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Conditions of Satisfaction
Project Conditions o...
File
CoS Video
the customer is the
one who writes the
check, people who
use the asset, all
team members
who set and
delivery the CoS
Customers: Trades, End
Users, Suppliers /
Vendors and the next
person in the value
stream. Most Impact:
Handoffs Managing
Supply Chain: Rapid
Feedback and
communication.
Communication
and feedback
would be the
most impactful.
Enthusiasm
infects others
question 2 - be
more proactive,
educate how
one element
impacts the
whole
The entire team
including myself
are the
customers of the
team was a big
take away.
Liberating Structures
work equally well
virtually and face to
face!
Liberating Structures Matchmaker - Matching Purpose to Tool
What are Liberating Structures?
When to use which Liberating Structure?
This might help!
Unnamed area
Conditions of Satisfaction... Step 1 - Who
are your customers? 1-2-4-ALL
Conditions of Satisfaction... Step 2 - What
stops our customers from experiencing
Satisfaction? TRIZ
Conditions of Satisfaction... Step 3 - How do
we determine our MVP (Minimum Viable
Product)? Minimum Specs
Conditions of Satisfaction... Step 4 - How do
we make sure we stay on track & plan next
steps? WWW using Mad Tea Party
Agenda for CoS Training (LS Design String)
What, So
what, Now
what
Together, look back on
progress to-date &
decide what adjustments
are needed
Specify only the
absolute "must do's" &
"Must not do's" for
achieving a prupose
Min Specs
Stop counterproductive
activities & behaviors to
make space for
innovation
TRIZ
Engage everyone
simultaneously in
generating questions,
ideas, suggestions
1-2-4-ALL Mad
Tea Party
Rearrange the context for
taking action
LearningMaintaining a
positive attitude
Honesty &
Trasnparency
Responding
appropriately when
issues are raised.
Communication
What first steps can you take to make sure weavoid the undesireable actions from Question 2?
TRIZ Question 3:
We will use the 1-3-ALL format to address this question
- The breakout portion will be 12 minutes long
- We will move you into breakout rooms of 3 people. Make brief
introductions. 1-2 min.
- Begin with silent self-reflection on the shared challenge (e.g., What
opportunities do YOU see for making progress on this challenge?
How would you handle this situation? What ideas or actions do you
recommend?) 2-3 min.
- Generate ideas in your groups of 3 by building on ideas from self-
reflection. Share and develop ideas by noticing similarities and
differences. 5-7 min.
- We will then come back to the Main Room and ask that one person
from the whole group shares out loud, “What is one idea that stood
out in your conversation?” Everyone else will open up Chat and add
their thoughts to the same question. We will hold and all hit enter at
one time. 2-3 min.
- The facilitator copies that bubble (or creates a new one) to
commemorate the response and adds it to a number above.
- 15 Minutes for 1-2-4-ALL
ROUND 3 INSTRUCTIONS:
2
5
3 4
1
Actions
Is there anything that we are currently doing thatin any way, shape, or form resembles the
responses to Question 1? Be brutally honest!
TRIZ Question 2:
- We will use the 1-3-ALL format to address this question
- The breakout portion will be 12 minutes long
- We will move you into breakout rooms of 3 people. Make brief
introductions. 1-2 min.
- Begin with silent self-reflection on the shared challenge (e.g.,
What opportunities do YOU see for making progress on this
challenge? How would you handle this situation? What ideas or
actions do you recommend?) 2-3 min.
- Generate ideas in your groups of 3 by building on ideas from
self-reflection. Share and develop ideas by noticing similarities
and differences. 5-7 min.
- We will then come back to the Main Room and ask that one
person from the whole group shares out loud, “What is one idea
that stood out in your conversation?” Everyone else will open up
Chat and add their thoughts to the same question. We will hold
and all hit enter at one time. 2-3 min.
- The facilitator copies that bubble (or creates a new one) to
commemorate the response and adds it to a number above.
- 15 Minutes for 1-2-4-ALL
ROUND 2 INSTRUCTIONS:
Not
communicating
issues early
poor
quality
Hide problems
from them until
it's to late
Not
listening to
customer
Not
delivering
on our
promises
Not
reacting to
feedback
UNHAPPYCUSTOMERS
BUBBLE STORM
Disgruntled
subs & vendors
bothering them
Not order
materials and
equipment timely
Tell customer
you do not
care
Yell at the
customer
Mushroom -
keep them in
the dark
Hide problems
from them until it's
to late
cleanliness
Over
charge
customer
A
negative
attitude
Disorganized
/dirty project
site
Late
deliveries
over
stock
No sense
of urgency
Waste
Delay
Missing
schedule
commitments
no
innovation
not following
through with
commitments
poor
quality
Not
listening to
customer
lack of
communication
late
schedule
Claims
Not asking customer
of their desired
results
ignoring
their
demands
ignore
customer
overdoesn't
work
not leanring
from
mistakes
not
listening
doing it
wrong
over
budget
not
completting
the work
safety
incidents
Arrogant
demeanor
poor
collaboration
takes too long
to make
decisions
Not truly
listen
Not look for
their
blindspots
change orders will make them
unhappy and we can list zero
change orders as a goal
Not
communicating
issues early
Not
delivering
on our
promises
TRIZ - Creative Destruction
Stop counterproductive activities and behaviors to make space for innovation
bad
quality
What activities would make sure our Customers wereunhappy and what specific actions could you take to
make sure they stay unhappy?
- When prompted please choose any of the "stickie" bubbles above
and write the thought that occurs to you regarding the question.
- Only ONE response per bubble.
- Simply click on the bubble of your choosing and begin to type your
response. To complete your response, simply click anywhere
outside of your current bubble.
- Stay curious, dig deep, have fun.
- DON'T OVERTHINK YOUR ANSWERS!
- Share as many responses as you can
- 5 Minutes for Bubblestorming
ROUND 1 INSTRUCTIONS:
TRIZ Question 1:
Maintaining a
positive culture
?
hat
u
f-
on
od
dd
at
Must treat all
participants
with respect
MIN SPECS
Min Specs - Minimalist Design
A designer knows perfection is achieved not when there is nothing more to add butwhen there is nothing more that can be taken away. – Antoine de Saint-Exupery
Must not
Over
produce
no change
order
weekly
follow ups
zero safety
incidents
Only
confirming
RFI's
must
quantify
requirements
Must not
have
rework Communication
Not to send a
book of an email
for
communitcations
must not
create too
many
requirements
Must learn
from our
mistakes
must have
prep / pre-
task
meetings
MD - ensure
all
stakholders
are
represented
Address VE
options
must have
stakeholder
involvement
Give the
owner
options
MND - exclude
stakeholder
because we don't
want to hear them
must have
key
stakeholders
engaged
Must treat all
participants
with respect
Must not fail
inspection(s)
eliminate
hierarchy
of
response
Bring
solutions
not
problems
must
complete
JSA before
work
MD - Owner
needs to set the
tone and be clear
and decisive with
goals
must ensure
everyone is
aligned on
COS
MND - rush CoS
exercise since
people deemd it
not important
must not
take
shortcuts
must not
change
CoS
way to
measure CoS,
track it and
make it visible
MD - create
template to ensure
outcome is
consistent for
global portfolio
learn from
mistakes, make
problems
visible, respect
for people
reward
success
address
immediately
items big or
small
reward success, bring
options, implementation
plan with team,
profitability, open mind,
stakeholder input, take
time to do it but don't
over produce
Min Specs:
MNH - Rework
MH -
Communication,
MNH - Lack of
Learning / CIWe found that some of the
minimum specs that were
absolute like No Failed
Inspections and No rework
could actually be tolerated
and not detract from our
purpose if there was not
major rework or many failed
inspections.
Must learn from
our mistakes,
must treat all
participants with
respect
Unnamed area
What, So What, Now What? - Debrief
Together, Look Back on Progress to Date and Decide What Adjustments Are Needed
13:42:34 From Brian Winningham : >>>>>>>>>>>>> PLUS/DLETA
13:42:54 From Joe Keber : plus - good time for break outs
13:43:11 From Stephen White : + Brian's hats
13:43:11 From Joe Keber : delta - more setup in front to inform flow and how tech tool was going to be used
13:43:15 From Devra Brusso : plus - excellent pace, more tools to try and use that are outside the box
13:43:15 From Ben Gootee : plus - more understanding behind each item, more WHY
13:43:21 From Stephen White : - not sure how to find information
13:43:29 From Timothy Boulis : - Did not seem to have enough time to relate all exercises to real field items
13:43:30 From Chris Hewitt : + Started fast and got right into it. - Needed a bit more time to reflect on
learnings.
13:43:32 From Dan Olic : + exposure to all the structures
13:43:42 From Chelsea Eames : (+) breakout session discussions (-) explanation of the spiral exercise
13:44:00 From Daniel Ruesch : + gave info to look-up to learn more
13:44:03 From Devra Brusso : delta- I wish we had a group introduction instead of the individual break outs
so we could use full breakout time for the talks. (quick Hi, where your from and company or position)
13:44:09 From Chris Hewitt : Thanks Brian!
13:37:59 From Brian Winningham : >>>>>>>>>>>>>>>>>>> Something I heard during the exercises that will
stick with me is_____________>
13:38:02 From Devra Brusso : Communication with feedback early on is effective but need to keep the
emotions out of the process.
13:38:14 From Chris Hewitt : Bubble Storm - TRIZ, Liberating Structures,
13:38:31 From Joe Keber : "starts with culture",
13:38:38 From Danny Plascencia : attitude is everything
13:38:39 From Daniel Ruesch : all points of view are important
13:38:41 From Ben Gootee : profitability as a minimum must spec
13:38:42 From Stephen White : Liberating structure tools
13:38:53 From Brian Winningham : >>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>>> My observations from today
include_____________>
13:39:14 From Devra Brusso : eliminating specs to minimize the accomplish what you need without out
overwork.
13:39:16 From Ben Gootee : liberating structure tool
13:39:16 From Daniel Ruesch : We have many cusromers
13:39:17 From Joe Keber : attitude is foundational to improvements
13:39:26 From Chris Hewitt : most companies experience similar challenges
13:39:29 From Stephen White : respect of people and engagement is key
13:39:35 From Chelsea Eames : many different customers
13:39:36 From Joe Keber : never heard of liberating structures
13:39:37 From Brian Winningham : >>>>>>>>>>>>>>>>>>>> The one thing I know to be true after what I
learned today is____________________>
13:39:55 From Joe Keber : plenty of work to do =)
13:39:56 From Blake Tormey - Champion : Brian likes crazy hats.
13:40:00 From Joe Keber : lol
13:40:05 From Daniel Ruesch : I don't have all the answers
13:40:14 From Ben Gootee : communication is still #1
13:40:15 From Devra Brusso : Emotions get in the way of progress
13:40:17 From Joe Keber : we are all faced with similar challenges
13:40:19 From Chris Hewitt : All problems have a solution(s)
13:40:21 From Timothy Boulis : All companies across nation have similar issues
13:40:21 From Brian Winningham : >>>>>>>>>>>>>>>>>> LS could really help me solve _____________>
13:40:24 From Stephen White : the power of engaging people
13:40:55 From Devra Brusso : changing the attitudes of others with how we look at problems with real
solutions
13:40:55 From Ben Gootee : team expectations
13:40:55 From Daniel Ruesch : engaging feedback and thoughts from all parties
13:40:57 From Stephen White : communication barriers, biases
13:40:57 From Chris Hewitt : lack of engagement and understanding
13:40:57 From Joe Keber : multiple of issues, real problems in need of solving
13:40:57 From Chelsea Eames : communication barriers
13:41:05 From Brian Winningham : >>>>>>>>>>>>>>> I would like to have more info about
________________.
13:41:31 From Stephen White : how to facilitate LS sessions
13:41:32 From Devra Brusso : effective reward successes.
13:41:35 From Ben Gootee : which structure works best when ______
13:41:37 From Timothy Boulis : The spiral exersize
13:41:39 From Joe Keber : the people I worked with in break outs for networking
13:41:42 From Chris Hewitt : Facilitation of TRIZ
13:41:45 From Brian Winningham : >>>>>>>>>>>>>>>>>> We spent too much time on
__________________________.
13:42:16 From Joe Keber : spiral exercise
13:42:26 From Chris Hewitt : Minimalist Design / Min Specs
13:42:26 From Stephen White : didn't have enough time to connect
13:42:36 From Ben Gootee : tools and not understanding purpose behind these
13:42:42 From Devra Brusso : personal pieces
13:42:34 From Brian Winningham : >>>>>>>>>>>>> PLUS/DLETA
13:42:54 From Joe Keber : plus - good time for break outs
13:43:11 From Stephen White : + Brian's hats
13:43:11 From Joe Keber : delta - more setup in front to inform flow and how tech tool was going to be used
13:43:15 From Devra Brusso : plus - excellent pace, more tools to try and use that are outside the box
13:43:15 From Ben Gootee : plus - more understanding behind each item, more WHY
13:43:21 From Stephen White : - not sure how to find information
13:43:29 From Timothy Boulis : - Did not seem to have enough time to relate all exercises to real field items
13:43:30 From Chris Hewitt : + Started fast and got right into it. - Needed a bit more time to reflect on
learnings.
13:43:32 From Dan Olic : + exposure to all the structures
13:43:42 From Chelsea Eames : (+) breakout session discussions (-) explanation of the spiral exercise
13:44:00 From Daniel Ruesch : + gave info to look-up to learn more
13:44:03 From Devra Brusso : delta- I wish we had a group introduction instead of the individual break outs
so we could use full breakout time for the talks. (quick Hi, where your from and company or position)
13:44:09 From Chris Hewitt : Thanks Brian!
13:41:05 From Brian Winningham : >>>>>>>>>>>>>>> I would like to have more info about
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Brian Winningham
Rangers Lead The Way!