PowerPoint Presentation · EDCA 3 Ways of Looking at the Lean Cycles of CAP-Do – SDCA – PDCA -...
Transcript of PowerPoint Presentation · EDCA 3 Ways of Looking at the Lean Cycles of CAP-Do – SDCA – PDCA -...
10/24/2017
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The Cascading Effects of Lean in Your Marketing
Explore
Do
Check
Act
Standard
Do
Check
Act
Plan
Do
Check
Act
Lean Thinking Practices
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Lean Thinking Practices
Explore
Do
Check
Act
Standard
Do
Check
Act
Plan
Do
Check
Act
Check
Act
Plan
Do
Lean Thinking Practices
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Explore
Do
Check
Act
Standard
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
3 Ways of Looking at the Lean Cycles of CAP-Do – SDCA – PDCA - EDCA
1. As Tools
2. As Structure
3. As Patterns of Behavior
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Lean is Simple: Find a Problem, Solve a problem
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA Standard
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
Existing Company
• Capture what we are doing
• Create Standard Work
• Improve/regain a standard
• Try something new
Lean is Simple: Explore an Idea, Scale What Works
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Explore
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
Startups:
• Confirm our intentions
• Explore our ideas
• Test with Learning Launches
• Standardize what works
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Lean is Simple: Start with the Known
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Check
Act
Plan
Do
PDCA
EDCA
Marketing Experiments:
• Confirm our intentions
• Determine use of existing
• Test Learning Launches
• Explore new ideas
Funnel of Opportunity
Step 1:
Key Customers
Step 2:
Job Mapping
Step 3:
Force/Field Analysis
Step 4:
Our Promise
Step 5: Sales/Market
Activities
Step 6:
Branding
Step 7:
Resources Investments
Step 8:
Cluster
Step 9:
Co-Create Vision
Step 9:
Identify Adjacencies
Step 11:
Listening & Learning
Step 12:
Sustain & Grow
Core Value Steam
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Life Workflow
• Built first go-cart at the age of 5
• Joined 82nd Airborne which led to college as a welder and the
help of the GI bill.
• Starting as a welder, progressed to become the president of a 1.6 million dollar
construction equipment manufacturer. Left 6-years later when it was at 12 million
and paid out 6 to 7-figure profits on an annual basis.
• Started a manufacturing company with 2 file cabinets and created a 5 million
dollar company in 3-years.
• Home Décor brick and mortar store (wife was the talent).
• Sales and Marketing Freelancer using Lean Practices Who Are These Guys?
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Action Result
Elmo St. Lewis
John Wannamaker
Daniel Craig
Action Result
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VUCA • Volatility: The nature and dynamics of change, and the nature and speed of
change forces and change catalysts.
• Uncertainty: The lack of predictability, the prospects for surprise, and the sense
of awareness and understanding of issues and events.
• Complexity: The multiplex of forces, the confounding of issues, no cause-and-
effect chain and confusion that surrounds organization.
• Ambiguity: The haziness of reality, the potential for misreads, and the mixed
meanings of conditions; cause-and-effect confusion.
IF IT IS NOT DISTRIBUTED NOW, IT SOON WILL BE
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Complex
(unknowns unknowns)
Complicated
(knowns unknowns)
Chaotic
(unknowables)
Obvious
(knowns knowns)
Disorder
(unclear of any)
Cynefin Framework: Boone & Snowden
Complex
(EDCA)
Complicated
(PDCA)
Chaotic
(CAP-Do)
Obvious
(SDCA)
Disorder
(Culture/Vision)
Lean is Simple
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Standard Work
Continuous Improvement
Exploration,
Emergence
Reflective
Culture
Lean And Cynefin Framework
Obvious
Disorder
Chaotic
Complex
Complicated
SDCA
CAP-Do EDCA
PDCA
Vision
Vision Target
Condition Current
Condition Obstacles Challenge
1 2 3 4
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Current Condition
Vision Challenge
Target
Practice
SDCA
CAP-Do
EDCA
PDCA
Vision Target
Condition Current
Condition Obstacles Challenge
1 2 3 4 Events (Reactive)
Patterns (Adaptive)
Structure (Creative)
Mental Models (Reflective)
Vision (Generative)
Levels of Perspective From the work of Daniel Kim
Current Condition
Vision Challenge
Target
Practice
SDCA
CAP-Do
EDCA
PDCA
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Positive VUCA • Volatility yields to Vision
• Uncertainty to Understanding • Complexity to Clarity • Ambiguity to Agility
Lean is Simple
Events (Reactive)
Patterns (Adaptive)
Structure (Creative)
Mental Models (Reflective)
Vision (Generative) Current
Condition
Vision Challenge
Target
Practice
SDCA
CAP-Do
EDCA
PDCA
Success is not about what we
know; it is about how we learn
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Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
7 Step Hierarchy of Toyota Supplier Partnering 7 Step Hierarchy of Toyota Supplier Partnering
• Shared Lessons, PDCA, Cost Reduction Kaizen & Learning
• VA/VE, Supplier Develop, Study Groups Joint Improvement
• Data Collect, Common Language, Timely Communications Information Sharing
• Eng. Excellence, Operation. Excellence, Problem Solving Compatible Capabilities
• Measures, Feedback, Target Pricing, Cost Management Control Systems
• Alliance, Interdependence, Parallel Sourcing Interlocking Structures
• Trust, Respect, Mutual Prosperity, Genchi Genbutsu Mutual Understanding
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Mutual Understand
Interlock Structure
Control Systems
Compatible Capabilities
Info Sharing
Joint Improve
Kaizen & Learning
Current Condition
Target Condition Where would you be along path?
1 to 1 Integrated
Solo Selling
1 to Many Interdependent
Team Selling
Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
7 Step Hierarchy of
Toyota
Self-Actualization
Personal Esteem
Social Acceptance
Security
Physical Comfort
Salesperson/Acct. Manger oversees integrated actions
Salesperson coordinates direct relationships between Orgs
1 to many: Salesperson to Different Departments
1 to 1: Salesperson to Buyer
Integrated, Realization of fullest potential
Interdependent: Valued by both sides
Cooperative: Reduced risk, Forecasting
Basic: Operational, Efficient transactions
Desire of
Organizations Maslow Role/Responsibility of
Salesperson
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Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
Integrated
Solo Selling Interdependent
Team Selling
1 to Many
“We tend to over-estimate the impact of
technology in the short term and
underestimate in the long term.”
— Roy Amara, Institute for the Future
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Future Trends Timeline
2019: Eye-Controlled Technology
2026: Smart Clothing
2030: Carbon Breathing Batteries
2034: Cheap Solar Power
2037: 3D Printing in
Home
2040: Germ-Line Genetic Modification
2045: Commercial
Fusion Power
2049: Calcite Aerosol
Geoengineering
2055: Wavetop and Undersea
Cities
SOURCES: Proceedings of the National Academy of Sciences
Do: Co-evolving: embody the new in ecosystems that facilitate acting from the whole.
Check: Co-initiating: uncover common intent stop and listen to others
ACT: Co-sensing: observe and connect with people and places to sense the system from the whole
Plan: Co-creating: prototype the new in living examples to explore the future by doing
Learning by reflecting on the experiences of the past
Learning from the future as it emerges
Do Check
ACT Plan
HOW TO Reflect (CAP-Do)
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Do Check
ACT Plan
Do Check
ACT Plan
HOW TO Reflect (CAP-Do)
Do Check
ACT Plan
HOW TO Reflect (CAP-Do)
What resources will we need? People, Time, Money, Skill
• Find Owners • Keep Score • Prioritize
What key questions do we need to ask and answer?
• Develop Review • Collect Data • Improve Plan
How will we know success and for whom? What are the new measures of success?
• Monitor Progress • Collective Action
What is our minimum trial? What will we learn?
• Customer Needs • Determine Drivers • Define Indicators
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Do Check
ACT Plan
HOW TO Reflect (CAP-Do)
P: Pause (Presencing)/Plan
• Are the stories clear, concise and relevant?
• Stories created in Check = Act (Divergent views are important)
• Isolate and group key assumptions
• Decide what to: Stop, Continue, Do Different, Start
Do Check
ACT Plan
HOW TO Reflect (CAP-Do)
D: Do (Enact our Decision)
• Stop what we don’t want to do
• Create Standard Work for what not to change (SDCA)
• Create Hypothesis for what to change (PDCA)
• Create Plan to start something new (EDCA)
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HOW TO Reflect (CAP-Do)
D: Do (Enact our Decision)
• Stop what we don’t want to do
• Create Standard Work for what not to change (SDCA)
• Create Hypothesis for what to change (PDCA)
• Create Plan to start something new (EDCA)
SDCA Decisions
EDCA Dilemmas
PDCA Problems
Complexity
Uncertainty
HOW TO Reflect (CAP-Do)
SDCA Decisions
EDCA Dilemmas
PDCA Problems
Complexity
Uncertainty
Integrated
Solo Selling
Interdependent
Team Selling
1 to Many
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HOW TO CREATE STANDARDS (SDCA)
Act Std.
Do Check
• Commitment – Level of commitment is expected from the individual
• Connection – A path for support through conversation is provided (Andon)
• Clarification – Minimum standard is explicit • Visualization – Line of Sight • No Budget = No Standard • No Documentation = No Standard • No Strategy
Act Explore
Do Check
HOW TO EXPLORE (EDCA)
• Creativity: Envision past ideas to structure, adapting to changes, learning new ideas
• Conviction: Deep sense of purpose with the ability to sustain interest and effort in a long-term goal
• Challenge: Offers unique perspectives from customer’s viewpoint based on their value and economic drivers
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Act Explore
Do Check
HOW TO EXPLORE (EDCA)
Evaluate Differently, Not Less: How well plan is executed not the outcome
• Sufficient time into planning and analyzing?
• Are experiments well constructed? Meet the notion of a minimum viable experiment.
• Are predictions getting better?
• Are the unknowns (dilemmas) well thought out?
• Are changes based on facts or opinions? Are we facing facts quickly and decisively?
The Importance of EDCA
Time
Revenue & Product
Innovate
Innovate Disruptive Innovation • Design Thinking • Blue Ocean
Incremental • Red Ocean
EDCA • What is your core value stream? • What is the job being done? • What is your promise? • How will you learn? • What will do differently?
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Act Plan
Do Check
HOW TO IMPROVE (PDCA)
• Concern: Locate the point of concern or cause through Who, What, Where, When
• Cause: Identify root cause verifying with data
• Countermeasure: · Develop countermeasures utilizing user stories and place on visual board, prioritize
Determine Sales/Marketing Current State Empower Customers, Engage Prospects, Explore New (work from right to left)
1. Define a value stream based on core product/service
and capabilities
2. Complete blue section for key accounts &
corresponding green for ourselves
3. Cluster key accounts with other similar customers
within value stream
4. Complete blue section for value stream &
corresponding green for ourselves
5. Reflect on the process (CAP-Do) and create standard
work (SDCA).
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Explore
(Pre-Purchase)
Engage (Purchase)
Empower (Post-
Purchase)
Future
Who your Customer wants
to become
Place/Platform (Environment)
Place/Platform (Environment)
Place/Platform (Environment)
Product/Service (use of Product)
Job we were hired to do
Job they wanted done
People (Users) People (RAPID) People
(Explorers)
Process (Interpret Value)
Process (How they Decide)
Process (How they become
aware)
Explore (Pre_Purchase)
Engage (Purchase)
Empower (Post_Purchase)
Future Customer
Who will we become
Marketing Process
(Extend/Empower)
Marketing Process
(Establish Value)
Marketing Process (Create
awareness)
Product/Service (What did we
Provide)
Product/Service (What did we
Propose)
Product/Service (What did we
Promise)
People (Supporters)
People (Salespeople)
People (Marketers)
Place/Platform (Environment)
Place/Platform (Environment)
Place/Platform (Environment)
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Determine Sales/Marketing Current State Empower Customers, Engage Prospects, Explore New (work from right to left)
1. Define a value stream based on core product/service
and capabilities
2. Complete blue section for key accounts &
corresponding green for ourselves
3. Cluster key accounts with other similar customers
within value stream
4. Complete blue section for value stream &
corresponding green for ourselves
5. Reflect on the process (CAP-Do) and create standard
work (SDCA).
CA
P-D
o
SDCA
People SDCA
Process SDCA–PDCA-EDCA
Product/Service SDCA
Place (Markets/Platforms)
SDCA-PDCA-EDCA
1.Challenge 2. Current Condition
3. Target 4. Path
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Existing Customers with New Needs
New Customers with New Needs
Existing Customers with Existing Needs
New Customers with Existing Needs
Clusters
Existing Customers with New Needs (PDCA)
New Customers with New Needs (EDCA)
Existing Customers with Existing Needs (SDCA)
New Customers with Existing Needs (PDCA)
Clusters
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PDCA: Existing Customers with New
Needs
EDCA: New Customers with New
Needs
SDCA: Existing Customers with Existing Needs
PDCA: New Customers with Existing Needs
Lean
Re-Sell Re-Gain Retain Renew Refer
PDCA: Existing Customers with New
Needs
EDCA: New Customers with New Needs
SDCA: Existing Customers with Existing Needs
PDCA: New Customers with Existing Needs
Lean
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Funnel of Opportunity
Step 1:
Key Customers
Step 2:
Job Mapping
Step 3:
Force/Field Analysis
Step 4:
Our Promise
Step 5: Sales/Market
Activities
Step 6:
Branding
Step 7:
Resources Investments
Step 8:
Cluster
Step 9:
Co-Create Vision
Step 10:
Identify Adjacencies
Step 11:
Listening & Learning
Step 12:
Sustain & Grow
Applying Kata (Deliberate Practice) to the Cycles of Lean
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Job Instruction
Job Methods
Job Relations
Level of Knowledge
Level of Skill
Training Within
Industry 5 Needs of a Supervisor
Eric Ries from his book, The Startup Way (Published by Crown Publishing, 2017)
“Tomoyama-san said something I will never forget: “This is the missing half of the
Toyota Production System. We have a system that is outstanding at producing
what we specify, with high quality, but we don’t have a corresponding system for
discovering what to produce in the first place.” He explained that Toyota had
become so advanced in its ability to efficiently produce existing products that it
had lost something of its early innovative spirit.”
- Shigeki Tomoyama (who at the time was the chief officer of the IT and ITS groups at Toyota)
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Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
PDCA = Knowledge Creation
• Knowledge is limited at beginning
• Key information not known
• Learn by experimentation
• Feedback to justify hypotheses
• Each cycle closer to the goal
Are You Hiring Learners?
Explanation
Interpretation
Perspective
Self-Knowledge
Empathy
Application
Six Facets of Learning derived from Understanding by Design by McTighe & Wiggins
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Customer Satisfaction
Just in Time Jidoka
Employee Satisfaction Basic Stability
How do you increase customer satisfaction to build brand loyalty?
How do you improve
collaboration with customers to boost joint
productivity?
How do you develop
individual/orgs know how to
increase customer productivity?
How do you encourage problem solving to better engage customers &
grow human capital?
How do you build LEARNING environments conducive to mutual trust
and develop great teams to nurture social capital?
5 Questions for
Sales & Marketing
SDCA
PDCA
EDCA
CAP-Do
Create a Learning Organization
Reflection
Lean Thinking Practices
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The Cascading Effects of Lean in Your Marketing
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