down advocacy, because that message sets a tone for the organization and it filters through the organization and it's very important part. [00:09:53] I had a very strong set of C suite leaders that were very much [00:10:00] advocating for this. And so they were able to articulate that message. And then we could take that and embrace it with what I'll call a bottom up approach with the affected stakeholders. So who are those stakeholders? Understand the different what I call personas. [00:10:16] Are we talking about requisitioners, or buyers, or manufacturing operation people, or finance analysts? Who are, who are the stakeholders that are going to be affected or impacted by this? And understand their cultural differences. From a culture standpoint, whether it's across regions or countries, whether it's across functional areas, You know, how messaging and how that change is impacting someone , in Europe versus Asia Pacific, very different. [00:10:45] And so how you package the information and package the communications is important as well. And to nuance or tailor that accordingly. nuancing and tailoring also for the functions. It's what. Maybe how manufacturing perceives it may be very different than how marketing would perceive it or IT would perceive. [00:11:03] And so how do you tailor again to the nuances of a particular functional area as well? If you can understand that impact and what the technology is going to do to their respective business processes, then you can say, well, what input do I need from them to ensure I take into consideration what's necessary and , Now, how we do it, they look different. [00:11:26] And we'll assess that impact and create a strategy around that, but I need to make sure I consider what is needed for their, you know, for them to do their job successfully. And so when that's understood, then you can help them understand the change, keep them tied into what's happening, keep the communication flowing. [00:11:47] And it gets them excited about a new way of doing business. And you can start to get creative about the way things are communicated using. You know, animated personas to help illustrate the from and to condition or [00:12:00] communication broadcast. Various things can be implemented and deployed. To give one example, when we had a very wide span of, of particular personas in this case, requisitioners that had to be communicated to, and they were very different because every function in the company requisitions, we held virtual office hours and we held them in local languages. [00:12:20] We had the training materials, in the local language because somebody on the manufacturing floor may not be proficient in you know, one, one language, let's say English. So we had the materials in local language and so forth, depending upon the personas. So those are the things that need to be considered to help re respect that input from , the folks who are impacted and then be able to, to communicate it in a very clear way that resonates for them. [00:12:47] Mustansir Saifuddin: I think that's a great advice and a great takeaway, especially when you're dealing with the folks on, on ground, you want to make sure that you're able to reach , to them the way they can consume the information and be able to train accordingly. So now that's very helpful. On a personal note, how are you staying on top of changes, now we are talking in the AI age, both business and technology are, are rapidly changing. So how do you keep up with these kind of change? [00:13:19] Lisa Smith: Well, my youngest son would tell me I don't, but in, in reality, what's important to me is understanding that the continual evolution and innovations that are happening inside of SAP's technology, for example, and cloud technology in general. And I think there's so much out there. Yeah. SAP has tremendous webinars, you know insights, podcasts, things of that nature that can be, very illustrative of what's going on. There's a lot of information in various media forms that I use. But there are webinars, and also I do a bit of Googling and, you know, YouTube demo watching and those kinds of things. Also I think , their solution integration partners, their solution integrators also bring. [00:14:00] A lot of insights around what's happening. What are the trends in the business? What's happening in this industry? What does that mean in terms of leveraging the technology? So it kind of brings the technology and the business together. To understand where things are headed, be it, what are some of the new challenges of chief procurement officers, for example, in a post COVID society. You know, very different than a pre COVID condition perhaps. [00:14:26] And so those kinds of strategic understanding, as well as what is the technology doing to support that understanding is largely available. So I do a lot of that just out of interest, [00:14:40] Mustansir Saifuddin: Yeah, no, that's the only way right now to keep up is just be aware of what are , the mediums available to you and have that tenacity to go and get that information from wherever you can get and keep up with the changes in technology. [00:14:56] S4HANA is top of the mind, a lot of companies these days. How can companies ensure a smooth transition to S4HANA? And especially when you talk about S4HANA, it's a big undertaking. How can you minimize disruptions to your operations? Can you elaborate on that? [00:15:15] Lisa Smith: Again, I'll use that "very carefully" answer, but I think the first thing is it's important to prioritize risk mitigation first and foremost, you never want to jeopardize the business or disrupt the ability to provide the goods or services , that the company is charged with, providing. [00:15:33] And you can't take it all at once either. How can I sequence this? If I establish a longer term vision or a view or a road map, okay, where I want to be, I have to take it in a series of steps. And perhaps some of those steps can happen in parallel. Some need to happen in a particular sequence because of interdependencies. [00:15:53] Some may be able to, as you learn, you might say, gosh, I should do this instead first and then followed [00:16:00] by X. I learned a lot of those things as we went through deployment and the ability to kind of flex and be a bit more agile, I think is important, but sequencing things in order to try and gain the optimal value as quickly as possible, while you mitigate the risk. It's a delicate balance, but that's probably one of the , more important principles, if you will, to have top of mind in terms of how can I glean the value quickly while I de risk the business? And in order to do that, I think you need to have very clear timing milestones and deliverable milestones. [00:16:37] And there needs to be a very good disciplined program or project management process, that is enabling that to take place. And you need to do that in order to ensure that the timing is kept. And also to contain the cost. Otherwise, you can start diverting off on different paths and the scope starts to creep and the money starts to keep moving, up you know, , on the scale and the timing continues to shift out. [00:17:09] So it's really important to keep, the clear timing with the deliverables and have a governance of project management to control that very very tightly. And then the other one I mentioned is, is governance. That is critical as you're changing these processes. And you're perhaps completely eliminating a policy or preparing a new policy in order to do business a different way. Then what governance do I need to have in place so that I escalate those decisions quickly so that I'm not being. bound by or, you know, delayed by lack of policy decision making, lack of policy change approval, for example on the program. If I know I need that policy change in order to configure it this way, I better start having the governance or I better have the governance in place to be able [00:18:00] to escalate that quickly if it requires certain levels of approval within the organization. And then readying the organization for change. That's one of the key attributes to ensuring a smooth transition. Having a robust cadence of communication, a repeated cadence so that people know what to expect. It can be at a relatively high level. [00:18:22] And as they get close to their respective deployments, it becomes more granular. The communications, the training materials, the virtual hours, things of that nature become more granular as they get closer to their respective deployments. And then , I employed something that Toyota taught me. They referred to it as PDCA and plan due check act. [00:18:43] And so I have a detailed plan, not just about the program milestones and deliverables, but everyone's role and responsibility and all of the things associated with making that implementation happen or get to that achieved outcome and execute to that plan. Have the controls on the status through the project management or program management and the governance that I mentioned. Then act and adjust accordingly if, and when needed, which inevitably it will be needed. [00:19:14] You have to adjust course, but it's really a PDCA continual loop of plan to check act as you move through the life cycle of a program. [00:19:27] Mustansir Saifuddin: I like it. I think that's very useful, especially when you are In this cycle, if you want to make sure that every small piece is covered and the only way you can do it is having the right governance, having the right plan in place. And then, of course, the checks and balances at each and every milestone. [00:19:44] We talked about a lot of different things. I would like to leave the session with what is the one key takeaway you would want to leave with our listeners today. Can you share that? [00:19:56] Lisa Smith: Yes, I would. It's going to be 2. 1 is [00:20:00] embrace the technology to allow it to propel your business forward for a long term sustainable outcome. And do that with an open mind to changing process. And leverage that technology to drive that simplified process and understand the impact from a change perspective that comes with it and manage that in concert, because when you do, the success can be absolutely tremendous. [00:20:28] It can be transformational. But the two go together. [00:20:32] Mustansir Saifuddin: Absolutely. Great advice. Thank you for coming on our show. It was real pleasure to have you join us today. [00:20:38] Lisa Smith: Well, likewise, I really enjoy the conversation and certainly it's an exciting space. There's tremendous opportunity for companies you know, that are looking to find whatever those objectives are, improved efficiency, cost reduction all the different things, the disciplines that , can really level an organization up to the next stage. [00:20:58] And the next level in a, in a longterm way. So it's great fun. And I really appreciate the opportunity to be able to, to have the conversation. Thank you. [00:21:07] Mustansir Saifuddin: Thank you. [00:21:08] Thanks for listening to Tech Driven Business brought to you by Innovative Solution Partners. Lisa shared valuable insights that apply to all areas of an enterprise. Her key takeaway? Embrace technology to allow it to propel your business forward while effectively managing the change impact to ensure a smooth and successful transition. [00:21:34] We would love to hear from you. Continue the conversation by connecting with me on LinkedIn or X. Learn more about Innovative Solution Partners and schedule a free consultation by visiting isolutionpartners.com. Never miss a podcast by subscribing to our YouTube channel. Information is in the show notes.

This week's guest is Bill Krolicki. Ron and Bill discussed data analytics, automation, the PDCA cycle, knowing if you're winning or losing, and more. An MP3 audio version of this episode is available for download here. In this episode you'll learn:  The quote Bill likes (3:25) His background (3:44) What data analytics means (4:55) A Pareto example (7:20) Working with machines and automation (10:36) Making issues visible (14:01) Measuring input well (18:44) Reducing administrative burden (20:27) Removing obstacles (22:03) Practical tips for managers (24:13) Podcast Resources Right Click to Download this Podcast as an MP3 Bill on LinkedIn Get All the Latest News from Gemba Academy Our newsletter is a great way to receive updates on new courses, blog posts, and more. Sign up here. What Do You Think? What data analytics tools do you use? Why those ones?

In this podcast we cover: The percentage of each of the steps.  Why planning must be your largest percentage. How you can really get this wrong and get yourself into trouble. If you like the Elevate Construction podcast, please subscribe for free and you'll never miss an episode.  And if you really like the Elevate Construction podcast, I'd appreciate you telling a friend (Maybe even two

Continuous improvement is an important facet of the modern manufacturing landscape. One of the best-known among such methodologies is Plan-Do-Check-Act. In this article, we explore PDCA's tenets, its benefits, and how best to conduct it. You can learn more about it from this episode or read about it on our blog More information about MRPeasy software at our website mrpeasy.com

Tutto ha bisogno di essere ottimizzato: dalla gestione delle nostre giornate ai processi di un team. L'ottimizzazione non può essere fatta senza una strategia ed è qui che entra in gioco il Ciclo di Deming. Questo metodo chiamato anche con l'acronimo PDCA è spesso utilizzato per dare forma ai processi di ottimizzazione perché estremamente versatile ed efficace. Te ne parlo in questa puntata. Buon ascolto e buona leadership! ---------------------- SEGUI ANCHE IL CANALE INSTAGRAM ⁠⁠⁠⁠https://www.instagram.com/obiettivo_leader/ ⁠⁠⁠⁠ ---------------------- ✉️ CONTATTI E NEWSLETTER Se vuoi parlarmi del tuo team o vuoi semplicemente metterti in contatto con me aggiungimi su ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Linkedin⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠. Se invece vuoi ricevere riflessioni e approfondimenti legati ai temi della leadership, iscriviti alla mia ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠NEWSLETTER GRATUITA ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ---------------------- CHI SONO Sono Roberto De Angelis e mi occupo di formazione e coaching per manager, aziende e tutte quelle persone o contesti che hanno bisogno di migliorare le competenze legate allo sviluppo della leadership e alla gestione del team.  Guarda la mia storia cliccando qui:⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ⁠⁠⁠https://roberto-deangelis.com/chi-sono/⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ ----------------------

暑い夏もそろそろ終わり、いよいよキャンプのベストシーズン間近。3回目のソロキャンプに挑んだmakito氏からキャンプのメンター・オトチロくんへの結果報告回です。 ※noteに今回のキャンプの様子をまとめています。併せてご確認ください。 https://note.com/newnakanostories/n/nb0ad2d28c1e9 ＜cast＞makito　⁠⁠X⁠⁠　⁠⁠insta⁠⁠　⁠⁠note⁠ ＜guest＞オトチロくん ⁠X⁠⁠ ⁠⁠HMCC（ハゲメガネキャンプクラブ）⁠⁠ ⁠⁠荒川地区文化保存協会⁠⁠ ⁠⁠ビデオのウチヤマ⁠ ＜お便りはこちらまで＞ メッセージなど頂けますと大変励みになります → ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠メッセージはこちらから⁠⁠ Music: Amagumomegane ⁠⁠⁠⁠いつもあめふり "Always Rains When I Go Out 30min ver."⁠

In this episode of the Everyday Business Problems podcast, Dave Crysler welcomes Roy Waterhouse, a seasoned professional with 34 years of experience in the commercial printing industry at Hopkins Printing. Roy shares his journey into lean manufacturing, discussing how lean principles have been integrated into every aspect of his work and life. From simplifying processes to improving customer relationships, Roy provides valuable insights into how continuous improvement methodologies like PDCA and the Toyota Production System can transform an organization. He also touches on the importance of leadership support, the challenges of sustaining lean initiatives, and how making lean personal can enhance both professional and personal life. What You'll Discover: How Hopkins Printing has integrated lean manufacturing principles since 1993. The benefits of simplifying processes and making lean principles accessible to everyone in the organization. Insights into how lean thinking can reduce waste and improve efficiency, even in complex manufacturing environments. The importance of leadership support in driving and sustaining continuous improvement efforts. Practical examples of how visual management and standardization can make daily operations smoother and more efficient. How making lean principles personal can improve both work and home life. The challenges of maintaining a lean culture over the long term and strategies to overcome them.

城揚建設新推出的「陽明第一廳」 緊鄰三民區的明星學府-陽明國中 46~52坪，每層四戶兩部電梯 最適合有換屋與置產需求的你 讓生活中充滿書香、運動風，滿足食衣住行的消費需求 城揚建設 陽明第一廳 07-384-2888 https://bit.ly/3YvDjc7 -- 【Samsung Galaxy Z Fold6 | 會議AI神助手】 會議太長抓不住重點？跨國會議有志難伸？ Galaxy Z Fold6 全新 Galaxy AI 旗艦摺疊， 語音轉文字，分人逐字稿一鍵摘要，會議紀錄秒完成 智慧即時翻譯與摺疊專屬雙面翻譯窗，跨國溝通更直覺 Galaxy Z Fold6 反正更厲害 https://bit.ly/3WnY9ap －－－－以上訊息由 SoundOn 動態廣告贊助商提供－－－－ 飛碟聯播網《飛碟早餐 唐湘龍時間》2024.08.01 週四教育單元 國立台灣大學環境工程學研究所博士 邱宗永、亞太綜合研究院醫護環衛與社福研究所長 潘懷宗《呼應國際永續趨勢脈動！產品碳足跡專業顧問師培訓班開課了！》 ◎節目介紹： 聯合國下設各國政府間的氣候變化專門委員會(IPCC)發布報告指出，全球極端氣候與人為活動已經造成地球氣溫特價上升，各地暴雨、颶風及熱浪，頻繁發生，危害到了人類生命與環境生態，節能減碳刻不容緩。產品碳足跡是指一項產品從原料採集到製造、包裝、行銷、消費者使用及生命終結處理等整個產品生命週期中，所產生的碳總和。 「ISO14067產品碳足跡專業顧問師培訓班」課程著重培訓專業顧問師，增強你在拜訪客戶時招商接案的技巧，並教你如何輔導企業計算各階段的碳排放及呈現數據量化的完整性，教你使用生命週期評估軟體(LCA)，由原物料取得至最終處置，整個過期中的環境考量面、潛在環境衝擊與碳排放等訊息揭露，能提升企業組織永續發展及碳管理，加強企業競爭優勢。 適合對象 1、有志成為ISO 14067:2018 產品碳足跡輔導專業顧問師或專業指導教練者。 2、企業組織負責ISO 14067:2018產品碳足跡高階主管或管理代表。 3、規劃企業集團BSG永續發展建立符合ISO 14067:2018 產品碳足跡的幕僚人員。 4、政府單位、企業組織供應鏈或會計師事務所等單位查證產品碳足跡的專業人員。 5、提升專業ISO 14067:2018 產品碳足跡規範技能及個人專業證照職業生涯規劃。 6、邁向產品碳足跡、碳中和、淨零排放與碳權交易的先驅者。 訓練效益 1、培訓完整IS014067:2018碳足跡規範架構與輔導盤查PDCA流程專業技能。 2、深入熟悉企業IS014067:2018碳足跡盤查技巧與輔導持續改善企業盤查缺失。 3、培育IS014067:2018碳足跡盤查專業顧問師拜訪客戶招商接案技巧及發展企業碳管理與淨零成功先鋒。 ▶ 《飛碟早餐》FB粉絲團  / ufobreakfast  ▶ 飛碟聯播網FB粉絲團  / ufonetwork921  ▶ 網路線上收聽 http://www.uforadio.com.tw/stream/str… ▶ 飛碟APP，讓你收聽零距離 IOS：https://reurl.cc/3jYQMV Android：https://reurl.cc/5GpNbR ▶ 飛碟Podcast SoundOn : https://bit.ly/30Ia8Ti Apple Podcasts : https://apple.co/3jFpP6x Spotify : https://spoti.fi/2CPzneD Google 播客：https://bit.ly/3gCTb3G KKBOX：https://reurl.cc/MZR0K4 -- Hosting provided by SoundOn

My guest for Episode #509 of the Lean Blog Interviews Podcast is Ankit Patel, the founder of My Business Care Team, a BPO company providing services for optometrists, and co-founder with his wife Classic Vision Care, an optometry group in Atlanta. Episode page with transcript and more With a strong background in Lean methodology, Ankit has worked as a Lean consultant at Dell and the Cleveland Clinic, driving process improvements and coaching executives.  He holds a Master's degree in Positive Organizational Development and a Bachelor's in Industrial Engineering.  Recognizing talent acquisition challenges, Ankit partnered with a Filipino team to source skilled, cost-effective staff for various business functions. He now leverages AI for hiring and automation to optimize his optometry practice and BPO services, applying Lean principles to drive efficiency and growth. In this episode, Ankit shares insights from his journey, starting as a lean consultant at Dell and the Cleveland Clinic, and transitioning into optometry, where he focuses on building patient relationships and enhancing processes through lean principles and AI technology. Mark and Ankit discuss the challenges and opportunities of integrating AI in business processes, the importance of positive organizational development, and how appreciative inquiry can drive team alignment and engagement. Ankit also highlights the role of the Entrepreneurial Operating System (EOS) in managing small businesses and improving training and development with AI tools, offering valuable lessons for anyone interested in continuous improvement and innovative approaches in healthcare and beyond. Questions, Notes, and Highlights: What is positive organizational development, and how did you come to study it? How did your experience at Cleveland Clinic influence your involvement in your current business? How do you balance focusing on optometry with the potential to expand into other medical practices? How do you prioritize where to use AI in your processes without falling into the trap of using it because it's trendy? Can you share an example of improving a process before thinking about automating it with AI? How rapidly is AI technology advancing, and how does that impact your ability to adjust its use in your business? How do you see AI tools facilitating faster PDCA or PDSA cycles in continuous improvement practices? What led you to the positive psychology approach, and how does it differ from traditional organizational development? How do you apply appreciative inquiry in your work, and what impact does it have on team alignment and engagement? Can you discuss the origin and growth of your new business involving AI and BPO for optometry? What role does EOS (Entrepreneurial Operating System) play in managing your business? How do you evaluate the effectiveness of training and development using AI tools? How do you communicate your practice's focus on building patient relationships in your marketing and branding? The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

ISO Standards provide a framework to help businesses manage various aspects of their activities. Whether that's quality, risk, environmental or Information Security management, they provide invaluable guidance to establish an effective Management System.  However, for those who are new to ISO Standards, the Standards themselves can seem rather intimidating to interpret. Back in 2015, the Annex SL format was introduced to provide a common high-level structure for Management Systems. With 10 clauses now common in most widely adopted ISO Standards, it can still be a bit difficult to understand exactly how these all work together. Today Ian Battersby will explain how ISO Standard clauses work in tandem to create a cohesive cycle, from context of the organisation through to Improvement.    You'll learn ·      What is the high-level structure? ·      What are ISO Standards structured this way? ·      How do ISO Standard clauses interconnect? ·      How does this apply to Quality Management?   Resources ·      Isologyhub     In this episode, we talk about: [00:30] Join the isologyhub – To get access to a suite of ISO related tools, training and templates. Simply head on over to isologyhub.com to either sign-up or book a demo. [02:05] Episode summary: Ian will be discussing the interconnectedness of clauses, which basically just means explaining the key links between the clauses and how that applies to your management system.     [02:40] High level structure – 10 years ago, Annex SL was introduced to create a common framework for ISO Standards. Today, Ian will focus on ISO 9001 as that really is the grandfather of all Management System Standards. ISO 9001 includes elements which are applied to most commonly adopted ISO Standards, and sets the scene in terms of how the clauses link together. [03:20] Why are ISO Standards structured this way? – On their surface, ISO Standards can seem very repetitive in the way that they're written, but there is a good reason for that. There are all based around the Plan-Do-Check-Act cycle. [04:10] What is the Plan Do Check Act cycle? – This is a simple process that all Management System Standards adhere to. So you start with a ‘Plan' to establish objectives, the resources which you need to deliver results, you identify risks and opportunities. From that point you fulfil the ‘Do' part through Implementation and using the Management System. From there you ‘Check' so you monitor against the policies, objectives and any other requirements. Basically monitor against what you said you'd do and then you ‘Act' if you find anything that needs to change, you make that change and you improve as an organisation and you improve that management system. [05:00] A logical path – Management System Standards are designed in such a way that they flow from one clause to the other. One cannot exist without the other. [05:20] How does Clause 4 Context of the Organisation link with Clause 6 Planning? – As clause 4 Context of the Organisation states:  ‘external and internal issues relevant to your purpose and strategic direction… …and that affect your ability to achieve intended results' The scope of your management system depends entirely on this. The world in which you operate - what you buy, the people you employ, what you make, who you sell to, the laws you follow… Clause 4 also requires us to identify all interested parties (which we'll address later!). With careful planning, you can align documentation you develop for one clause with other clauses. Clause 4 doesn't tell us how we should work out our context, but it provides some very good clues ·      NOTE 1 Issues can include positive and negative factors ·      NOTE 2 Understand the external context by considering issues arising from legal, technological, competitive, market, cultural, social and economic environments So they're not saying how to do it, but they've said what you can consider This sounds a lot like a traditional SWOT/PESTLE analysis… If we skip to Clause 6, Planning, the first thing we must do when we plan is to identify actions to address risks and opps A SWOT will mean you've covered these elements, consider the following = ·      Weakness = Risk ·      Threat = Risk ·      Opportunity = Opportunity We can similarly view the PESTLE in the same light. So you can see that with careful planning, as mentioned you can align documentation for one clause with other clauses. [10:00] How does Clause 6 link with Clause 7 & 8? – Skipping from Clause 6.1 If you've identified what might go wrong (aka - risk), you need to plan to ensure it doesn't happen again. That may involve a single improvement action, which is linked to clause 10 (funnily enough, Improvement) It may be that you need something bigger, involving many steps, over a period of time, say an objective (clause 6.2)? So, the planning of objectives links directly to the context of the organisation, the world in which you operate. It may be that you need an operational control to mitigate risk, a process or procedure that helps to manage the situation as a business as usual situation (clause 7 documented info and clause 8, operation) So the planning of processes and procedures links directly to the context of the organisation, the world in which you operate. In all these circumstances, it's the same for opportunities, except you're putting in place measures to take advantage of the opportunities. [13:05] Join the isologyhub and get access to limitless ISO resources  – From as little as £99 a month, you can have unlimited access to hundreds of online training courses and achieve certification for completion of courses along the way, which will take you from learner to practitioner to leader in no time. Simply head on over to the isologyhub to sign-up or book a demo. [15:10] Clause 7 Support and related links – Moving through the standard, clause 7.4 relates to Communications. You need to determine internal and external communications relevant to the QMS (for 9001). In clause 4, you would have looked at interested parties (i.e. stakeholders). You need to determine who affects the way in which you operate and what they need/expect from you. Parties to consider include: ·      Customers ·      Employees ·      Shareholders ·      Suppliers ·      Regulators ·      Neighbours ·      Media So, by Clause 7 you will have already identified who's interested and what interests them, so it's only a small step to add to this the communications plan.  ISO 9001 doesn't ask for one specifically, but it's a good way to fulfil the requirements of clause 7.3. Clause 7 also mentions Monitoring and measuring resources (7.1.5).  This is a very brief clause, but central to establishing the means for demonstrating performance. We need reliable results when monitoring or measuring is used to verify the conformity of products and services to requirements, i.e. do we do what we say we do? Clause 7.5 requires us to document how we do things.  Again it's very brief in its requirements (leaves it up to you to decide), but clause 8 is all about operation – which is the way you do things. It's much more specific about understanding what the customer wants, designing it correctly, controlling changes, making it, delivery and addressing issues.   This is what you measure: 7.1.5 requires you to ensure you can measure, 7.5 requires you to document how you do things, 8 requires you to do things according to the way you've said you will. [20:10] Clause 9 Performance Evaluation and related links – Moving onto Clause 9, Performance Evaluation, again risk appears.  We've already assessed risk right at the start, now we evaluate whether we've successfully controlled risk. We decide what to audit based on the level of risk attached to certain controls (policies, procedures, processes…). We've set objectives based on risks and opportunities and now we must measure performance. We've put in place operational controls to mitigate risk (clause 8) and now we measure whether those controls work. [21:30] Clause 10 Improvement and related links – This one is fairly self-evident. If something goes wrong, find out why and put it right and make sure it doesn't happen again. Look at your system and continually improve based on your evaluations in Clause 9. If you'd like to book a demo for the isologyhub, simply contact us and we'd be happy to give you a tour. We'd love to hear your views and comments about the ISO Show, here's how: ●     Share the ISO Show on Twitter or Linkedin ●     Leave an honest review on iTunes or Soundcloud. Your ratings and reviews really help and we read each one. Subscribe to keep up-to-date with our latest episodes: Stitcher | Spotify | YouTube |iTunes | Soundcloud | Mailing List

What You'll Learn: In this episode, hosts Patrick Adams and Shayne Daughenbaugh discuss the implementation of Lean principles in accounting, emphasizing simplifying cost accounting, aligning costs with value streams, and adopting a PDCA mindset, while also noting the limitations of traditional practices and the need for a value-based approach. They covered Lean pricing strategies, such as market-based pricing and demand alignment, and discussed optimizing changeovers for efficiency, alongside sharing experiences of assisting veterans in their transition to civilian life. About the Guest:  Mark DeLuzio is Founder and Chief Executive Officer of Lean Horizons Consulting. He is also a former Corporate Officer and Vice President of Danaher Business System (DBS) for Danaher Corporation. Danaher has been recognized as the leading implementer of Lean globally and has been rated as the 3rd most profitable US stock over the last 30 years. Mark is also credited with developing the first Lean Accounting process in the United States for Danaher's Jake Brake Division, where he served as their Chief Financial Officer. Mark is the author of “Turn Waste into Wealth,” which offers practical advice for those considering a Lean transformation and “Flatlined – Why Lean Transformations Fail and What to do About It”, which offers the lessons learned from Mark's association with hundreds of Lean transformations on a global basis. Links: ⁠⁠⁠⁠Click Here For Patrick Adams LinkedIn⁠ ⁠Click Here For Shayne Daughenbaugh's LinkedIn Click Here For mark Deluzio's Website --- Support this podcast: https://podcasters.spotify.com/pod/show/leansolutions/support

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile F M radio for the agile community. Thank you for joining me again for another podcast episode of Agile FM in the Agile Kata series. Today I have Oscar Roche with me, who is based out in Australia. That's where we're recording from. And he is with the training within industry TWI and the visual workplace. He was actually told by a person called Mike Esposito from the historic construction That he makes philosophy and principles consumable.And we got to talk about Kata. I hope I got that quote we're going to talk about Kata in this episode. We're going to talk a little bit about some scientific thinking. We'll talk about where Oscar is coming from. He is a well known figure in the Kata community. And but before we do that, I want to welcome you to the podcast.[00:00:56] Oscar Roche: Thank you. Thanks, Joe. Happy to be here. Even at this time of day, 7 a. m. [00:01:02] Joe Krebs: So the voice needs to be oiled a little bit in the morning hours to get into into the podcast feel. Thanks for joining. And obviously you're in the Kata series here a few things you're very obviously with that statement we just heard about you You make this consumable.You are, you're thinking about, how could you take these practices that are surrounding Kata and turning them into something that is useful for your clients, for the people you work with, obviously. But you're also a little concerned about Kata community and, there is an article you we were exchanging ideas about by I forgot his Stephen Spears and Bowen in the Harvard Business Review from 1999.And and that puts a little light spotlight on, on Kata indirectly through the, how Kata influences the world of Toyota, but people out there in the community see Kata and scientific thinking and the way of how. Toyota Works is very different, right? . [00:02:00] Oscar Roche: Yeah, they do. I don't think that connection has been, I don't think we, we as in our world has made that connection very strong.I think one of the problems we run into is that people say we don't make cars or we're not Toyota. We're not a big corporation and all we don't make cars. So I think that's one of the problems, but I guess. In terms of that Spear and Bowen article, it was, I read that probably in 2018 or 2019 And I was introduced to Kata in 2011, and it was only when I read that article, I thought, ah, this is what. This is what we're getting at. This is what we're trying to get at with Kata. And what that article said was the Spear and Bowen article, one of the things it said was that Toyota aims It said two things that made the penny drop with me.One was it says Toyota aims to develop a community of scientists, and I thought, ah, that's interesting. And the second thing it says was that Toyota views every standard as a hypothesis. In other words, even their production standards are hypothetical. If we do this, we expect that. But we need to run it and see what happens.So every, in essence, every production run is an experiment. And I thought, wow, that is a very interesting way of looking at the world. And that's what Mike Rother's getting at. That's where he wants us to be. He doesn't want us, he doesn't want us to be at Kata. Kata is, the Kata patterns are just a means of getting to this utopian world.Every standard is a hypothesis and we're a community of scientists. Yeah. And that was when the penny dropped. I thought, ah, it took seven years, or whatever that was, six years. [00:03:57] Joe Krebs: But I got there. Yeah, [00:03:59] Oscar Roche: what's interesting is actually, I think I got there. I think I got there. I'll find out. [00:04:05] Joe Krebs: Yeah, exactly. What's interesting is when you look at Toyota, I don't have any insights into hands on employee experience or anything, but if you look at Toyota, yeah, but if you look at the production facilities of Any kind of carmaker let's not even say Toyota, right?Any carmaker, let's see some like some construction belt and the products are moving by, but the company, what and how they think, especially about Toyota is very different. [00:04:34] Oscar Roche: Very different. And I think it, the other thing that attracted me to that thought in the Spear and Barron article was how liberating that is.Yeah. If you could adopt that philosophy of every time we run production, it's an experiment, then I think you started to, you start to move away from right versus wrong, blame versus not blame and all those sort of things that go with, we are going to run this and we are going to get it right because this is the way we do things.I think you start to move away. I think you would change. You would completely. With that philosophy, that thinking, I think there's a very good chance you completely change the the work environment, if you like, it becomes, we're going to try this and see what happens. And if it doesn't work out as we expect, then we know how we're going to think when that happens.[00:05:26] Joe Krebs: Yeah. But in that article, they also talking a lot about that there is an absolute detail and emphasis on, let's say documentation in general, it's like about the core production process where. Seats go. And so there's a lot of detail, but the detail is actually evolving over time. So there's absolutely constantly being challenged.And I think some [00:05:47] Oscar Roche: because it's a hypothesis because the data is a hypothesis. That's why it's being challenged. [00:05:53] Joe Krebs: Yeah. And what we see in organization is when an organization is that these handbooks and these processes are, they're just staying [00:06:00] Oscar Roche: and they get stuck [00:06:01] Joe Krebs: and they get stuck and they don't challenge those procedures.[00:06:06] Oscar Roche: No. And the worst thing is they end up on the shelf. [00:06:08] Joe Krebs: Yeah. Yeah. So what also is in this article, I want to hear your take on this is there's also a mention on that what you would be observing, obviously, they have studied this for several years. There's no command and control. So if you would look at the production facilities and you look at it.It feels, it might look like command and control, somebody's being told what to do, but it's not, right? It's not. There's a different system in place. What's your take on that and especially this style of leadership compared or in contrast to scientific thinking and possibly Kata? Good[00:06:47] Oscar Roche: question.So my take on this on that is it would be something that's extremely hard to develop. No, I don't know that it's hard to develop, but it's going to take time. And one of the point, if you got everyone thinking this way, everyone thinking as a, we've developed this community of scientists. So we're all thinking that way.And every standard is hypothesis. Then you're in it. You're in a point. And management is thinking that way, then you're at a point where it can work, but getting to there, there's going to be, I think one of the troubles we run into is, we recognize that's what Toyota started is doing now or in 1999, but when did they start trying to do this?About 1952. Yeah. So we, about in 2019, with the Institute, a group of us went to Japan and we spent time with Mr. Isao Kato, who was Ono's HR advisor, and he gave us a timeline of when they started to when they started to, On this journey, and I hate that word when they started on their journey to where they are now, and it was not, it was, I'm pretty sure, if I remember rightly, it was 1952, it was 51, 52, 53.We've got to also remember that's for, when Speer and Bowen did that article in 1999, let's say there's 47 years of this stuff evolving when they, for them to be able to get to that point. The problem we run into is, and it's a very valid point, that no other organization has 47 years to get to that point.But, so therefore, I think we've got to, we've got to look at how they might have got there, or what we think we can do to accelerate. Exercise of that process for one of a better word of getting there and one of the things we can do is practice is use things like the Kata patterns to help develop these behaviors and these way of thinking.So get back to your question. If everyone's thinking that way, then it just happens. Yeah, but how, but when some are and some aren't. Then it's difficult. And if management aren't forget it. Yeah. [00:09:04] Joe Krebs: That's obviously the challenges with many transformations out there now you're very you're making a strong comment when you when we were exchanging ideas, a little bit of what we could talk about and you have a very strong comment.Yeah. Opinion about Kata being seen as nowadays with the gaining popularity people started talking more about, about it. Maybe more and more people are trying it. My goal with this podcast is obviously to bring Kata closer to the agile community. But what's interesting is that you see the Kata is wrongly seen as really frustrating for you as the goal rather than the start.Of that journey. I think we're talking about why. What's your warning to people out there? I agree with you. Obviously, Kata is the starting point. But what's your recommendation for people out there that are trying to experiment with Kata in terms of the mindset, how to approach this? [00:10:03] Oscar Roche: Yeah, sure. So I think, and it's evolved in the conversation we had before this podcast started, I think one of the we try and explain the, we try and explain the world that Kata can take you to, to people but how can you explain something that can't be seen?It's a little bit of a problem. So perhaps what we need to understand is what are we moving away from? Because we can see that now. So what we're moving away from is random actions, pulling things out of the air, acting on whim, illogical actions, if you like. So I guess an approach might be, to what extent are we randomly thinking now?To what extent are we heading here, heading there, depending on what manager walks in the room or, what person of authority or what person with a strong personality? To what extent are we doing that? Because if we would go down this track of practicing or using Dakata patterns, we're going to be moving away from that, and that's not fun.Random thinking creates waste, random thinking creates frustration, random thinking creates a lot of things that aren't good for engagement at a workplace. Yeah. So perhaps rather than try and describe Where we want to get to, let's try and describe where we want to, what we want to get away from.That might be more because we can feel where we are now. It's hard to sense, it's hard to sense something that's a year away. Yeah. Perhaps that might be a worthwhile thing to consider. [00:11:37] Joe Krebs: And that target out there, like 12 months from now, that's a moving target even more right?[00:11:43] Oscar Roche: Correct. It is. But where we want to be is not thinking randomly, not acting on whims. Not being pressured into doing something because someone forceful has walked in the room or a senior manager has said, do this. We want to get away from that. Yeah. But that does, the, you mentioned Mike Esposito before he's a he works with, or he's a part owner in Story Construction in Iowa, in Ames, Iowa.And he, I do, they're my favorite client, and I'll tell a lot of people that, and the reason for that is because he and a fellow owner who's the chief operating officer, Pat Geary, they have a very clear vision of where they want to be, and it's not that far off that 99, that 1999 article by Spear and Bowen but they have that long term view.And they know there's going to be setbacks and they know there's going to be frustrations and they know they're going to make mistakes. Yeah. And they do. But they, when they do, mistakes are only mistakes in hindsight. They're not mistakes beforehand, they're mistakes in hindsight. So when it happens they learn from those and they adjust so they've got the mindset.They've got the, those two guys have, and Pat in particular, has the mindset that will get that organization to where they want it to be. Yeah. Unfortunately. That mindset in that level of leadership, I find to be extremely rare. Yeah because you need to have a long term view, not a one year view, or even a two or three year view.a bit longer than that. It's very interesting, right? In the agile community, I often hear the separation between agile ways of working and an agile mindset. And I think what you are, what you're describing here is the Kata is the. Not even the ways of working, it's the ways of getting started, right?It's the ways of getting started, whereas the scientific thinking or the non random thinking is the mindset if you want to establish over time. And that is obviously something the Kharak can kick start us with, but eventually our own Habits are taking over, still in the scientific thinking mode, but it's like it will change, it will move, it will transform into something else that doesn't look like the Kata and necessarily anymore that we started with.So we want to leave that behind, but it's the starting point for that journey. And I think that's what you're pointing out wrong. No, you are right. So as I was thinking as you were speaking, so Kata is the way we start to develop a way of thinking. If we think that way enough, that'll become our way of working.And I think, I suspect, I'll never know, I suspect that's what's happened to Toyota. Yes. The problem is that people who work at Toyota now can never explain that. There's no chance they're ever going to be explaining it because they just, it just is the way we are. But we have a Toyota guy who works for us and does mentoring in Melbourne.He left Toyota in 2011 and he poohoos Kata. Yeah. Directly poohoos it. But I've watched the way he works and he works exactly the way that Kata is intended for him to work down the track. So I watch the way he works, I watch the way he think, I watch, I listen to what he says and he acts and works that way.Yeah. Because he, naturally, because he can't recognize how he's got there because he's, he just, it's just the way they are. Yeah. Interesting. That's truly. Yeah. Why would you need Kata to do this? You just do it. Yeah. [00:15:23] Joe Krebs: Says you. Who has been doing this for a while. [00:15:27] Oscar Roche: Exactly. Says you. But what about everyone else who is the majority of us?How are we going to get there? Yeah. [00:15:34] Joe Krebs: Toyota also has a commitment to learning continuously. There are various aspects of learning going on. How do you manage those expectations when you do work with leaders? [00:15:46] Oscar Roche: How that fits is that scientific thinking itself is learning. So I'm looking at a definition of scientific thinking I have on my screen here and it says it's a continuous, this has come from Mike, it's a continuous comparison between what we predict will happen next, seeing what actually happens, and adjusting our understanding and actions based on what we learn from any difference.So if we're thinking this way, We can't help but learn, because we're going to adjust our understanding and actions based on what we learn from a difference. Learning, we don't have to. Learning is not the goal. Adjusting our understanding and actions based on what we see from a difference will mean that we learn.[00:16:31] Joe Krebs: That's the verification I wanted to hear from you. Exactly. It's an ongoing, it's an ongoing process. It's built in. It's part of, PDCA. [00:16:41] Oscar Roche: Exactly. Yeah. It will, it just is. If we think this way, we will learn. We can't help but learn. Yeah, [00:16:49] Joe Krebs: but it's on the job learning, right?It's not a, it's not a theoretical kind of classroom experience or program that extensive program people are going through and learning about these things. This is very hands on. It starts on day one. [00:17:03] Oscar Roche: Exactly. And I think also it almost requires two views or two mindsets at the same time.One is I'm doing this work. The other is, I'm looking at this work from the outside, so I think that's difficult. I'm going to do two things. I'm going to do the work as per the standard, the way we do it today, but I'm also going to look at the way I do the work to see if I can, to see if what we predict is going to happen happens, and if it doesn't, then we've got to work on the difference and learn from that and make adjustments.So that's where, I think that gets a bit hard too, to do two things. One is do the work. In other words, we're inside it and the other is look at the work from the outside as I do it and question it. That takes time and energy and all the rest of it. That's not easy.It's not hard if you practice a pattern, yes but that energy of to practice that pattern takes a bit, it takes a little bit of amount. It's, it's a tough one to climb. [00:18:01] Joe Krebs: So I just want to map this to some folks that are listening, maybe from an agile angle that learning would be some learning that we in, in, in processes such as scrum or extreme programming and so on, have experience in retrospectives where internal learning that's taking place.I want to ask you a last question here while I have you. Is somebody is listening to this podcast right now, likes what you're saying wants to get started with Kata. Like it's a very practical I want to use the Kata to get started with that kind of thinking Like very practical.What would be like a very first step? Just a realistic step. We know it's a longer journey for people with longer term vision, right? Of where to take a company or a product or a team. But what would be for you, like something to start with? What would you suggest to somebody listening to this and says, I want to experiment with the approach maybe even, [00:18:56] Oscar Roche: it's a fine line between reading too many books and just having a crack. Yeah. I think and different people are different. Some people need to read a book or two before they're going to before they're going to jump in. And the original, the original 2009 Toyota Kata book is not a bad place to start.I think there's been some that have evolved since that have made it more complex than perhaps it need to be, I've spoke to Mike about the practice guide and the practice guide is written from an engineer's perspective with an engineering view and it goes in quite deep. I would imagine that to be a lot of people, non engineers, non manufacturing people would be quite frightened about that.It's, the reason I'm stalling a little bit on the answer is it just depends. It depends on the person how they best get started. Do they just need to know enough about the improvement model to be able and some guidelines to get it started? Is that a 10 minute conversation? Some yes, some they need to read a book.I'm happy to be contacted. I think actually, I think. The way I always approach this is I need to understand the individual and the organization before we say, do this, because this might help. Yeah, [00:20:10] Joe Krebs: Makes total sense. And, there's also conferences out there, they can attend.Training courses they can attend. There is a hands on workshops they can attend. There's a variety of learning tools available et cetera, just to start with their journey and obviously practicing kata and picking up a book might be another option to just get started. [00:20:32] Oscar Roche: I don't want to give people the impression of do this and it'll work for you. [00:20:37] Joe Krebs: Absolutely not. Yes. But what I'm trying to say is there's a bunch of resources. Oscar. Thank you so much for joining this podcast and sharing your thoughts.[00:20:45] Oscar Roche: I hope it's a value to the people who listen.​

Joe has a book “Agile Kata” in the making, if you like to be the first to know when it launches, please visit www.agilekatabook.com.Transcript: Agile.FM radio for the agile community. [00:00:05] Joe Krebs: Thank you again for tuning into another episode of Agile FM. This is the Agile Kata series. And today we're going to explore Kata from a leadership's perspective. And I have here with me Mark Rosenthal who is with Novayama that is his company. He's out of the West coast, United States, and we're going to explore a little bit together, leadership in conjunction with Kata, which is Series all about.We're gonna explore that angle a little bit. Welcome to the show, mark. [00:00:40] Mark Rosenthal: Thank you very much. It's looking forward to the opportunity. [00:00:43] Joe Krebs: Yeah, this is awesome. I wanna go back in time with you and talk a little bit about an employment you had where you worked from home. [00:00:52] Mark Rosenthal: Oh, yeah. . [00:00:53] Joe Krebs: You didn't get a lot of phone calls until you got one.[00:00:56] Mark Rosenthal: Yeah. [00:00:57] Joe Krebs: And that was the one you got terminated. [00:01:00] Mark Rosenthal: Yeah. Bu Yeah. [00:01:01] Joe Krebs: But the interesting thing is you in your reflection, you had a, let's say a moment of realizing a lack of leadership skills. [00:01:14] Mark Rosenthal: Yes. And yeah, and really that was, and this is even better because this is really the kind of leadership that most conduct practitioners have to engage in, which is influence.You don't have formal authority you rather, you've got to, you have to find a way to influence the lead, the line leaders in the organization to be effective. And this is true for lots of cases. It's true whenever I'm bringing groups of people together that I can't tell what to do. And actually it's more true that you think even in the military, which is where I learned leadership.And it really was that. We tend to do, we practitioners tend to engage with the technical artifacts, and we put in the tools, we put in the mechanics, and we don't, and then we complain when the line leadership doesn't embrace the changes. And that is on us because if you look at a traditional Kaizen event approach, for example, in the world of, you know, of CI, but this would be equally true for somebody trying to get scrum in place or somebody trying to cause any change in the way the organization does business.I can describe the mechanics of the daily standup perfectly. I can describe, I can get all the scheduling. I can get the artifacts into place.If there isn't a engagement of the conversation about how we do it on a daily basis too, then it's going to fall apart as soon as that that, that goes away in the situation you're describing. I mean, it was even worse in a way, just because of the nature. It was an international organization and it didn't really matter where I worked, so I didn't work anywhere.Although I got a lot of frequent flyer miles. You know, going to Europe once a month, going all kinds of places. But what I was doing was making technical recommendations. And then, you know, they weren't getting picked up. And frankly, I wasn't earning my money. Yeah. And the key here for a change agent.Is it's not about the tools you're putting into place, the tools are there to create the kinds of conversations that need to happen in the organization between the leaders and between people, between groups of people. And once I understood that, then the paradigm changes completely because the experiments I run are testing whether or not I'm effective at moving the needle.About how these conversations are taking place. And that's kind of what I was talking about in the, you know, in the story that you're alluding to. [00:04:20] Joe Krebs: Yeah. So this is a life changing event for you, but also in your career, right? You had a lot of learnings coming out of this. [00:04:27] Mark Rosenthal: A lot of them, and they came later on.You know, I had, I was familiar with Toyota Kata at the time. But I was still in the position of trying to make people do it, and I can't do that. What I have to do is look at the dynamics in the organization and think in terms of it's not the mechanics of standing up a storyboard and getting them to go through the starter kata of grasping the current condition and all of that.It's about what actions what small experiment can I run? That I think that I hypothesize will nudge the conversation into, for example, talking about something a little more concrete than we had a good day or a bad day, which moves them toward measuring how they're doing, you know, in that example, that particular organization really had disdain for numbers because they made people look bad.So they didn't talk about them. I mean, they had them on displays, but nobody ever talked about them and the numbers they had on displays were lagging indicators. Yeah. It's interesting because you said like the words, if I remember correctly, like you said, like moving the needle, and I think that's also important from a leadership perspective, are we just in the operations mode of tools and features and keeping those alive or are we disrupting them?Yeah. Absolutely. Certain ways of working within the organization as a leader. Yeah, and you're going to be disrupting, you know, that's the whole point in a way. So when I want to begin to shift things I want to do is engage in the smallest change I can that's going to move things. And I'm going to try to do is to incorporate that change into something they're already doing.So in this example, there was already a daily production meeting. So rather than saying, we're going to have another meeting about improvement, rather than saying, you got to stop doing that way and start doing it this way, I can hook part of my agenda into the existing structure. So as a change agent, I want to look at what are they already doing?And can I grab any of that and just modify it in a way? That moves the conversation in the direction it needs to go. [00:06:58] Joe Krebs: Yeah, This is interesting, right? There's two things I would like to talk about, and I'm not sure which one should be first or not. I'll just take one and get started.Maybe it's the wrong order, but. We just went through a, or just two years ago, we somewhat ended the pandemic and we started going back to work. And your experience obviously from work from home was prior to to the pandemic. Now you had some learnings in terms of leadership and we see a lot of companies that are bringing the people back to work sometimes mandatory.And sometimes it's the leadership team that just feels like very strongly about that. So I want to just include that in terms of, it's very impressive right now. There's a lot of companies still work in that kind of dual mode or came back full time back on premises. What advice do you have based on your learning for leaders when you work this way?I don't know if you'd have any, but I'll just put you on the spot.[00:07:58] Mark Rosenthal: You know, that's a good one. You know, you're going to encounter resistance, but you know, this is a quote from Ron Heifetz out of Harvard, who Talks about this thing called adaptive leadership, which really is applying PDCA to leadership. And that's why I like it so much, because it follows the Kata pattern of grasp the current condition, make a, you know, make a judgment where you want to go next and run experiments to try to get there.And he said, and I love this, people don't resist change. People resist loss. Nobody gives back a winning lottery ticket. And so the people who are. are used to working with the cat on their lap and having be able to respond to their kids and all the awesome things that come from the ability to work from home are losing that connection that they have developed with their family.So that's what they're resisting. Typically, you know, I can't speak for everybody, but what's, you know, the flip side is what's the boss, what did the company lose when the people didn't come to the office? And that was the informal interaction that drives the actual conversation that gets stuff done.Yeah. And so that's what I didn't have, right? You know, we didn't have, I don't even think we didn't have video. We didn't, you know, I mean, this was a while ago. I think, you know, Skype was cutting edge stuff, right? [00:09:31] Joe Krebs: Hard to imagine, right? [00:09:32] Mark Rosenthal: Yeah yeah. You know, if I were to go back to the same situation, I would be having a lot more scheduled online sessions.With not just individuals, but with groups of people sharing their experiences with, in my case, with continuous improvement and what they're doing so that I didn't need to be there all the time, but I could work on keeping the conversation and the buzz going and get a better read for the organization.[00:10:09] Joe Krebs: Yeah. You mentioned that I've heard you say things like that leadership is a typical leadership. Yeah. What is authority. And then sometimes you do see that when you go back to, to work in, you know, in work environments where you're being asked and forced to come back to work versus adaptive leaderships, taking a different approach to something like that.But another quote you said, and maybe that's the other angle I wanted to ask you. . Is I heard you say a phrase that leadership is an activity, not a role. [00:10:40] Mark Rosenthal: And that's again, I want to make credit where credit is due. That's right out of, you know, Ron Heifetz work and a lot of it is taught at a place called the Kansas Leadership Center in Wichita.And so I want to make sure I'm giving credit where credit is due. . So in, there are, you know, there are cases where authority is a good thing. There are cases where you have to get something done fast. The building is on fire, evacuate immediately, not, hey, what do you think we should do?But even when there is formal authority, it's far more effective to use leadership as a role with the goal of developing other leaders. And, you know, this is if you know, are familiar with the work of David Marquet and his book, Turn the Ship Around on the submarine, you know, he, as the captain of the submarine had absolute authority.Yeah. And. And I read that book. I'm a former military officer. I was in the Army. Okay. We didn't get it. I did not go on a boat that was designed to sink. But you know, at the end of the story, he tells a story of, he. interprets a situation incorrectly, and he gives an order that was incorrect at the end of the story, and he is countermanded on the bridge with no captain, you're wrong, from the lowest ranking sailor on the bridge.Who countermanded an order from the captain of the ship. Yeah. And all it did was cause him to look back, reassess, and realize that this 22 year old kid was right. And that's what we want, right? Yeah. We want people to tell us if we're making a mistake. [00:12:29] Joe Krebs: Yeah, that's a key lesson. I remember this by listening, I listened to that particular book, which is also very eyeopening.Now, seeing a leadership like this, we see adaptive leadership. But it's obviously something you are embracing. There's a lot of books out there about leadership. That's a massive amount of books. And people could go wild, but you know, many of those are personal stories about what that person has embraced and you might find something very useful here now in certain areas of those books, but you might not 100 percent apply to your own.Yeah. That might leave the reader with, how would I approach this problem with all that wisdom that is out there and how do you combine and this is where I want to go with you here now in terms of leadership is how can the Agile Kata, the Kata, the improvement Kata, coaching Kata, how can the Kata ways of working scientific thinking.Help support leaders who are like, I want to create an environment like that. I want to have adaptive leadership. How can Kata help me with this? [00:13:37] Mark Rosenthal: Great point, because you know, all those books are those, as you pointed out, those people's personal stories. And it's interesting because all the, all of the stories about success have survivor bias.Built in and we don't, you know, they're in, in, in lean world, there's a commonly bandied about number that 85, 90 percent of all attempts to put it in the place fail. We read about the ones that are successful, but what we don't know is that the ones that failed probably followed the same formula.And it only works five or 10 percent of the time. That's really the story here. So what you, there isn't a cookbook and what you got to do is first understand the culture you're trying to build. Because if you don't have that in your mind deliberately, you're going to end up going wherever. But then.You've got to grasp your own situation in your own organization and then set that next target condition using Kata terms of, okay, I'm not going to try to get there all at once, but what's the one major thing I'm going to try to get in if I'm trying to change the change away and organization runs probably on a 90 day window.You know, if we're in industry or Kata, we set a target condition of a couple of weeks and no more than that. But, you know, these are bigger things. So where do I want to be at the end of the quarter? Where do I want to be, you know, in three months? And then that narrows my focus. And then I can just start working on that.And maybe it's just I'm going to, I'm going to get the staff meeting working. more effectively so that we're not trying to solve problems in the meeting. We're just talking about the status of problem solving. That's just a hypothetical example, but that was one place I try to take people for example.Yeah. And I was work on that. [00:15:45] Joe Krebs: So you work with leaders through. Coaching cycles. You coach them going through the four steps of the improvement Kata. And you help them to, as you say, move the needle. Towards more adaptive leadership. [00:16:04] Mark Rosenthal: And this is using adaptive leadership really to do it, right?So it's a meta thing in a way. And when I'm, you know, I'm really talking to the change agents out there, you know, the, and in, in the agile world, you know, the scrum master is a staff person who's the holder of the torch of what this is supposed to look like. So this is what. They can do us to work, you know, to say, okay, I know it's not perfect right now.What's the one thing I'm going to emphasize over the next 90 days to get it better? And maybe it's, you know, I'm just going to get the stand up to be less than 15 minutes. Okay. I just got to get people to just, you know, this is what they talk about. And then they pass the torch to the next person, for example, or the next pair in that case.[00:17:01] Joe Krebs: You are, I think by looking through your material a little bit and seeing where you're coming from, you're using a tremendous amount of powerful questions. Can you, again, I'm sorry to put you on the spot, but can you give possibly some like a, like an outline of how. What kind of questions you would be throwing so to make it a little bit more concrete.. We weren't listening to this like a leader or somebody who's receiving some form of coaching from you. And then what kind of questions it's powerful stuff. [00:17:38] Mark Rosenthal: . So the coaching Kata just to some background here and what Toyota Kata is just so that we got on topic is.What Mike Rother essentially did, and this isn't 100 percent accurate, but this is the effect, is he parsed a lot of the coaching conversations that were happening, you know, with leaders and learners at Toyota. And those conversations often are around A3, for example, which is just a piece of paper. And often it's just sounds like a conversation.But there were elements of the questioning that was, that were always present. And the way I describe it is he boiled all that down and was left at the bottom of the pot was the structure of questions that he published as the Improvement Kata. So I'm going to ask first, I'm going to go off the script first.What is your target condition? So I want to hear is where you're trying to go in the short term. And what will be in place when you get there? What is the actual condition now in between the two I'm really looking for is what's the gap you're trying to close between where things are now and where you're trying to go in that short term.Then we're going to reflect on the last step you took because you committed to take that step the last time we talked. So what did you plan as your last step? What did you expect? Because there was a hypothesis that if I do this, then I'll learn that, or this will happen. And what actually happened, And what did you learn?Then I'm going to ask, okay, what obstacles are now, do you think are now preventing you from reaching your target condition? And so really that's Mike chose the word obstacle because the word problem in the West is really loaded. Okay. Because a problem to a lot of people in industry is something I don't want the boss to find out.You know, another company I work for, I called them barriers, but it was before Kata was written. But if I go back and look at my stuff, this is basically the same structure. And that's just an enumeration of what person, the problem solver, the learner thinks are the problems. And as a coach, that's kind of telling me what they think right there, right?I'm beginning to see what they see because they're telling me, which one are we addressing now? It's important to address one problem at a time. And then based on that, and in being informed by the last step you took. What are you planning as your next step and what do you expect? So that's kind of the script going off script often just means asking calibrated follow on questions to get the information that I didn't get from the primary question.This is where, you know, if you're talking to Tilo Schwartz, he's got a lot of structure around that, which is really a contribution to the community. [00:20:51] Joe Krebs: Yeah, but your questions are not yes, no answers or status related, even the follow ups are investigative, kind of like bringing things to surface for the learner, not for you to receive a status.[00:21:07] Mark Rosenthal: What I'm looking for is, again, Toyota Kata jargon, their threshold of knowledge, the point at which, okay, the next step is probably learn about that. And there are times when, you know, even before we get to all the questions, if we encounter that threshold of knowledge, okay, great. We need to learn that.What's the next step in order to learn more about that? [00:21:32] Joe Krebs: Mark, this is this is really good. I was just like listening to Katie Anderson's book, and it was funny that you say problem in the Western world, not a very popular word and she makes tons of references in her book about. No problem. is a problem.[00:21:50] Mark Rosenthal: That's, yeah. That's the Toyota mantra. That's the Toyota mantra. [00:21:54] Joe Krebs: And yeah. So whatever you want to call it, you want to overcome it. If it's an obstacle, an impediment, or if it's a problem you want to overcome. [00:22:02] Mark Rosenthal: And that's a really good point about the culture. And I'm going to quote my friend, Rich Sheridan here, you know, fear does not make problems go away.Fear drives problems into hiding. Yeah. And we encounter that a lot where I go into a culture where everybody has to have the answers or everything needs to look good. And so asking them, what problems are you trying to solve here can be problematic. And so that's where the adaptive leadership part comes in, okay, I'm going to have to overcome the obstacle of that cultural hesitancy and find a way to help them get a shared sense of the truth. That they can talk to rather than talking to each other. And again, if I go into, you know, the, like the extreme programming world where I've got the cards on the wall, for example that is that shared sense of the truth. I can walk in and I can tell which pairs are working on which things and whether they're a hit or behind very quickly without having to ask anyone and there's nothing concealed is fully transparent.We go into industry, the purpose of the visual controls, the purpose of the status boards, the purpose of the Andon lights, the purpose of all of the lean tools, all of them is to put the truth of what's actually happening out there as compared to what should be happening so that we have an invitation to deal with it.[00:23:43] Joe Krebs: But they're tools. [00:23:45] Mark Rosenthal: But they're, but that's all the tools are, that's what they're for. Yeah. [00:23:50] Joe Krebs: That is great. Mark, I want to thank you for spending some time here talking from a leadership's perspective to the Agile FM audience and in particular in the Kata series to explore Kata and how Kata can influence.leadership and what you can do to embrace adaptive leadership while performing scientific thinking as a leader. And obviously your personal stories as well. So thank you, Mark. [00:24:14] Mark Rosenthal: Sure thing. Appreciate it. Thanks for having me. ​

In this episode of the Manufacturing Culture Podcast, host Jim Mayer explores the intersection of culture and neuroscience, focusing on BTFA and its impact at GKN Aerospace. The guests include David Bovis, creator of the BTFA model; Levent Turk, who has extensive experience in Lean Transformations; and Edwin van den Berg, the VP of the Lean Academy at GKN Aerospace. The episode emphasizes the role of leadership in shaping company culture, particularly in manufacturing. The guests discuss how BTFA, by understanding and managing human behaviors, can transform culture and engage employees, enhancing performance and success in the manufacturing industry. They stress the importance of balancing logic with emotional understanding and how leadership styles significantly impact team success and company culture. The success of BTFA at GKN Aerospace is a testament to its effectiveness in bridging gaps in understanding people, processes, and systems within the manufacturing sector. Key Takeaways Introduction of the BTFA model (Believe, Think, Feel, Act) in manufacturing culture Individual journeys and experiences of the guests in the manufacturing industry Impact of neuroscience on understanding human behavior and its influence on company culture Role of leadership in shaping and forming company culture Implementation of the BTFA model in lean leadership and change management Challenges and successes in implementing the BTFA model in manufacturing organizations Importance of understanding servant leadership and the brain's role in driving successful change Recommendations for fostering a deeper understanding of human behavior and change management in the manufacturing industry Emphasis on the significance of language, beliefs, and emotions in shaping company culture Chapters David Bovis' Journey (00:00:01) David Bovis discusses his 37-year journey in the manufacturing industry, from hands-on roles to shaping manufacturing culture and strategy. Levent Turk's Journey (00:02:53) Levent Turk shares his 37-year career at Toyota, lean transformation roles at leading automotive OEMs, and his pursuit of creating a high-performance culture. Edwin van den Berg's Journey (00:04:17) Edwin van den Berg describes his 26-year career development from chief design engineer to lean methodology involvement at Royal Philips and leadership at GKN Aerospace. Introduction to BTFA Model (00:23:11) David Bovis explains the BTFA model, emphasizing its role in bringing knowledge around the people piece up to the same level as processes and systems in the manufacturing industry. Neuroscience and BTFA Model (00:24:27) Explanation of how neuroscience has filled the gap in understanding human behavior, leading to the development of the BTFA model. Believe, Think, Feel, Act (00:26:13) Detailed explanation of the BTFA model and its components: believe, think, feel, and act, and how they influence behavior. Leadership and Company Culture (00:35:13) Discussion on the vital role of leadership in shaping and forming company culture, especially in the manufacturing industry. Impact of BTFA at GKN (00:47:14) Explanation of the impact of the BTFA model on the culture at GKN, including the before and after scenario and the overall impact of BTFA. Believe, Think, Feel, Act (00:47:29) Introduction to the BTFA model and its impact on leadership mindset and change management in manufacturing. Implementing Lean Operating Model (00:48:22) Using the PDCA approach and discussing the success and failure of change management programs. Behavioral Based Safety (00:50:39) Using BTFA to address safety culture and behavioral changes in manufacturing. Shift in Leadership Mindset (00:52:42) Transformation of leadership beliefs and mindset towards effective change management. Psychological Aspects of Change Management (00:58:58) Discussion on the psychological impact of change and the role of BTFA in addressing it. Challenges in Implementing BTFA (01:03:22) Challenges faced in implementing BTFA and changing the language and mindset in the manufacturing industry. BTFA as a Common Language (01:08:03) BTFA as a common language for business and culture, similar to the universality of mathematics. Learning through Animation (01:11:14) Encouraging manufacturers to embrace animation for learning and discussing emotions and beliefs. Know Thyself (01:12:05) Understanding oneself through neuroscience to enhance personal and professional growth. Choosing Emotions (01:14:15) Empowering oneself to choose emotions and understanding the brain's workings through the BTFA model. Guest LinkedIn Profiles: David Bovis Levent Turk Edwin van den Berg BTFA from Dux in a Roe A big shoutout to Speroni, the leader in tool management systems. Their dedication to precision and innovation in the manufacturing industry is unparalleled. Speroni is not just a sponsor; they are integral to advancing manufacturing excellence. Their support allows us to bring these valuable insights and discussions to you. We're also thrilled to welcome our new partner, ShopFloor Coffee. More than just a coffee brand, ShopFloor Coffee is a cause-driven business dedicated to supporting workforce development efforts. A portion of their proceeds goes towards apprenticeships and scholarships in Advanced Manufacturing, making every sip count towards a brighter future for the industry. And here's something exciting for our listeners! Use the promo code "SkillUpAZ" to get 10% off your order at ShopFloor Coffee. Not only do you get a great deal on your coffee, but you also contribute to supporting apprenticeships and scholarships in Advanced Manufacturing. It's a win-win – enjoy fantastic coffee while helping to skill up the next generation of manufacturing professionals.

In this episode, we're diving into the role of training development and its significance within the PDCA process.Today, our focus is on the fundamental step of training development and how it plays a role in providing teams with essential skills and knowledge, enhancing our business's day-to-day operations.Furthermore, we will explore strategic facets of training development, such as tailoring content to specific audiences and synchronizing training schedules with the "Go Live" date.Don't miss out on discovering how effective training development can elevate your business. Tune in now!TIME STAMPS:[2:29] Understanding the PDCA process.[3:59] Role of training development in the "Do" phase.[5:20] Identifying training needs.[8:55] Duration of training development and post-training actions.14:32] How to develop a training plan.RESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

In this episode, we explore the impactful "ACT" phase of PDCA, highlighting its value in practical application and advocating process standardization for peak performance. Today, we emphasize updating hiring and onboarding procedures post-"Go Live" to align with changes. Ensuring new hires receive current training is vital and reinforced by recording sessions.We also address the challenges of unresolved issues post-planning and introduce the idea of preserving unimplemented concepts for future implementation.Eager to know more? Tune in!TIME STAMPS[03:58] What the standardization process is about.[05:21] Standardizing processes: Integrating updates for effective onboarding.[09:47] Standardizing processes: Addressing unresolved challenges and idea preservationRESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

Organisaties maken strategisch beleid. Liefst ligt dat niet in een kast stof te vergaren, maar zet je het beleid om van papier naar praktijk. Maar dat is best uitdagend. Om verschillende redenen. Iedereen heeft het druk. Beleid is vaak groot en ambitieus. En als werkgroep of leerteam, verantwoordelijk voor een stuk van het beleid, moet je met de inhoud bezig zijn en ook het proces vormgeven. Bij dat laatste heb ik samen met Gertine Hazelaar en Lisette Braaksma een kaartenset ontwikkeld. De bekende PDCA cyclus (plan do check act) is immers nogal een grofmazige manier om beleid te implementeren. We voegden een fase toe, werkten de bestaande fases uit en kwamen tot een kaartenset waarmee leerteams/werkgroepen op een kwalitatieve manier beleid handen en voeten kunnen geven in de praktijk. Meer info? Hade@thetinyoffice.com Instagram: @hade_wouters Mijn online trajecten en workshops - kijk hier: https://eu1.course-flow.com/shop/47929/ Op een koffie trakteren als 'vriend van de Tiny Podcast' kan via deze link: https://bunq.me/HadewijchWouters

Como um método com mais de 100 anos pode garantir que a sua empresa continue melhorando dia após dia? Será que isso é verdade? Essa é a pergunta que vamos responder no episódio de hoje do Conversa de CEO!  

In this episode, we delve into the seventh stage of the PDCA process known as "Sustain the Process and Monitor Results." Our focus is on maintaining processes, which corresponds to the "Check" phase.Today, we shed light on a common challenge: the tendency to abandon processes when progress is slow. Ensuring the sustained operation and vigilant monitoring of processes is vital for unlocking their complete potential.Curious to learn more? Tune in to discover how effectively sustaining and monitoring processes can lead to remarkable results.TIME STAMPS[06:19] Sustaining the process and monitoring results.[10:29] Nurturing a culture of process improvement.RESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

In this episode, we delve into a critical phase of the PDCA process: the "Go Live" step.We will shed light on the transformative potential of the "Go Live" phase in the PDCA process. From discovering errors to embracing change and creating impactful communication.Additionally, we'll navigate the process of transitioning to a new approach and addressing strategic facets of "Go Live." A central question emerges: How should you approach a "Go Live" announcement?"Go Live" encompasses more than just processes; it signifies the celebration of progress and offers a glimpse into an auspicious future. Tune in!TIME STAMPS[4:00] Executing 'Go Live'[6:41] Strategies for successful 'go live': effective communication with your team[9:30] Crafting a positive 'go live' message: embracing change and future prospects‘RESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

On this episode, I was joined by one of my favorite guests, Larry Mager of Mgmt-Ctrl and PQMCoach.com. Larry walks through: Episode 100 and the first recording with Larry! Quality - Big Q/little q Building a QMS and Commercializing a product at a startup Predictive Quality Management, PDCA and TOC Lessons from Pharma, Combination Products, and CRO Companies Communicating quality Larry is the Principal and Founder at Mgmt-Ctrl, a company that focuses on bringing thoughtful quality management that goes beyond compliance only. He has three decades of experience in the medical device industry, and has held responsible positions within medical device manufacturing companies ranging from start-ups to multisite, highly matrixed organizations. He has held executive management responsibilities in both quality management and operations management roles and is experienced in interrelated quality disciplines, such as quality systems, management control, CAPA, supplier control and management, risk management, quality assurance/control, lean manufacturing, product development engineering, and results-oriented management for continuous improvement. You can reach Larry at larry@mgmt-ctrl.com

In this episode we delve into the overview of the PDCA process. Our goal is to help you gain a clear understanding of the steps you need to become acquainted with before diving into each individual one separately. This comprehensive overview streamlines Toyota's concepts, making them easier for you, our audience, to grasp. Don't miss out—tune in and expand your knowledge!TIME STAMPS[04:55] What Is the PDCA Process?[07:30] PDCA Process Step 1: Understand the Current State.[10:54] PDCA Process Step 2: Identifying Problems.[11:36] PDCA Process Step 3: Prioritizing Problems.[13:11] PDCA Process Step 4: Identifying Countermeasures.[15:12] PDCA Process Step 5: Developing Countermeasures.[17:47] PDCA Process Step 6: Training Development.[18:56] Go Live.[20:11] PDCA Process Steps 7 and 8: Checking and Acting Processes.RESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

アメリカの花粉とアレルギー、大谷選手を観戦する意義、SFVでグランドマスターに到達、ゲームのオンラインコミュニティー、学習のサイクル・方法について話しました。Shownotes アメリカの花粉 … アレグラ飲む人も多い。 ゴムアレルギーとアボカド … ラテックスアレルギー ニンニクアレルギー … よくわからん。 大谷翔平 吉田正尚 … 私がみに行った時の調子は底だったが、その後好転し、今やボストニアンの希望の星である。 フェンウェイパーク … グリーンモンスターを擁する球場。とりあえず晴れた日にビール飲みながら見る野球は最高である（私が行くと大体雨…) 大谷選手を見る意義 … 自分がエンゼルス、レッドソックスの選手に興味があるとは言っていない。 SFV sako 格ゲー五神 … ウメハラ、ときど、ヌキ、ハイタニ、sako EVO JAPAN ヌキ ハイタニ 3. Here Comes A New Challenger! (Researchat.fm) 85. Road to Diamond (Researchat.fm) … Road to Diamond グランドマスター … マジですごい。 メナト ローズ F.A.N.G 悠木碧 SF6 … 過去最高傑作との呼び声も高い。 剛健 … “リュウとケンの師匠！” 電刀波動拳 昇竜コマンド … 623+P モダンタイプ … 革命 マリーザ　… 歴史 赤見かるびさんのマリーザ ジェイミー レバーレスアケコン Fusion360 Researchat.fmのinstagram Nuckledu 109. Большая победа! (Researchat.fm) … “説明書を読むのが難しい問題、実験プロトコルの記述、ゲームのキャラクターセレクトと実験テーマ選定の類似性について話しました。” グルグルPDCAを回す … 自分ができるとは言っていない。 男木島 20. Seen/unseen Known/unknown (Researchat.fm) … “瀬戸内海の島々（直島・女木島・男木島・豊島・犬島)、高松市をめぐる旅とアート、建築の魅力についてたっぷり話しました。” マリオの映画 Your Story Editorial Notes (coela) SF6やってみたい。というかSF6もすぐマスターになっていてcoelaさんすごいじゃん。(tadasu)

In this episode, our main focus will be on the pivotal fifth step of the PDCA Process: Developing Countermeasures. We'll dive into the process of creating appropriate countermeasures, emphasizing the significance of a realistic approach. We discussed effective ways to manage the 30-day sprint of development, which sets the premises for making a substantial impact. Additionally, we'll highlight why the development of countermeasures holds such importance in the PDCA Process and how it serves as a key solution to overcoming the challenges we encounter within our organizations.Don't miss out on this episode. This is the one everyone is waiting for! Tune in and join us in this conversation.TIME STAMPS[04:05] Step 5: Developing Countermeasures in the PDCA Process.[06:42] Differentiating between Identifying and Developing Countermeasures[07:59] Setting Premises: Giving Your Team the 30-Day Leap[10:00] 80% Completion Rate: Allowing Room for Unexpected Circumstances.[13:13] Go Live Date: Taking Action with Developed Countermeasures.[17:01] Efficiently Managing the 30-Day Period in Continuous Improvement.RESOURCESGrab our worksheet today at https://hilarycorna.com/process-worksheet-download/ and start making progress!Download the PDCA Process here: https://hilarycorna.com/pdca/

Today's guest is an entrepreneurial force from MN (the silicon valley of painting.)  He started with a student painting franchise in college and then started his own painting business after graduating with an Economics degree.    And it grew fast, and his quick growth led him to found a holdings company with 4 of his best friends where they now make investments in other painting companies around the nation as well as investing in multifamily real estate.    His job title reads 'synergy and memes' and he serves as an active board member at Aleph, his holding company and a volunteer board member at the PCA.   And as quick aside, I first joined the PCA which was called the PDCA 26 years ago, and he's been instrumental in the turnaround that has happened with the PCA.   But beyond business he is interested in  realizing human potential through ultra endurance races,  founding family legacy by making family meetings cool again,  and conquering the fear of mammon, which we'll need to unpack for everybody, by building assets in the trades and volunteering a the PCA.  Quite simply, he embodies innovation, leadership and commitment to making a positive impact.   A few of the topics we cover in this episode are • Keys to Paris Painting breaking the $10M mark • Investing in painting businesses. What is Aleph? • Ultra endurance races • Heath regiments - Breakfast smoothies, cold tub, etc. • Current bible reading • Current thesis on how to improve the painting industry. Schedule your FREE strategy call with Steve here: https://scheduleyourfreestrategycall.as.me/schedule.php   

BONUS: From Scrum Master to Engineering Lead, how to prepare the transition with Tim Bourguignon We start this episode, reflecting on Tim's journey of realizing the importance of working collaboratively and embracing agile methodologies. Tim noticed early on that he drifted to teaching and providing assistance to others rather than actively developing software. After a while, he moved to consulting in Agile, and in that role, he noticed recurring patterns and struggled with unclogging processes that seemed to be missing something crucial. Over time, frustration set in. He felt like he was fighting an uphill battle and highlighted the disruptive nature of Agile, which aimed to uncover and solve problems but often revealed bigger and deeper underlying issues. The big problem with Agile adoption, and what we can do to prepare for it With time and experience, Tim realized that leadership was a crucial factor in the team's success. He observed a recurring pattern where leadership was either blocking progress or not fulfilling their role effectively. This realization led him to recognize the significance of leadership's involvement and the impact it had on the overall performance of the team.  From developer, to coach, and finally to leader: learning to help teams at all levels of the organization Tim shares his journey at WeMaintain and discusses the challenges of scaling while maintaining agility. Before joining, and during the interview process, Tim already sought to identify the problems he could help solve but couldn't pinpoint a specific issue. His boss expressed concerns about managing fast growth while staying agile. Initially, WeMaintain had two teams working efficiently from a backlog, releasing frequently, and measuring their progress. But, they wanted to grow the company without resorting to a traditional approach of multiple teams working on the same problem, which often led to communication issues. Instead, they advocated for compartmentalized teams with strong ownership and defined success metrics for each team based on specific business streams. Each team had the necessary skills and accountability to achieve their success metrics, ensuring a shared responsibility for success. From coach to leader, and the critical lessons learned on the way Tim reflects on the differences between his current approach and what he observed in the past, when he was the coach trying to help teams and organizations. He emphasizes the importance of taking personal responsibility as a leader when facing problems within a team. Previously, their clients would assume that the leaders were right and focused only on changing the teams, and he wanted to avoid that anti-pattern at all costs. Tim shares the tip of starting with leadership and establishing a clear vision, emphasizing the impact of lacking a clear vision and passionate individuals on the organization. When it comes to reflecting on our performance, Tim recommends evaluating oneself against the 12 principles of the Agile Manifesto and highlights the necessity of enabling developers to communicate directly with customers to foster agility. Scaling with Agility: Building Compartmentalized Teams and other strategies for growing companies, and staying Agile Tim's current focus is on stream-aligned teams and metrics. Tim recommends the book "Team Topologies", whose authors have been guests on the podcast. Tim also shares the tip of asking teams to create a portfolio of metrics that demonstrate they are working on the right things. Various teams have found interesting metrics to track their progress. The PDCA cycle and DORA (DevOps Readiness Assessment) metrics are mentioned. The guest highlights a positive sign of organizational health, with a rate of 1.5 deployments per day across the entire product group. They suggest having frequent discussions with people throughout the organization and implementing practices like showcasing Monday morning deliveries and sharing post-release messages on Slack as early documentation for stakeholders. The book "Accelerate" is also recommended for further insights into metrics. In this final segment, we also refer to Extreme Programming.

In this Concepts Edition episode Uriel and Devin discuss - Problem solving methods. Really identify the problem before proposing a solution - A3 Method. What is it, and how do you use it - PDCA Loops for organizational learning - The costs of wasted motion in a shop - Overnight runs, and how they can alter your workflow Please follow us on Instagram and share your improvements and tag us. www.instagram.com/incrementalci In this podcast we discuss concepts from Lean Manufacturing, the Toyota Production System, and general business management to improve our businesses. Thanks for listening! Please drop us a note with any and all feedback! If you have parts you need machined, reach out to Devin@lichenprecision.com and follow on Instagram www.instagram.com/lichen_mfg If you need CNCed Buckles, check out www.austeremfg.com and follow at on Instagram www.instagram.com/austere_manufacturing CI has an Instagram www.instagram.com/incrementalci

Are you tired of feeling overwhelmed by a never-ending list of problems? It's time to start tackling the big ones before they become even more challenging.In my recent episode, I shared some insights on how to identify problems in processes, so now it's time to dive deeper and let's talk about problem prioritization. This is the third step of the PDCA process that I guide clients through to roll out process releases in their organization.Problem prioritization helps us understand which problems need solving first. It helps us focus our efforts on the things that drive the most ROI in the shortest amount of time.In this episode, I'll teach you the two main components you need to consider for how to prioritize which problems to solve so you stop wasting time and moneyDon't miss out on this episode - turn the chaos of work into manageable tasks that can be tracked, measured, and improved. Tune in now!TIME STAMPS[00:30] Why should we prioritize problems?[03:12] How to solve problems?[05:43] How to use qualitative metrics to prioritize problems?[10:17] How to use quantitative research to prioritize problems?[18:42] How to focus on the problems that drive the most ROI?EPISODE RESOURCESLearn how to prioritize your problems - take a look at our worksheet now and start solving them all: https://hilarycorna.com/process-worksheet-download/

In this week's podcast, Suzanne Weber-Smatko, Manager of Consulting Services here at Core Business Solutions, will guide us on how to start planning your QMS. She emphasizes the importance of using the PDCA cycle when beginning the process of planning. Suzanne also discusses the creation of a quality manual, an essential document in a QMS that provides a comprehensive overview of the organization's quality management system. In addition, Suzanne dives into the topic of Quality Objectives and their role in measuring the performance of a QMS. She highlights the importance of setting measurable quality objectives, monitoring and reviewing them, and using them to demonstrate the effectiveness of the QMS. Additionally, she explains the benefits of documentation in a QMS, including ensuring consistent and reliable processes, improving communication, employee morale, and sustainability and repeatability. Suzanne provides insights into the importance of maintaining documentation and ensuring it is up-to-date.   Join us as Suzanne shares her experiences and journey to learn more about planning a QMS with Suzanne Weber-Smatko.  Helpful Resources: What is a Quality Policy?:  https://www.thecoresolution.com/iso-9001-clause-5-2-the-quality-policy For All Things ISO 9001:2015: https://www.thecoresolution.com/iso-9001-2015 Contact us at 866.354.0300 or email us at info@thecoresolution.com ISO 9001 Standards: https://www.thecoresolution.com/iso-90012015-standard-1 Articles: https://www.thecoresolution.com/free-learning-resources ISO 9001 Consulting: https://www.thecoresolution.com/iso-consulting  

Managing Director of Gemba Automation Episode page with video, transcript and more Joining us for Episode #472 of the Lean Blog Interviews Podcast is Mit Vyas, managing director for Gemba Automation. He started his career at Toyota and worked for other large corporations. He founded Gemba Automation, a company that has helped customers in software, medical devices, fashion, and construction develop profitable and sustainable businesses. Mit holds a degree in Mechanical Engineering from California State Polytechnic University, Pomona. In today's episode, we discuss what Mit learned working at Toyota, how that's been applied through Lean Startup thinking, and why the practice of meditation has been so important to him. Questions, Notes, and highlights: I already gave part of the answer by mentioning Toyota… but tell us more about your Lean origin story? First job at Toyota – Process Engineer at Toyota was my first “real” job. The experience there was the springboard to the rest of my career. Inputs & outputs? — not telling you the answer? “What the actual facts” are out in the factory floor “Making your thinking visible?” – Problem Solving A3 A3 coaching and questions? What do you know and how do you know it? Foundations? How can you learn problem solving if you don't know what the standard work or Takt are? What does the word “Kaizen” mean to you, to Toyota? What does “Challenge” mean at Toyota? What does it mean to you? Leading with humility? How do you apply PDCA thinking in your company? To starting a company? What's the problem statement that led to the company as a countermeasure? Lean Startup concepts? Minimum Viable Product? Minimum Viable Service? Have you found good product / market fit? Check and Adjust — pivot or persevere? Calming your nervous mind? Power of meditation – You've been meditating… what have you learned from that practice? The podcast is sponsored by Stiles Associates, now in its 30th year of business. They are the go-to Lean recruiting firm serving the manufacturing, private equity, and healthcare industries. Learn more. This podcast is part of the #LeanCommunicators network. 

You've heard it a million times: you need to do marketing campaigns if you want your business to grow.But what if I told you that's not actually true? That focusing on something else instead could lead to even better results? Listen to this episode to find out what that "something else" is.Specifically I will be discussing the ineffectiveness of marketing campaigns and suggesting an experimental approach to marketing. I emphasize the importance of a data-driven approach to marketing and experimenting with different channels, mediums, and influencers to achieve better results. I also discuss the PDCA approach to marketing, which emphasizes planning, doing, checking, and acting upon experiments to achieve continuous improvement. I conclude by encouraging marketers to focus on continuous improvement and adapting to changes in social media platforms and algorithms. This episode provides valuable insights for marketers, entrepreneurs, business owners, and content creators.Key Highlights**Marketing Campaigns [00:00:01]**As a marketing professional, I have come to realize that traditional marketing campaigns are often outdated and ineffective. That's why I believe a data-driven approach to marketing is necessary to stay ahead of the competition.**PDCA Approach to Marketing [00:04:46]**I have found that the PDCA (Plan-Do-Check-Act) approach to marketing is a great way to conduct experiments and continuously improve marketing strategies. By following this approach, I can make data-driven decisions and adjust my marketing tactics accordingly.**Data-Driven Experiments [00:07:31]**In my experience, conducting data-driven experiments across different marketing channels, mediums, and influencers is crucial to achieving better results than traditional marketing campaigns. By analyzing the data, I can identify what works and what doesn't, and adjust my strategies accordingly.**Data-Driven Marketing [00:10:16]**I cannot stress enough the importance of a data-driven approach to marketing. By experimenting with different channels, mediums, and influencers, and shifting resources based on data, I can ensure that my marketing efforts are effective and efficient.**Conclusion [00:11:15]**To summarize, a data-driven approach to marketing is necessary to stay ahead of the competition.Notable QuotesHere's the thing, I don't believe in campaigns, there is nothing to share. And I thought a lot about this. And I thought maybe I'm crazy that I don't have this campaign mindset. Now, I am not a traditional marketer. The notion of a campaign falls back into that traditional marketing. And it's disruptive in nature, right? It's something that existed before social media.There are something called launches, a launch might be considered a campaign, but the idea is you are a new brand, or you're an existing brand and you have a new product. So you need to generate massive brand awareness for this new brand or new product in a limited amount of time. So my view of a launch is a launch, we need to gather data, we have no data, we have no idea how much to spend on what platforms, we thiLearn More: Join My Digital First Mastermind: https://nealschaffer.com/membership/ Learn about My Fractional CMO Consulting Services: https://nealschaffer.com/cmo Download My Free Ebooks Here: https://nealschaffer.com/freebies/ Subscribe to my YouTube Channel: https://youtube.com/nealschaffer All My Podcast Show Notes: https://podcast.nealschaffer.com

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. When Peter joined this project, the teams had been working on it for years and had little to show for it. Thanks to the CTO at the company, the new team which Peter coached, was able to focus on small, valuable increments to deliver the back-office system the company needed. Listen to this segment, to hear how we can help teams go from BIG BANG thinking to incremental delivery, a crucial need for Agile teams.  In this segment, we refer to the Toyota Kata and the PDCA cycle.  Featured Book of the Week: Accelerate by Forsgren et al.  In Accelerate: The Science of Lean Software and DevOps: Building and Scaling High Performing Technology Organizations by Forsgren et al., Peter found evidence-based support for many of the approaches, and practices used by Agile teams and Agile organizations. In this segment, we talk about the DORA metrics, and how to focus software development on business results.  Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!   About Peter Janssens Peter built a long career in agile coaching and training, and worked in leadership positions leading a PO team, and recently became CTO in a SAAS product company. Peter loves all conversations on effectiveness of team decisions, but he quickly realized that being responsible is different from being a coach. As a leader there is the challenge of sticking to the same foundations when dealing with delivery pressure. You can link with Peter Janssens on LinkedIn.

In this episode, you'll learn about PDCA (Plan, Do, Check, Act) which is a great topic requested by a listener just like you. In management, PDCA is used all the time when implementing new workflows. But you can and probably do use PDCA all the time, even in your personal life. You just don't put a label on it.  Chances are, you might be asked about PDCA on the exam. Management is a big section of the exam and you should have a basic knowledge of management and these strategies used in management especially if you find yourself in a management role.  I use my love of storytelling to explain what PDCA is and use an example to go over each step of this strategy.  This is what you'll learn in this episode: All about PDCA including what happens in each step P for Plan: What planning involves when using PDCA D for Do: What's involved in "doing" when using PDCA C for Check: Why checking in on the process change is so important when using PDCA A for Act or Action: Why you need to follow through with action to make sure the change in workflow continues I also explain how I used PDCA when I was not yet in management but how I worked with my manager and the physicians to implement a new process and workflow. 

How do you tap into intrinsic motivation when the assignments (or jobs) are boring or feel irrelevant? Andrew and David talk about the role of challenge in intrinsic motivation, including why being challenged is key to innovation and improvement. TRANSCRIPT 0:00:02.7 Andrew Stotz: My name is Andrew Stotz and I will be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with David P. Langford, who has devoted his life to applying Dr. Deming's philosophy to education and he offers us his practical advice for implementation. Today's topic is the role of challenge in intrinsic motivation. David, take it away. 0:00:30.6 David P. Langford: Hello, Andrew. Good to be back. 0:00:33.2 AS: Good to see you. 0:00:33.3 DL: So how challenging is challenge, that's really what we're after about here today. So this is part four in a five-part podcast series we've been doing on intrinsic motivation, and so when I first encountered the concept of intrinsic motivation and it's actually when I was getting my undergraduate degree and I was so intrigued about it, but even like today, there was no training in it, there was no real... There was just, "Here it is, and yeah, intrinsic motivation is really good, so good luck with that." And all the training was around extrinsic motivation, how to motivate people, and it's the same today. I get calls and I get emails and stuff, and people always wanna know, can't we use bonuses and can't we use this and... You can use those kinds of things. I always think of the phrases that Dr. Deming had, he said, "The destruction has to start somewhere." [laughter] 0:01:40.2 DL: And people would ask him about those kinds of things like, yeah, you could do that, but... You're on the road to destruction. So I've been trying to explain the five researched key elements of intrinsic motivation that Deming talked about, and how do you actually change the system, whether that's a business or a school or a classroom, or whatever it might be. So you have people becoming more intrinsically motivated, so we've gone through a couple. So we talked about control or autonomy in the situation, we talked a lot about, in podcast number two, about cooperation, and then podcast number three is support, and now we're gonna talk about the role of challenge in intrinsic motivation. So, it's not so easy as just to like flip a switch and say, "Okay, now we're gonna intrinsically motivate people." It is a complex thinking that has to take place in management to create an environment where people can be intrinsically motivated, right? 0:02:51.2 AS: Yeah. 0:02:51.9 DL: And usually, if you find people looking like they're not motivated, Deming talked about probably 94% to 98% of the reason they're not motivated to come to work, is the work itself, the job. So when we start to talk about challenge, you wanna think about the job itself, is the job that say you're having a student do... If I tell people, "Memorize these 10 spelling words for Friday," well, yeah, for some students, that could be really challenging, for others, it's just sheer boredom of, "Why are we doing this? Where did this come from? There's no real challenge to it." So, you can take just about anything that you have that you want people to do... 0:03:39.6 DL: And in fact, Deming was actually a master of this, he went into some of the most mundane manufacturing places in the world where people are just sitting all day long and doing the same darn thing all over and over, thousands of times, and then leaving and then, how do you motivate those people? Well, let's just pay them more, let's do this or that or the other thing. And it didn't work. And the Hawthorne Studies showed that, oh yeah, you could turn the lights off and productivity goes up, or you could turn the lights on, productivity... Or you have music, or you can do all these kinds of things, but what they discovered was that it was the fact that management actually cared. [chuckle] That made the difference, and they were actually doing and trying to do something to improve the working environment is what was really discovered through that. But, Deming was the master of going in and teaching people to use their brains and to begin to improve their own situation. And that's a challenge. I'm sitting here doing this all day long, the same tedious task all day long, but all of a sudden somebody gives me the keys to improve this situation, make a change here, do something... 0:04:57.2 DL: And that's where PDSA came from, or originally PDCA was Dr. Shewhart. But Plan-Do-Study-Act, make a plan, do it, study it and act on it, did it work? It could be just that simple of a process. Now if we get together with a few other people and we study the process of what's happening, and we're given the authority or the control or autonomy, like we talked about earlier, to actually make a change, ah, well, that's pretty challenging. That's pretty interesting. And in my work with education, over and over and over when I go in and start working with people and teaching them this same kind of concept, I hear all the time administrators saying that, "We got dead wood on our staff," or, "We've got people that just don't care," or... Well, it's probably because you taught them to do that, or somebody previously taught them to do that because that's not normal if people are acting like that, etcetera, and yes, they have to make money, and yes, they have to live, and so they'll just learn to quit work, but keep the job. [chuckle] And I'll show up every day and do what I'm supposed to do, but it doesn't mean I'm gonna put in any extra effort in or any thinking or anything else, so... 0:06:21.0 AS: I can imagine a listener or a viewer listening to this and thinking to themselves, "Yeah, let's do a challenge. Let's do a competition." [laughter] 0:06:29.1 AS: Not realizing that when you're talking about challenge, and when talking about intrinsic motivation, it's not about a challenge to compete for a spelling contest or something, it's a different type of challenge, so tell us more about what kind of challenges people respond to. 0:06:46.7 DL: Yeah, so some of the ways that you can get challenge into a mundane task or a situation is you wanna think about excitement, how can I bring a level of excitement into this situation? And well, how do you get excitement going? Well, you have to think about the level of difficulty. And so, in neuroscience, there's actually sort of a learning zone. So, too much challenge, I'm gonna be overwhelmed, I'll be frustrated, I'll get the deer in the headlights look, I just can't do anything. Too little challenge, I got boredom going on. So there's a learning zone where the challenge has to be just right, and the problem, especially with teachers, is teachers are always trying to assess that with the students that they're working with, right? They're trying to set the level of challenge, but what I learned over the last 40 years is, the only person that can really know what is challenging is the individual himself, even like kindergarten, first grade, second grade students know if something is challenging or not, and when you set up a situation where they can sort of choose the level of challenge involved with that, you get a level of excitement that you didn't get before because the level of difficulty is there. 0:08:20.2 DL: So, I think we talked a little bit in one of the previous podcasts about gaming and video games, and so many education institutes, institutions, they wanna ban gaming and they wanna ban all those kind of stuff, but why are those things so addicting? Why are kids spending so much time on that? Because they're setting the level of challenge. They're setting the level of excitement that they can handle, and if they go up too many levels too fast, this game becomes so overwhelming and so difficult that they just can't cope with it, and so will end up just quitting or backing down a level or two until they sort of master that and move forward. So, being cognizant of that level of difficulty and getting the individual to understand how to set that level of difficulty is where it's really at. I remember the story of, I think it's Secretary of State with, I think it was Nixon administration or something... Anyway, there were some... 0:09:26.4 AS: Kissinger. 0:09:30.0 DL: Yes, Kissinger. You got it. Yes. See, there's a level of challenge for you and you win. [laughter] But, Kissinger wanted some kind of a plan or a military plan or something from one of the generals about something that they were doing or whatever, and gave him a timeline, and so the general came back with a plan, and Kissinger listened patiently to the plan and said, "General, is that the best you can do?" General thought for a while and said, "Well, actually, no. Given the time and resources we had, etcetera, we thought, well, this is the best we can do." "Well, why don't you go back and re-look at it and do it again, and see if that's the best you can do." Well, the general came back two or three more times and each time Kissinger said, "General, is that really the best you can do?" And finally the general said, "By golly, we worked on this, and I believe this is the best we could do at this point in time." Kissinger said, "Okay, that's all I wanted." [laughter] 0:10:29.8 AS: I'll read it. 0:10:30.0 DL: That's right. He just really wanted to know. So even in schools, kids learn to play the game of learning really quick. How do you get through school? By giving a teacher what they want. You don't get through school if you're super innovative... Well, you'll get through school, but you're not gonna probably get the As and master stuff if you're actually being innovative all the time and thinking outside of the box, and I think it was even Einstein got a D in physics or math or something because he kept challenging... 0:11:01.4 AS: Messing around. 0:11:03.0 DL: Yeah, he kept challenging the teacher's theories all the time. Well, that's not the way to get through school. You wanna give people the answers they expect, right? 0:11:15.8 AS: Yeah. I have a... 0:11:17.5 DL: That's the level of challenge that we're talking about. 0:11:20.3 AS: Right. I have an experience when I was 18, and I went to work in this factory, and it was a plastic molding factory back when plastic molding was done in America, and it was a very mundane job, and I would go crazy all day long waiting for the break and it would just drive me nuts. And I would be thinking about stuff all the time, and the way the company did it is they gave us three months, and at the end of three months, they'd tell us whether they're gonna keep us or not, and I started the job with a couple of other guys, some of them didn't survive, but this one guy did survive, and it was the night before we had the decision date, and I said... I asked him... We were talking about it and he asked me, "What do you think?" I said, "Man, I hope they don't offer me a job 'cause this is just gonna kill me, this is just... There is no challenge in this job." And I was like... 0:12:13.2 DL: I don't care how much they pay me. 0:12:14.5 AS: Yeah, exactly. Which I felt like must be the same answer that he was gonna give, but he gave a very different answer. He said, "Oh, I hope I get this job." And I was like, "Why?" And he said, "Because I just... I like it, I know exactly what to do. I don't have to bring the job home, I'm not facing all this stress and I can deal with that." And that was a wake-up call when I later became a supervisor at Pepsi, I was able to understand that different people have different objectives from work and different things they want from it, and some people want a big challenge and some people don't necessarily. So my question to you is, how do you handle different people that have different willingness or desire to take on challenge? 0:12:57.7 DL: Yeah, and Deming talked about that a lot in his seminars too, and one of the responses I often remember was, he said, "Sometimes people are just not in the right job." So, maybe there's another job within the company that would be much more challenging for them, but... 'Cause everybody has their own expertise that they bring to a situation, whether that's in a classroom or a job or management or whatever it might be, people have this level of expertise and maybe you're not just... You're just not being challenged to use your level of thinking and background and expertise in a new way. 0:13:40.2 AS: But in this case, that guy may not... I don't know if that would have changed anything 'cause what he was looking for from the job was not necessarily challenge. He wasn't a bad employee. In fact, he got the job in the next day, and... 0:13:54.3 DL: Well, there's two different kinds of stresses, right? There's eustress and there's distress, right? So eustress is when you are challenged by the job, and you're like, "Oh, yeah. This is great. This job's really challenging. I gotta figure this stuff out and I gotta work through this," or distress like, "These people are trying to kill me," or, "This is a... This is no fun for me. I don't like this at all. It's not something I wanna be doing," right? So a manager has to be acutely aware of who they're working with. And part of that happens in the hiring process, are you asking the right questions? And we have the phrase, "Do you have the right people on the bus?" Well, do you actually know what the bus is? What do you really want them to be doing? 0:14:46.3 AS: In fact, the person that was in trouble in that case was me. They probably... Yeah... If I had an education and I had more understanding of the world, I could have said, "Hey, could I try something else?" But I didn't have that understanding. One of the things I was thinking about that you said earlier that made me think about this situation was also that there's one thing that that other guy would respond to. And that is identifying errors or mistakes or problems because everybody is frustrated by that and because they gotta repeat their work and they just don't like that. So you could, I guess, argue that in fact, continuous improvement is something that people will be... Feel the excitement of that challenge about. 0:15:34.9 DL: Yeah, and I've encountered that with educators as well. I've had teachers just come up and tell me flat out, "I don't wanna have to think. Just tell me what to do, and I'll go do it." The problem with that is all of a sudden you're faced with, say 30 students, coming from random variation in the system coming in, and all of a sudden you're challenged with dealing with a level that you've never had to deal with before, right? And if you haven't learned to think and change and adapt and understand that situation, you're just gonna blame the individuals. "We just need some new kids here," right? Well, that's like you get that... You're in a band and you get feedback from the audience that, "Well, what you're doing really sucks," and you're thinking, "Whoa! I just need a different audience." [laughter] 0:16:37.6 AS: That's why I go to talk to my mom, 'cause she always applauds. [laughter] 0:16:41.8 DL: Yeah. There you go. So another way we can get challenged is through just novelty. So too much sameness does the opposite of challenge and it puts people into boredom and stuff. I always tell people, "If you don't believe me, just go to a local church and watch what happens after about 20 minutes of one method, one person talking, everybody just sitting there listening. And then you start to see a whole audience of people nodding their heads in agreement. But really, they're just trying to keep their heads up, their eyes open," right? And this is the same thing in a classroom. Past 10 minutes, if you're doing the same lecture format, the same thing all the time, there's no novelty there. There's nothing to look forward to. There's no challenge, or... 0:17:31.5 DL: I remember I was in a Master's Degree statistics class and it was a 3-hour class, two times a week at night, and the first class was just all lecture. This guy lectured on statistics and so everybody got it. And I remember it was not a very big class, only about 12 students, but the next class, there were only half as many there and when he got ready to start the class, these people would all get their tape recorders out and just punch all these tape recorders because students all realized that there's no point in me sitting here if that's all we're gonna do is just sit and listen for three hours, right? And the professor didn't care either. He didn't care if you're there or not. So that's kinda the opposite of challenge. 0:18:22.6 AS: When I see those heads nodding in my classroom, I always basically say, "Everybody come up to the board. I'm gonna show you something," and then I just do the next lecture with everybody standing." [chuckle] 0:18:35.1 DL: Yeah, so that's really good. So how do you get novelty? You can get novelty through music, adding color, and what you just described, adding movement. Change the situation and then watch how the behavior changes instead of leaving the situation alone and expecting a different behavior, which is, insanity kind of a thing. So you're exactly right. As soon as you see that, you should be changing the situation immediately. Do something different. 0:19:02.5 AS: I've been teaching an ethics class, and that's kind of known for being really sleepy. So what I do is I created a... This is gonna sound kind of funny, a cheat sheet for my ethics class. But basically I teach a little bit and then I tell the students, "Okay, write this down on your cheat sheet." So they have to do a physical activity and then after that we go back to a little bit of a lecture. And then I say, "Okay, now take a quiz question." Then they do that and then we look at the scores and see what they understood, and what they didn't, and basically by doing this type of thing, I'm trying to bring variety, novelty is the word you use. And yeah, and if I didn't do that in that topic, it's gonna be all sleepy, sleepyheads. 0:19:48.4 DL: Yeah, sometimes people interpret that as "Oh, alright, we're going to do an ice breaker." No, that's not novelty. Just a lot of people just look at that and just say, "Oh, just skip the icebreaker," right? 0:20:02.1 AS: Yeah. 0:20:02.2 DL: You have to bring novelty to the learning situation. So I remember when I was in college, I had a class called the Assassination of American Presidents. Fantastic class, but I remember one time we were talking about eyewitness accounts in murder cases and assassinations like that. And while the professor starts to talk about this and he's going through his points and stuff, probably he could never do it today, but these two people burst into the room with masks over their heads, demanded something from the professor, and actually got one of the students and pulled them out of the classroom with them, etcetera. And then while everybody's sitting there in panic, the professor says, "Okay, I want you to take out a piece of paper, write down everything that you saw." 0:20:53.9 DL: 80% of the students in that class swore up and down that these two masked individuals had guns and were holding people hostage. And then they had... He had the mask, people come back in. None of us got it right, because the adrenaline was there and there's novelty and all this kind of stuff, but it turns out these two guys had bananas in their hands, but we were all sure that they were guns and... But that's the problem with that, but that was so novel that every time you went to class, there was something, and then by the third class, you're kind of wary that there's some trick... Is there some trick to this or not? 0:21:39.5 DL: But still, you're paying attention, because there's something going on there. By the way, to get it challenging is to make sure it's compelling. And Deming talked a lot about the purpose of an organization and the aim, etcetera. But is the work more compelling than just the work itself? You think about... Like building the space shuttle is a good example. Well, I'm not just putting in rivets in the side of this space shuttle. I'm actually creating something that's a national heritage and we're doing something that's never been done before and... The work is compelling in that sense. Also, think about... I think Deming talked one time about most of the work in manufacturing during World War II was being done by women, as men were in the army for the most part, and they worked in teams, they communicated, they had fun in their work, but the work was also compelling. You knew you're actually building that airplane for your uncle in the South Pacific. And if you had errors in it or problems that that plane wasn't gonna fly right, you could be... Your family member could be in trouble. So, sometimes that has to be explicit that you have to understand how to make work compelling. 0:23:11.6 AS: Yeah. And I'm gonna wrap it up and then I want to also hear kind of a final word from you about a challenge to the listeners and the viewers to think about how to make things compelling. But let me go through a couple of things that we learned from this discussion. Of course, we're at part four of five part of intrinsic motivation. And right now, we're talking about the idea of challenge. And what was interesting that you said from the beginning was that, we don't get any training on intrinsic motivation, we get all this training on extrinsic motivation. Okay, here's how you do this and here's how you do the scores and here's how you do the competition. And what you also said is that it takes some complex thinking to think about creating an environment of challenge. And you also mentioned that too much challenge for some people could be overwhelming and too little would be boredom and so you've got to try to judge that for the students and people involved. 0:24:13.9 AS: And then you talked about also different types of stress and how are people responding to that stress? And I think that... When I think about that, I think about a lot of managers just wanna deliver stress. You didn't hit your numbers or whatever. And then just to wrap it up, you talked about the idea of how novelty in making things not the same all the time, whether it's music, color, emotion, whatever that is, can bring some excitement and some challenge. And then I think you wrapped it up with what really brings the most powerful challenge is to understand the aim or the purpose of what you're doing. And that purpose basically is what can raise your level of challenge. So if there's anything to add, please add it, and otherwise, let's give everybody a little challenge to bring challenge into their classroom, starting from after listening to this podcast. 0:25:14.5 DL: Yeah, I'd say just the last thing I would add to that is that, you can always get a level of challenge by having creativity involved in the process. So we're studying the Pythagorean theorem in mathematics, and so the creativity is you're to go home and apply the Pythagorean theorem in some way and come back and present it to the rest of the class. Well, that's a much different challenge than do Problems A through Z, and just come back with the answers. But thinking about introducing a level of creativity into the work is very challenging, so... 0:25:55.2 AS: So what would be a challenge for the listeners that they could bring into their own life, their own classroom, their own workplace? 0:26:05.9 DL: Yeah. It really doesn't matter what workplace we're talking about. Once you understand that these are the factors that create intrinsic motivation, you can start looking at your environment and say, "Okay, how could I make this more challenging? Could I add a level of excitement to this that was probably never even there before, a level of novelty? Or could I make this work compelling or add creativity?" I grew up on a farm in Colorado, and I used to sometimes hate that, I'd have to go out with my father to build a fence or something. And one of the first things he would say is, "Okay, so what are we trying to do here?" "Just tell me what to do." Well, what are we trying to do here, and go through this, and then why do we need to build the fence in this way?" And I'd go, "Well, 'cause its stock gets out and... " "What happens if stock gets out?" And he was doing with five whys stuff just intuitively, but after a few years, he could just say, "Hey, go out and build this fence 'cause you know how to do it," and the challenge was much greater of figuring it out on my own and having to work that through. So even something so simple as that can have a level of challenge to it. So think about how you can make just about anything you do, challenging. 0:27:28.0 AS: Great challenge for all of us. What is the purpose of what we're doing and let's bring that out. Well David, on behalf of everyone at Deming Institute, I wanna thank you again for your discussion. And for listeners, remember to go to deming.org to continue your journey, and listeners can learn more about David at langfordlearning.com. This is your host Andrew Stotz, and I will leave you with one of my favorite quotes from Dr. Deming, "People are entitled to joy in work."

「同樣是愛閱讀的人，為什麼瓦基能把說書變成一份夢幻工作，打造財務自主的人生呢？」 瓦基認為，夢幻工作的打造，其實來自生活中每一個「平凡的行動」。寫書評、架網站、錄 Podcast，每一項行動都很平凡，但如果能不斷優化、持續累積，就能成就不凡的結果。採取行動並不容易，支持他持續向前的，便是書中學到的實用方法。 瓦基說，生活的每一天都是不斷循環的 PDCA，透過計畫、實作、檢核、優化行動，持續累積便能往自己的夢想越來越近。 . 如果你覺得自己看了很多書，但卻總是無法將書本的知識實際應用在自己的生活裡，聽聽瓦基的想法與做法，也許你也能打造屬於自己的自主人生喔！ . ▍ #迷誠品Podcast EP211｜#今天讀什麼 把興趣變成夢幻工作，打造《只工作、不上班的自主人生》 來賓｜瓦基（閱讀前哨站站長） 主持｜李承軒（誠品職人） ▍ 邊聽邊讀 《只工作、不上班的自主人生》 https://eslite.me/4bmrzv . ▍ 延伸聆聽 ➢EP149｜重新定義自己的職涯與人生：《WOL大聲工作法》｜今天讀什麼〈微說書〉https://link.chtbl.com/z4ythqYT . ==本節目由正成集團贊助播出== 還想聽什麼？ 歡迎✉給誠品Podcast小組｜https://pse.is/3n59qc