Appreciating Systems

Appreciating Systems for Genuine Efficiency
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Are You a Sheet or Shelf Thinker? #Lean and #Vanguard

Here is a nice article from Quality Digest author Tripp Babbitt: Are You a Sheet or Shelf Thinker?

I’m not an expert in the Vanguard method, though I recognize it’s an interesting approach and one that focuses on the real place (gemba).

What Tripp mentions in his article is that people trying to improve  should first go and see the place first before trying to do something. And most of all, not blindcopying tools used elsewhere.

What would be the consequences of using tools? Well, pick in the following list, but chances are that all apply:

  • the tool might not be adapted to the actual situation under consideration (from a systems thinking point of view, we would say it does not have “requisite variety”)
  • the tool didn’t grow out of the people’s mind in the actual place. As a consequence, their mind is not acquainted to it: this is how we tag people as being “change resistant”, when the change agent is in fact “people resistant” (or a tool head)
  • applying the tool steal the thinking and the corresponding learning of their own place of the people whom you’re about to subdue with it. What kind of respect in this?
  • trying to apply a tool to a situation which you’re not an expert of (because this actual situation is as different as the other one where you took the tool from just because people are different, along with the environment, organization, etc. Different variety, that is) will make you look arrogant and pretending you have the requisite variety (false, of course). Moreover, who said you had requisite variety with respect to the place you took the tool from? Where you an expert there anyway? If yes, you’re not an expert here. If no, that doesn’t make you an expert here and now either.

The Lean coach should make his own this quote from Socrates: “I know that I know nothing“.

Do you?

 

#Lean and #SystemsThinking: Jeff Liker: Resist your machine thinking! The Lean Edge

Here is an article from renowned Jeffrey Liker about Lean and Systems Thinking.

Jeff Liker: Resist your machine thinking! » The Lean Edge.

To be adapted to your changing environment, you need to constantly adapt your system to it so it features that requisite variety as requested by its environment to achieve the desired purpose. If you don’t, your system’s variety will less and less be adapted to that of its environment, and thus its performance will degrade over time.

 

#SystemsThinking presented in #french: Université de Bretagne Sud

(for french readers)

Voici une conférence en français qui présente la pensée systémique et le référentiel d’accès à la systémique de M. Bériot. Pour tous ceux qui supportent mes divagations sur la systémique, voici peut-être des explications plus claires 🙂

 

The #Cynefin Framework: a framework to identify which decision style is best suited to a situation

Well, this is a very well done introductory video on what  the Cynefin Framework is all about. You can also read about it in Wikipedia if the video is not you most efficient knowledg transfert medium.

YouTube – The Cynefin Framework.

 

Reblog: DOING WHAT WORKS: Perspective change

Another short and nice article by Coert Visser about question that helps develop a Systems Thinking view of a situation in the mind of the person being asked: DOING WHAT WORKS: Perspective change.

The article doesn’t mentioned systems thinking, this is my link of the tswo subjects, but SF is deeply rooted in the field, so it’s no wonder the roots diffused to the core.

 

Reblog: DOING WHAT WORKS: Effective questions for helping and providing direction

Here is a very interesting article from Coert Visser about leading people by asking questions: DOING WHAT WORKS: Effective questions for helping and providing direction.

Also, follow the inner link to “Constructive and Activating Management Techniques” on the same topic.

Telling is straightfoward and not helping people learn. Indeed, people just take what you say and either accept or reject it. Of course, some rare people are able to say things crafted in such a way that it makes people think deeply about it and help them get insights about whatever it is that the discussion is about. Milton Erickson comes to mind for instance.

For the more mundane people like me, asking questions is a way to gently push people to think about an issue and by this way step by step creating in their mind a systemic representation of what you’re trying to get through to them. “What else?” is for instance a powerful yet simple question that fosters deep thinking (used in Systems Thinking or Solution Focus).

Socrates used this a lot of course, but it somewhat had not benefitted him 😉

What else are you using to make people stop-and-think?

Reblog: Lessons Learned About Building Commitment to #Change

Here is a nice article from Daryl Conner (change thinking): Lessons Learned About Building Commitment to Change | Change Thinking.

I obviously like the article because it appeals to my beliefs, that to change others, you need to change yourself first, which is letting go of strictly controlling the change (or be prepared to deal with resistance – which I don’t call change management but change coercion.)

Don’t try to feed people soup they won’t like but invite them to add their preferred ingredients to the soup, so you’ll all eat it happilly together.

It might not be your preferred soup (but even then, you might be surprised) or the one you wanted in the first place, but a soup that is appreciated by all the ones that need to eat it.

In systems thinking, some say that to change a system, you need to become part of it, otherwise you can’t.

Learning courses for #SystemsThinking

March 10th, 2011 Posted in Systems Thinking Tags: , , ,

#Lean may very well increase your employees intelligence…

Reflecting on my previous quick post (I really need to add value instead of just repeating what I’ve read elsewhere…) I made the link between these five practices that help increasing one’s cognition, and Lean. The practices, should you not want to read the previous post, are:

  1. Seek Novelty
  2. Challenge Yourself
  3. Think Creatively
  4. Do Things The Hard Way
  5. Network

There’s Systems Thinking playing behind the scene here as I feel (like the referred blog post’s author Coert Visser) that they are all related to one another. Let me review each point in turn and discuss it from a Lean point of view.

Seek Novelty

By constantly trying to improve the company, Lean managers strive to maintain a state of permanent change. That is, a state where nothing stays as it is forever and people need to improve constantly, thus change and fin new ways of doing things. Novelty can be found in, for instance, the 5M:

  • Methods: innovate new ways of building the widgets your company sells
  • Man: rotate or change job to discover new places in the company
  • Materials: seek new ways of using your materials, or new materials altogether to improve your widgets (or reduce your costs)
  • Machines: innovate with your machine usage: error-proof devices (poka yoke), automatic unloading (hanedashi), arranging machines into cells, etc.
  • Mother Nature: how can you innovate with the constraints of your envionment to be more efficient? Or innovate in ways to preserve the environment?

Well, you can extend the 5M to 8M if you like, you get the point.

Challenge Yourself

Lean is continuous improvement and this rythms with constant challenge: how to reach that next better point from where you are? I don’t have much to say as this is rather obvious…

Think Creatively

Again, this is what a sensei requests from employees, for instance in A3 problem solving. From Toyota Kata, one knows that constant questioning is required: what’s the problem? why is this a problem? How do you know? What could another solution be? How will you check the results? How will you “sell” your proposal to colleagues (nemawashi)?

Some of the harder problems would probably mandates to think out of the box (as Einstein said, one cannot solve the problems with the same state of mind that created them).

Do Things The Hard Way

This means, do your homework. Don’t rely on others to do it for you or rely on devices to do it for you. If TPS is not hard way, I don’t know what it is! 🙂

Network

Well, I can see two networking tools in Lean: A3 and Hoshin Kanri: they make you meet others, discuss the topics with them, have creative and hard discussions and so exchange possibly differing points of views. A good way to maintain brain plasticity, for sure.

Conclusion

It is said that Lean takes ordinary people to achieve extraodinary results by making them constantly improve the processes they work in. Now, studies have shown that it also turns these ordinary people into extraodinary ones.

Given the flow of past Toyota employees moving to the Lean consulting business, I tend to believe there might be some truth in these studies.

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