Interactive scene guides

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85. Staff developmentTalent Review & Organization Review

    1. Without a review, a gap shows only when a seat falls empty
    2. Everyone, every year, needs feedback and a development plan
    3. Review climbs level by level; feedback must return to the person
    4. Taken out is not resigned: log the funnel in two columns
    5. Capability gaps need countermeasures; succession covers two layers
    6. Retention risk stays out of a searchable database; people run the review
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86. Staff developmentTraining and Facilitation Techniques for Instructors

    1. Lecture without practice or handoff, and learners still cannot teach
    2. Class size is backed out of day three’s schedule
    3. Talk is the small part; the rest is practice and review
    4. Three steps in a line, four in a loop; three correct runs mean learned
    5. Start with the lightest move; talk privately only if it fails
    6. Class ending is not the finish: real use within 60 days counts
    7. The system keeps time and scores; people coach and give feedback
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87. GrowthTG-2 Kaizen / Simplified QFD

    1. Ranking only by importance puts effort where no gap opens
    2. Check fit first; postpone when conditions are missing
    3. Compress to about ten needs, force tradeoffs, then intersect
    4. Turn customer words into engineering targets, then see where the money goes
    5. Sketch seven each without criticism, then converge in three rounds
    6. Build models, then price risk and cost, then ask Sales
    7. Every output needs a receiver; high risk needs a backup
    8. Approval is not resources; the finish is management’s commitment
    9. Fit checks and scoring go to the system; tradeoffs and commitments stay with people
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88. Lean workplace (Gemba).Production Preparation Process

    1. The first idea is usually the old way — try better ones before you build
    2. Takt and a signed contract first — design needs a measuring stick
    3. One function at a time: seven concepts, tested in cardboard down to one
    4. No battleships: fewer parts, small machines, one-piece flow
    5. Hand it over on one sheet; it takes off only when targets are met
    6. Completeness and thresholds go to the system; trials and decisions stay with people
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89. Transactional processesTransactional Process Improvement

    1. Office waste does not pile up on the floor — it waits in someone’s inbox
    2. Bound one stretch, walk it twice, and count the waiting
    3. No solution on the table until the obstacle is defined and STOP is cleared
    4. Schedule one point in the should-be flow; measure change against current
    5. The new flow runs on Monday: train people, stabilize by hand, then automate
    6. In service work, keep every state visible — the customer’s clock runs longer than the queue’s
    7. The seven numbers and the gates go to the system; the walk and the decisions stay with people
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90. Lean workplace (Gemba).Total Productive Maintenance

    1. A machine that keeps running can still be losing output
    2. Find the loss in the value stream, then choose the machine
    3. OEE is a product: route every loss to the right denominator
    4. Cleaning is inspection: expose the defects taken for normal
    5. Repaired is not done: verify it, and change three things if it recurs
    6. Hand the daily checks to the person closest to the machine
    7. From repairing faster to not needing the repair
    8. The system does the arithmetic; the floor and the judgment stay with people
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91. GrowthValue Selling

    1. Without a customer event, the odds are your own guess
    2. Count the days you can truly sell, then split them
    3. Deals move on customer actions; the reserve must cover the PD target
    4. Turn the customer’s benefit into money, then compare with the rival
    5. Write the aim first, ask about needs, then win an action
    6. Name the people, fix the plan, then track progress against it
    7. The system does the sums; the customer’s buy-in stays with people
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92. GrowthValue Analysis Value Engineering (VAVE)

    1. Cost-down starts with what each function costs and is worth
    2. Size the margin gap, then build a funnel bigger than the target
    3. Ask what customers value, then score each function
    4. Split cost by function; target what is costly but little valued
    5. Try another way to deliver the function; prototype the paper winner
    6. Calculated savings count only after risk, approval and booking
    7. System calls the quadrant; prototypes and customers stay with people
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93. GrowthVoice of the Customer

    1. Betting big before asking the right people
    2. Fix the decision first, then choose how to ask
    3. Seven steps of preparation come before the interview itself
    4. People group the quotes; numbers set the order
    5. A need handed to engineering traces back to a quote
    6. The system judges; people listen to customers
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94. Transactional processesValue Stream Mapping of Information Flow

    1. Without measuring the queues, speeding up is just being busy
    2. Map one object’s whole journey, not one department
    3. Every department is busy, yet the application mostly waits
    4. Time on one object is not the interval between outputs
    5. Lead time is almost all queueing, not processing
    6. A burst says what to change, not just “this is bad”
    7. Merge flow without hiding quality risk
    8. Bound the queue and pace acceptance
    9. The future state is redrawn from the marked-up current map
    10. Turn opportunities into owned plans
    11. Without follow-up the plan does not finish
    12. The system counts queues and yields; people go and judge
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