Appreciating Systems

Appreciating Systems for Genuine Efficiency
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Advantages of using #TWI Job Instructions from @TheBilasGroup

I was searching for these in the TWI materials, and found this excellent, exhaustive list of TWI JIT advantages from The Bilas Group.

Nothing else to do. If you ever need to give arguments to a CEO about deploying JIT (Job Instructions Training), this is the list to use.

Besides, you’d better know your Management Contact Manual as well!

#Nomadisme #digital et émancipation par #Holacracy

July 10th, 2015 Posted in Change Tags: , , , , , ,



Article sympathique sur ces deux sujets ici :

Un nombre croissant d’entrepreneurs et de start-up s’affranchissent des structures managériales archaïques. Le nomadisme numérique et l’holacratie émergent. Toujours plus de sociétés mais également de services publics cherchent de nouvelles façons de travailler. Découverte en cinq épisodes

Source: Des entreprises sans chefs et sans bureaux –

“La multiplication des chefs de projet est une catastrophe managériale majeure”, affirme le sociologue François Dupuy

Excellent article relevant une visiblement excellente pensée critique du sociologue François Dupuy que je découvre.

Pour ma part, la multiplication des chefs de projet est une conséquence de l’inutilité, voire la nocivité des techniques de management actuelles (et le refus de leur remise en cause et de l’acceptation de dégâts qu’elles provoquent) : face au bazar dans l’entreprise, la seule réponse actuelle est de mettre un chef de projet pour tenter de le gérer (avec tous les paradoxes relevés dans l’article ci-dessous), alors qu’il ne devrait pas y avoir de bazar au départ ! Et quand le bazar devient trop important, on fait une réorganisation, sans remettre en cause les principes sous-jacent de la gouvernance interne de l’entreprise : encore plus de la même chose… en s’attendant à des résultats différents. Selon Einstein, c’est la définition de la folie…

Allez voir l’article sinon, il est relativement court et… percutant !

L’interview management : L’Usine Nouvelle – Qu’est ce qui vous a poussé à revenir sur un sujet dont on pouvait penser que vous aviez fait le tour dans votre… Sujets liés Entretien, L’interview management, Management, Ressources humaines – Actualité de l’industrie


An Introduction to Cost of Delay -LeadingAgile #CD3 #agile

June 12th, 2015 Posted in Lean Tags: , , , ,

Surprisingly, doing the most valuable feature first is not always the best economic decision. Don’t forget to limit your cost of delay in your portfolio.

Source: An Introduction to Cost of Delay -LeadingAgile

Excellent article: simple, clear, straight to the point. I wonder if I can introduce that in IT Operations? I mean, theoretically, yes of course. But practically… hmm.


#Sociocracy and #Holacracy

May 27th, 2015 Posted in Change Tags: , , , ,

I’ve happily discovered the “new version” of Sociocracy as 3.0. Please go check there; the link with Holacracy as a past dissidence is explicited, but seems to have been integrated in the new sociocracy. I love this new version (much clearer) and probably more than Holacracy because I find it simpler to understand. I’ll seriously consider using it especially after having read that “undercover guerilla” Sociocracy for One.

Of course, version 4.x of Holacracy is just around the corner (in open-source, on Github, whoohoo!) so I’ll have to check that one too!

Release Your Inner Genius With These 5 Tips | @FastCompany 

May 22nd, 2015 Posted in Personal Development Tags: ,

Excellent, quick-read article. I love the proposals… and it seems I’m already doing them.

In making something, whether it is a business, an app, a book, or art, we bring something into the world that could come only from us.

Source: Release Your Inner Genius With These 5 Tips | Fast Company | Business + Innovation

Reblog: MOOC 4.0: The Next Revolution in Learning & Leadership | @ottoscharmer1 

May 11th, 2015 Posted in Change, Labso Tags: , , , , , ,

Really interesting post from Otto Scharmer about the next next generation of MOOCs! I’m seeing connections with our co-creation open-source #Labso (…

Last month my colleagues and I completed a pilot of what well may be the most interesting project of my life. It was the pilot of a new type of MOOC that pushes the MOOC design envelope by blending a globally transformative platform with an eco-system of deep personal, locally grounded learning communities.

Source: MOOC 4.0: The Next Revolution in Learning & Leadership | Otto Scharmer

#Lean #A3: why do we want it to be as graphical as possible?

March 27th, 2015 Posted in Uncategorized

In case you don’t know What it is, go check here or here (Managing to Learn web site on

Basically, when I teach A3 thinking to people, I tell them that it’s not about the page format nor is it about a convenient way to display all about an issue on one sheet of paper (though, this is very convenient for sure). The important part about the A3 is hidden when you present it: it’s all the hard work that happened before presentation, when creating it.

In Lean, there’s a term for that, it’s called nemawashi which is about patiently building consensus of all stakeholders around some issue:

  • reaching agreement about the problem (and that it’s an important problem to solve now)
  • reaching agreement about the root causes
  • reaching agreement about possible solutions (more than one as the first one that comes to mind rarely is the most efficient)
  • reaching agreement about timing for implementation of experimentation
  • reaching agreement about measuring results
  • and finally reaching agreement about standardising lessons learned

So, what about all the fuss regarding making the A3 as visual as possible? Because it’s the most efficient way of having people quantify elements of the A3.

Without enforcing graphs or picturization of issue, people will spurt lost and lost of text on their A3, most of which will rely heavily on adjectives like “this is an important issue”, “process X have too much problems”, “we need to produce more parts per people”, etc.

Put a graphic and show the problem, damn it! A problem, in Lean, is a gap between reality and a target! So:

  • devise a way to represent the problem (select the kind of graphic that will show the problem, even at a distance, without lengthy explanations)
  • measure reality (I mean, quantify it with numbers so you can plot it on your graphic)
  • show the target. For this, you have two possibilities: either the customer specifications (quality or delays) or company’s goals (costs, safety)
  • it the target’s too far, you might want to first give you a smaller (though a bit stretchy), more attainable goal

What’s important is that the goal or target is NOT arbitrary. It should be based on measures as well. If you aim for 30% defect reduction for instance, it means that you somehow measured the defects, made a Pareto chart, identified what you imagine will be able to tackle in a specific time frame, and chose the corresponding defect sources as improvement goals.



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