To solve any problem in business, it is fundamental to understand the root cause of the problem first. However, most of the time a problem does not have one cause but many. In this case it is necessary to identify and find tailored ways to tackle the cause(s), which can then result in sustained improvements in the organisation.
“Philosophy is to be studied not for the sake of any definite answers to its questions, since no definitive answers can, as a rule, be known to be true, but rather for the sake of the questions themselves”
– Bertrand Russell
“The Sum is Greater than the parts”. Aristotle, Greek Philosopher (384BC – 322BC)
Kinetik Solutions is providing a 2 day course focusing on Continuous Improvement(CI) with Lean methodology, as a foundation. The course is suited for the large and complex organisations. Our modules of training follow a learning-by-doing approach, using existing problems/opportunities in your organisation to drive your learning of CI, offering you the opportunity to implement sustainable operational excellence.
TRIZ is a Russian innovation and product design process, which can be effectively used in transformative change process and change management. It helps remove the constraints that hinder innovation and get completely original solutions. As a process it treats the problems and contradictions as part of the system and operates accordingly. TRIZ as a transformation tool first identifies where the contradiction exists in the system. Then in trying to meet both elements of the contradiction it searches for freely available resources that can resolve the paradox. Considering these resources, it becomes much easier to find an innovative solution to the problem.
“Just because you have tasted success,
Doesn’t mean there isn’t another way.
Just because you can’t see the pitfalls,
Doesn’t mean that they aren’t there.”
©Ketan Varia, kinetik solutions
In animal kingdom, ants have perfected teamwork. Living in colonies of millions of ants, each ant has a clearly defined role that benefits the colony. They know exactly what their role is and they do it instinctively. Depending on their individual growth, the teams they form may change over time, and these ants take over new roles, promoting constant growth for the colony[1].
WHO WAS DOING THAT? Using RACI to clarify ownership
“You told me that the team was empowered and decided to set several objectives in the transformational programme! Now people seems to be blaming each other not meeting them!” These words could belong to a director talking to his head of transformation.
Oil tankers barge through the sea to their destination, with little regard for the journey. Don’t let your organisation run like an oil tanker – continuously self-assess, and learn from your mistakes and opportunities, instead of risking an oil spill.
What is the connection between systematic ‘clearing out’ or uncluttering physical and electronic information and transformational change?
