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Systems Thinking

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This is the start of a collection of system thinking people that have helped shape my understanding and increase my understanding in this subject.

The Idiot’s Guide to Theory of Constraints (TOC) – Part II | MRTplus +++ At long last, here’s part II of our guide to TOC, in honor of the late Dr. Eliyahu Goldratt, originally published in The Critical Path email newsletter on February 29, 2000. Did you miss Part I? Click here. In Part I, we focused on the basic root philosophy behind TOC to provide a jump-point for those interested in learning more. In part two of our guide, we list the major relevant books and provide a very brief glossary of TOC terms. THE GOAL – this is the book that started it all. It’s written as a “business novel” – a true innovation for its time. ITS NOT LUCK – This book picks up with Unico’s Alex Rogo one year after the end of The Goal. THE HAYSTACK SYNDROME – The subtitle of this book is “sifting information out of the data ocean”. CRITICAL CHAIN – Another novel, this time focused on project management. TOC MINI-GLOSSARY (in alphabetical order): This is not meant to be a comprehensive lexicon dictionary, but should provide you with a workable TOC vocabulary.

Like this: Like Loading... 7 Deadly Sins Of Highly Inefficient Project Managers. There are many deadly sins that managers can fall prey to if they are not careful, which can be really damaging for the business and for their team – such as failing to give feedback, being overly critical and micromanaging – but project managers in particular can also be in danger of committing the following sins within their role. 1. Mistaking The Map For The Land If a project plan calls for something to happen in a certain way, and that is not how it is happening, revise the plan to reflect reality. Do not try to force reality to conform to the plan. 2. Project managers are supposed to manage the workload of a project, it is true. 3. If people miss deadlines for their tasks, there are consequences. 4.

The project manager needs to provide complete clarity about the expected deliverables. 5. 6. Project management tools allow you to assign a certain number of man-hours to a task. 7. Manufacturing Inventory Turnover Data. Inventory Distribution The proportions of inventory in Raw Materials, work-In-Process (WIP) and finished Goods can indicate problems to be addressed in various areas. Higher than normal proportions in Raw Materials indicates supply chain opportunities. Causes may include long lead times, transportation, quantity discounts, supplier selection, poor scheduling or poor inventory accuracy. Higher than normal proportions in WIP indicates problems on the manufacturing floor. Examples of causes might be poor workflow, functional layouts, scheduling or quality problems. Abnormally high Finished Goods inventories can indicate a disconnect between manufacturing output and customer's needs.

Causes of the disconnect might be batching, long setups, long throughput times or erratic demand. Manufacturing Productivity Sales per Employee is one of many metrics for benchmarking productivity. This particular study focused on inventory rather than productivity. Chris argyris, double-loop learning and organizational learning @ the encyclopedia of informal education. Contents: introduction · life · theories of action: theory in use and espoused theory · single-loop and double-loop learning · model I and model II · organizational learning · conclusion · further reading and references · links · cite Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning, and, almost in passing, deepened our understanding of experiential learning. On this page we examine the significance of the models he developed with Donald Schön of single-loop and double-loop learning, and how these translate into contrasting models of organizational learning systems.

Life Chris Argyris was born in Newark, New Jersey on July 16, 1923 and grew up in Irvington, New Jersey. During the Second World War he joined the Signal Corps in the U.S. Chris Argyris enjoyed the outdoors – and, in particular hiking (especially in the mountains of New Hampshire and across New England). Theories of action: theory in use and espoused theory. Peter Senge - Navigating Webs of Interdependence. Innovation Consulting/Workshops/Training for product design/development,TRIZ,QFD,FMEA,DFSS, Design for Six Sigma.

Home « CREAX. Spiral Dynamics. In spiral dynamics, the term vmeme refers to a core value system, acting as an organizing principle, which expresses itself through memes (self-propagating ideas, habits, or cultural practices). The superscript letter v indicates these are not basic memes but value systems which include them. The colors act as reminders for the life conditions and mind capacities of each system and alternate between cool and warm colors as a part of the model.[2] Within the model, individuals and cultures do not fall clearly in any single category (color). Each person/culture embodies a mixture of the value patterns, with varying degrees of intensity in each. Spiral Dynamics claims not to be a linear or hierarchical model.

According to Spiral Dynamics, there are infinite stages of progress and regression over time, dependent upon the life circumstances of the person or culture, which are constantly in flux. vMEMEs[edit] THE FIRST TIER VALUE SYSTEMS; The Levels of Subsistence[5] Beige[edit] Purple[edit]


Factory Physics, Inc. - Bryan, TX. Podcast #25 – Mark Spearman, Factory Physics. 25_LeanBlog_Podcast_MarkSpearman_May22_2007. Theory of constraints. The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.

TOC adopts the common idiom "a chain is no stronger than its weakest link. " This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome. History[edit] An earlier propagator of the concept was Wolfgang Mewes[2] in Germany with publications on power-oriented management theory (Machtorientierte Führungstheorie, 1963) and following with his Energo-Kybernetic System (EKS, 1971), later renamed Engpasskonzentrierte Strategie as a more advanced theory of bottlenecks.

Key assumption[edit] The five focusing steps[edit] Constraints[edit] Breaking a constraint[edit] TW97_Know-your-Constraints. Theory of Constraints Overview Introduction. Let’s Start By Stopping For A Moment Slow down, block out the rest of the world for a moment, and take the time to consider the following. Have you ever found yourself in a situation where you were waiting for someone to provide you with something, something that you must work on, and in-turn, which you had to pass on to someone else?

Someone else who may have also been waiting for that particular piece of work? And it wasn’t as though you had no other work – correct? I doubt that there are very many who can’t relate to this. Universal or not, does it need to be like this? I hope to show you that, indeed, it does not need to be like this at all. What this short moment of reflection shows is that most of us already have a pretty good intuition for the concepts of dependency, variation, and an understanding of systems and therefore the necessary intuition to find the needed solutions.

What Is Theory Of Constraints? Yes But, We’ve Seen Flavor Of The Month Before Why is this? A Systems Approach. Vanguard Home Page. Professor John Seddon: Seminal moments that informed the evolution of his systems thinking method. Cultural change is free. Systems Thinking: A Better Way To Make The Work Work: Professor John Seddon. John_seddon_inaugural_podcast. Performance beyond targets: leading radical change in the public sector: John Seddon. John_seddon_podcast. John Seddon Rekommendationer till svenska chefer som vill förbättra sin verksamhet. Systems thinking. Impression of systems thinking about society[1] A system is composed of interrelated parts or components (structures) that cooperate in processes (behavior). Natural systems include biological entities, ocean currents, the climate, the solar system and ecosystems. Designed systems include airplanes, software systems, technologies and machines of all kinds, government agencies and business systems.

Systems Thinking has at least some roots in the General System Theory that was advanced by Ludwig von Bertalanffy in the 1940s and furthered by Ross Ashby in the 1950s. The term Systems Thinking is sometimes used as a broad catch-all heading for the process of understanding how systems behave, interact with their environment and influence each other. The term is also used more narrowly as a heading for thinking about social organisations, be they natural or designed, healthy or unhealthy. The concept of a system[edit] The several ways to think of and define a system include: Some examples: Russell L. Ackoff. Russell Lincoln Ackoff (/ˈækɒf/; 12 February 1919 – 29 October 2009) was an American organizational theorist, consultant, and Anheuser-Busch Professor Emeritus of Management Science at the Wharton School, University of Pennsylvania.

Ackoff was a pioneer in the field of operations research, systems thinking and management science. Biography[edit] Russell L. Ackoff was born on February 12, 1919 in Philadelphia to Jack and Fannie (Weitz) Ackoff.[1] He received his bachelor degree in architecture at the University of Pennsylvania in 1941. After graduation, he taught at Penn for one year as an assistant instructor in philosophy. From 1942 to 1946, he served in the U.S. From 1947 to 1951 Ackoff was assistant professor in philosophy and mathematics at the Wayne State University.

From 1986 to 2009, Ackoff was professor emeritus of the Wharton School, and chairman of Interact, the Institute for Interactive Management. Russell L. Work[edit] Operations research[edit] Purposeful systems[edit] Podcast: Video of Dr. Russell Ackoff Discussing Systems and Pieces. On weekends, I like to share videos or fun stuff that gets us thinking. Today, I’m sharing a video with the legendary Dr. Russell Ackoff where he’s speaking at a session moderated by Clare Crawford-Mason, the producer of the outstanding video Good News…How Hospitals Heal Themselves on Lean and systems thinking. Ackoff makes important points in the video, but he starts with one of the funnier (and unexpected) speaker openings I’ve seen: Since Ackoff was speaking at the end of a list of distinguished speakers, he said: “I feel like a pornographic movie that’s being shown to people who just engaged in sex… in short, anti-climax.” Here is the video: Some of the notes I took while watching (I’ll leave them unedited): Failures in improvement programs – comes from not making systemic improvements.

If a system is taken apart, it loses its inherent properties. If you take the parts separately, the system as a whole will not be improved. Continuous improvement or dis-continuous improvement? A Theory of a System for Educators and Managers. HomePage | The Deming Institute. Joseph M. Juran. Early life[edit] Juran was born in Brăila, Romania, one of the six children born to a Jewish couple, Jakob and Gitel Juran; they later lived in Gura Humorului. He had three sisters: Rebecca (nicknamed Betty), Minerva, who earned a doctoral degree and had a career in education, and Charlotte. He had two brothers: Nathan H. Juran and Rudolph, known as Rudy. Personal life[edit] In 1926, he married Sadie Shapiro. Joseph and Sadie raised four children (3 sons and 1 daughter.) Department Chief[edit] Juran was promoted to department chief in 1928, and the following year became a division chief.

As a hedge against the uncertainties of the Great Depression, he enrolled in Loyola University Chicago School of Law in 1931. During the Second World War, through an arrangement with his employer, Juran served in the Lend-Lease Administration and Foreign Economic Administration. Japan[edit] Working independently of W. Contributions[edit] Pareto principle[edit] Management theory[edit] The Juran trilogy[edit] What is Lean. The core idea is to maximize customer value while minimizing waste. Simply, lean means creating more value for customers with fewer resources. A lean organization understands customer value and focuses its key processes to continuously increase it. The ultimate goal is to provide perfect value to the customer through a perfect value creation process that has zero waste. To accomplish this, lean thinking changes the focus of management from optimizing separate 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.

Eliminating waste along entire value streams, instead of at isolated points, creates processes that need less human effort, less space, less capital, and less time to make products and services at far less costs and with much fewer defects, compared with traditional business systems. Lean Thinking.