| ID |
Title |
Description |
Who
for & objectives |
Comments |
|
L
E A N - F L O W M A N
A G E M E N T
|
|
Series A: INTRODUCTION
TO LEAN-FLOW THINKING
|
CORE COURSE
|
This
5 x 1-hour module course is a basic introduction to lean thinking,
with a particular focus on how its principles may be applied
in your workplace. The five modules are:
- A-1:
Overview of lean-flow systems
- A-2:
Basics of lean organisations
- A-3:
Relentless waste reduction
- A-4:
Total feedback loops
- A-5:
Empowered problem-solving
|
The
five modules A-1 - A-5 collectively form part of this
introductory course, but can also each be taken independently.
You will share some workplace experience with others related
to lean-flow systems, and learn several key points or
skills. The course is for those who want an overview of
lean-flow systems thinking, and who are possibly looking
for ways to cut costs, increase productivity or improve
sustainability in their organisations. |
Information
about the complete Course A:
This
course consists of the 5 modules. Each module is self-contained,
so can also be taken as a stand-alone without taking the whole
course. If you take the whole course, however, there is a
discount (see voucher purchase
page) on what you would otherwise pay as 5 separate modules.
Once you have registered you will get an email asking you
for which dates you would like to attend each of the 5 modules
are the same as the ones listed below under each module A-1,
A-2, .... A-5.
|
| A-1 |
OVERVIEW
OF LEAN-FLOW SYSTEMS |
Brief
introduction to lean flow systems:
- Starting
with the client
- Establishing
value stream
- Value
Stream Mapping
- creating
an evened out pull flow
- removing
waste and imperfections
|
You
will share some workplace experience with others related to
lean-flow systems, and learn at least one key point or skill.
The
module is for those who are seeking an overview of lean-flow
systems thinking, and who are possibly looking for ways to cut
costs, increase productivity or improve sustainability. |
CORE
MODULE |
| A-2 |
BASICS
OF LEAN ORGANISATIONS |
The
basic principles behind lean thinking: The 3 P's: Purpose, Process
and People.
-
Purpose: Vision, values, deploying strategy
- Process:
Horizontal pull flow, visualisation
- People:
Engagement, Kaizen, Gemba, team spirit
|
You
will share some workplace experience with others related to
lean organisations, and learn at least one key point or skill.
The module is for those who are seeking an understanding of
lean organisations, and possibley thinking of implementing lean-flow
systems in their organisations. |
CORE
MODULE |
| A-3 |
RELENTLESS
WASTE REDUCTION
|
Forms
of disruption to flow:
- Muda
(waste)
- Mura
(unevenness) &
- Muri
(overburden)
- Eliminating
waste
- 8
wastes overview
- Evil
of all wastes: overproduction/supply
|
You
will share some workplace experience with others related to
waste
reduction, and learn at leastone
key point or skill. The module is for those seeking an understanding
of the main causes of poor quality, accidents or unnecessary
costs through anti-value or 'waste', and how to get everyone
to identify and reduce them. |
CORE
MODULE |
| A-4 |
TOTAL
FEEDBACK LOOPS |
How
to build in quality or safety in service/product:
- Importance
of immediate feedback loop systems
-
Pokayokes
- Andons
(stop cord)
- Need
for internal customer culture
- Principle
of quick and easy
|
You
will share some workplace experience with others related to
lean-flow cybernetics, and learn at least one key point or skill.
The module
is for those seeking to reduce errors and a culture of firefighting
in their organisations by implementing a more immediate preventative
feedback system. |
CORE
MODULE |
| A-5 |
EMPOWERED
PROBLEM-SOLVING
|
Solving
problems pragmatically with people at heart
- PDCA
(Plan-Do-Check-Act),
- A3
format
- 8-step
process
- 5
whys and other tools
- Recurrence
prevention vs problem firefighting
- Common
tools = common language
|
You
will share some workplace experience with others related to
PDCA problem solving, and learn at least one key point or
skill. The module is for those who wants to know how to get
the workforce involved in responsible problem-solving and
collaborative innovation.
|
CORE
MODULE |
|
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
Series
B: TOTAL LEAN-FLOW OPERATIONS |
|
|
This 10 x 1-hour module course looks at the various practical
principles of lean thinking for organisations, with a particular
focus on how its principles could be applied in your workplace.
The ten modules are:
- B-11:
Value Stream Mapping
- B-12:
Kanban System (Nagare Card)
- B-13:
Levelled Flow Management
- B-21:
Standardisation
- B-22:
Workplace Productivity
- B-23:
Total Preventative Maintenance (TPM)
- B-31:
The Kaizen Way
- B-33:
Total Quality Control (TQC)
- B-41:
Flow Accountability
- B-42:
Circle Leadership
|
The
ten modules B-11 - B42 collectively form part of this
introductory course, but can also each be taken independently.
You will share some workplace experience with others related
to lean-flow systems, and learn several key points or
skills. The course is for those who want a more detailed
understanding of all the principles of lean-flow systems
thinking and how they could apply lean management to their
own organisations. The
course is also for those seeking to understand how the
different aspects of lean-flow management and operations
interact like a mosaic to form a whole very efficiently
running system. |
Information
about the complete Course B:
This
course consists of the 10 modules. Each module is self-contained,
so can also be taken as a stand-alone without taking the whole
course. If you take the whole course, however, there is a
20% discount (£80 instead of £100) on what you
would otherwise pay as 10 separate modules. Once you have
registered you will get an email asking you for which dates
you would like to attend each of the 10 modules are the same
as the ones listed below under each module B-11, B-12, ....
B-42.
|
| B-1 |
Total Flow Management |
|
|
| B-11 |
VALUE
STREAM MAPPING |
The
basics of Value Stream Mapping:
- Horizontal
Flow
- Value
streams
- How
to map a value stream
- How
to create pull system
- Removing
non-value adding steps
- Flow
accounting
- Role
of sales & marketing
|
You
will share some workplace experience with others related to
value stream mapping, and learn at least one key point or skill.
The module is those seeking an understanding of the basic backbone
of lean-flow systems, i.e. customer value stream, and how to
map out this horizontal stream, in order to improve it. |
Must
have completed Series A or show equivalent knowledge or understanding |
| B-12 |
KANBAN
SYSTEM (NAGARE CARD) |
Exploring
the Lean-flow Kanban system (aka Nagare Card or flow card)
used in lean flow systems. Specifically we will look at:
- Kanban
as communication system
- Circular
motion of Kanban
- FIFO
principle
- Product/service
flow vs communication flow
- Flow
speed calculation
|
You
will share some workplace experience with others related to
'flow card system' (kanban), and learn at least one key point
or skill. The module is for those seeking for an efficient
horizontal communication system which maximises the supply
chain efficiency.
|
Must
have completed Series A or show equivalent knowledge or understanding |
| B-13 |
LEVELLED
FLOW MANAGEMENT |
Creating
a pull levelled flow in work:
- Just
in Time, no WIP
- One
piece process (TAKT)
- Small
batch
- Heijunka
and levelling
- SMED
- Fluctuation
management
- Nagare
relay
- Lead
time reductions
|
You
will share some workplace experience with others related to
'Heijunka' (levelled flow), and learn at least one key point
or skill. The
module is for those wanting to learn how to iron out the troughs
and valleys in their operations which so typically causes inefficiencies,
cost increases and longer delivery times. |
Must
have completed Series A or show equivalent knowledge or understanding |
| B-2 |
Total Productive Management |
|
|
| B-21 |
STANDARDISATION |
The
importance of standardising work:
- Standardisation
- Meaning
of operation standards
- Interchangability
- Multi-functional
operators
- Iteration
of standards through Kaizen
- 3
factors
- Standard
Operation Sheets
|
You
will share some workplace experience with others related to
standardisation, and learn at le for ast one key point or skill.
The module is for those seeking to understand how to maintain
consistency in the products and services while at the same time
not killing innovation and operational improvements. |
Must
have completed Series A or show equivalent knowledge or understanding |
| B-22 |
WORK-PLACE
PRODUCTIVITY |
Meaning
of productivity,
-
Jidoka (autonomation)
- Cellular
flow
- 5
S
- Zero
Accident safety
- Hazard
Sensitivity Training
- Safety
kata
- Visual
workplace
|
You
will share some workplace experience with others related to
work-place productivity, and learn at least one key point or
skill. The module is
for who want to learn some of the basic tools in increasing
productivity on the shop floor and at every level, including
the principles of visual workplace. |
Must
have completed Series A or show equivalent knowledge or understanding |
| B-23 |
TOTAL
PREVENTATIVE MAINTENANCE |
Preventative
maintenance across the board:
- Meaning
of efficiency (motion vs work)
- 100%
machine availabiliy (not capacity)
- Role
of machines
- Who
looks after cleaning, fixing problems
- Total
preventative maintenance
|
You
will share some workplace experience with others related to
TPM, and learn at least one key point or skill. The module
is for those
wanting to understand the relationship between machines and
devices at work with those using them, and the basic principles
of preventative maintenance.
|
Must
have completed Series A or show equivalent knowledge or understanding |
| B-3 |
Total
Quality Management |
|
|
| B-31 |
THE
KAIZEN WAY |
What
is Kaizen?
- 10
principles
- The
kaizen way
- 4
viewpoints of kaizen
- 4
ways to improve or change
- Kaizening
out inefficiency
- Teamwork
- Instilling
a kaizen culture
|
You
will share some workplace experience with others related to
kaizen culture, and learn at least one key point or skill. The
module is for those who want to know how to introduce a kaizen
and innovation throughout the workforce in their organisations. |
Must
have completed Series A or show equivalent knowledge or understanding |
| B-32 |
TOTAL
QUALITY CONTROL |
Qualtity
Control by all:
- Built-in
quality, Andon
- Meaning
of defects
- Hidden
defects
- Internal
customers
- Inspection
no meaning
- Dealing
with issues, data
- Avoiding
recurrence
- 7
tools, Pokayoke
|
You
will share some workplace experience with others related to
TQC, and learn at least one key point or skill. The module
is for those who want to understand the basic priniciples
of built-in quality, zero defects and total quality management.
|
Must
have completed Series A or show equivalent knowledge or understanding |
| B-4 |
Total Service Management |
|
|
| B-41 |
FLOW
ACCOUNTABILITY |
Traditional
cost accounting encrourages
- wrong
type of behaviour
- waste
is rewarded
- focus
on price not value
What
is required for lean is 'flow accounting'. This is a brief
overview of what flow accounting could be, and how to design
accounting to encourage flow efficiency and a more sustainable
operation
|
You
will share some workplace experience with others related to
flow accounting, and learn at least one key point or skill.
The module is for
those who are considering introducing lean-flow systems and
need to understanding how some accounting practices are counter-productive
to these efforts. Accountants should also join.
|
Must
have completed Series A or show equivalent knowledge or understanding |
| B-42 |
CIRCLE
LEADERSHIP |
Principle
of Cirlce Leadership:
- Learning
organisation
- Workplace
improvement
-
QC Circles
- Hansei
Circles
- Circle
meetings
- Role
of leader
- Supervisor
SQPCTM
- Development
of all staff
|
You
will share some workplace experience with others related to
circle leadership, and learn at least one key point or skill.
The module is for those who want to learn a form of leadership,
centred around circles which gets the whole workforce engaged
in reflective productivity. |
Must
have completed Series A or show equivalent knowledge or understanding |
|
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
D Y N A M I C C O - G O V E R N
A N C E |
Series C: COLLABORATIVE DECISION-MAKING |
CORE COURSE |
This
5 x 1-hour module course teaches a highly efficient and effective
form of collaborative decision-making, with a substantial amount
of time practicing the few skills to make joint decision-making
and collaboration fun and effective. The
five modules are:
- C-1:
Getting to basic consent
- C-2:
Valuing concerns & objections
- C-3:
Electing people to roles
- C-4:
Presenting proposals for consent
- C-5:
Implementing joint decisions
|
The five modules C-1 - C-5 collectively
form part of this introductory course, but can also each
be taken independently. You
will share some workplace experience with others related
to related to collaborative decisions, and learn and practice
the required skills. The course is for
those seeking a better way of teams taking decisions in
such a way as to guarantee everyone's voice has been heard
and considered, without the whole process taking great
deal of time or effort. |
Information
about the complete Course C:
This
course consists of the 5 modules. Each module is self-contained,
so can also be taken as a stand-alone without taking the whole
course. If you take the whole course, however, there is a
20% discount (£40 instead of £50) on what you
would otherwise pay as 5 separate modules. Once you have registered
you will get an email asking you for which dates you would
like to attend each of the 5 modules are the same as the ones
listed below under each module C-1, C-2, .... C-5.
|
| C-1 |
GETTING
TO BASIC CONSENT |
Consent-based
collaborative decision: Facilitating the process of reaching
consent of a group (with common goals) where a proposed solution
exists, incl:
- consent
vs consensus
- presenting
- questioning
- clarifying
- reacting
- consenting
&
- celebrating
| You
will share some workplace experience with others related to
getting joint agreement, and practice a skill learned in small
group setting. The module is for those who want learn simple
ways to participate in group decisions and to use a more efficient
way of consulting all concerned parties and getting consent
on issues. |
CORE
MODULE |
| C-2 |
VALUING
CONCERNS AND OBJECTIONS |
Welcoming
concerns or objections to a proposal, purposely drawing them
out, differentiating paramount objections, to enable deeper
decisions
- kneading
solutions
- quick
easy ideas
- referring
to working group
- initiating
picture forming
- eliciting
potential solutions?
| You
will share some workplace experience with others related to
dealing with objections, and practice a skill in small group
setting.
The module is for those who want to learn simple ways of integrating
different perspectives, to understand how to view objections
and conerns as positive warning signs and convert these into
better decisions. |
CORE
MODULE |
| C-3 |
ELECTING
PEOPLE TO ROLES |
Consent-based
technique for electing or appointing people to specific roles
(representatives, delegates, leaders), based not on voting
(weight of voices) but rather on weight of argument.
- dynamics
of rounds
- reasons
and change
- concerns
and consent
This
is a transparent and iterative process, which is fun to do.
Generally gets most suitable person for the job
|
You
will share some workplace experience with others related to
delegating and electing, and practice a skill in small group
setting.
The module is for those seeking a more effective and at the
same time fun way of electing people to roles or delegating
tasks without voting. |
CORE
MODULE |
| C-4 |
PRESENTING
PROPOSALS FOR CONSENT |
Importance
of introducing a proposal or agenda item well (desired output)
to ensure smooth handling and quick collaborative result:
-
Good, clear & concise presenting (input)
- clarity
of outcome, and getting there
- Reviewing
concerns and adjustments
- dynamic
governance
- building
in lead - do - measure loops
| In
this workshop you will share some workplace experience with
others related to introducing a proposal or agenda item, and
practice a skill learned in small group setting. The module
is for those who want to leearn how to introduce and present
a proposal in a meeting with a view of getting specific outcomes. |
CORE
MODULE
|
| C-5 |
IMPLEMENTING
JOINT DECISION |
How
to conclude and implement a proposal which has been consented
to. This includes:
- ensuring
clear wording
- where
recorded (transparent logs)
- establishing
a clear term (when to be reviewed)
- &
measure (how to assess, evaluation criteria)
- maintaining
iterative process in implementation
|
In
this workshop you will share some workplace experience with
others related to finalising decisions, and learn at least
one key skill to take away. The module is for anyone who wants
to ensure an agreement has been reached in a meeting, with
what terms and measurement.
|
CORE
MODULE
|
|
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
Series
D: DYNAMIC POLICY-SHAPING AND MEETINGS |
|
|
This 10 x 1-hour module course teaches a very effective form
of joint problem-solving which enables groups to look at issues
from multiple perspectives and tapping into collective wisdom,
as well as how to run better more efficient meetings which
are fun and effective. The
ten modules are:
- D-11:
Forming full picture of an issue
- D-12:
Jointly forming a proposal or solution
- D-13:
Selecting from multiple options
- D-14:
Reviewing proposal to consent
- D-15:
Creating dynamism in decisions
- D-21:
Opening a meeting
- D-22:
Closing a meeting
- D-23:
Preparing a meeting
- D-24:
Concluding a meeting
- D-25:
Trouble-shooting in meetings
|
The
ten modules D-11 - D-25 collectively form part of this
introductory course, but can also each be taken independently.
You will share some workplace experience with others related
to collaborative problem-solving, learn several skills
to run better meetings, and practice these so that you
can apply what you have learned in your workplace.
The
course is for those seeking a better way
of teams tackling challenges and a more efficient way
of running meetings which really mean something to all
involved. |
Information
about the complete Course D:
This
course consists of the 10 modules. Each module is self-contained,
so can also be taken as a stand-alone without taking the whole
course. If you take the whole course, however, there is a
20% discount (£80 instead of £100) on what you
would otherwise pay as 10 separate modules. Once you have
registered you will get an email asking you for which dates
you would like to attend each of the 10 modules are the same
as the ones listed below under each module D-11, D-12, ....
D-25.
|
| D-1 |
COLLABORATIVE PROPOSALS |
|
|
| D-11 |
FORMING
A FULL PICTURE OF AN ISSUE |
Facilitating
the process for group to form a comprehensive picture of a
problem, viewed from various perspectives, in order to find
a solution easily:
- brainstorm
popcorn
- eliciting
- using
cards
- grouping
& prioritising
- consenting
completeness
| You
will share some workplace experience with others related to
picture forming, and practice a skill in small group setting.
The module is for those who want to learn techniques for forming
a full picture of an issue before tackling it. |
Must have completed Series C or demonstrate equivalent consent
-building skills |
| D-12 |
JOINTLY
FORMING PROPOSALS |
Facilitating
a group in order to generate and shape proposals from a full
picture of the issues. This includes:
-
generating ideas
- reshaping
into tuners
- regrouping
- putting
forward proposals
- confirming
that all aspects have been considered
|
In
this workshop you will share some workplace experience with
others related to proposal forming, and practice a skill in
small group setting. The module is for anyone wanting to learn
ways for creating a solution proposal collaboratively.
|
Must
have completed Series C or demonstrate equivalent consent
-building skills
|
| D-13 |
SELECTING
FROM MULITIPLE OPTIONS |
Applying
the unique open process of electing roles to choosing from
multiple options. It is also an opportunity to consolidate
and practice of the technique more, specifically:
-
open ballots
- sharing
reasons
- inviting
changes
- open
discussion and
- consent
round
| In
this consolidation workshop you will share some workplace experience
with others related to selecting from multiple choices, and
further practice the skill learned in small group setting. The
module is for those who want more practice in electing, applied
to selecting from multiple choices, and consolidating this fun
skill.
|
Must
have completed Series C or demonstrate equivalent consent -building
skills |
| D-14 |
REVIEWING
PROPOSAL TO CONSENT |
Consolidation
workshop - opportunity for more practice of facilitating consent
decision-making, including managing concerns and objections,
and kneading improved solutions.
This
workshop is opportunity to consolidate and practice more the
whole collaborative decision-making process from proposal
to consent.
|
You
will share some workplace experience with others related to
getting agreement, and further practice a skill learned in small
group setting. The module is for those who want more practice
getting to consent and and dealing with objections, to consolidate
those skills in more depth. |
Must
have completed Series C or demonstrate equivalent consent -building
skills |
| D-15 |
CREATING
DYNAMISM IN DECISIONS |
Reviewing
importance of all decisions being dynamic, open to periodic
review or impromptu challenge. Specifically we will explore:
-
how to do periodic review
- revisiting
implemented proposals
- checking
for key issues
- measuring
to decide
- celebrating
mistakes to learn from
- role
improvement feedback
| In
this workshop you will share some workplace experience with
others related to dynamic decisions, and learn at least one
key skill to take away. The module is for those wanting to ensure
decisions are iterative and dynamic, subject to constant review
and refinement.
|
Must
have completed Series C or demonstrate equivalent consent -building
skills |
| D-2 |
EFFECTIVE
CIRCLE MEETINGS |
|
|
| D-21 |
OPENING
A CIRCLE MEETING |
Opening
a meetings in such a manner as to render them more effective
-
opening with check-in
- doing
administration (roles, logistics, consenting to previous
meetings, checking agenda, consenting to agenda
- lead-in
to main items
| In
this workshop you will share some workplace experience with
others related to opening a meeting, and practice a skill in
small group setting. The module is for anyone wanting to know
how to open a meeting efficiently and setting the right tone
in order to enable the meeting to run more smoothly and efficiently. |
Must have completed Series C or demonstrate equivalent consent
-building skills |
| D-22 |
CLOSING
A CIRCLE MEETING |
Exploring
how to close a meeting to ensure its effectiveness is maintained.
Specifically you will learn:
- closing
last agenda item
- checking
for AOBs
- confirming
decisions and records
- final
round for all to evaluate
- how
meeting effective, feedback to improve
- closure
| You
will share some workplace experience with others related to
closing a meeting, and practice a skill in a small group setting.
The module is for those who want to know how to close a meeting
effieciently, with all leaving positively with a sense of achievement. |
Must have completed Series C or demonstrate equivalent consent
-building skills |
| D-23 |
PREPARING
A CIRCLE MEETING |
Preparing
a meeting to ensure it can be run as effectively and smoothly
as possible. This involves a secretary, team leader and facilitator
deciding:
-
agenda (understanding each item)
- item
sequence
- desired
outcome for each item
- time
allocation
- distribution
of agenda and
- background
documents
| You
will share some workplace experience with others related to
preparing a meeting, and learn at least one key skill to take
away. The module is for those who want to know how to prepare
a meeting agenda based on good records and decision requirements
and why this is so important to be able achieve an efficient
meeting. |
Must
have completed Series C or demonstrate equivalent consent -building
skills |
| D-24 |
CONCLUDING A MEETING (MINUTES, ACTIONS) |
Exploring
what is required after a meeting to ensure the consented decisions
are acted upon appropriately and in a timely way. This includes:
- good
record of decisions taken in minutes
- actions
to be taken
- learning
points for future meetings
- minutes
given and consent
- announcements
and/or actions
| You
will share some workplace experience with others related to
concluding a meeting, and learn at least one key skill to take
away. The module is for who want to know how to follow up on
a meeting to produce minutes of the meeting, to ensure all actions
are taken and all decisions recorded. |
Must
have completed Series C or demonstrate equivalent consent -building
skills |
| D-25 |
TROUBLE-SHOOTING
IN MEETINGS |
Examining
what to do when things go wrong in meetings, a kind of facilitator's
meeting trouble-shooting guide. This includes:
-
reviews all the things that can go wrong
- understanding
the reasons
- how
to handle
- circle
vs operations meetings
| You
will share some workplace experience with others related to
trouble-shooting in meetings, and learn at least one key skill
to take away. The module is for those who want to be able to
deal with problems in meetings when things do not go well or
run into trouble. The workshop will include some practice with
a few sample problems. |
Must have completed Series C or demonstrate equivalent consent
-building skills |
|
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
P E O P L E D E V E L O
P M E N T |
|
Series
E: HITOZUKURI
- RESPECT FOR ALL
|
CORE
COURSE
|
This
5 x 1-hour module course is a overview of people-centred leadership,
with a particular focus on how its principles may be applied
in your workplace. The five modules are:
- E-1:
GEMBA Management
- E-2:
Zen-jidooka (Total Autonomation)
- E-3:
Policy Deployment (Hoshin Kanri)
- E-4:
Introduction to sociocracy
- E-5:
Lean, agile and dynamic organisations
|
The
five modules E-1 - E-5 collectively form part of this
course, but can also each be taken independently. You
will share some workplace experience with others related
to people-centred leadership, and learn several key points
or skills. The course is for those who want an understanding
of people development and Oriental (particularly Japanese)
approaches to people management. |
Information
about the complete Course E:
This
course consists of the 5 modules. Each module is self-contained,
so can also be taken as a stand-alone without taking the whole
course. If you take the whole course, however, there is a
20% discount (£40 instead of £50) on what you
would otherwise pay as 5 separate modules. Once you have registered
you will get an email asking you for which dates you would
like to attend each of the 5 modules are the same as the ones
listed below under each module E-1, E-2, .... E-5.
|
| E-1 |
GEMBA
MANAGEMENT |
Importance
of management being routed in the workplace where the work
takes place, the gemba.
- Gemba-Genjitsu-Genbutsu
- Gemba
walk
- Principle
of Go look, ask why and show respect
- Deep
listening of staff
- No
remote control management
- turnaround
specialist's secret tool: gemba
|
You
will share some workplace experience with others related to
the gemba priniciple., learn at least one key point or skill.
The
module is for those who want to gain a deeper understanding
of what is really happening where the work gets done, in a
respectful way, in order to encourage continuous improvement.
|
CORE
MODULE |
| E-2 |
ZEN-JIDOOKA
(TOTAL AUTONOMATION) |
Zen-Jidooka
is the principle of automation and autonomy in one for and
by all. It refers to processes where issues automatically
get picked up and feed back to the source.
- 'Autonomation'
- Pokayoke
- Principle
of Andon
- Immediate
feedback
- Horizontal
communication
- Monozukuri
& hitozukuri
|
You
will share some workplace experience with others related to
, and learn at least one key point or skill. The
module is for those who are interested in self regulation and
how horizonal flow feedback is crucial for smooth operational
flow. |
CORE
MODULE |
| E-3 |
POLICY
DEPLOYMENT (HOSHIN KANRI)
|
Hoshin
Kanri (Policy or Strategy Deployment / Alignment) is a Japanese
way of governing an organisation. We will explore the approach
and examples:
- Vision,
values and purpose
- Planning
to deployment
- 2-way
consultation
- Catchball
kneading
- Implementation
- 4
people principles: team spirit, empowerment, kaizen, &
communication.
|
You
will share some workplace experience with others related to
policy/strategy implementation, and learn at least one key
point or skill. The module is for those keen to understand
an approach which successfully engages the whole workforce
in implementing policies and decisions.
|
CORE
MODULE |
| E-4 |
INTRODUCTION
TO SOCIOCRACY (aka dynamic governance) |
This
is an introduction and overview of the basic principles of
sociocracy, why sociocracy is relevant, its benefits and how
it can be applied.
- Circle
method, way of circle
- Double
linking of circles
- Consent-based
decisions
- Elections
by consent
- Governing
by feedback loops
|
You
will share some workplace experience with others related to
sociocracy, and learn at least one key point or skill.
The
module is for those who want to get an overall introduction
to and understanding of sociocracy, where it has been and can
be applied. |
CORE
MODULE |
| E-5 |
LEAN,
AGILE
AND DYNAMIC ORGANISATIONS |
Exploring
how lean-flow (routine work), agile (development work) and
sociocracy (dynamic co-governance) complement each other well.
- Circle
structure
- Inclusivity
and consultation
- Co-creating
vs problem-solving
- Lean
& agile operations in sociocratic spirit
|
You
will share some workplace experience with others related to
one of the three approaches, and learn at least one key point
or skill. The
module is for those who want to understand the distinction and
areas of overlap between these while maintaining deep respect
for all employees. |
CORE
MODULE |
|
ON
DEMAND ONLY (under development)
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
OTHER
COURSE MODULES ONLY OFFERED ON DEMAND |
| L-1 |
Lean-Flow:
Comparisons |
|
|
| L-11 |
Lean
vs Agile |
Firms
talking of agility. Agile inspired by lean, two words often
interchanged, however different in important ways, must understand
to avoid applying wrong approach |
need
to know when to apply which where |
On
demand only |
| L-12 |
Lean
and 6 Sigma |
Comparison
with 6 sigma, exploring differences and considering merits and
demerits of combining the two approaches |
|
On
demand only |
| L-13 |
Lean
and TOC (Theory of Constraints) |
Comparison
with TOC (Theory of Constraints), exploring differences and
considering merits and demerits of combining the two approaches |
|
On
demand only |
| L-2 |
Lean-Flow:
Simple Tools |
|
|
| L-21 |
8
Wastes |
Overview
of 8 wastes: overproduction, idel time, transport, unnecessary
movement, excessive inventory, defective parts, unnecessary
inspection, manual processing |
|
On
demand only |
| L-22 |
7
QC Tools |
Overview
and rationale for 7 QC tools: Fishbone diagram, control charts,
Pareto charts, check sheet, stratigication diagram, histogram
and scatter diagrams |
|
On
demand only |
| L-23 |
5
S
|
Rationale
for clarity in workplace, see waste: 5 S principles: Seiri (selection),
Seiton (arrangement), Seisou (cleaning), Seiketsu (orderliness)
& Shitsuke (manner) |
|
On
demand only |
| L-24 |
4
Kaizen perspectives |
Criteria
for implementing kaizen, to achieve 4 viewpoints: more precision,
faster, safer and with more comfort or simplicity |
|
On
demand only |
| L-25 |
From
5 Whys to A3 |
Principle
of asking 5 whys to get at route cause of problem. Generally
we tend to deal with symptoms rather than looking for deeper
causes - 5 why technique, leading through PDCA to A3 solution. |
|
On
demand only |
| L-3 |
Lean-Flow:
Lessons learned |
|
|
| L-31 |
Oobeya
Big Room design |
Designing
visually and holistically from whole to part, coordination of
teams through big room display. |
|
On
demand only |
| L-32 |
Feedback
loops |
Respect
and Andon (the 4 people pillars). Andon as horizontal feedback,
Double linking for vertical feedback |
|
On
demand only |
| L-33 |
Selling
with Integrity |
Establishing
lean value streams starting with client - Sociocratic approach
for sales people improve their performance by servicing the
best interests of clients. |
|
On
demand only |
| L-34 |
Pan-organisational
Marketing |
getting
everyone to think of client and community across the organisation |
|
On
demand only |
| L-35 |
Upside-down
management |
Leading
from the bottom vs managing by remote control |
|
On
demand only |
|
|
| ID |
Title |
Description |
Who
for & objectives |
Comments |
MORE
COURSE MODULES ONLY OFFERED ON DEMAND |
| G-1 |
Overview
of meeting types |
|
|
| G-11 |
Different
types of meetings - using right kind for purpose |
Importance
to distinguish between governance meetings (requiring equivalence)
and other types of meetings, operations, scrum, appraisal, reporting.
Rationale. |
|
On
demand only |
| G-12 |
Operations
meetings |
Circle
operational matters dealt with in operations meetings, no fixed
format, often following style of elected leader. |
|
On
demand only |
| G-13 |
Agile
and Scrum meetings |
Morning
team meetings, project group scrum meetings, basic principles
(done, to do, obstructions) |
|
On
demand only |
| G-14 |
Appraisal
& Feedback meetings |
Sociocratic
Appraisal, based on standard and appraisal group… |
|
On
demand only |
| G-15 |
QC
Circle Meetings |
QC
Circle meeting usual problem-solving meeting |
|
On
demand only |
| G-2 |
Administering
meetings |
|
|
| G-21 |
Establishing
common aims of circle (VMA) |
Each
circle has its own Vision - Mission - Aims, review meaning,
and how to establsh them if not present |
|
On
demand only |
| G-22 |
Maintaining
flow in meetings |
Maintaining
harmony and flow in meetings helps maintain positive group spirit,
some simple technques to maintain flow |
|
On
demand only |
| G-23 |
Maintaining
Logbook (circle memory) for prep and review |
Log
book (circle memory): policies, minutes, decisions and review
tables. Form part of preparatory work for meetings, including
items for review, important not to stagnate |
|
On
demand only |
| G-24 |
Meetings
Overview Flowchart |
"monster
chart" |
|
On
demand only |
| G-25 |
The
4 roles in a cicle |
Operations
Leader, 2nd representative, facilitator and Secretary/Logbook
keeper (can be separate) - understanding the roles, and rationale. |
|
On
demand only |
| H |
Introducing
sociocracy |
|
|
| H-1 |
Sociocracy
- the 4 principles |
Introducing
sociocracy - system of governance guaranteeing equivalence in
decision-making through 4 principles: consent, elections, circle
structure and double-linking |
|
On
demand only |
| H-2 |
Double
Linking - the representatives |
Role
of double-linking, election of representatives, roles description….. |
|
On
demand only |
| H-3 |
Producing
organisation (ITO) |
Reviwing
workflow in Input - Transformation - Output stages |
|
On
demand only |
| H-4 |
Prototyping
(trying and review) ==> Lead - Do - Measure |
All
processes or decisions on best attempt basis, constantly prototyping
and improving, using a lead-do-measure approach |
|
On
demand only |
| H-5 |
Rewiring
the organisation (implementation) |
How
to implement sociocracy in an organisation, the steps to get
there, starting with implementation team, then top team and
trickle down effect of skills. |
|
On
demand only |
