presents educational seminar lean product design · visual workflow management knowledge‐ based...

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EDUCATIONAL SEMINAR

Lean Product Design

PRESENTS

Steve StuckySr. Director of Enterprise Program Management

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LEANPRODUCTDESIGN&DEVELOPMENTPRACTICESATSTARKEYHEARINGTECHNOLOGIESMANUFACTURERSALLIANCE

May9,2019

SteveStucky

StarkeyHearingTechnologies

OUR PURPOSE

“So the World May Hear”

OUR VISION

“Better today than yesterday… Better tomorrow than today.”

OUR MISSION

“To serve our customers better than anyone else.”

3

STARKEY FACTS

PRIVATELY HELD COMPANY:Decisionsbasedonwhat’sbestforthepatientandourcustomers

QUALITY: ThelargesthearingaidmanufacturerintheUnitedStates

EXPERIENCE: TheaveragetenureofaStarkeyemployeeis14years

TALENT: Employingmorehearingaidprofessionalsandaudiologiststhananyothermanufacturer

VALUES BASED ORGANIZATION: Alwaysstrivingtodowhatisrightforourcustomers

FACILITIES22GLOBAL Doing

bus inessin over

100COUNTRIES

COUNTLESSLIVES IMPACTED

OVER 5000 employees

Global Headquarters

Eden Prairie, Minnesota

Employs 1,600 on campus Products: Standard Hearing Aids,

Custom Hearing Aids, Accessories, and Mobile Apps.

4

Deliverables,ProjectScope,theWorkoftheProject.IncludesReducing&RemovingWaste,Queues,&BottlenecksintheDevelopmentProcess

ProcessLayer

Resources

Time

R2

T2

Scope1

Scope2

R1

T1

ProjectScope

ForceRankedProjectPrioritiesandAligningCrossFunctionalResources

PipelineLayer Project Resource Allocation Forecast Summary

Project Name Project Type

Business

Priority Project Status Current

Launch

(Mth‐YY)

Design

Engineering

Group1

Design

Engineering

Group2

Mfg Engineering

Project M

anagement

Product M

anagement

Global Sourcing

Production Planning

Operations

Modified XYZ for Customer 1 Customer Special 1 1:Active May‐15 A A A A A A A A

Quality/Reliability Improvement XXX Quality 2 1:Active Jun‐15 A A A A A A A A

Upgraded Performance for Customer 2 Customer Special 3 1:Active Jun‐15 A NA A NA A A A A

Added Feature for Customer 3 Customer Special 4 1:Active Aug‐15 A NA B NA A A A A

New Feature Upgrades for General Market NPD 5 1:Active Feb‐16 A A B A A A NA NA

New Product for Existing Line NPD 6 1:Active Mar‐16 A A B A A NA NA NA

Margin Improvement for Low Tier Product VA/VE 7 1:Active Sep‐15 B A B A A B B B

Line Extension, Differentiation Expansion NPD 8 1:Active Dec‐15 B A C A A C NA C

Next Gen Platform for General Market NPD 9 1:Active Nov‐17 B B C A A NA NA NA

New Product for Asia Market NPD 10 1:Active Aug‐16 C B C A A NA NA NA

New Product for Line XYZ NPD 11 2:On Hold TBD NA NA NA NA NA NA NA NA

Component Redesign for Line XXX VA/VE 12 2:On Hold TBD NA NA NA NA NA NA NA NA

Next Gen Platform for Product Line YYY NPD 13 3:Planned TBD NA NA NA NA NA NA NA NA

Line Extension, Product Line ZZZ NPD 14 3:Planned TBD NA NA NA NA NA NA NA NA

Resource Group

STAFFING

UtilizingAgilePracticesandVisualManagementcoupledwithFacilitatedEventstoIncreaseTeamEffectiveness&AccelerateProjectWork

PracticeLayer

Goal:FrontLoadingProductDevelopmentResultinginMoreEffectiveTeams,FasterTime‐to‐MarketCycles,ImprovedProjectResults

AMENTALMODELFORLEANPRODUCTDEVELOPMENT

BeforeAfter

Time

NumberofNewProducts

InTheDevelopmentPipeline

LeanPDGainsAppliedtoReduceTime‐To‐Market

Improvingproductdevelopmentflowresultsinmoreprojectsbeingcompletedinagivenamountoftime.

0%10%20%30%40%50%60%70%80%90%100%

CurrentState FutureState

TotalRevenueVitalityRate

ExistingProducts,ExistingMarkets

NewProducts,ExistingMarkets

NewProducts,NewMarkets

“VitalityRate”measuresthehealthofthedeliverednewproductpipelinein

revenue%terms

VitalityRateMetricMeasurestheHealthoftheProductDevelopmentProcess

WHYIMPLEMENTLEANPRODUCTDEVELOPMENT?

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Future State WasteEnablersValue‐Added

Value‐Added Workinternal&external

CustomersarewillingtoPayfor– EssentialProjectWork

Enablers Non‐ValueAddedBut

CurrentlyNecessaryWork

Waste Non‐ValuedAdded&Not

NecessaryWork

Current State Value‐Added Enablers Waste

RonMascitelli:MasteringLeanProductDevelopment

IndustryStudyofHours/DaySpentCreatingValue(Informalstudyof10Industries)

HoursofValue HoursofEnablers HoursofWaste

1.7Hours3.4Hours2.9Hours

LEAN‐PDGOAL:RESOURCEPRODUCTIVITY

Deliverables,ProjectScope,theWorkoftheProject.IncludesReducing&RemovingWaste,Queues,&BottlenecksintheDevelopmentProcess

ProcessLayer

Resources

Time

R2

T2

Scope1

Scope2

R1

T1

ProjectScope

ForceRankedProjectPrioritiesandAligningCrossFunctionalResources

PipelineLayer Project Resource Allocation Forecast Summary

Project Name Project Type

Business

Priority Project Status Current

Launch

(Mth‐YY)

Design

Engineering

Group1

Design

Engineering

Group2

Mfg Engineering

Project M

anagement

Product M

anagement

Global Sourcing

Production Planning

Operations

Modified XYZ for Customer 1 Customer Special 1 1:Active May‐15 A A A A A A A A

Quality/Reliability Improvement XXX Quality 2 1:Active Jun‐15 A A A A A A A A

Upgraded Performance for Customer 2 Customer Special 3 1:Active Jun‐15 A NA A NA A A A A

Added Feature for Customer 3 Customer Special 4 1:Active Aug‐15 A NA B NA A A A A

New Feature Upgrades for General Market NPD 5 1:Active Feb‐16 A A B A A A NA NA

New Product for Existing Line NPD 6 1:Active Mar‐16 A A B A A NA NA NA

Margin Improvement for Low Tier Product VA/VE 7 1:Active Sep‐15 B A B A A B B B

Line Extension, Differentiation Expansion NPD 8 1:Active Dec‐15 B A C A A C NA C

Next Gen Platform for General Market NPD 9 1:Active Nov‐17 B B C A A NA NA NA

New Product for Asia Market NPD 10 1:Active Aug‐16 C B C A A NA NA NA

New Product for Line XYZ NPD 11 2:On Hold TBD NA NA NA NA NA NA NA NA

Component Redesign for Line XXX VA/VE 12 2:On Hold TBD NA NA NA NA NA NA NA NA

Next Gen Platform for Product Line YYY NPD 13 3:Planned TBD NA NA NA NA NA NA NA NA

Line Extension, Product Line ZZZ NPD 14 3:Planned TBD NA NA NA NA NA NA NA NA

Resource Group

STAFFING

UtilizingAgilePracticesandVisualManagementcoupledwithFacilitatedEventstoIncreaseTeamEffectiveness&AccelerateProjectWork

PracticeLayer

Goal:FrontLoadingProductDevelopmentResultinginMoreEffectiveTeams,FasterTime‐to‐MarketCycles,ImprovedProjectResults

LEANPRODUCTDEVELOPMENTATSTARKEY

6

MarketRequirements

Event

ProjectPlanningRiskMitg’nEvent

G1:ProjectInitiationG2:Concept/FeasibilityG3:ProjectPlan&BusnCaseG4:VerifiedDesignG5:ProductionReadiness

LearningCycle

Event(s)

Design3PEvent

Process3PEvent

CriticalReview&FreezeEvent

VisualWorkflowManagement

Knowledge‐Based

Development

ProductionProcess

Preparation(3P)

ConceptReview&

FreezeEvent

FinalReview&FreezeEvent

Production3PEvent

ACCELERATIONEVENTS&VISUALMANAGEMENT


M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F

8:00

9:00

10:00

11:00

12:00

1:00

2:00

3:00

4:00

5:00

Week 7 Week 8 Week 9 Week 10Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F M T W Th F

8:00

9:00

10:00

11:00

12:00

1:00

2:00

3:00

4:00

5:00

Week 7 Week 8 Week 9 Week 10Week 1 Week 2 Week 3 Week 4 Week 5 Week 6

PaRMEvent

PaRM’sreplacethetraditionalwayofdevelopingprojectschedules

From: AseriesofmeetingslookingatProjectGanttCharts..

To: Afocused,activeday‐longteambasedevent.

Win‐WinApproach:Schedulesarecreatedinafractionofthetime&withhigherqualityresults.

PaRM’sSignificantlyIncreasetheEfficiency,Speed,andQualityofScheduleDevelopment

THE“PARM”SCHEDULEDEVELOPMENTMETHOD

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TypicalAgenda1. ReviewCharterasaTeam2. DevelopalistofDeliverablesbyFunction3. BuildaDeliverablesBasedVisualProjectPlan,4. DeterminePrecedenceRelationshipsasaTeam5. DetermineResourceAvailabilities&DurationEstimates6. CompresstheScheduleasaTeam7. IdentifyandPrioritizeRisks&MitigationActions

Function

Swim Lane

Code

Team

Members

B1

B3

C3F2 G1

C2

D1

B2B2

E1

C1

D1

B3 E1F1 G1

A1

B1SProduct

Mgmt

A

B

C

D

E

F

G

Project

Mgmt

Des ign

Engrg

Software

Mfg

Engrg

Supply

Chain

Market'g

Meagan A2Team Room

15 Days

Meagan A3Concept

Rvw 2Days

Meagan A4Final Design

Rvw 5 Days

START END

SMeagan A1Compl Plan

2 Days

John B1Final VOC

15 Days

Allan C1Design Parts

30Days

Meaga

n

John

30%

Al len

50%

Luis

25%

Mike

30%

Sarah

20%

Emi ly

25%

John B2Compl Spec

20 Days

Allan C2Test Proto

20Days

John B3Update BC

2 Days

Luis D1Write Code

20Days

Luis D2Test Code

20Days

Mike E2Dvlp Layout

40Days

Mike E1Prelim Dist

Plan 20Days

Sarah F1Sourc'g Plan

10 Days

C1

F1

Sarah F2Supplier

Qual 30Days

F2Sarah F3Source Parts

30Days

B2

B2

B4

G1

Emily G2Mrkt Mtls

10Days

C3John B4Final Value

Prop 20Days

Allan C3Test Final

20DaysD2

B3Emily G1Mrkt Plan

10Days

A4B4 E3

G2

E2

F3

Meagan A5Final Gate

Rvw 2 Days

Mike E3Pilot Run

10Days

ProjectPlanningUsing“SwimLanes”approach.

Notthesameasnetworkplanning!

THE“PARM”SCHEDULEDEVELOPMENTMETHOD

Currently2/3ofallprojectsareplannedusingthismethod–Increasingmonthly.

ProcessisnewtoStarkey,withthefirstPARMheldinearly2018.


PARMEXAMPLE

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PARMEXAMPLE

ScheduleCompressionProcess:• ViewingtheCriticalPathasateam,discussopportunities&

assumptionsanddeterminewaystoreduceschedule• Captureassumptions&agreeduponschedulechanges.• UpdatechangesinMSProject• Repeatuntilcompressionresultsareminimalorgoalismet.• EstimateConfidenceIntervalforcompressedprojectschedule

asateam.

ScheduleCompressionMethods:1. EarlyStart2. ‘Parse’HighDurationActivities3. ReduceDurationEstimates

TheFirstScheduleisNeverRight.CompressionMust beapartoftheEvent

1 2 3 4 5 6 7 8

A

B

D

C

E

F

A

B

D

C

E

F

Early Start

Changed D from Start ‐ Finish to a Finish ‐ Finish with a 1/2 week delay

Change Saved 1/2 Week in Project Duration

SCHEDULECOMPRESSION

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DuringCompressionActivity…

• Capturetasklevelchangesonwhiteboardandallassumptions,especiallyfordurationreductions

• GetConfidenceIntervalestimatefromteam(Generally50%to80%dependingontheamountofcompression)

Project Compression Facilitation Target Launch Date 1‐Nov‐19

Launch Date before Compression 15‐Dec‐19

Task # Change Description Effect of Change Launch Date

15 Early Start ‐ Chg to Finish‐to‐Finish with a 10D Delay 20D to 10D Critical 5‐Dec‐19

22 Early Start ‐ Removed Predecessor Task 21 Removed from Critical Path ‐ 15D 20‐Nov‐19

33 Parsed Long Duration Task of Non‐Critical activity 8D from 20D activity Reduction of 8D 12‐Nov‐19

39 Reduced Duration by 5 Days (Assumption #1) 10D to 5D 7‐Nov‐19

42 Early Start ‐ Chg to Finish‐to‐Finish with a 3D Delay 12D to 3D 29‐Oct‐19

47 Reduced Duration by 7 Days (Assumption #2) 20D to 13D 22‐Oct‐19

# Assumptions Resource Owner

1Resource availability will be dedicated to this activity for this time frame. Other work will be reallocated

Mfg Engrg PM

2 Expedite Materials for Production Build from Key Suppliers Supply Chain SC

SCHEDULECOMPRESSION

Resources

Time

R2

T2

ReducedScopeR1

T1

ProjectScope

ASSESSINGSCOPEWITHINAPARM EVENT

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RiskIdentification:

• BrainstormProjectlevelsRisksasaTeam.

• IdentifyProbability&OccurrenceforEachRiskafterBrainstorming

• SortRisksbyHighestRPN(ProbabilityXImpact)

MitigationActions:

• DetermineRiskStrategyforHighRPNRisks(Avoid,Transfer,Mitigate,Watch,Accept)

• BrainstormActionswhichcouldbetakenforhighRPNRiskswithMitigation,Transfer,&Avoidriskstrategies

• AssignOwnership&TargetDueDates Very Low Low Medium High Very High

Very High

Total Project Risk Rating Response Plans

Due This Month

521 332 2 1

Start of Project Current

Low

Medium

High

2

1

Click to see all risks & response plans

Risk Description

3

4

5

1

2

Risk

Rating

12/1

6

1

Project #???? - Standard W ork W orkbook

Project Risk Page

Last Updated : 12/7/17

Risks

Response Plans Overdue

7 29 3

Risk

Distribution

Matrix

Impact

Probability

Open Closed Closed Past Month

1 1

3

1 2

Risk ID

Very Low

12/13

12

Owner Due Date

20 12/15

Response Plan

3/15

5 4/17

5

3 21 1

7

55

2

5

43

1

024

68

1012

14

16

Jan, 17 Feb, 17 Mar, 17 Apr, 17

Open Risks

15 14 14 13 13 12 12 9 9 7 7

12 10 9 8 7 5 43 3 3 3

97 7

6 44 4

4 4 4 3

36

31 3027

2421 20

16 16 14 13

0510152025303540

Open Risks

Return to Dashboard

Risk Report

Risk Mitigation Tracker

Backlog Deliverables To Do Doing Done

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DescriptionID

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DescriptionID

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DescriptionID

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DescriptionID

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Description

ID Name Date

DescriptionID

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DescriptionID

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DescriptionID

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DescriptionID

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ID

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DescriptionID

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Description

ID

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DescriptionID

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DescriptionID

Date

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DescriptionID

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DescriptionID

Risk

RISK TRACKER

Mitigation To Do Doing DoneDate

Risk ID

Risk ID

Risk ID

Action

Action

Action

Task 1Task 2

Task 1Task 2

Task 3Task 2 Task 1

MakeRiskMitigationactionsvisibletokeepworkprogressinfrontoftheteam

Very Low Low Medium High Very High

Very High

Total Project Risk Rating Response Plans

Due This Month

521 332 2 1

Start of Project Current

Low

Medium

High

2

1

Click to see all risks & response plans

Risk Description

3

4

5

1

2

Risk

Rating

12/1

6

1

Project #???? - Standard W ork W orkbook

Project Risk Page

Last Updated : 12/7/17

Risks

Response Plans Overdue

729

3

Risk

Distribution

Matrix

Impact

Probability

Open Closed Closed Past Month

1 1

3

1 2

Risk ID

Very Low

12/13

12

Owner Due Date

20 12/15

Response Plan

3/15

5 4/17

5

32

1 1

7

5

5

2

5

4

3

1

0

2

4

6

8

10

12

14

16

Jan, 17 Feb, 17 Mar, 17 Apr, 17

Open Risks

1514 14 13 13

12 12

9 97 7

12

109

87

54

3 3

3 3

9

77

6

4

4 4

4 4

43

36

3130

27

24

2120

16 16

14 13

0

5

10

15

20

25

30

35

40

Open Risks

Return to Dashboard

RISKIDENTIFICATION&MITIGATION

DifferentBoardsforvarioususes:

BoardType Application

TeamRoomVisualWallLargerProjects/ CrossFunctionalTeamsLongerDurations

Multi‐ProjectBoardSmaller ProjectsoraDepartmentfortrackingworkacrossmultipleprojectsbyateam

CadenceBoardMultipleSmallerProjectsin “Swimlanes”withKeyPerformanceIndicators,ProjectStatus,Schedule,andActions

KanbanBoardPullSystemforSmallerAssignmentsIdealforSustainingActivities

Pulse BoardFunctional Alignment&ReportingBoardExcellentforTopManagementReportingofIssues

VISUALMANAGEMENTAPPROACHES


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Program1

Program2

Program3

Tech#2Date

Tech#3Date

Tech#2Date

Tech#1Date

Tech#1Date

Tech#1Date

Programspublishthelatesttargetdatesto“Pull”technologiesinwhichprotectProgramsuccess

Technologyprojects“Push”thematurityoftechnologiestomeetProgramdates

Tech#2Date

KEY:DefinitionsofTechnologyhandoffsaretobeclearlycommunicatedtoalignProgramintegrationworkrequirements

TechnologydeliverydatesareProgramMilestoneswherehand‐offsoccurforneededfeatures&capabilitiesincludedinhardware,firmware,&software.

TECHNOLOGYPROJECTSANDPROGRAMDEVELOPMENT

LARGEPROJECTVISUALMANAGEMENTSTANDARD

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ProductCostReport

ProjectCostReport

Purpose:‐ ProjectCostGoal,Actuals&

ForecastsContent:‐ 4months‐ CostvsGoals‐ BreakoutofComponentsofProject

Cost‐ Capital‐ Expense‐ NREHours

Purpose:‐ ProductCostDetailsContent:‐ 4Months‐ CostvsGoals‐ SourceofEstimate

‐ ROMEstimate(Team)‐ Pre‐ProductionQuote‐ ProductionQuote

‐ TopPartsDrivingCosts‐ BreakoutofMaterial,Labor&

Overheads

Schedule/MilestoneReport

Purpose:‐ ScheduleDetailsContent:‐ GateDates(PlansvsActual)‐ MilestoneCumulativeChart‐ Milestones(PlansvsActual)

ProjectDashboardReport

Purpose:‐ DisplaysTopLevelViewofProject

MetricsvsGoalsContent:‐ Metrics(G/Y/R)‐ Milestones‐ GateDates‐ ProductCosts‐ ProjectCosts‐ Risks&Issues

STANDARDSFORPROJECTREPORTING

VisualWorkflowManagementwithfrequentstand‐upmeetingsActiveprojectsarecurrentlylessthan½theaveragetimefromopentoclosecomparedto1yearago

TEAM

TASK MANAGEMENT

Not Started Work In Progress Done

ACTIVE PROJECTS

4

5

6

1

2

3

MILESTONES

1 2 3 4 5 6 7 8

4

Rev Loss

Avoid

Plan Start

Act'l Start

3

Maint Busn

1

Growth

2

Cost

Priority

Object-ive Ove

rall

Sta

tus

Req'd Launch

Est. Launch

Project Name Priority

Project Name

Project Leader

Project BacklogBacklog

Kick-Off Name Name Name Name Name Name Launch

SprintEnd

12/1/15

12/10/15

5/15/16

5/15/16

Project Top Customer

John Roberts

ProjectAdjacent Market

ProjectLong Shot

Project Slam Dunk

Project Must Do

Project Want to Do

Project Nice to Have

Project New Customer

Project Quality Impr

Project Comp Obsol

Sally Jones

Meghan O'Malley

Luis Ochoa

11/15/15

11/15/15

12/1/15

1/1/16

1/1/16

1/15/16

3/1

3/15

2/15

2/15

1/15

3/15

2/15

3/1

4/1/16

4/1/16

3/1/16

6/1/16

5/15/16

5/15/16

Name Date

Task Description

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Name

Name

Name

Name

EffectiveWaytoManageMultipleProjectsWhichFollowaSimilarSetofMilestones

BacklogofProjectsinPriorityOrder

ActiveProjectsinPriorityOrder

KeyInformation:‐ ProjectName‐ ProjectLeader‐ Priority#‐ Objective‐ PlannedStart‐ ActualStart‐ DateRequired‐ OverallStatus

CommonMilestonesforTrackingProgresstoCompletion.(ActualvsPlannedDates)

TaskTrackingbyResourceforCurrentActivity

IssuesHighlighted

Y– AtRiskR– NeedsHelp

MULTI‐PROJECTCADENCEBOARD


13

GanttChart:Deliverables/KeyActivitiesLevel

UpdatedGanttChart:NewCriticalPath/DeliverablesforNextSprint

Sprint/ScrumforTaskManagement

INTEGRATINGWATERFALL&AGILE

WaterfallContinuum Agile

HighLevelProjectPlanwithCriticalPath SprintTaskBoardwithTasksandOwnershipLinkedtoProjectPlanBacklog Deliverables To Do Doing Done

Date

Name Date

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DescriptionoftheWorktobedone

ID

Tag


STARTOFSPRINT

Currently20departmentsareinvolvedwithVisualManagementpractices.

Allareassignedauniquetagcolorwhichisstandardthroughoutthebusiness

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DoneDoingTo DoDeliverablesBacklog

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CriticalPathTask

“AtRisk”Task

BlockedTask/HelpNeeded

DURINGTHESPRINT:RUNNINGTHESCRUMMEETINGS


Backlog Deliverables To Do Doing Done

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SprintTaskBoardWithCompleted&BackloggedDeliverables&Tasks

ProjectPlanisupdatedbytheteamatendofSprint

Fast‐Tracking&ScheduleCrashingisdoneasrequiredtomaintaintheoverallschedule

EndoftheSprint: Teamevaluatestheworkcompletedvsplans,adjuststheGanttChart&CriticalPath TeamconductsaSprintReviewwithSponsors ASprintRetrospectiveisheldbytheteamforcontinuousimprovementpurposes(+/deltas)

ENDOFSPRINT:SPRINTREVIEW/REFLECTION

15

Stand‐Up Meeting Agenda

Critical Path Items / Support Discussion (Red Flag Deliverables)

Issues Update ‐ Who is Blocked / has Issues & not on Critical Path

Rest of Team Updates (At the Board)

o What has been done between this stand‐up & previous stand‐up?

o What will be done between this stand‐up & the next stand‐up?

o Are there any other issues?

Any Additional Risks / Concerns from any Team Member

ShortinDuration&Focused…RespectingPeoplesTimeisKey!

THESTAND‐UPMEETING

Urgency Frequency Situation

Critical 2timesperDay Emergencies,Fire‐Fighting,JustpriortoLaunch

VeryHigh Every Day Projects behindscheduleandmayneedalargeamountofcoordination

High 3timesperWeek Typicalprojectswithhighschedulepressure

Low 2 TimesperWeek Projectswithlowerschedulepressureorlowerpriority


MYLESSONSLEARNEDFROMLEANPRACTICEIMPLEMENTATION

• Implementchangesatthepacetheorganizationcanadopt• Not“TooMuch,TooSoon”

• Focusonthequality&speedofstand‐upmeetings• Value‐Addtimespentbyteamsdrivesadoption

• ContinuousImprovementofVisualManagementStandards• Identifywhat’sworking&whatisn’tworking

• Benchmark,experiment,iterate,&improve

16

OPPORTUNITIESAHEAD…

• BroadeningadoptionofaccelerationeventsbeyondPARMs• MarketRequirementsEvents/RapidLearningCycles

• UtilizingVisualManagementforLeadershipUpdates/Reviews• Leanprojectreporting– ValueAddforteams&leadership

• FurtherimprovementsinValueAddtimespentinevents&stand‐ups• “RaisingtheBar”throughcompetencydevelopment&coaching

THANKYOUMANUFACTURERSALLIANCE

STEVESTUCKY

17

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