Interactive scene guides

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94 / 94 items

61. Management systemObeya

    1. Each team reads its own board, and delays go unseen between them
    2. Business moves forward, the meeting walks back, problems go to the action wall
    3. Every queue has a limit; overrun goes red into the past-due column
    4. A red dot says the milestone slipped; float is a separate matter
    5. Work out takt first, then slot sheets into windows
    6. Pull what downstream asks for; a full kit is not a release
    7. Walk the wall upstream: commit, do not debate
    8. Leave uncollected data blank; do not call it zero
    9. The room is a container; fourteen steps build the mechanism
    10. The room is a demo; commitments and floor checks stay with people
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62. Management systemPolicy Deployment / Strategy Deployment

    1. Strategy stalls until it is broken down to people and months
    2. Start in July, be ready by 1 January: pick a few breakthroughs first
    3. Four sides form one causal chain; naming an owner means giving resources
    4. A solid dot owes a matrix or a plan; deploy until someone can act
    5. Every month against the original plan: yellow still needs a countermeasure
    6. Second level first; a review decides next steps and resources
    7. Rules go to the system; choices and commitments stay with people
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63. Staff developmentPerformance Management & 360 Feedback

    1. Rate by impression, and one person gets several scores
    2. Objectives are agreed in conversation, not handed down
    3. Rate each factor on one fact, against the anchors
    4. Nominate five each, then drop the extreme scores
    5. Get the score right, talk it through, then approve
    6. Attendance proves nothing; the behavior must change
    7. A new priority on the table means an old one comes off
    8. What a skip-level talk hears must reach someone who can act
    9. The system converts and checks; people decide the score
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64. GrowthProduct Lifecycle Management

    1. Without a planned lifecycle, rivals decide the fate
    2. Invest only if it pays and can be done
    3. The map tests the segment: no score, regroup
    4. Pick the curve by segment; set exit before launch
    5. No gap between generations; step prices, never jump
    6. Review on every trigger; keep the old date on a reschedule
    7. The system flags gaps; people choose the segment and exit
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65. Variation ReductionError Proofing / Poka-Yoke

    1. Rely on care and errors reach the next station
    2. Same error, different outcome by where it stops
    3. Move detection upstream
    4. Where does the wrong part stop?
    5. Prevention beats detection; control beats warning
    6. Separate detection from response
    7. Hand the number to a device, not to memory
    8. Fix only the loudest and the other cells still leak
    9. Hit the right layer or the work is wasted
    10. Three screens before a device goes live
    11. Skip a step and the device has no basis
    12. Test the device itself
    13. Keep prevention in daily work
    14. The system holds the rules; the floor designs the device
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66. GrowthPricing and Margin Management

    1. Watch only list price and discount, and money leaks off the invoice
    2. Walk one deal down to the pocket before judging it
    3. Ask eight questions first, then dig into 3–5 opportunities
    4. Read the value evidence first, then raise, hold or give
    5. Charge shipping at market rates, not at cost
    6. Approval is not cash: record five facts apart
    7. The system does the pocket-margin sums; people make the pricing call
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67. GrowthProject Management

    1. A single early figure gets treated as a promise
    2. The charter states three-way objectives; approval is the mandate
    3. Quote budgets as ranges; give every risk a plan and a trigger
    4. Split tasks, then link them, and assign people last
    5. Hand over daily in 15 minutes; never rewrite the baseline
    6. The sponsor does not take reports; the sponsor asks to see the artifact
    7. Keep new business out of signed load; lend people only on paper
    8. Close out at every gate; stop spending only when the rationale is gone
    9. The system checks scope and risk; people decide and sign
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68. Logistics pullIntegrated PSI (Production, Sales & Inventory)

    1. When sales and production plan apart, the result is shortage or excess stock
    2. First settle who decides, what is due when, and how far to look
    3. Look back first: over- and under-selling must not cancel out
    4. Keep demand unconstrained so the gap stays visible
    5. Shortfalls roll forward — bring options to the meeting, then lock the plan
    6. Take the plan down to SKUs and suppliers: a forecast is not a release
    7. The system does the arithmetic; the trade-offs stay with people in the meeting
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69. Management systemProblem Solving Process

    1. The same problem returns when only the symptom is treated
    2. State the problem, then walk back to where the cause occurs
    3. Contain what is affected — containment is not a fix
    4. Make the error impossible, then verify on the same chart
    5. Closed only when daily work owns the change
    6. Gates go to the system; the workplace and decisions stay with people
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70. Logistics pullPull System

    1. Push without demand and stock only grows
    2. Who triggered this container?
    3. Refill on use — check capacity and replenishment time
    4. Flow before adding inventory
    5. A plan for every part
    6. Count signals with units and boundaries
    7. Faster setups reshape the wheel and batch
    8. Two ten-percent figures, different inventory
    9. Hit one of six traps and kanban waits
    10. Launch the supermarket, retire the old trigger
    11. Make supplier handoffs explicit
    12. Which board route does the order take?
    13. Recalculate on change; assign maintenance
    14. The system counts and triggers; people decide where
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71. Variation ReductionThe Seven QC Tools

    1. Unmeasured defects: the loudest voice picks the fix
    2. Move the problem along the facts
    3. Turn one defect into one record
    4. Six shapes, six next actions
    5. Narrow the same defects in three passes
    6. Votes select hypotheses, not truth
    7. Association is not causation
    8. Identify data before choosing a chart
    9. Review ranges before means
    10. Freeze the ruler, not the process
    11. A signal needs a human response
    12. Chart choice and warnings go to the system; voting and checks stay with people
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72. Management systemRoot Cause Countermeasure

    1. Explain the red cell without a root cause and it is red again next month
    2. After the miss, check the commitment
    3. Validate the metric before the gap
    4. Reading out the bowler line does not define the problem
    5. Split the gap down to the point of impact to know where to push
    6. A “because” without evidence is only a hypothesis
    7. Fix events for special causes, the system for common ones
    8. Match the action to the root cause
    9. An action that misses the cause brings the red cell back
    10. Tie the numbers across the report
    11. Before “checklist passed”, name the version
    12. Two complete, distinct methods
    13. A review ends with someone taking action back to the workplace
    14. Evolve the cause map and hand off implementation
    15. Reconciliation and evidence checks go to the system; the point of impact and the actions stay with people
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