O p e n     F l o w     
DESIGNING  ORGANISATIONS  TO  CO-CREATE  THE  FUTURE       
INSPIRATION      •      INTEGRATION      •      INNOVATION  


WORKSHOP  MODULES  -  MASTER   MENU

This page contains the full master list menu of all learning modules. It is, however, very long and not easy to navigate. For an overview of services with further links to the same detail but broken down into categories and courses, go to Services page or follow one of the 3 pillar pages above (Lean-Flow Management, Dynamic Co-Governance and Conversational Leadership).


Here is a complete listing of all of our public group tele-conference training modules ('teleclasses'). These interactive teleclasses are open to participants from any organisation. Each 1-hour teleclass is priced at £10 pp, and discounts are available by buying voucher sets here. This makes the teleclasses affordable, and being just 1 hour long very easy to schedule in a busy schedule. Moreover, being run over the phone (teleconference facility with break out groups), people can call in from almost anywhere, from the office, hotel, home or by mobile on the move. All prices include UK tax, but do not include any fees your telephone company may charge to make the call (US number, free up 60 mins on many UK telephone contracts). Note that because the group teleclasses rely on the interactivity of participants, a minimum of 6 participants must be registered for a tele-class to take place.

Some workshops (at the end of the list) are run on demand only. We do not run 'public' face to face workshops, however we do run these courses in any combination as in-house face to face workshops on demand, that is as per course, module combination (e.g. half or full day) and bespoke workshops - please contact us directly for quotations. The telephone learning workshops below are designed to be cost-effective, easy to fit in a busy schedule (just 1 hour each), and easy to access (by landline phone or mobile on the go from anywhere), and as such are also suitable for people in organisations to get a feel for the subject matter before commiting to a full-blown organisation-wide program.

OVERVIEW OF COURSES: (note links in course titles below lead to relevant section on this page, whereas links in brackets lead to dedicated course page)

Lean-Flow Management

Dynamic Co-Governance (Sociocracy)

Conversational Leadership

Below is a complete listing of all our public workshop modules: All modules are 1 hour in length and are interactive group teleconference sessions involving peer discussion or practice in small groups (on the phone). The workshop series and modules are for leaders, managers, executives, workers or personnel in corporations, governement, health, academia, and entreprises; or for consultants, coaches, trainers, faculty and specialists in any organisation, who are seeking the relevant expertise or insight. Each of the three pillars has a taster workshop, useful when considering if a respective area is something you wish to pursue - these are not listed below but on the main page of each pillar.

The workshops are highly interactive, requiring substantial degree of oral input, discussion and practice from participants in break out groups, either to share experiences from your workplace or practice specific skills being learned. You may also be asked to consider and share with others how you might apply what you are learning to your workplace. These modules are not suitable for simply listening in, maximum benefit from these workshops will only be gained by full participation (over the phone). Some supplementary visual support online may be offered, but this is optional and online access is not required during the call.

For the latest course and module dates please refer to the Master Schedule page. To register and pay for any course or module please go to the Registration page.

OVERVIEW OF COURSES AND MODULES

ID Title Description Who for & objectives Comments


L E A N - F L O W       M A N A G E M E N T


Series A:
INTRODUCTION TO LEAN-FLOW THINKING


CORE COURSE


This 5 x 1-hour module course is a basic introduction to lean thinking, with a particular focus on how its principles may be applied in your workplace. The five modules are:
  • A-1: Overview of lean-flow systems
  • A-2: Basics of lean organisations
  • A-3: Relentless waste reduction
  • A-4: Total feedback loops
  • A-5: Empowered problem-solving
The five modules A-1 - A-5 collectively form part of this introductory course, but can also each be taken independently. You will share some workplace experience with others related to lean-flow systems, and learn several key points or skills. The course is for those who want an overview of lean-flow systems thinking, and who are possibly looking for ways to cut costs, increase productivity or improve sustainability in their organisations.

Information about the complete Course A:

This course consists of the 5 modules. Each module is self-contained, so can also be taken as a stand-alone without taking the whole course. If you take the whole course, however, there is a discount (see voucher purchase page) on what you would otherwise pay as 5 separate modules. Once you have registered you will get an email asking you for which dates you would like to attend each of the 5 modules are the same as the ones listed below under each module A-1, A-2, .... A-5.

A-1 OVERVIEW OF LEAN-FLOW SYSTEMS

Brief introduction to lean flow systems:

  • Starting with the client
  • Establishing value stream
  • Value Stream Mapping
  • creating an evened out pull flow
  • removing waste and imperfections
You will share some workplace experience with others related to lean-flow systems, and learn at least one key point or skill. The module is for those who are seeking an overview of lean-flow systems thinking, and who are possibly looking for ways to cut costs, increase productivity or improve sustainability. CORE MODULE
A-2 BASICS OF LEAN ORGANISATIONS The basic principles behind lean thinking: The 3 P's: Purpose, Process and People.
  • Purpose: Vision, values, deploying strategy

  • Process: Horizontal pull flow, visualisation

  • People: Engagement, Kaizen, Gemba, team spirit
You will share some workplace experience with others related to lean organisations, and learn at least one key point or skill. The module is for those who are seeking an understanding of lean organisations, and possibley thinking of implementing lean-flow systems in their organisations. CORE MODULE
A-3

RELENTLESS WASTE REDUCTION

 

Forms of disruption to flow:

  • Muda (waste)
  • Mura (unevenness) &
  • Muri (overburden)
  • Eliminating waste
  • 8 wastes overview
  • Evil of all wastes: overproduction/supply
You will share some workplace experience with others related to waste reduction, and learn at leastone key point or skill. The module is for those seeking an understanding of the main causes of poor quality, accidents or unnecessary costs through anti-value or 'waste', and how to get everyone to identify and reduce them. CORE MODULE
A-4 TOTAL FEEDBACK LOOPS

How to build in quality or safety in service/product:

  • Importance of immediate feedback loop systems
  • Pokayokes
  • Andons (stop cord)
  • Need for internal customer culture
  • Principle of quick and easy
You will share some workplace experience with others related to lean-flow cybernetics, and learn at least one key point or skill. The module is for those seeking to reduce errors and a culture of firefighting in their organisations by implementing a more immediate preventative feedback system. CORE MODULE
A-5

EMPOWERED PROBLEM-SOLVING

Solving problems pragmatically with people at heart

  • PDCA (Plan-Do-Check-Act),
  • A3 format
  • 8-step process
  • 5 whys and other tools
  • Recurrence prevention vs problem firefighting
  • Common tools = common language

You will share some workplace experience with others related to PDCA problem solving, and learn at least one key point or skill. The module is for those who wants to know how to get the workforce involved in responsible problem-solving and collaborative innovation.

CORE MODULE

 

 

ID Title Description Who for & objectives Comments

Series B: TOTAL LEAN-FLOW OPERATIONS


This 10 x 1-hour module course looks at the various practical principles of lean thinking for organisations, with a particular focus on how its principles could be applied in your workplace. The ten modules are:

  • B-11: Value Stream Mapping
  • B-12: Kanban System (Nagare Card)
  • B-13: Levelled Flow Management
  • B-21: Standardisation
  • B-22: Workplace Productivity
  • B-23: Total Preventative Maintenance (TPM)
  • B-31: The Kaizen Way
  • B-33: Total Quality Control (TQC)
  • B-41: Flow Accountability
  • B-42: Circle Leadership
The ten modules B-11 - B42 collectively form part of this introductory course, but can also each be taken independently. You will share some workplace experience with others related to lean-flow systems, and learn several key points or skills. The course is for those who want a more detailed understanding of all the principles of lean-flow systems thinking and how they could apply lean management to their own organisations. The course is also for those seeking to understand how the different aspects of lean-flow management and operations interact like a mosaic to form a whole very efficiently running system.

Information about the complete Course B:

This course consists of the 10 modules. Each module is self-contained, so can also be taken as a stand-alone without taking the whole course. If you take the whole course, however, there is a 20% discount (£80 instead of £100) on what you would otherwise pay as 10 separate modules. Once you have registered you will get an email asking you for which dates you would like to attend each of the 10 modules are the same as the ones listed below under each module B-11, B-12, .... B-42.

B-1 Total Flow Management
B-11 VALUE STREAM MAPPING

The basics of Value Stream Mapping:

  • Horizontal Flow
  • Value streams
  • How to map a value stream
  • How to create pull system
  • Removing non-value adding steps
  • Flow accounting
  • Role of sales & marketing
You will share some workplace experience with others related to value stream mapping, and learn at least one key point or skill. The module is those seeking an understanding of the basic backbone of lean-flow systems, i.e. customer value stream, and how to map out this horizontal stream, in order to improve it. Must have completed Series A or show equivalent knowledge or understanding
B-12 KANBAN SYSTEM (NAGARE CARD)

Exploring the Lean-flow Kanban system (aka Nagare Card or flow card) used in lean flow systems. Specifically we will look at:

  • Kanban as communication system
  • Circular motion of Kanban
  • FIFO principle
  • Product/service flow vs communication flow
  • Flow speed calculation

You will share some workplace experience with others related to 'flow card system' (kanban), and learn at least one key point or skill. The module is for those seeking for an efficient horizontal communication system which maximises the supply chain efficiency.

Must have completed Series A or show equivalent knowledge or understanding
B-13 LEVELLED FLOW MANAGEMENT

Creating a pull levelled flow in work:

  • Just in Time, no WIP
  • One piece process (TAKT)
  • Small batch
  • Heijunka and levelling
  • SMED
  • Fluctuation management
  • Nagare relay
  • Lead time reductions
You will share some workplace experience with others related to 'Heijunka' (levelled flow), and learn at least one key point or skill. The module is for those wanting to learn how to iron out the troughs and valleys in their operations which so typically causes inefficiencies, cost increases and longer delivery times. Must have completed Series A or show equivalent knowledge or understanding
B-2 Total Productive Management
B-21 STANDARDISATION

The importance of standardising work:

  • Standardisation
  • Meaning of operation standards
  • Interchangability
  • Multi-functional operators
  • Iteration of standards through Kaizen
  • 3 factors
  • Standard Operation Sheets
You will share some workplace experience with others related to standardisation, and learn at le for ast one key point or skill. The module is for those seeking to understand how to maintain consistency in the products and services while at the same time not killing innovation and operational improvements. Must have completed Series A or show equivalent knowledge or understanding
B-22 WORK-PLACE PRODUCTIVITY

Meaning of productivity,

  • Jidoka (autonomation)
  • Cellular flow
  • 5 S
  • Zero Accident safety
  • Hazard Sensitivity Training
  • Safety kata
  • Visual workplace
You will share some workplace experience with others related to work-place productivity, and learn at least one key point or skill. The module is for who want to learn some of the basic tools in increasing productivity on the shop floor and at every level, including the principles of visual workplace. Must have completed Series A or show equivalent knowledge or understanding
B-23 TOTAL PREVENTATIVE MAINTENANCE

Preventative maintenance across the board:

  • Meaning of efficiency (motion vs work)
  • 100% machine availabiliy (not capacity)
  • Role of machines
  • Who looks after cleaning, fixing problems
  • Total preventative maintenance

You will share some workplace experience with others related to TPM, and learn at least one key point or skill. The module is for those wanting to understand the relationship between machines and devices at work with those using them, and the basic principles of preventative maintenance.

Must have completed Series A or show equivalent knowledge or understanding
B-3 Total Quality Management
B-31 THE KAIZEN WAY

What is Kaizen?

  • 10 principles
  • The kaizen way
  • 4 viewpoints of kaizen
  • 4 ways to improve or change
  • Kaizening out inefficiency
  • Teamwork
  • Instilling a kaizen culture
You will share some workplace experience with others related to kaizen culture, and learn at least one key point or skill. The module is for those who want to know how to introduce a kaizen and innovation throughout the workforce in their organisations. Must have completed Series A or show equivalent knowledge or understanding
B-32 TOTAL QUALITY CONTROL

Qualtity Control by all:

  • Built-in quality, Andon
  • Meaning of defects
  • Hidden defects
  • Internal customers
  • Inspection no meaning
  • Dealing with issues, data
  • Avoiding recurrence
  • 7 tools, Pokayoke

You will share some workplace experience with others related to TQC, and learn at least one key point or skill. The module is for those who want to understand the basic priniciples of built-in quality, zero defects and total quality management.

Must have completed Series A or show equivalent knowledge or understanding
B-4 Total Service Management
B-41 FLOW ACCOUNTABILITY

Traditional cost accounting encrourages

  • wrong type of behaviour
  • waste is rewarded
  • focus on price not value

What is required for lean is 'flow accounting'. This is a brief overview of what flow accounting could be, and how to design accounting to encourage flow efficiency and a more sustainable operation

You will share some workplace experience with others related to flow accounting, and learn at least one key point or skill. The module is for those who are considering introducing lean-flow systems and need to understanding how some accounting practices are counter-productive to these efforts. Accountants should also join.

Must have completed Series A or show equivalent knowledge or understanding
B-42 CIRCLE LEADERSHIP

Principle of Cirlce Leadership:

  • Learning organisation
  • Workplace improvement
  • QC Circles
  • Hansei Circles
  • Circle meetings
  • Role of leader
  • Supervisor SQPCTM
  • Development of all staff
You will share some workplace experience with others related to circle leadership, and learn at least one key point or skill. The module is for those who want to learn a form of leadership, centred around circles which gets the whole workforce engaged in reflective productivity. Must have completed Series A or show equivalent knowledge or understanding

 


 

ID Title Description Who for & objectives Comments

D Y N A M I C     C O - G O V E R N A N C E

Series C: COLLABORATIVE DECISION-MAKING

CORE COURSE

This 5 x 1-hour module course teaches a highly efficient and effective form of collaborative decision-making, with a substantial amount of time practicing the few skills to make joint decision-making and collaboration fun and effective. The five modules are:
  • C-1: Getting to basic consent
  • C-2: Valuing concerns & objections
  • C-3: Electing people to roles
  • C-4: Presenting proposals for consent
  • C-5: Implementing joint decisions
The five modules C-1 - C-5 collectively form part of this introductory course, but can also each be taken independently. You will share some workplace experience with others related to related to collaborative decisions, and learn and practice the required skills. The course is for those seeking a better way of teams taking decisions in such a way as to guarantee everyone's voice has been heard and considered, without the whole process taking great deal of time or effort.

Information about the complete Course C:

This course consists of the 5 modules. Each module is self-contained, so can also be taken as a stand-alone without taking the whole course. If you take the whole course, however, there is a 20% discount (£40 instead of £50) on what you would otherwise pay as 5 separate modules. Once you have registered you will get an email asking you for which dates you would like to attend each of the 5 modules are the same as the ones listed below under each module C-1, C-2, .... C-5.

C-1 GETTING TO BASIC CONSENT

Consent-based collaborative decision: Facilitating the process of reaching consent of a group (with common goals) where a proposed solution exists, incl:

  • consent vs consensus
  • presenting
  • questioning
  • clarifying
  • reacting
  • consenting &
  • celebrating
You will share some workplace experience with others related to getting joint agreement, and practice a skill learned in small group setting. The module is for those who want learn simple ways to participate in group decisions and to use a more efficient way of consulting all concerned parties and getting consent on issues. CORE MODULE
C-2 VALUING CONCERNS AND OBJECTIONS

Welcoming concerns or objections to a proposal, purposely drawing them out, differentiating paramount objections, to enable deeper decisions

  • kneading solutions
  • quick easy ideas
  • referring to working group
  • initiating picture forming
  • eliciting potential solutions?
You will share some workplace experience with others related to dealing with objections, and practice a skill in small group setting. The module is for those who want to learn simple ways of integrating different perspectives, to understand how to view objections and conerns as positive warning signs and convert these into better decisions. CORE MODULE
C-3 ELECTING PEOPLE TO ROLES

Consent-based technique for electing or appointing people to specific roles (representatives, delegates, leaders), based not on voting (weight of voices) but rather on weight of argument.

  • dynamics of rounds
  • reasons and change
  • concerns and consent

This is a transparent and iterative process, which is fun to do. Generally gets most suitable person for the job

You will share some workplace experience with others related to delegating and electing, and practice a skill in small group setting. The module is for those seeking a more effective and at the same time fun way of electing people to roles or delegating tasks without voting. CORE MODULE
C-4 PRESENTING PROPOSALS FOR CONSENT

Importance of introducing a proposal or agenda item well (desired output) to ensure smooth handling and quick collaborative result:

  • Good, clear & concise presenting (input)
  • clarity of outcome, and getting there
  • Reviewing concerns and adjustments
  • dynamic governance
  • building in lead - do - measure loops
In this workshop you will share some workplace experience with others related to introducing a proposal or agenda item, and practice a skill learned in small group setting. The module is for those who want to leearn how to introduce and present a proposal in a meeting with a view of getting specific outcomes.

CORE MODULE

C-5 IMPLEMENTING JOINT DECISION

How to conclude and implement a proposal which has been consented to. This includes:

  • ensuring clear wording
  • where recorded (transparent logs)
  • establishing a clear term (when to be reviewed)
  • & measure (how to assess, evaluation criteria)
  • maintaining iterative process in implementation

In this workshop you will share some workplace experience with others related to finalising decisions, and learn at least one key skill to take away. The module is for anyone who wants to ensure an agreement has been reached in a meeting, with what terms and measurement.

CORE MODULE

 

 

ID Title Description Who for & objectives Comments

Series D: DYNAMIC POLICY-SHAPING AND MEETINGS


This 10 x 1-hour module course teaches a very effective form of joint problem-solving which enables groups to look at issues from multiple perspectives and tapping into collective wisdom, as well as how to run better more efficient meetings which are fun and effective. The ten modules are:

  • D-11: Forming full picture of an issue
  • D-12: Jointly forming a proposal or solution
  • D-13: Selecting from multiple options
  • D-14: Reviewing proposal to consent
  • D-15: Creating dynamism in decisions
  • D-21: Opening a meeting
  • D-22: Closing a meeting
  • D-23: Preparing a meeting
  • D-24: Concluding a meeting
  • D-25: Trouble-shooting in meetings
The ten modules D-11 - D-25 collectively form part of this introductory course, but can also each be taken independently. You will share some workplace experience with others related to collaborative problem-solving, learn several skills to run better meetings, and practice these so that you can apply what you have learned in your workplace. The course is for those seeking a better way of teams tackling challenges and a more efficient way of running meetings which really mean something to all involved.

Information about the complete Course D:

This course consists of the 10 modules. Each module is self-contained, so can also be taken as a stand-alone without taking the whole course. If you take the whole course, however, there is a 20% discount (£80 instead of £100) on what you would otherwise pay as 10 separate modules. Once you have registered you will get an email asking you for which dates you would like to attend each of the 10 modules are the same as the ones listed below under each module D-11, D-12, .... D-25.

D-1 COLLABORATIVE PROPOSALS
D-11 FORMING A FULL PICTURE OF AN ISSUE

Facilitating the process for group to form a comprehensive picture of a problem, viewed from various perspectives, in order to find a solution easily:

  • brainstorm popcorn
  • eliciting
  • using cards
  • grouping & prioritising
  • consenting completeness
You will share some workplace experience with others related to picture forming, and practice a skill in small group setting. The module is for those who want to learn techniques for forming a full picture of an issue before tackling it. Must have completed Series C or demonstrate equivalent consent -building skills
D-12 JOINTLY FORMING PROPOSALS

Facilitating a group in order to generate and shape proposals from a full picture of the issues. This includes:

  • generating ideas
  • reshaping into tuners
  • regrouping
  • putting forward proposals
  • confirming that all aspects have been considered

In this workshop you will share some workplace experience with others related to proposal forming, and practice a skill in small group setting. The module is for anyone wanting to learn ways for creating a solution proposal collaboratively.

Must have completed Series C or demonstrate equivalent consent -building skills

D-13 SELECTING FROM MULITIPLE OPTIONS

Applying the unique open process of electing roles to choosing from multiple options. It is also an opportunity to consolidate and practice of the technique more, specifically:

  • open ballots
  • sharing reasons
  • inviting changes
  • open discussion and
  • consent round
In this consolidation workshop you will share some workplace experience with others related to selecting from multiple choices, and further practice the skill learned in small group setting. The module is for those who want more practice in electing, applied to selecting from multiple choices, and consolidating this fun skill. Must have completed Series C or demonstrate equivalent consent -building skills
D-14 REVIEWING PROPOSAL TO CONSENT

Consolidation workshop - opportunity for more practice of facilitating consent decision-making, including managing concerns and objections, and kneading improved solutions.

This workshop is opportunity to consolidate and practice more the whole collaborative decision-making process from proposal to consent.

You will share some workplace experience with others related to getting agreement, and further practice a skill learned in small group setting. The module is for those who want more practice getting to consent and and dealing with objections, to consolidate those skills in more depth. Must have completed Series C or demonstrate equivalent consent -building skills
D-15 CREATING DYNAMISM IN DECISIONS

Reviewing importance of all decisions being dynamic, open to periodic review or impromptu challenge. Specifically we will explore:

  • how to do periodic review
  • revisiting implemented proposals
  • checking for key issues
  • measuring to decide
  • celebrating mistakes to learn from
  • role improvement feedback
In this workshop you will share some workplace experience with others related to dynamic decisions, and learn at least one key skill to take away. The module is for those wanting to ensure decisions are iterative and dynamic, subject to constant review and refinement.

Must have completed Series C or demonstrate equivalent consent -building skills
D-2 EFFECTIVE CIRCLE MEETINGS
D-21 OPENING A CIRCLE MEETING

Opening a meetings in such a manner as to render them more effective

  • opening with check-in
  • doing administration (roles, logistics, consenting to previous meetings, checking agenda, consenting to agenda
  • lead-in to main items
In this workshop you will share some workplace experience with others related to opening a meeting, and practice a skill in small group setting. The module is for anyone wanting to know how to open a meeting efficiently and setting the right tone in order to enable the meeting to run more smoothly and efficiently. Must have completed Series C or demonstrate equivalent consent -building skills
D-22 CLOSING A CIRCLE MEETING

Exploring how to close a meeting to ensure its effectiveness is maintained. Specifically you will learn:

  • closing last agenda item
  • checking for AOBs
  • confirming decisions and records
  • final round for all to evaluate
  • how meeting effective, feedback to improve
  • closure
You will share some workplace experience with others related to closing a meeting, and practice a skill in a small group setting. The module is for those who want to know how to close a meeting effieciently, with all leaving positively with a sense of achievement. Must have completed Series C or demonstrate equivalent consent -building skills
D-23 PREPARING A CIRCLE MEETING

Preparing a meeting to ensure it can be run as effectively and smoothly as possible. This involves a secretary, team leader and facilitator deciding:

  • agenda (understanding each item)
  • item sequence
  • desired outcome for each item
  • time allocation
  • distribution of agenda and
  • background documents
You will share some workplace experience with others related to preparing a meeting, and learn at least one key skill to take away. The module is for those who want to know how to prepare a meeting agenda based on good records and decision requirements and why this is so important to be able achieve an efficient meeting. Must have completed Series C or demonstrate equivalent consent -building skills
D-24 CONCLUDING A MEETING (MINUTES, ACTIONS)

Exploring what is required after a meeting to ensure the consented decisions are acted upon appropriately and in a timely way. This includes:

  • good record of decisions taken in minutes
  • actions to be taken
  • learning points for future meetings
  • minutes given and consent
  • announcements and/or actions
You will share some workplace experience with others related to concluding a meeting, and learn at least one key skill to take away. The module is for who want to know how to follow up on a meeting to produce minutes of the meeting, to ensure all actions are taken and all decisions recorded. Must have completed Series C or demonstrate equivalent consent -building skills
D-25 TROUBLE-SHOOTING IN MEETINGS

Examining what to do when things go wrong in meetings, a kind of facilitator's meeting trouble-shooting guide. This includes:

  • reviews all the things that can go wrong
  • understanding the reasons
  • how to handle
  • circle vs operations meetings
You will share some workplace experience with others related to trouble-shooting in meetings, and learn at least one key skill to take away. The module is for those who want to be able to deal with problems in meetings when things do not go well or run into trouble. The workshop will include some practice with a few sample problems. Must have completed Series C or demonstrate equivalent consent -building skills

 


 

ID Title Description Who for & objectives Comments

P E O P L E       D E V E L O P M E N T


Series E: HITOZUKURI - RESPECT FOR ALL


CORE COURSE


This 5 x 1-hour module course is a overview of people-centred leadership, with a particular focus on how its principles may be applied in your workplace. The five modules are:
  • E-1: GEMBA Management
  • E-2: Zen-jidooka (Total Autonomation)
  • E-3: Policy Deployment (Hoshin Kanri)
  • E-4: Introduction to sociocracy
  • E-5: Lean, agile and dynamic organisations
The five modules E-1 - E-5 collectively form part of this course, but can also each be taken independently. You will share some workplace experience with others related to people-centred leadership, and learn several key points or skills. The course is for those who want an understanding of people development and Oriental (particularly Japanese) approaches to people management.

Information about the complete Course E:

This course consists of the 5 modules. Each module is self-contained, so can also be taken as a stand-alone without taking the whole course. If you take the whole course, however, there is a 20% discount (£40 instead of £50) on what you would otherwise pay as 5 separate modules. Once you have registered you will get an email asking you for which dates you would like to attend each of the 5 modules are the same as the ones listed below under each module E-1, E-2, .... E-5. 

E-1 GEMBA MANAGEMENT

Importance of management being routed in the workplace where the work takes place, the gemba.

  • Gemba-Genjitsu-Genbutsu
  • Gemba walk
  • Principle of Go look, ask why and show respect
  • Deep listening of staff
  • No remote control management
  • turnaround specialist's secret tool: gemba
You will share some workplace experience with others related to the gemba priniciple., learn at least one key point or skill. The module is for those who want to gain a deeper understanding of what is really happening where the work gets done, in a respectful way, in order to encourage continuous improvement.
CORE MODULE
E-2 ZEN-JIDOOKA (TOTAL AUTONOMATION)

Zen-Jidooka is the principle of automation and autonomy in one for and by all. It refers to processes where issues automatically get picked up and feed back to the source.

  • 'Autonomation'
  • Pokayoke
  • Principle of Andon
  • Immediate feedback
  • Horizontal communication
  • Monozukuri & hitozukuri
You will share some workplace experience with others related to , and learn at least one key point or skill. The module is for those who are interested in self regulation and how horizonal flow feedback is crucial for smooth operational flow. CORE MODULE
E-3

POLICY DEPLOYMENT (HOSHIN KANRI)

 

Hoshin Kanri (Policy or Strategy Deployment / Alignment) is a Japanese way of governing an organisation. We will explore the approach and examples:

  • Vision, values and purpose
  • Planning to deployment
  • 2-way consultation
  • Catchball kneading
  • Implementation
  • 4 people principles: team spirit, empowerment, kaizen, & communication.

You will share some workplace experience with others related to policy/strategy implementation, and learn at least one key point or skill. The module is for those keen to understand an approach which successfully engages the whole workforce in implementing policies and decisions.

CORE MODULE
E-4 INTRODUCTION TO SOCIOCRACY (aka dynamic governance)

This is an introduction and overview of the basic principles of sociocracy, why sociocracy is relevant, its benefits and how it can be applied.

  • Circle method, way of circle
  • Double linking of circles
  • Consent-based decisions
  • Elections by consent
  • Governing by feedback loops
You will share some workplace experience with others related to sociocracy, and learn at least one key point or skill. The module is for those who want to get an overall introduction to and understanding of sociocracy, where it has been and can be applied. CORE MODULE
E-5 LEAN, AGILE AND DYNAMIC ORGANISATIONS

Exploring how lean-flow (routine work), agile (development work) and sociocracy (dynamic co-governance) complement each other well.

  • Circle structure
  • Inclusivity and consultation
  • Co-creating vs problem-solving
  • Lean & agile operations in sociocratic spirit
You will share some workplace experience with others related to one of the three approaches, and learn at least one key point or skill. The module is for those who want to understand the distinction and areas of overlap between these while maintaining deep respect for all employees. CORE MODULE

 

 



 

ON DEMAND ONLY    (under development)

 

ID Title Description Who for & objectives Comments

OTHER COURSE MODULES ONLY OFFERED ON DEMAND
L-1 Lean-Flow: Comparisons    
L-11 Lean vs Agile Firms talking of agility. Agile inspired by lean, two words often interchanged, however different in important ways, must understand to avoid applying wrong approach need to know when to apply which where On demand only
L-12 Lean and 6 Sigma Comparison with 6 sigma, exploring differences and considering merits and demerits of combining the two approaches On demand only
L-13 Lean and TOC (Theory of Constraints) Comparison with TOC (Theory of Constraints), exploring differences and considering merits and demerits of combining the two approaches On demand only
L-2 Lean-Flow: Simple Tools
L-21 8 Wastes Overview of 8 wastes: overproduction, idel time, transport, unnecessary movement, excessive inventory, defective parts, unnecessary inspection, manual processing On demand only
L-22 7 QC Tools Overview and rationale for 7 QC tools: Fishbone diagram, control charts, Pareto charts, check sheet, stratigication diagram, histogram and scatter diagrams On demand only
L-23 5 S
Rationale for clarity in workplace, see waste: 5 S principles: Seiri (selection), Seiton (arrangement), Seisou (cleaning), Seiketsu (orderliness) & Shitsuke (manner) On demand only
L-24 4 Kaizen perspectives Criteria for implementing kaizen, to achieve 4 viewpoints: more precision, faster, safer and with more comfort or simplicity On demand only
L-25 From 5 Whys to A3 Principle of asking 5 whys to get at route cause of problem. Generally we tend to deal with symptoms rather than looking for deeper causes - 5 why technique, leading through PDCA to A3 solution. On demand only
L-3 Lean-Flow: Lessons learned
L-31 Oobeya Big Room design Designing visually and holistically from whole to part, coordination of teams through big room display. On demand only
L-32 Feedback loops Respect and Andon (the 4 people pillars). Andon as horizontal feedback, Double linking for vertical feedback On demand only
L-33 Selling with Integrity Establishing lean value streams starting with client - Sociocratic approach for sales people improve their performance by servicing the best interests of clients. On demand only
L-34 Pan-organisational Marketing getting everyone to think of client and community across the organisation On demand only
L-35 Upside-down management Leading from the bottom vs managing by remote control On demand only
ID Title Description Who for & objectives Comments

MORE COURSE MODULES ONLY OFFERED ON DEMAND
G-1 Overview of meeting types
G-11 Different types of meetings - using right kind for purpose Importance to distinguish between governance meetings (requiring equivalence) and other types of meetings, operations, scrum, appraisal, reporting. Rationale. On demand only
G-12 Operations meetings Circle operational matters dealt with in operations meetings, no fixed format, often following style of elected leader. On demand only
G-13 Agile and Scrum meetings Morning team meetings, project group scrum meetings, basic principles (done, to do, obstructions) On demand only
G-14 Appraisal & Feedback meetings Sociocratic Appraisal, based on standard and appraisal group… On demand only
G-15 QC Circle Meetings QC Circle meeting usual problem-solving meeting On demand only
G-2 Administering meetings
G-21 Establishing common aims of circle (VMA) Each circle has its own Vision - Mission - Aims, review meaning, and how to establsh them if not present On demand only
G-22 Maintaining flow in meetings Maintaining harmony and flow in meetings helps maintain positive group spirit, some simple technques to maintain flow On demand only
G-23 Maintaining Logbook (circle memory) for prep and review Log book (circle memory): policies, minutes, decisions and review tables. Form part of preparatory work for meetings, including items for review, important not to stagnate On demand only
G-24 Meetings Overview Flowchart "monster chart" On demand only
G-25 The 4 roles in a cicle Operations Leader, 2nd representative, facilitator and Secretary/Logbook keeper (can be separate) - understanding the roles, and rationale. On demand only
H Introducing sociocracy
H-1 Sociocracy - the 4 principles Introducing sociocracy - system of governance guaranteeing equivalence in decision-making through 4 principles: consent, elections, circle structure and double-linking On demand only
H-2 Double Linking - the representatives Role of double-linking, election of representatives, roles description….. On demand only
H-3 Producing organisation (ITO) Reviwing workflow in Input - Transformation - Output stages On demand only
H-4 Prototyping (trying and review) ==> Lead - Do - Measure All processes or decisions on best attempt basis, constantly prototyping and improving, using a lead-do-measure approach On demand only
H-5 Rewiring the organisation (implementation) How to implement sociocracy in an organisation, the steps to get there, starting with implementation team, then top team and trickle down effect of skills.   On demand only

 

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