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Thinking About Kaizen - Thinking About Kaizen - A Systems ViewA Systems View
Presented by
Dr. Bill Bellows
Presented by
Dr. Bill Bellows
October 24, 2009
The Second Annual SoCal Quality Conference
October 24, 2009
The Second Annual SoCal Quality Conference
Associate Fellow
Pratt & Whitney Rocketdyne
Canoga Park, CA
818-519-8209
Associate Fellow
Pratt & Whitney Rocketdyne
Canoga Park, CA
818-519-8209
President
In2:InThinking Network
Canoga Park, CA
818-489-3005
President
In2:InThinking Network
Canoga Park, CA
818-489-3005
ABSTRACT: Systems Thinking is one of the cornerstones of Lean, ABSTRACT: Systems Thinking is one of the cornerstones of Lean, but how many of us really understand what it means to be an but how many of us really understand what it means to be an "enterprise thinker?" In the new economy, the proficient utilization "enterprise thinker?" In the new economy, the proficient utilization of thinking will be a necessary condition; fundamental to business of thinking will be a necessary condition; fundamental to business competitiveness. The aim of Enterprise Thinking is to elevate the competitiveness. The aim of Enterprise Thinking is to elevate the consciousness of individual and collective thinking about sub-consciousness of individual and collective thinking about sub-systems, variation, knowledge, numbers, interactions and thinking systems, variation, knowledge, numbers, interactions and thinking patterns.patterns.
Are the following sufficient to be successful in the future?Are the following sufficient to be successful in the future?Continuous ImprovementContinuous ImprovementReducing Cost, Waste, Inventory, Variation, etc.Reducing Cost, Waste, Inventory, Variation, etc.Talking about "Working Together“Talking about "Working Together“Striving for "Zero Defects”Striving for "Zero Defects”Striving for "Zero Waste“Striving for "Zero Waste“Striving for "Satisfaction"Striving for "Satisfaction"Using Metrics for Alignment*Using Metrics for Alignment*
Among the topics of discussion will be the concepts of "better Among the topics of discussion will be the concepts of "better thinking about thinking" and "thinking together." A deeper thinking about thinking" and "thinking together." A deeper understanding of these ideas and examples of their everyday use understanding of these ideas and examples of their everyday use will provide direction for organizations to learn together and work will provide direction for organizations to learn together and work together in new ways. This session will introduce you to these together in new ways. This session will introduce you to these ideas through a series of questions that are specially selected to ideas through a series of questions that are specially selected to create awareness of a new approach to working together, learning create awareness of a new approach to working together, learning together, and thinking together. The presentation will introduce the together, and thinking together. The presentation will introduce the potential energy of integrating the management theories and potential energy of integrating the management theories and thinking of W.E. Deming, Peter Senge, Edward De Bono, Genichi thinking of W.E. Deming, Peter Senge, Edward De Bono, Genichi Taguchi, Taiichi Ohno, and others. Participants will leave with a Taguchi, Taiichi Ohno, and others. Participants will leave with a renewed curiosity about the interdependencies of our enterprise, renewed curiosity about the interdependencies of our enterprise, and new ways of thinking about value and waste.and new ways of thinking about value and waste.
AimAim
Introduce the potential energy of integrating the management
theories and thinking of
and many others...
Dr. W. Edwards Deming
Dr. Genichi Taguchi
Dr. Edward de Bono
Dr. Russell Ackoff
“A product or a service possesses quality if it helps somebody and enjoys a good and sustainable market”
Source: The New Economics, W. Edwards Deming, 1993
W. E. Deming on QualityW. E. Deming on Quality
Production as a SystemProduction as a System
Source: The New Economics, W. Edwards Deming, 1993
Receipt and test of materialsProduction, assembly, inspection
Tests of processesmachines, methods,costs
Distribution
Consumer research
Consumers
Designandredesign
Suppliers of materials and equipment
A
B
C
D
We all live downstream
Deming and ToyotaDeming and Toyota
“There is not a day I don't think about what Dr. Deming meantto us. Deming is the core of our management.”
These glowing words were spoken at the 1991 Deming Prize ceremony by Shoichiro Toyoda, president of Toyota Motor Corp.
Resource ManagementResource Management
Resource ManagementResource Management
● Allocation
Resource ManagementResource Management
● Allocation – Ours
Resource ManagementResource Management
● Allocation – Ours or Mine
Resource ManagementResource Management
● Allocation – Ours or Mine● Focus
Resource ManagementResource Management
● Allocation – Ours or Mine● Focus – Problem
Resource ManagementResource Management
● Allocation – Ours or Mine● Focus – Problem or Opportunity
●Quiz●Present State●Future State
AgendaAgenda
QuizQuiz
What is the leading use of alligator skin in the United States today?
Q1: AlligatorsQ1: Alligators
Describe how to make an Arnold Palmer (drink)
Q2: Arnold PalmerQ2: Arnold Palmer
Arnold PalmerArnold Palmer
Arnold PalmerArnold Palmer
Q3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile
Taste
Time
Possible Answers toPossible Answers toQ3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile
Taste
Time
Possible Answers toPossible Answers toQ3: Pepsi Flavor Profile Q3: Pepsi Flavor Profile
Taste
Time
Who makes the best automobile tires in the world today?
Q4: Automobile TiresQ4: Automobile Tires
Trip ReportTrip Report
ET Organization Non-ET Organization
(physical)
(people)
ET Organization Non-ET Organization
Trip ReportTrip Report
How much time is spent discussing parts which are good and arrive on time?
Q5: GoodQ5: Good
How important is customer satisfaction?
Q6: SatisfactionQ6: Satisfaction
ExpectationsExpectations
Value
Disappointment
Expectation
Expectation DynamicsExpectation Dynamics
Value
Disappointment
ExpectationSatisfaction
Expectation DynamicsExpectation Dynamics
Value
Disappointment
ExpectationSatisfaction
Delight
Q7: The Last StrawQ7: The Last Straw
Q8: GradesQ8: Grades
RS-68
What letter grade is required for all What letter grade is required for all parts purchased?parts purchased?
MaseratiGran Turismo
Q7: Cutting WoodQ7: Cutting Wood
target
Cutting WoodCutting Wood
UpperSpecification
Limit
Lower Specification
Limit
TARGET(desired value of
parameter)
“Loss to Society”
Taguchi’s Quality Loss Taguchi’s Quality Loss FunctionFunction
target
Cutting WoodCutting Wood
“Zero defects is another way of saying ‘do it right the first time’”
Quality is defined as conformance to requirements
Source: Let’s Talk Quality, Philip Crosby, 1989
Philip Crosby on QualityPhilip Crosby on Quality
Q8: AdditionQ8: Addition
What does one plus one equal?
Counting HeadsCounting Heads
AdditionAddition
“You think because you understand one you must understand two, because one and one makes two. But you must also understand and.”
Donella Meadows
Reducing Cost, Waste, Inventory, Variation, etcTalk about “Working Together”Striving for “Zero Defects” Striving for “Zero Waste”Striving for “Satisfaction”Continuous ImprovementUsing Metrics for Alignment*
*without a thinking transformation
Present StatePresent State
“The significant problems we face cannot be solved at the same level of thinking we were at when we created them.”
Albert Einstein
What is needed ?What is needed ?
Thinking that promotes better
discovery
Resource & Relationship Management (Striving for Balance)
Thinking & Learning Together - Then Working Together
Managing Customers’ ExpectationsContinuous Investment Using Thinking for Alignment
InThinking and Enterprise Thinking
Future StateFuture State
“How the world we perceive works depends on how we think.
The world we perceive is a world we bring forth through our thinking.”
H. Thomas Johnson
Enterprise Thinking (9 hrs)(AKA “Understanding Variation”)
Six Thinking Hats (8 hrs)
Kepner-Tregoe(24 hrs)
(Problem Solving and Decision Making)
Leading Systems(12 hrs)
(AKA the “Organization Workshop”)
Managing Variation as a
System(9 hrs)
The New Economics
(12 hrs)
OD(4th week,
Th/Fri, 12 -2pm PT
iscu
ssio
n
ngoi
ng
Understanding Taguchi Methods - Part 2(40 hrs)
UnderstandingTaguchi Methods - Part 1
(40 hrs)
Lateral Thinking(16 hrs)
DATT (16 hrs)irectppliedhinking
Enterprise Thinking (9 hrs)(AKA “Understanding Variation”)
Six Thinking Hats (8 hrs)
Kepner-Tregoe(24 hrs)
(Problem Solving and Decision Making)
Leading Systems(12 hrs)
(AKA the “Organization Workshop”)
Managing Variation as a
System(9 hrs)
The New Economics
(12 hrs)
OD(4th week,
Th/Fri, 12 -2pm PT
iscu
ssio
n
ngoi
ng
(4th week,Th/Fri, 12 -2pm PT
iscu
ssio
n
ngoi
ng
Understanding Taguchi Methods - Part 2(40 hrs)
UnderstandingTaguchi Methods - Part 1
(40 hrs)
Lateral Thinking(16 hrs)
Design of Experiments / Taguchi Methods – Overview (16 hrs)
ools
DATT (16 hrs)irectppliedhinking
DATT (16 hrs)irectppliedhinking
PWR’s Thinking RoadmapPWR’s Thinking Roadmap
RS-68RS-68
Questions/Comments/Feedback:
Bill Bellows
Additional InformationIn2:InThinking Network
www.in2in.org
Questions/Comments/Feedback:
Bill Bellows
Additional InformationIn2:InThinking Network
www.in2in.org
