EnterprisePLUS [E+] - User contributions [en]

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2022-10-28T08:02:32Z

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== Licensing ==
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2022-10-28T07:52:48Z

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== Licensing ==
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2022-10-28T07:42:44Z

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== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

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2022-10-28T07:42:20Z

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== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

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2022-10-28T07:40:18Z

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== Licensing ==
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2022-10-28T07:39:52Z

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== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

Organizational Rule

2019-01-24T11:40:26Z

KeyModels: Created page with "{{#lead-mw-content: MetaObjectDescriptions|getPageContent|{{FULLPAGENAME}} }} === Reference Content === *Enterprise_Standards:Strategy_Management_Reference_Content|Strategy..."

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=== Reference Content ===
*[[Enterprise_Standards:Strategy_Management_Reference_Content|Strategy Management Reference Content]]
*[[Enterprise_Standards:Growth%3A_Core_Differentiating_%26_Core_Competitive_Reference_Content|Growth: Core Differentiating & Core Competitive Reference Content]]
*[[Enterprise_Standards:Performance_Management_Reference_Content|Performance Management Reference Content]]
*[[Enterprise_Standards:Planning_Management_Reference_Content|Planning Management Reference Content]]
*[[Enterprise_Standards:Production_Management_Reference_Content|Production Management Reference Content]]
*[[Enterprise_Standards:Portfolio_Management_Reference_Content|Portfolio Management Reference Content]][[Category:Objects Inner]]

LEAD Reference Content:Value Stream Mapping

2018-12-12T12:34:11Z

KeyModels:

{{DISPLAYTITLE: Value Stream Mapping}}
== Value Stream Mapping ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The Value Stream Mapping method - also referred to as VSM - is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of Lean Manufacturing.

The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste is defined as any activity that does not add value to the final product. The word is often used to demonstrate and decrease the amount of "waste" in a manufacturing system.

VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but it can also be used as a strategic planning tool and as a change management tool.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Value Stream Mapping.png|thumb|600px|left|alt=Value Stream Mapping|Value Stream Mapping.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Value Stream Mapping -Extended-.png|thumb|600px|left|alt=Value Stream Mapping [Extended]|Value Stream Mapping [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
The Value Stream Mapping method visually maps the flow of materials and information. It shows the moment that the products are entering the back door as raw materials, via all manufacturing process steps, until the moment that the products leave the loading dock as finished products.

Mapping out the activities in the manufacturing process with cycle times, down times, in-process inventory, material moves, information flows, helps to visualize the current state of the process activities and guides towards the future desired state.

The process usually includes mapping the "Current State" and the "Future State". These then serve as the foundation for other Lean Manufacturing strategies.

'''Seven most common forms of wastes''':
#Overproduction (faster than necessary pace).
#Waiting.
#Transport (conveyance).
#Inappropriate processing.
#Unnecessary inventory (excess inventory).
#Unnecessary motion.
#Defects (correction of mistakes).

'''Seven Value Stream Mapping Tools''':
#Process activity mapping. Origin: Industrial Engineering.
#Supply chain response matrix. Origin: Time compression/logistics.
#Production variety funnel. Origin: Operations Management.
#Quality filter mapping.
#Demand amplification mapping. Origin: Systems Dynamics.
#Decision point analysis. Origin: Efficient Consumer Response/logistics.
#Physical structure mapping.

=== Details around Value Stream Mapping needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Data Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Requirement
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Service
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Actor
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Value Stream Mapping artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Value Stream Mapping artefact can be used across all industries.

=== Relevant Roles ===
The Value Stream Mapping artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Value_stream_mapping Wikipedia]
*[http://www.12manage.com/methods_value_stream_mapping.html 12 Manage]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-12T12:33:26Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Six Sigma is a quality management methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation will lead to defect reduction and improvement in profits, employee morale and quality of product.

Six Sigma is a quality measurement and improvement program and focuses on the control of a process until the point of Six Sigma (standard deviations). It includes identifying factors, which are critical for the quality as determined by the customer. It reduces process variation and improvement capabilities, increases stability and designs systems to support the Six Sigma goal.

The Six Sigma model is a highly disciplined approach that can help companies to focus on developing and delivering near-perfect products and services. It is based on the statistical work of Joseph Juran, a Rumanian-born US pioneer of quality management.

The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how you can eliminate them. Thus, you can almost come to "zero defects".

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Root Cause Analysis

2018-12-12T12:32:55Z

KeyModels:

{{DISPLAYTITLE: Root Cause Analysis}}
== Root Cause Analysis ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Root Cause Analysis - also referred to as Root Cause - is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Root Cause Analysis.png|thumb|600px|left|alt=Root Cause Analysis|Root Cause Analysis.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Root Cause Analysis -Extended-.png|thumb|600px|left|alt=Root Cause Analysis [Extended]|Root Cause Analysis [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Root Cause Analysis artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Model
*Vision, Mission & Goals Model
*Requirement Matrix
*Strategy Model
*Integrated Planning Model
*Value Model
*Balanced Scorecard
*Performance Matrix
*Measurement & Reporting Matrix
*Competency Canvas
*Business Model
*Revenue Matrix
*Cost Matrix
*Operating Matrix
*Risk Matrix
*Security Matrix
*Case Matrix
*Channel Model
*Service Model

=== Industry Focus ===
The Root Cause Analysis artefact can be used across all industries.

=== Relevant Roles ===
The Root Cause Analysis artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CFO: Chief Financial Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CTO: Chief Technology Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Root_cause_analysis Wikipedia]
*[http://www.mindtools.com/pages/article/newTMC_80.htm MindTools]

[[Category: Key Models]]

LEAD Reference Content:Plan Do Check Act

2018-12-12T12:31:57Z

KeyModels:

{{DISPLAYTITLE: Plan Do Check Act}}
== Plan Do Check Act ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Plan Do Check Act - also referred to as PDCA, the Deming Cycle or the Shewhart Cycle - is an iterative four-step management method used in business for the control and continuous improvement of processes and products. Another version of the PDCA cycle is OPDCA. The added "O" stands for observation, or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa’s changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Plan Do Check Act.png|thumb|600px|left|alt=Plan Do Check Act|Plan Do Check Act.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Plan Do Check Act -Extended-.png|thumb|600px|left|alt=Plan Do Check Act [Extended]|Plan Do Check Act [Extended].]]
</div>
<div style="clear: both;"></div>

The Plan–Do–Check–Act cycle is a four–step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.

The Plan-Do-Check-Act should be used as a model for continuous improvement:
*When starting a new improvement project.
*When developing a new or improved design of a process, product or service.
*When defining a repetitive work process.
*When planning data collection and analysis in order to verify and prioritize problems or root causes.
*When implementing any change.

=== The Way Of Working - What (Context) & Whence (Source) ===

The procedures for the Plan–Do–Check–Act is as follows:

#'''Plan''' - Recognize an opportunity and plan a change.
#'''Do''' - Test the change. Carry out a small-scale study.
#'''Check''' - Review the test, analyze the results and identify what you’ve learned.
#'''Act''' - Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Plan Do Check Act Model artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Matrix
*Requirement Matrix
*Stakeholder Model
*Competency Canvas
*Business Model
*Revenue Model
*Cost Model
*Operating Model
*Workflow Model
*Rule Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Matrix
*BPM Notations Model
*Service Matrix
*Application Matrix

=== Industry Focus ===
The Plan Do Check Act Model artefact can be used across all industries.

=== Relevant Roles ===
The Plan Do Check Act Model artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/PDCA Wikipedia]
*[http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html ASQ]

[[Category: Key Models]]

LEAD Reference Content:Lean Thinking

2018-12-12T12:31:14Z

KeyModels:

{{DISPLAYTITLE: Lean Thinking}}
== Lean Thinking ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Lean Value Chain.png|thumb|500px|left|alt=Lean Value Stream|Lean Value Stream.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Lean Value Chain -Extended-.png|thumb|500px|left|alt=Lean Value Stream [Extended]|Lean Value Stream [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Competency
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Application/Information System
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Integration Opportunity (H/M/L)
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Lean Thinking artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Revenue Model
*Cost Model
*Object Matrix
*Workflow Matrix
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*Application Interface Model
*Application Screen Model

=== Industry Focus ===
The Lean Thinking artefact can be used across all industries.

=== Relevant Roles ===
The Lean Thinking artefact is relevant for all roles that are involved with strategy; among others, these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSO: Chief Strategy Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer

'''Subject Matter Expert Roles'''
*Strategy eXpert
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Lean_manufacturing Wikipedia]
*[http://www.lean.org/whatslean/ Lean]

[[Category: Key Models]]

LEAD Reference Content:Just-In-Time

2018-12-12T12:30:43Z

KeyModels:

{{DISPLAYTITLE: Just-In-Time}}
== Just-In-Time ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Just-in-time (JIT) is a production organization philosophy, in which inventories are seen as a bad excuse for poor planning, inflexibility, wrong machinery, quality flaws, etc.

In other words, inventory represents inefficiency. The aim of JIT is to speed up customer response, while minimizing inventories. Although inventories may secure quick response times through off-the-shelf availability, costs for such inventories may be too high. Also, low inventories increase the transparency of the production and distribution process. Especially in cases of rapidly changing specifications, complexity and high unit costs, JIT may be more effective and more efficient.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Just-In-Time.png|thumb|500px|left|alt=Just-In-Time|Just-In-Time.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Just-In-Time -Extended-.png|thumb|500px|left|alt=Just-In-Time [Extended]|Just-In-Time [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of JIT draws close attention to the following areas:
*Inventory reduction.
*Smaller production lot and batch sizes.
*Quality control.
*Complexity reduction and transparency.
*Flatter organization structure and delegation.
*Waste minimization.

The following techniques are at the disposal of management as regards the implementation of JIT:
*Analysis of logistical parameters.
*JIT simulation.
*Just-In-Time.
*Workflow analysis.
*Material flow analysis.
*Information flow analysis.
*Production flexibility analysis (e.g. SMED).
*Task analysis.
*Pull control systems at production level (e.g. Kanban).

However, in order to successfully implement JIT, there are various issues and elements that must be considered in turn (in the following order):

#What results do we really want from JIT? Is it worthwhile in view of the costs and obstacles of implementation? Conduct a quick scan of costs and benefits, including a possible project planning.
#The order of implementation of JIT is of critical importance. Lowering inventories before creating flexibility in production can lead to lousy delivery performance. Generally, businesses have been most successful implementing first at the very end of their production process and gradually working upstream, but the ‘best’ order of implementation depends on the situation. Increasing inventory levels temporarily should be considered so as to ensure delivery performance during the implementation.
#Certainly don’t start with forcing suppliers to adopt JIT until implementation is well under way or completed.
#Does the product design qualify for JIT? Are alterations necessary? If so, do it now.
#Next, redesign the production process to enable JIT. More often than not, significant improvements and efficiencies can be obtained in this stage.
#Adjust information systems to meet demands of the primary process.
#Seek improvements with suppliers and customers. This should yield the final significant results of JIT.

=== Details around Just-In-Time needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Channel
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Enterprise Capability
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Just-In-Time artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Just-In-Time artefact can be used across all industries.

=== Relevant Roles ===
The Just-In-Time artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Just_in_time_(business) Wikipedia]
*[http://www.scribd.com/doc/50877970/Key-Management-Models-Steven-Ten-Have Scribd]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-12T12:30:05Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Value Stream Mapping

2018-12-07T10:57:35Z

KeyModels:

{{DISPLAYTITLE: Value Stream Mapping}}
== Value Stream Mapping ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The Value Stream Mapping method - also referred to as VSM - is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of Lean Manufacturing.

The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste is defined as any activity that does not add value to the final product. The word is often used to demonstrate and decrease the amount of "waste" in a manufacturing system.

VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but it can also be used as a strategic planning tool and as a change management tool.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Value Stream Mapping.png|thumb|600px|left|alt=Value Stream Mapping|Value Stream Mapping.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Value Stream Mapping -Extended-.png|thumb|600px|left|alt=Value Stream Mapping [Extended]|Value Stream Mapping [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
The Value Stream Mapping method visually maps the flow of materials and information. It shows the moment that the products are entering the back door as raw materials, via all manufacturing process steps, until the moment that the products leave the loading dock as finished products.

Mapping out the activities in the manufacturing process with cycle times, down times, in-process inventory, material moves, information flows, helps to visualize the current state of the process activities and guides towards the future desired state.

The process usually includes mapping the "Current State" and the "Future State". These then serve as the foundation for other Lean Manufacturing strategies.

'''Seven most common forms of wastes''':
#Overproduction (faster than necessary pace).
#Waiting.
#Transport (conveyance).
#Inappropriate processing.
#Unnecessary inventory (excess inventory).
#Unnecessary motion.
#Defects (correction of mistakes).

'''Seven Value Stream Mapping Tools''':
#Process activity mapping. Origin: Industrial Engineering.
#Supply chain response matrix. Origin: Time compression/logistics.
#Production variety funnel. Origin: Operations Management.
#Quality filter mapping.
#Demand amplification mapping. Origin: Systems Dynamics.
#Decision point analysis. Origin: Efficient Consumer Response/logistics.
#Physical structure mapping.

=== Details around Value Stream Mapping needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Data Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Requirement
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Service
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Actor
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Value Stream Mapping fits to Enterprise Architecture ===
While Value Stream Mapping can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Value Stream Mapping could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Value Stream Mapping artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Value Stream Mapping artefact can be used across all industries.

=== Relevant Roles ===
The Value Stream Mapping artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Value_stream_mapping Wikipedia]
*[http://www.12manage.com/methods_value_stream_mapping.html 12 Manage]

[[Category: Key Models]]

LEAD Reference Content:Value Stream Mapping

2018-12-07T10:33:42Z

KeyModels: Created page with "{{DISPLAYTITLE: Value Stream Mapping}} == Value Stream Mapping == === The Way Of Thinking - Why (Reason) & Whither (Goal) === The Value Stream Mapping method - also referred t..."

{{DISPLAYTITLE: Value Stream Mapping}}
== Value Stream Mapping ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The Value Stream Mapping method - also referred to as VSM - is a visualization tool oriented to the Toyota version of Lean Manufacturing (Toyota Production System). It helps to understand and streamline work processes by using the tools and techniques of Lean Manufacturing.

The goal of VSM is to identify, demonstrate and decrease waste in the process. Waste is defined as any activity that does not add value to the final product. The word is often used to demonstrate and decrease the amount of "waste" in a manufacturing system.

VSM can thus serve as a starting point to help management, engineers, production associates, schedulers, suppliers, and customers to recognize waste and identify its causes. As a result, Value Stream Mapping is primarily a communication tool, but it can also be used as a strategic planning tool and as a change management tool.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Value Stream Mapping.png|thumb|600px|left|alt=Value Stream Mapping|Value Stream Mapping.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Value Stream Mapping -Extended-.png|thumb|600px|left|alt=Value Stream Mapping [Extended]|Value Stream Mapping [Extended].]]
</div>
<div style="clear: both;"></div>

The Plan–Do–Check–Act cycle is a four–step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.

The Plan-Do-Check-Act should be used as a model for continuous improvement:
*When starting a new improvement project.
*When developing a new or improved design of a process, product or service.
*When defining a repetitive work process.
*When planning data collection and analysis in order to verify and prioritize problems or root causes.
*When implementing any change.

=== The Way Of Working - What (Context) & Whence (Source) ===

The procedures for the Plan–Do–Check–Act is as follows:

#'''Plan''' - Recognize an opportunity and plan a change.
#'''Do''' - Test the change. Carry out a small-scale study.
#'''Check''' - Review the test, analyze the results and identify what you’ve learned.
#'''Act''' - Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Plan Do Check Act Model can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Plan Do Check Act Model could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Plan Do Check Act Model artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Matrix
*Requirement Matrix
*Stakeholder Model
*Competency Canvas
*Business Model
*Revenue Model
*Cost Model
*Operating Model
*Workflow Model
*Rule Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Matrix
*BPM Notations Model
*Service Matrix
*Application Matrix

=== Industry Focus ===
The Plan Do Check Act Model artefact can be used across all industries.

=== Relevant Roles ===
The Plan Do Check Act Model artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/PDCA Wikipedia]
*[http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html ASQ]

[[Category: Key Models]]

File:Value Stream Mapping.png

2018-12-07T10:28:54Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Plan Do Check Act

2018-12-06T13:16:39Z

KeyModels:

{{DISPLAYTITLE: Plan Do Check Act}}
== Plan Do Check Act ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Plan Do Check Act - also referred to as PDCA, the Deming Cycle or the Shewhart Cycle - is an iterative four-step management method used in business for the control and continuous improvement of processes and products. Another version of the PDCA cycle is OPDCA. The added "O" stands for observation, or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa’s changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Plan Do Check Act.png|thumb|600px|left|alt=Plan Do Check Act|Plan Do Check Act.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Plan Do Check Act -Extended-.png|thumb|600px|left|alt=Plan Do Check Act [Extended]|Plan Do Check Act [Extended].]]
</div>
<div style="clear: both;"></div>

The Plan–Do–Check–Act cycle is a four–step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement.

The Plan-Do-Check-Act should be used as a model for continuous improvement:
*When starting a new improvement project.
*When developing a new or improved design of a process, product or service.
*When defining a repetitive work process.
*When planning data collection and analysis in order to verify and prioritize problems or root causes.
*When implementing any change.

=== The Way Of Working - What (Context) & Whence (Source) ===

The procedures for the Plan–Do–Check–Act is as follows:

#'''Plan''' - Recognize an opportunity and plan a change.
#'''Do''' - Test the change. Carry out a small-scale study.
#'''Check''' - Review the test, analyze the results and identify what you’ve learned.
#'''Act''' - Take action based on what you learned in the study step: If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you learned from the test into wider changes. Use what you learned to plan new improvements, beginning the cycle again.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Plan Do Check Act Model can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Plan Do Check Act Model could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Plan Do Check Act Model artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Matrix
*Requirement Matrix
*Stakeholder Model
*Competency Canvas
*Business Model
*Revenue Model
*Cost Model
*Operating Model
*Workflow Model
*Rule Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Matrix
*BPM Notations Model
*Service Matrix
*Application Matrix

=== Industry Focus ===
The Plan Do Check Act Model artefact can be used across all industries.

=== Relevant Roles ===
The Plan Do Check Act Model artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/PDCA Wikipedia]
*[http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html ASQ]

[[Category: Key Models]]

LEAD Reference Content:Plan Do Check Act

2018-12-06T13:04:39Z

KeyModels: Created page with "{{DISPLAYTITLE: Plan Do Check Act}} == Plan Do Check Act == === The Way Of Thinking - Why (Reason) & Whither (Goal) === <div style="margin-right: 40px; padding: 10px; float..."

{{DISPLAYTITLE: Plan Do Check Act}}
== Plan Do Check Act ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Plan Do Check Act.png|thumb|600px|left|alt=Plan Do Check Act|Plan Do Check Act.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Plan Do Check Act -Extended-.png|thumb|600px|left|alt=Plan Do Check Act [Extended]|Plan Do Check Act [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Root Cause Analysis can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Root Cause Analysis could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Root Cause Analysis artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Model
*Vision, Mission & Goals Model
*Requirement Matrix
*Strategy Model
*Integrated Planning Model
*Value Model
*Balanced Scorecard
*Performance Matrix
*Measurement & Reporting Matrix
*Competency Canvas
*Business Model
*Revenue Matrix
*Cost Matrix
*Operating Matrix
*Risk Matrix
*Security Matrix
*Case Matrix
*Channel Model
*Service Model

=== Industry Focus ===
The Root Cause Analysis artefact can be used across all industries.

=== Relevant Roles ===
The Root Cause Analysis artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CFO: Chief Financial Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CTO: Chief Technology Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Root_cause_analysis Wikipedia]
*[http://www.mindtools.com/pages/article/newTMC_80.htm MindTools]

[[Category: Key Models]]

File:Plan Do Check Act.png

2018-12-06T12:56:23Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Root Cause Analysis

2018-12-06T12:04:11Z

KeyModels:

{{DISPLAYTITLE: Root Cause Analysis}}
== Root Cause Analysis ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Root Cause Analysis - also referred to as Root Cause - is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Root Cause Analysis.png|thumb|600px|left|alt=Root Cause Analysis|Root Cause Analysis.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Root Cause Analysis -Extended-.png|thumb|600px|left|alt=Root Cause Analysis [Extended]|Root Cause Analysis [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Root Cause Analysis can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Root Cause Analysis could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Root Cause Analysis artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Model
*Vision, Mission & Goals Model
*Requirement Matrix
*Strategy Model
*Integrated Planning Model
*Value Model
*Balanced Scorecard
*Performance Matrix
*Measurement & Reporting Matrix
*Competency Canvas
*Business Model
*Revenue Matrix
*Cost Matrix
*Operating Matrix
*Risk Matrix
*Security Matrix
*Case Matrix
*Channel Model
*Service Model

=== Industry Focus ===
The Root Cause Analysis artefact can be used across all industries.

=== Relevant Roles ===
The Root Cause Analysis artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CFO: Chief Financial Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CTO: Chief Technology Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Root_cause_analysis Wikipedia]
*[http://www.mindtools.com/pages/article/newTMC_80.htm MindTools]

[[Category: Key Models]]

LEAD Reference Content:Root Cause Analysis

2018-12-06T12:03:43Z

KeyModels:

{{DISPLAYTITLE: Root Cause Analysis}}
== Root Cause Analysis ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Root Cause Analysis - also referred to as Root Cause - is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Root Cause Analysis.png|thumb|500px|left|alt=Root Cause Analysis|Root Cause Analysis.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Root Cause Analysis -Extended-.png|thumb|500px|left|alt=Root Cause Analysis [Extended]|Root Cause Analysis [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Root Cause Analysis fits to Enterprise Architecture ===
While Root Cause Analysis can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: value. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Root Cause Analysis could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Root Cause Analysis artefact can be used in the combination of the following other concepts, models/artefacts:
*Forces & Drivers Model
*Vision, Mission & Goals Model
*Requirement Matrix
*Strategy Model
*Integrated Planning Model
*Value Model
*Balanced Scorecard
*Performance Matrix
*Measurement & Reporting Matrix
*Competency Canvas
*Business Model
*Revenue Matrix
*Cost Matrix
*Operating Matrix
*Risk Matrix
*Security Matrix
*Case Matrix
*Channel Model
*Service Model

=== Industry Focus ===
The Root Cause Analysis artefact can be used across all industries.

=== Relevant Roles ===
The Root Cause Analysis artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CFO: Chief Financial Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CTO: Chief Technology Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Root_cause_analysis Wikipedia]
*[http://www.mindtools.com/pages/article/newTMC_80.htm MindTools]

[[Category: Key Models]]

LEAD Reference Content:Root Cause Analysis

2018-12-06T11:56:27Z

KeyModels:

{{DISPLAYTITLE: Root Cause Analysis}}
== Root Cause Analysis ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Root Cause Analysis - also referred to as Root Cause - is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Root Cause Analysis.png|thumb|500px|left|alt=Root Cause Analysis|Root Cause Analysis.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Root Cause Analysis -Extended-.png|thumb|500px|left|alt=Root Cause Analysis [Extended]|Root Cause Analysis [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Root Cause Analysis

2018-12-06T11:55:28Z

KeyModels: Created page with "{{DISPLAYTITLE: Root Cause Analysis}} == Root Cause Analysis == === The Way Of Thinking - Why (Reason) & Whither (Goal) === Root Cause Analysis - also referred to as Root Caus..."

{{DISPLAYTITLE: Root Cause Analysis}}
== Root Cause Analysis ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Root Cause Analysis - also referred to as Root Cause - is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable outcome from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Root Cause Analysis.png|thumb|500px|left|alt=Root Cause Analysis|Root Cause Analysis.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Root Cause Analysis -Extended-.png|thumb|500px|left|alt=Root Cause Analysis [Extended]|Root Cause Analysis [Extended].]]
</div>
<div style="clear: both;"></div>

When you have a problem at work, how do you approach it? Do you jump in and start treating the symptoms? Or do you stop to consider whether there's actually a deeper problem that needs your attention?

If you only fix the symptoms – what you see on the surface – the real problem will almost certainly remain intact and happen again, which will lead you to fix it, again, and again, and again. If, instead, you look deeper to figure out why the problem is occurring, you can fix the underlying systems and processes that cause the problem.

Root Cause Analysis (RCA) is a popular and often-used technique that helps people answer the question of why the problem occurred in the first place. Root Cause Analysis seeks to identify the origin of a problem. It uses a specific set of steps, with associated tools, to find the primary cause of the problem, so that you can:
*Determine what happened.
*Determine why it happened.
*Figure out what to do to reduce the likelihood that it will happen again.

RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it grew into the symptom you're now facing.

You'll usually find three basic types of causes:
#Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
#Human causes – People did something wrong, or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
#Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).
Root Cause Analysis looks at all three types of causes. It involves investigating the patterns of negative effects, finding hidden flaws in the system, and discovering specific actions that contributed to the problem. This often means that RCA reveals more than one root cause.

You can apply Root Cause Analysis to almost any situation. Determining how far to go in your investigation requires good judgment and common sense. Theoretically, you could continue to trace root causes back to the Stone Age, but the effort would serve no useful purpose. Be careful to understand when you've found a significant cause that can, in fact, be changed.

=== The Way Of Working - What (Context) & Whence (Source) ===

A Root Cause Analysis has five identifiable steps.

'''Step One:''' Define the Problem
#What do you see happening?
#What are the specific symptoms?

'''Step Two:''' Collect Data
#What proof do you have that the problem exists?
#How long has the problem existed?
#What is the impact of the problem?

You need to analyze a situation fully before you can move on to look at factors that contributed to the problem. To maximize the effectiveness of your Root Cause Analysis, get together everyone – experts and front line staff – who understands the situation. People who are most familiar with the problem can help lead you to a better understanding of the issues.

A helpful tool at this stage is CATWOE. With this process, you look at the same situation from different perspectives: the Customers, the people (Actors) who implement the solutions, the Transformation process that's affected, the World view, the process Owner, and Environmental constraints.

'''Step Three:''' Identify Possible Causal Factors
#What sequence of events leads to the problem?
#What conditions allow the problem to occur?
#What other problems surround the occurrence of the central problem?

During this stage, identify as many causal factors as possible. Too often, people identify one or two factors and then stop, but that's not sufficient. With RCA, you don't want to simply treat the most obvious causes – you want to dig deeper.

Use these tools to help identify causal factors:
*Appreciation – Use the facts and ask "So what?" to determine all the possible consequences of a fact.
*5 Why’s – Ask "Why?" until you get to the root of the problem.
*Drill Down – Break down a problem into small, detailed parts to better understand the big picture.
*Cause and Effect Diagrams – Create a chart of all of the possible causal factors, to see where the trouble may have begun.

'''Step Four:''' Identify the Root Cause(s)
#Why does the causal factor exist?
#What is the real reason the problem occurred?

Use the same tools you used to identify the causal factors (in Step Three) to look at the roots of each factor. These tools are designed to encourage you to dig deeper at each level of cause and effect.

'''Step Five:''' Recommend and Implement Solutions
#What can you do to prevent the problem from happening again?
#How will the solution be implemented?
#Who will be responsible for it?
#What are the risks of implementing the solution?

Analyze your cause-and-effect process, and identify the changes needed for various systems. It's also important that you plan ahead to predict the effects of your solution. This way, you can spot potential failures before they happen.

One way of doing this is to use Failure Mode and Effects Analysis (FMEA). This tool builds on the idea of risk analysis to identify points where a solution could fail. FMEA is also a great system to implement across your organization; the more systems and processes that use FMEA at the start, the less likely you are to have problems that need Root Cause Analysis in the future.

Impact Analysis is another useful tool here. This helps you explore possible positive and negative consequences of a change on different parts of a system or organization.

Another great strategy to adopt is Kaizen, or continuous improvement. This is the idea that continual small changes create better systems overall. Kaizen also emphasizes that the people closest to a process should identify places for improvement. Again, with kaizen alive and well in your company, the root causes of problems can be identified and resolved quickly and effectively.

=== Details around Root Cause Analysis needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

File:Root Cause Analysis.png

2018-12-06T11:49:34Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Six Sigma

2018-12-05T12:39:10Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Six Sigma is a quality management methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation will lead to defect reduction and improvement in profits, employee morale and quality of product.

Six Sigma is a quality measurement and improvement program and focuses on the control of a process until the point of Six Sigma (standard deviations). It includes identifying factors, which are critical for the quality as determined by the customer. It reduces process variation and improvement capabilities, increases stability and designs systems to support the Six Sigma goal.

The Six Sigma model is a highly disciplined approach that can help companies to focus on developing and delivering near-perfect products and services. It is based on the statistical work of Joseph Juran, a Rumanian-born US pioneer of quality management.

The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how you can eliminate them. Thus, you can almost come to "zero defects".

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Lean Thinking

2018-12-05T12:37:56Z

KeyModels:

{{DISPLAYTITLE: Lean Thinking}}
== Lean Thinking ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Lean Value Chain.png|thumb|500px|left|alt=Lean Value Stream|Lean Value Stream.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Lean Value Chain -Extended-.png|thumb|500px|left|alt=Lean Value Stream [Extended]|Lean Value Stream [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Competency
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Application/Information System
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Integration Opportunity (H/M/L)
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Lean Thinking can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Lean Thinking could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Lean Thinking artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Revenue Model
*Cost Model
*Object Matrix
*Workflow Matrix
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*Application Interface Model
*Application Screen Model

=== Industry Focus ===
The Lean Thinking artefact can be used across all industries.

=== Relevant Roles ===
The Lean Thinking artefact is relevant for all roles that are involved with strategy; among others, these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSO: Chief Strategy Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer

'''Subject Matter Expert Roles'''
*Strategy eXpert
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Lean_manufacturing Wikipedia]
*[http://www.lean.org/whatslean/ Lean]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T12:33:24Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Just-In-Time

2018-12-05T12:32:34Z

KeyModels:

{{DISPLAYTITLE: Just-In-Time}}
== Just-In-Time ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Just-in-time (JIT) is a production organization philosophy, in which inventories are seen as a bad excuse for poor planning, inflexibility, wrong machinery, quality flaws, etc.

In other words, inventory represents inefficiency. The aim of JIT is to speed up customer response, while minimizing inventories. Although inventories may secure quick response times through off-the-shelf availability, costs for such inventories may be too high. Also, low inventories increase the transparency of the production and distribution process. Especially in cases of rapidly changing specifications, complexity and high unit costs, JIT may be more effective and more efficient.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Just-In-Time.png|thumb|500px|left|alt=Just-In-Time|Just-In-Time.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Just-In-Time -Extended-.png|thumb|500px|left|alt=Just-In-Time [Extended]|Just-In-Time [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of JIT draws close attention to the following areas:
*Inventory reduction.
*Smaller production lot and batch sizes.
*Quality control.
*Complexity reduction and transparency.
*Flatter organization structure and delegation.
*Waste minimization.

The following techniques are at the disposal of management as regards the implementation of JIT:
*Analysis of logistical parameters.
*JIT simulation.
*Just-In-Time.
*Workflow analysis.
*Material flow analysis.
*Information flow analysis.
*Production flexibility analysis (e.g. SMED).
*Task analysis.
*Pull control systems at production level (e.g. Kanban).

However, in order to successfully implement JIT, there are various issues and elements that must be considered in turn (in the following order):

#What results do we really want from JIT? Is it worthwhile in view of the costs and obstacles of implementation? Conduct a quick scan of costs and benefits, including a possible project planning.
#The order of implementation of JIT is of critical importance. Lowering inventories before creating flexibility in production can lead to lousy delivery performance. Generally, businesses have been most successful implementing first at the very end of their production process and gradually working upstream, but the ‘best’ order of implementation depends on the situation. Increasing inventory levels temporarily should be considered so as to ensure delivery performance during the implementation.
#Certainly don’t start with forcing suppliers to adopt JIT until implementation is well under way or completed.
#Does the product design qualify for JIT? Are alterations necessary? If so, do it now.
#Next, redesign the production process to enable JIT. More often than not, significant improvements and efficiencies can be obtained in this stage.
#Adjust information systems to meet demands of the primary process.
#Seek improvements with suppliers and customers. This should yield the final significant results of JIT.

=== Details around Just-In-Time needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Service Channel
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Enterprise Capability
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Just-In-Time fits to Enterprise Architecture ===
While Just-In-Time can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Just-In-Time could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Just-In-Time artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Just-In-Time artefact can be used across all industries.

=== Relevant Roles ===
The Just-In-Time artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer
*CIO: Chief Information Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst
*Process eXpert
*Process Architect

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Just_in_time_(business) Wikipedia]
*[http://www.scribd.com/doc/50877970/Key-Management-Models-Steven-Ten-Have Scribd]

[[Category: Key Models]]

LEAD Reference Content:Just-In-Time

2018-12-05T12:25:24Z

KeyModels:

{{DISPLAYTITLE: Just-In-Time}}
== Just-In-Time ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Just-in-time (JIT) is a production organization philosophy, in which inventories are seen as a bad excuse for poor planning, inflexibility, wrong machinery, quality flaws, etc.

In other words, inventory represents inefficiency. The aim of JIT is to speed up customer response, while minimizing inventories. Although inventories may secure quick response times through off-the-shelf availability, costs for such inventories may be too high. Also, low inventories increase the transparency of the production and distribution process. Especially in cases of rapidly changing specifications, complexity and high unit costs, JIT may be more effective and more efficient.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Just-In-Time.png|thumb|500px|left|alt=Just-In-Time|Just-In-Time.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Just-In-Time -Extended-.png|thumb|500px|left|alt=Just-In-Time [Extended]|Just-In-Time [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of JIT draws close attention to the following areas:
*Inventory reduction.
*Smaller production lot and batch sizes.
*Quality control.
*Complexity reduction and transparency.
*Flatter organization structure and delegation.
*Waste minimization.

The following techniques are at the disposal of management as regards the implementation of JIT:
*Analysis of logistical parameters.
*JIT simulation.
*Just-In-Time.
*Workflow analysis.
*Material flow analysis.
*Information flow analysis.
*Production flexibility analysis (e.g. SMED).
*Task analysis.
*Pull control systems at production level (e.g. Kanban).

However, in order to successfully implement JIT, there are various issues and elements that must be considered in turn (in the following order):

#What results do we really want from JIT? Is it worthwhile in view of the costs and obstacles of implementation? Conduct a quick scan of costs and benefits, including a possible project planning.
#The order of implementation of JIT is of critical importance. Lowering inventories before creating flexibility in production can lead to lousy delivery performance. Generally, businesses have been most successful implementing first at the very end of their production process and gradually working upstream, but the ‘best’ order of implementation depends on the situation. Increasing inventory levels temporarily should be considered so as to ensure delivery performance during the implementation.
#Certainly don’t start with forcing suppliers to adopt JIT until implementation is well under way or completed.
#Does the product design qualify for JIT? Are alterations necessary? If so, do it now.
#Next, redesign the production process to enable JIT. More often than not, significant improvements and efficiencies can be obtained in this stage.
#Adjust information systems to meet demands of the primary process.
#Seek improvements with suppliers and customers. This should yield the final significant results of JIT.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Just-In-Time

2018-12-05T12:22:02Z

KeyModels: Created page with "{{DISPLAYTITLE: Just-In-Time}} == Just-In-Time == === The Way Of Thinking - Why (Reason) & Whither (Goal) === <div style="margin-right: 40px; padding: 10px; float: left;">..."

{{DISPLAYTITLE: Just-In-Time}}
== Just-In-Time ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Just-In-Time.png|thumb|500px|left|alt=Just-In-Time|Just-In-Time.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Just-In-Time -Extended-.png|thumb|500px|left|alt=Just-In-Time [Extended]|Just-In-Time [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

File:Just-In-Time -Extended-.png

2018-12-05T12:20:58Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

File:Just-In-Time.png

2018-12-05T12:20:40Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:48:50Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:48:34Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba KaizenA ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Plan
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Time
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Report
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | A
| style="text-align: left;" style="width: 20%; padding: 10px;" | Monitor
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Gemba Kaizen fits to Enterprise Architecture ===
While Gemba Kaizen can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Gemba Kaizen could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Gemba Kaizen artefact can be used in the combination of the following other concepts, models/artefacts:
*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Gemba Kaizen artefact can be used across all industries.

=== Relevant Roles ===
The Gemba Kaizen artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.processexcellencenetwork.com/lean/articles/gemba-kaizen/ Process Excellence Network]
*[http://en.wikipedia.org/wiki/Kaizen Kaizen on Wikipedia]
*[http://en.wikipedia.org/wiki/Gemba Gemba on Wikipedia]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-05T10:18:47Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Six Sigma is a quality management methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation will lead to defect reduction and improvement in profits, employee morale and quality of product.

Six Sigma is a quality measurement and improvement program and focuses on the control of a process until the point of Six Sigma (standard deviations). It includes identifying factors, which are critical for the quality as determined by the customer. It reduces process variation and improvement capabilities, increases stability and designs systems to support the Six Sigma goal.

The Six Sigma model is a highly disciplined approach that can help companies to focus on developing and delivering near-perfect products and services. It is based on the statistical work of Joseph Juran, a Rumanian-born US pioneer of quality management.

The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how you can eliminate them. Thus, you can almost come to "zero defects".

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:16:50Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>
<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
Implementation of Gemba Kaizen principles within the workplace holds numerous benefits for organizations across a range of sectors, including healthcare – an industry which is facing a growing number of pressures.

'''Gemba'''

In Lean Manufacturing, the idea of Gemba is that the problems are visible, and the best improvement ideas will come from going to the Gemba. The Gemba walk, much like Management By Walking Around (MBWA), is an activity that takes management to the front lines to look for waste and opportunities to practice Gemba Kaizen, or practical shop floor improvement.

In quality management, Gemba means the manufacturing floor and the idea is that if a problem occurs, the engineers must go there to understand the full impact of the problem, gathering data from all sources. Unlike focus groups and surveys, Gemba visits are not scripted or bound by what one wants to ask.

'''Kaizen'''

The Toyota Production System is known for kaizen, where all line personnel are expected to stop their moving production line in case of any abnormality and, along with their supervisor, suggest an improvement to resolve the abnormality, which may initiate a kaizen.
The cycle of Kaizen activity can be defined as:
*Standardize an operation and activities.
*Measure the standardized operation (find cycle time and amount of in-process inventory).
*Gauge measurements against requirements.
*Innovate to meet requirements and increase productivity.
*Standardize the new, improved operations.
*Continue cycle ad infinitum.

=== Details around Gemba Kaizen needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:14:26Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

=== The Five Ss ===
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Six Sigma needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:13:55Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

'''The Five Ss'''
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Six Sigma needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:11:41Z

KeyModels:

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.

==== The 'Five Ss' ====
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

#Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.
#Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.
#Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.
#Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.
#Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Gemba Kaizen.png|thumb|500px|left|alt=Gemba Kaizen|Gemba Kaizen.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Gemba Kaizen -Extended-.png|thumb|500px|left|alt=Gemba Kaizen [Extended]|Gemba Kaizen [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Six Sigma needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

File:Gemba Kaizen.png

2018-12-05T10:09:42Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Gemba Kaizen

2018-12-05T10:09:08Z

KeyModels: Created page with "{{DISPLAYTITLE: Gemba Kaizen}} == Gemba Kaizen == === The Way Of Thinking - Why (Reason) & Whither (Goal) === Gemba Kaizen is a Japanese concept of continuous improvement desi..."

{{DISPLAYTITLE: Gemba Kaizen}}
== Gemba Kaizen ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Gemba Kaizen is a Japanese concept of continuous improvement designed for enhancing processes and reducing waste. Within a lean context, Gemba simply refers to the location where value is created, while Kaizen relates to improvements. However, the concept of Gemba Kaizen holds many more meanings than its literal translation. According to the Kaizen Institute, an organization which has embraced the concept is constantly striving to improve its processes, promotes discipline and standardization, and believes the processes in place for solving problems are more valuable than the solutions themselves.

Gemba Kaizen embraces the skills of a whole organization; inviting and rewarding employee contributions and understanding even the smallest improvements will create greater value over time. The concept focuses on achieving continuous improvement through activities on the work floor.
The 'Five Ss'
One of the key concepts of Kaizen is the pursuit of operation excellence through a housekeeping technique known as the 'five Ss'. The Kaizen Institute recommends the 'five Ss' are a good place for an organization to start when introducing the concept, as it allows all employees to get involved.

Seiri – or sort – is the first 'S'. This deals with the literal contents of the Gemba, removing any items, which are excess to requirements to create a more streamlined working area.

Seiton, meaning to set things in order, when a system is introduced giving every item its own place, meaning the tools necessary for work are easily accessible – reducing wasted time.

Seiso, translated to mean scrub, is the third 'S'. The stage does not simply relate to keeping a workplace in a clean, but also taking pride in keeping things in order.

Seiketsu is the next stage, which refers to the standardization of processes throughout the workplace. "Visual management is an important aspect to facilitate easy understanding of these standards," the Kaizen Institute explained.

Shitsuki needs to be the focus once the first four steps have been completed. It’s implicates a continuous sustaining of the changes which have been made.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Six Sigma needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-05T07:29:17Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Six Sigma is a quality management methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation will lead to defect reduction and improvement in profits, employee morale and quality of product.

Six Sigma is a quality measurement and improvement program and focuses on the control of a process until the point of Six Sigma (standard deviations). It includes identifying factors, which are critical for the quality as determined by the customer. It reduces process variation and improvement capabilities, increases stability and designs systems to support the Six Sigma goal.

The Six Sigma model is a highly disciplined approach that can help companies to focus on developing and delivering near-perfect products and services. It is based on the statistical work of Joseph Juran, a Rumanian-born US pioneer of quality management.

The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how you can eliminate them. Thus, you can almost come to "zero defects".

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
When in the process of applying Six Sigma, one can follow the five-stage process below:

#Definition: The first step in any Six Sigma project is to clarify the problem and narrow its scope in such a way that measurable goals can be achieved within a few months. Then a team is assembled to examine the process in detail, suggest improvements, and implement those recommendations. In the manufacturing world, project managers and their sponsors typically begin by defining what constitutes a defect and then establish a set of objectives designed to reduce the occurrence of such defects.
#Measurement: In the second step of a Six Sigma project, the team gathers data and prepares it for high-level analysis.
#Analysis: Once a process has been mapped and documented, and the quality of the hard supporting data has been verified, the Six Sigma team can begin the analysis. The team members usually start by identifying the ways in which people fail to act as needed, or by identifying the ways in which people fail to ensure effective control at each stage.
#Improvement: Recommend, decide and implement improvements.
#Control: In the final stage of a Six Sigma project, the team creates controls. These are enabling the company to sustain and extend the improvements.

=== Details around Six Sigma needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-05T07:27:54Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
Six Sigma is a quality management methodology that provides businesses with the tools to improve the capability of their business processes. This increase in performance and decrease in process variation will lead to defect reduction and improvement in profits, employee morale and quality of product.

Six Sigma is a quality measurement and improvement program and focuses on the control of a process until the point of Six Sigma (standard deviations). It includes identifying factors, which are critical for the quality as determined by the customer. It reduces process variation and improvement capabilities, increases stability and designs systems to support the Six Sigma goal.

The Six Sigma model is a highly disciplined approach that can help companies to focus on developing and delivering near-perfect products and services. It is based on the statistical work of Joseph Juran, a Rumanian-born US pioneer of quality management.

The central idea behind Six Sigma is that if you can measure how many "defects" you have in a process, you can systematically figure out how you can eliminate them. Thus, you can almost come to "zero defects".

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-05T07:26:00Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | (X)
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Measure
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Control
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Function
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Six Sigma can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Six Sigma could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Six Sigma artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Stakeholder Matrix
*Value Model
*Performance Matrix
*Measurements & Reporting Model
*Revenue Model
*Cost Model
*Operating Model
*Owner Matrix
*Object Matrix
*Workflow Model
*Risk Matrix
*Security Matrix
*Case Model
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*System Measurements/Reporting Model
*Application Interface Model
*Application Screen Model
*Compliance Matrix
*Data Matrix
*Data Service Matrix
*Data Rules Matrix
*Platform Service Matrix
*Platform Rules Matrix
*Infrastructure Service Matrix
*Infrastructure Rules Matrix

=== Industry Focus ===
The Six Sigma artefact can be used across all industries.

=== Relevant Roles ===
The Six Sigma artefact is relevant for all roles that are involved with strategy; among others these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer
*CQO: Chief Quality Officer

'''Subject Matter Expert Roles'''
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

LEAD Reference Content:Six Sigma

2018-12-05T07:14:37Z

KeyModels:

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Six Sigma.png|thumb|500px|left|alt=Six Sigma|Six Sigma.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Six Sigma -Extended-.png|thumb|500px|left|alt=Six Sigma [Extended]|Six Sigma [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Competency
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Application/Information System
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Integration Opportunity (H/M/L)
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Lean Thinking can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Lean Thinking could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Lean Thinking artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Revenue Model
*Cost Model
*Object Matrix
*Workflow Matrix
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*Application Interface Model
*Application Screen Model

=== Industry Focus ===
The Lean Thinking artefact can be used across all industries.

=== Relevant Roles ===
The Lean Thinking artefact is relevant for all roles that are involved with strategy; among others, these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSO: Chief Strategy Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer

'''Subject Matter Expert Roles'''
*Strategy eXpert
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://www.12manage.com/methods_six_sigma.html 12 Manage]
*[http://en.wikipedia.org/wiki/Six_Sigma Wikipedia]
*[http://www.isixsigma.com/ iSixSigma]

[[Category: Key Models]]

File:Six Sigma.png

2018-12-05T07:11:16Z

KeyModels:

== Licensing ==
{{[[LEADing Practice IP::LEADing Practice IP]] }}

LEAD Reference Content:Six Sigma

2018-12-05T07:10:52Z

KeyModels: Created page with "{{DISPLAYTITLE: Six Sigma}} == Six Sigma == Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business me..."

{{DISPLAYTITLE: Six Sigma}}
== Six Sigma ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Lean Value Chain.png|thumb|500px|left|alt=Lean Value Stream|Lean Value Stream.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Lean Value Chain -Extended-.png|thumb|500px|left|alt=Lean Value Stream [Extended]|Lean Value Stream [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Competency
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Application/Information System
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Integration Opportunity (H/M/L)
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Lean Thinking can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Lean Thinking could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Lean Thinking artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Revenue Model
*Cost Model
*Object Matrix
*Workflow Matrix
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*Application Interface Model
*Application Screen Model

=== Industry Focus ===
The Lean Thinking artefact can be used across all industries.

=== Relevant Roles ===
The Lean Thinking artefact is relevant for all roles that are involved with strategy; among others, these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSO: Chief Strategy Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer

'''Subject Matter Expert Roles'''
*Strategy eXpert
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Lean_manufacturing Wikipedia]
*[http://www.lean.org/whatslean/ Lean]

[[Category: Key Models]]

LEAD Reference Content:Lean Thinking

2018-12-05T06:10:57Z

KeyModels:

{{DISPLAYTITLE: Lean Thinking}}
== Lean Thinking ==
Lean Thinking is also referred to as Lean manufacturing, the Toyota philosophy, and Lean Production. Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste. The term lean thinking was coined by James P. Womack and Daniel T. Jones to capture the essence of their in-depth study of Toyota’s fabled Toyota Production System. Lean thinking is a way of thinking about an activity and seeing the waste inadvertently generated by the way the process is organized. It uses the concepts of:

#Value
#Value streams
#Flow
#Pull
#Perfection

The aim of lean thinking is to create a lean enterprise, one that sustains growth by aligning customer satisfaction with employee satisfaction, and that offers innovative products or services profitably while minimizing unnecessary over-costs to customers, suppliers and the environment. The basic insight of lean thinking is that if you train every person to identify wasted time and effort in their own job and to better work together to improve processes by eliminating such waste, the resulting enterprise will deliver more value at less expense while developing every employee’s confidence, competence and ability to work with others.

The idea of lean thinking gained popularity in the business world and has evolved in two different directions:

#Lean thinking converts who keep seeking to understand how to seek dynamic gains rather than static efficiencies. For this group of thinkers, lean thinking continuously evolves as they seek to better understand the possibilities of the way opened up by Toyota and have grasped the fact that the aim of continuous improvement is continuous improvement. Lean thinking as such is a movement of practitioners and writers who experiment and learn in different industries and conditions, to lean think any new activity.
#Lean manufacturing adepts who have interpreted the term “lean” as a form of operational excellence and have turned to company programs aimed at taking costs out of processes. Lean activities are used to improve processes without ever challenging the underlying thinking, with powerful low-hanging fruit results but little hope of transforming the enterprise as a whole. This “corporate lean” approach is fundamentally opposed to the ideals of lean thinking, but has been taken up by a great number of large businesses seeking to cut their costs without challenging their fundamental management assumptions.

<div style="margin-right: 40px; padding: 10px; float: left;">
[[File:Lean Value Chain.png|thumb|500px|left|alt=Lean Value Stream|Lean Value Stream.]]
</div>

<div style="padding: 10px; float: left;">
[[File:Lean Value Chain -Extended-.png|thumb|500px|left|alt=Lean Value Stream [Extended]|Lean Value Stream [Extended].]]
</div>

<div style="clear: both;"></div>

=== The Way Of Thinking - Why (Reason) & Whither (Goal) ===
The methods of Lean Thinking aim to combine the flexibility and quality of craftsmanship with the low costs of mass production. In lean- production systems a manufacturer’s employees are organized in teams. Within each team a worker is expected to be able to do all the tasks required of the team. These tasks are less narrowly specialized than those demanded of the worker in a mass-production system, and this variety enables the worker to escape from the soul-destroying repetition of the pure assembly line.

While Lean Thinking has proven to be very effective in high-volume repetitive operations, it can be applied to any organization as long as management adheres to the assumptions of underlying lean:

*People value the visual effect of flow.
*Waste is the main restriction to profitability.
*Process interaction effects will be resolved through value-stream refinement.
*Many small improvements in rapid succession are more beneficial than any analytical study.

Lean Thinking is defined as that which changes the focus of management from optimizing separates technologies, assets, and vertical departments to optimizing the flow of products and services through entire value streams that flow horizontally across technologies, assets, and departments to customers.

=== The Way Of Working - What (Context) & Whence (Source) ===
One can use the method by applying a list of principles. The five principles of lean thinking are specify what does and does not create value from the customer's viewpoint, identify the whole value stream, make information and products flow, only make or supply what is pulled by the customer and in pursuit of perfection.

The five-step thought process for guiding the implementation of lean techniques is easy to remember, but not always easy to achieve:

#Specify value from the standpoint of the end customer by product family.
#Identify all the steps in the value stream for each product family, eliminating whenever possible those steps that do not create value.
#Make the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer.
#As flow is introduced, let customers pull value from the next upstream activity.
#As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste.

=== Details around Lean Thinking needed for the Way of Modelling: ===

{| class="wikitable" style="width: 80%;"
|- style="vertical-align: top;"
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Level'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Business Area'''
| colspan="3" style="background: #0b98d6; color: #ffffff; text-align: center; padding: 10px;" | '''Relevant Meta Object(s)'''
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategic Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Strategy
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Process Flow
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Tactical Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organization
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Quality
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operational Level
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Finance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Organizational Competency
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Governance
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Object
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Marketing & Sales
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Application/Information System
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Operations & Production
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Integration Opportunity (H/M/L)
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Supply Chain & Procurement
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Innovation
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" | X
| style="text-align: left;" style="width: 20%; padding: 10px;" | Business Transformation & Change Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Technology
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Human Resource Management
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" | Leadership
| colspan="2" style="text-align: center;" style="width: 5%; padding: 10px;" |
| style="text-align: left;" style="width: 20%; padding: 10px;" |
|-
|}
<br>
'''X''' = Primary
'''(x)''' =Secondary
'''A''' =Advanced enhancements to the model

=== How Lean Thinking fits to Enterprise Architecture ===
While Lean Thinking can fit nearly all the enterprise layers e.g. Business, Information Systems, Technology, the discipline is a business layer concept with the sub-layer: application. It relates to the most to the competency layer with the focus on the organization i.e. enterprise, organizational units, areas, groups and functions. The Lean Thinking could also be used for a specific enterprise capability, location or resource.

=== Combinations To Other Models (Artefacts) ===
The Lean Thinking artefact can be used in the combination of the following other concepts, models/artefacts:

*Requirement Model
*Revenue Model
*Cost Model
*Object Matrix
*Workflow Matrix
*Process Model
*BPM Notations Model
*Service Model
*Application Service Matrix
*Application Interface Model
*Application Screen Model

=== Industry Focus ===
The Lean Thinking artefact can be used across all industries.

=== Relevant Roles ===
The Lean Thinking artefact is relevant for all roles that are involved with strategy; among others, these are the following roles:

'''Executive Roles'''
*CEO: Chief Executive Officer
*CSO: Chief Strategy Officer
*CSCO: Chief Supply Chain Officer
*COO: Chief Operating Officer
*CINO: Chief Innovation Officer

'''Subject Matter Expert Roles'''
*Strategy eXpert
*Business Architect
*Business Analyst

=== Reference Material ===

*[http://en.wikipedia.org/wiki/Lean_manufacturing Wikipedia]
*[http://www.lean.org/whatslean/ Lean]

[[Category: Key Models]]

Category:Key Models

2018-12-04T14:21:37Z

KeyModels: Created page with "{{PAGESINCATEGORY: Key Models}}"