Pp slide set 12 useful lean ideas

Mar 17, 2015Download as pptx, pdf

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This document discusses six lean ideas: bottlenecks, smooth scheduling, push vs pull production, visual management, and a classification of tasks into runners, repeaters, and strangers. The document provides high-level concepts for implementing lean manufacturing principles.

Business

07/04/2014 Useful Lean Ideas 1
Useful Lean Ideas

07/04/2014 Useful Lean Ideas 2
Bottlenecks

07/04/2014 Useful Lean Ideas 3
Smooth Scheduling

07/04/2014 Useful Lean Ideas 4
Push vs Pull

07/04/2014 Useful Lean Ideas 5
Visual Management

07/04/2014 Useful Lean Ideas 6
Runners, Repeaters,
Strangers

This document discusses older people's health and care pathways. It begins by noting that the population of older people is increasing significantly and they represent a large portion of health and social care spending. It then outlines some of the differences between how health and social care are currently organized and funded. The document proposes a person-centered pathway approach with six stages from normal residence to end of life care. It provides examples of how this framework could be used to analyze spending across agencies and identify high impact investments. Finally, it discusses benefits of using this pathway approach, including providing a common language to better integrate health and social care responses.

Pp slide set 13 workforce planningTricordant

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The document outlines a workforce planning framework utilizing the tricordant model, highlighting the importance of aligning organizational identity, strategy, systems, and culture. It discusses the stages of workforce strategy development, different workforce models, and the implications of supply and demand in the higher education sector. Key considerations include resource management, talent development, and the impact of changing workforce needs within academic institutions.

Pp slide set 11 whole system ri esTricordant

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This document provides information about Whole Systems Rapid Improvement Events (WS RIEs). It discusses how WS RIEs bring together stakeholders from across a system to identify interrelated issues and implement systemic solutions. Key features include workshops over 1-2 days to generate improvements, with support from experienced facilitators. WS RIEs typically yield 15-20% improvements in efficiency and effectiveness. The document outlines case studies, costs, implementation support options, and the Tricordant methodology used to facilitate WS RIEs.

Pp slide set 10 tricordant change managementTricordant

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An IBM study found that nearly 60% of change projects do not fully meet their objectives. The document discusses various perspectives on change management and sees organizations as complex adaptive systems constantly changing. It provides a framework for whole system change management that addresses strategy, systems, culture, and identity at each stage of a change journey from the current state to the future state.

Pp slide set 9 classifiation of teamsTricordant

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This document discusses different classifications of teams within an organization. It describes primary functions as the core work units that deliver the primary purpose of the organization. Support functions provide non-critical services to primary functions. Connective functions connect and integrate primary and support functions across the organization by establishing frameworks, standards and procedures. The document provides examples of different types of functions and debates how certain roles like maintenance could fit under primary or support functions.

Pp slide set 8 leadership loadingTricordant

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The document discusses assessing a leader's "leadership loading" to determine the appropriate size of the teams they lead. It provides: 1) A table to score the complexity of the lower and higher level teams based on factors like process complexity, regulatory environment, and team stability. 2) A method to look up the leader's "comfortable" lower team size based on the lower team's score and the leader's higher team score. 3) Notes that adjustments may be needed based on the leader's skills and willingness to take on more complexity.

Pp slide set 7 integrated leadershipTricordant

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The document discusses the concept of integrated leadership, emphasizing the importance of a well-rounded leadership team that combines diverse strengths across organizational identity, strategy, systems, and culture to avoid instability and high turnover. It highlights the need for leadership to create both external alignment with market demands and internal alignment within the organization. The Tricord Leadership Diagnostic is introduced as a tool for assessing and developing leadership capabilities to foster effective collaboration and alignment.

Pp slide set 6 whole work cycles and requisite levelsTricordant

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This document discusses whole work cycles and how they can be applied at multiple levels of an organization. It describes how whole work cycles involve planning, learning, and delivering work. These cycles can occur at the individual, team, department, and organizational levels. The document also discusses how responsibilities should be assigned using the subsidiarity principle, with decisions made at the lowest appropriate level. An overview is provided of how whole work cycles integrate with classic business structures and levels of leadership.

Pp slide set 5 whole work teams and human scaleTricordant

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This document discusses human scale in work organizations. It defines the ideal size of whole work teams as between 20-39 members for optimal effectiveness. Larger teams should be split into multiple units, while smaller teams can be clustered together. The ideal size is impacted by factors like technical complexity, social complexity, and rate of change. Jobs should be designed so that individuals are not responsible for all process steps in a team, but rather have distinct roles. Finally, human scale must be considered at all levels from individual jobs to departments and the overall organization.

Pp slide set 4 tricord scoringTricordant

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The document discusses the concept of 'tricord scoring' as a framework for assessing collaboration needs within organizational teams based on shared purposes and work interdependencies. It outlines dimensions of co-planning, co-learning, and co-delivery, providing a scoring system to evaluate the necessity of formal collaborative processes among teams. The document emphasizes the importance of clustering related work units into higher organizational structures to enhance efficiency and teamwork.

Pp slide set 3 whole work unitsTricordant

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The document outlines a framework for understanding significant events that lead to creation, transformation, and inspiration within a progression or cluster of progressions. It emphasizes the importance of these events in contributing to a new identity and purpose. Additionally, it discusses the primary process flow and the differentiation of process steps through various supportive actions and evaluations.

Pp slide set 2 healthy work for whole peopleTricordant

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The document discusses the importance of creating a healthy work environment that supports employees' physical, mental, and social well-being, referencing research by Sir Michael Marmot on health inequalities. It emphasizes that job security, autonomy, and a supportive corporate culture are vital for employee health and organizational performance. Furthermore, it presents evidence that adaptive corporate cultures lead to superior business outcomes compared to insular and controlling ones.

Pp slide set 1 whole systems perspectice & tricordTricordant

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The document introduces whole systems as complex, evolving socio-technical systems that can yield unintended consequences. It emphasizes the characteristics of organizational systems, such as the short-term versus long-term effects of actions and the compensating feedback phenomenon. The document also discusses strategic components, including goals, culture, and alignment with customers through the 'tricord' model.

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