flow efficiency, people and unlearning (last2014)
DESCRIPTION
In the battle of the operating strategies, resource efficiency is the organisational incumbent. How do you fuel a culture aligned to a common vision, one of continuous improvement and adaptation as opposed to mindlessly following rote process and procedure? How can you ask your people to adopt flow as their prevailing mindset?TRANSCRIPT
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Changing Mindsets
Wayne
People, Flow and the Art of Unlearning
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Resource Efficiencywhat the hell is it and why does it suck?
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Boss
Executive
Manager
Supervisor
Supervisor
Executive
Manager
Supervisor
Supervisor
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1. M
ake
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3. M
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Pins
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Pack
Hol
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Pin
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1 Craftsman20 pins per day
10 Resources48000 pins per day
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The man whose whole life is spent in performing a few simple operations…has no occasion to exert his understanding or to exercise his invention…
…he becomes as stupid and ignorant as it is possible for a human creature to become…
…the torpor of his mind renders him incapable of relishing or bearing a part in any rational conversation…
…the uniformity of his life corrupts the courage of his mind, and makes him regard with abhorrence an irregular, uncertain, and adventurous life…
…this is the state into which the labouring poor must necessarily fall, unless government takes some pains to prevent it.
Adam Smith, Wealth of Nations, 1776
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Flow Efficiencymy pretty…
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Efficient Islands Perfect State
Wasteland Efficient Ocean
Resource Efficiency
Flow Efficiency
Vision
The Efficiency Matrix
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Throw Away Processand let process emerge
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Actual Rocket Science
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vision
challenge
target condition
current condition
obstacles
P DC A
P DC A
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We strive for a predictable, high maturity organisation that continually:• Improves Employee Satisfaction• Delivers with High Quality• Improves Lead Time Predictability• Provides Slack to Enable Improvement• Simplifies Prioritisation• Provides Transparency on System Design and Operation
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PeopleLosing Faith in Mental Models is HARD
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“Waterfall works. It just works. OK?”
“Who has gone on agile training? You do know we are not going to implement purist agile round here?”
“We have always been waterfall. and we will always be waterfall. Thats just the way it is.”
“I think I'm just too lazy to learn anything new.”
“We aren't going to stick anything on the walls here. Its a health and safety issue.”
Resistance is Futile?
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Confronting Reality
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“we always leave project evaluation to the last minute as we are 100% committed to other projects”
“we never want the numbers to make us appear too expensive”
“no one likes doing project evaluation”
“we include a huge number of caveats, risks and assumptions with each project evaluation to protect ourselves. No one ever reads them.”
“when the caveats come true, we create a load of change requests which go through the system as another project”
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Visible Queues
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• How much contradictory evidence is being explained away?
• What comparable cases can we study?• Who can come in with a fresh perspective?• Can we manufacture a failure to help degrade the
mental model?• Can we use analogy and metaphor?• Can we use a Crystal Ball?• Can we encourage curiosity?
Unlearning Techniques
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Parting Shotcan we save everyone?