Module 1: Strategic Thinking and Lean Management
Introduction: Module 1 content will include an exploration of the prevailing explanations of Strategic Thinking and Lean Management. These ideas will be explored in parallel with the role of mental models in shaping how we learn (“Data-Information-Knowledge-Understanding-Wisdom” (DIKUW) as a model) and also interact with the world around us, thereby continuing to build a foundation for understanding and applying the management philosophy of Dr. W. Edwards Deming.
Module Objectives:
1. Explain the fundamental goals of Strategic Thinking** (CO#2)
2. Explain the fundamental goals and history of Scientific Management** (CO#1)
3. Explain the fundamental goals and history of Lean Management** (CO#1)
4. Explain the DIKUW mental model for levels of content of the human mind** (CO#3)
5. Describe the function of a Learning Capacity Matrix** (CO#4)
6. Describe the function of a Reflections Journal** (CO#4)
7. Explain the skills for managing interdependent actions (CO#2)
** To fellow classmates
Knowledge Check Questions:
- In the DIKUW model, “information” can be explained as the use of “what/where/when/extent, when describing a news story? (True / False)
- Genichi Taguchi is commonly considered to be the "Father of Lean," also known as the Toyota Production System (True / False)
- While the act of taking apart a washer can help one to explain how it works (“Knowledge”), this effort does not explain the volume of clothes the washer can clean (“Understanding”) (True / False)
- In the Red Bead Experiment, Dr. Deming explains why red beads are caused by the willing workers (True / False)
Assignments:
Module 2: The Machine That Changed the World
Introduction: Module 2 content will continue to look at Lean Management, including the concepts of value streams and the principles of lean, and a review of the book which started the Lean Management revolution, The Machine That Changed the World.
Module Objectives:
1. Explain the three forms of production discovered by the MIT study which resulted in publication of The Machine That that Changed the World** (CO#1)
2. Explain the fundamental principles of Lean Management** (CO#1)
3. Explain the connection of Dr. Deming to the Toyota Production System** (CO#2)
4. Explain Michael Porter’s “5 Forces” model of competitive strategy** (CO#2)
5. Explain the skills for managing interdependent actions** (CO#2)
6. Explain the DIKUW mental model for levels of content of the human mind** (CO#3)
7. Describe the function of a Reflections Journal** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- The “5 Principles” of lean include: A) Value stream mapping, B) Use of a Micro System Model, C) Establishing a pull system
- Lean Management and the Toyota Production System are synonymous terms to explain how Toyota operates? (True / False)
- Michael Porter's “5 Forces” model includes the “Bargaining Power of Buyers” ? (True / False)
- The “Machine” referenced in the book by Womack, Jones, and Roos, The Machine That Changed the World, is the A) Airplane, B) Automobile, or C) Personal Computer
Assignments:
Module 3: Super Models, Mental Models, and Interdependent Value Streams
Introduction: Module 3 content will continue to explore the mental models of Lean Management and how they compare to the mental models of the Deming Philosophy. Topics will include value streams, the Macro and Micro System models, and a proposal for distinguishing reforming from transforming, as well as a reformation from a transformation.
Module Objectives:
1. Explain the mental models of Lean Management and the Toyota Production System** (CO#1)
2. Explain the difference between independent and interdependent value streams** (CO#2)
3. Explain the mental model of Mixed Model Management** (CO#3)
4. Explain the difference between reforming and transforming** (CO#3)
5. Explain the skills for managing interdependent actions** (CO#2)
6. Describe the function of a Reflections Journal** (CO#4)
7. Describe the function of a Learning Capacity Matrix** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- The value streams explained by the authors of The Machine That Changed the World are based on a mental model of a value stream defined by “independent” efforts? (True / False)
- Rearranging the deck chairs on the cruise ship, the Titanic, would be an example of “reformation”? (True / False)
- Mixed Model Management includes the mental models of Macro Systems and Micro Systems? (True / False)
Assignments:
Module 4: It Depends: Rethinking Prevailing Approaches to Improvement
Introduction: Beginning with a review of Dr. Deming’s System of Profound Knowledge, Module 4 content will explore prevailing approaches to improvement, including Six Sigma Quality, Operational Excellence, Lean Management, and the Shingo Model. Topics will include the Deming Chain Reaction, Management by Extremes, Plan-Do-Study-Act, Plan-Do-Check-Act, and Define-Measure-Analyze-Improve-Control.
Module Objectives:
1. Explain the history and applicability of Dr. Deming’s System of Profound Knowledge (CO#2)
2. Explain the skills for managing interdependent actions** (CO#2)
3. Describe the function of a Reflections Journal** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- To paraphrase Dr. Deming, “The 14 Points for Management follow naturally from an understanding of his System of Profound Knowledge? (True / False)
- Six Sigma Quality defines quality in terms of conformance to requirements? (True / False)
- The Deming Chain Reaction defines quality in terms of conformance to requirements (True / False)
Assignments:
Module 5: Deming Distinctions - Beyond Looking Good
Introduction: Module 5 content will explore The Deming System of Profound Knowledge® and aspects of the Deming Philosophy which are distinct, including thinking which is “beyond looking good.” Topics will include “Management by Means,” a mental model created by Dr. Tom Johnson to interpret the Toyota Production System.
Module Objectives:
1. Explain the difference between addition and super-addition** (CO#2)
2. Explain the fundamental thinking behind managing delight, satisfaction, and disappointment** (CO#2)
3. Explain the differences between category thinking and continuum thinking** (CO#2)
4. Explain the applicability of Dr. Deming’s System of Profound Knowledge (CO#2)
5. Explain the fundamental goals and history of Six Sigma Quality** (CO#1)
6. Explain the fundamental goals and history of Operational Excellence** (CO#1)
7. Explain the Shingo Model** (CO#1)
8. Explain the Deming Chain Reaction** (CO#2)
9. Explain how the Deming Philosophy offers opportunities to shift improvement to “beyond looking good”** (CO#2)
10. Explain how “Management by Means” compares and contrasts with The Deming System of Profound Knowledge®** (CO#1)
11. Explain what it means to manage interactions and how this differs from managing actions** (CO#2)
12. Explain the skills for managing interdependent actions** (CO#2)
13. Describe the function of a Reflections Journal** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- The elements of “Management by Means” include: A) Self-Organization, B ) A focus on relationships, and C) Theory of Knowledge
- According to Dr. Tom Johnson, “Management by Results” is a focus on control, often through the use of performance measures (True / False)
- Tom Johnson’s “Management by Means” represents a focus on processes, connected through a system (True / False)
Assignments:
Module 6: Losses to Society and Opportunities for Organizations
Introduction: Following a review of Resource Management and Resource Leadership, and the basics of Statistical Process Control, Module 6 content will explore Dr. Genichi Taguchi’s contributions to The Deming System of Profound Knowledge®, including the value proposition of managing variation as a system. Topics will include the Quality Loss Function and the Integration Loss Function.
Module Objectives:
1. Explain why Dr. Deming referred to Dr. Genichi Taguchi’s Quality Loss Function as a “better view of the world”** (CO#2)
2. Explain what Dr. Genichi Taguchi meant by someone being “worse than a thief”** (CO#2)
3. Explain the connection between Dr. Deming’s admonition about “buying on price tag alone” and the concept of an “Integration Loss Function”** (CO#2)
4. Explain the skills for managing interdependent actions** (CO#2)
5. Describe the function of a Reflections Journal** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- Genichi Taguchi’s mental model of a “Quality Loss Function” is typically expressed as a A) Parabolic function, B) Linear Function, C) Step-Function
- Genichi Taguchi’s “Quality Loss Function” explains loss due to variation from an ideal (target) value of a quality characteristic? (True / False)
- Should variation always be reduced from the ideal (target) value of a quality characteristic? (True / False)
Assignments:
Module 7: Profits, Pragmatism, and the Possibilities of Possessing “Other Eyes”
Introduction: Module 7 content includes a review of course outcomes and activities, more on Dr. Taguchi’s ”Methods, thoughts from Dr. Deming on management and leadership, and Dr. Barry Bebb’s “Cloud Model” as a mental model for guiding transformation efforts. Module content also includes lessons learned in sharing and implementing The Deming System of Profound Knowledge®.
Module Objectives:
1. Explain Dr. Barry Bebb’s “Cloud Model”** (CO#2-CO#3)
2.Explain the limits of offering advise without an invitation** (CO#2)
3. Explain how awareness of the “Cloud Model” can guide the efforts of an internal transformation agent** (CO#1-CO#4)
4. Explain the role of Xerox’s Learn-Utilize-Teach-Inspect (LUTI) mental model** (CO#1-CO#2)
5. Explain the skills for managing interdependent actions** (CO#2)
6. Describe the function of a Reflections Journal** (CO#4)
** To fellow classmates
Knowledge Check Questions:
- According to Dr. Deming (quoting Lloyd Nelson, former director of statistical methods for the Nashua corporation), “the most important figures that one needs for management are unknown or unknowable, but successful management must nevertheless take account of them. (True / False)
- According to Dr. Deming, “It is extension of application that discloses inadequacy of a theory, and need for revision, or even new theory. Again, without theory, there is nothing to revise.” (True / False)
- According to Dr. Deming, “In God we trust, all others bring data” (True / False)
Assignments: