Organizational Flow


 

 

Helping solve problems where they happen, in the Gemba through Organizational Flow

Lean + Agility + Resilience + Innovation = Organizational Flow 

TPS (Toyota Production System):

As Sensei Ritsuo Shingo said, TPS (Toyota Production System) is the accumulation of small ideas from around the world, to continually change based on the appropriateness of your situation (context).

Ritsuo Shingo, the son of the prestigious Father of Modern Manufacture Shigeo Shingo has been considered the Nobel Prize in Manufacturing, Ritsuo Shingo was the translator of the first book on Toyota Production System in English written by his father, with whom I have had the pleasure of training in Practical Leadership Skills and learning from his wisdom and experience about the 'genba', Lean and TPS (Toyota Production System).
 

Lean is not just about efficiency and waste elimination. Lean is more than 5S, TPM, SMED, Poka yoke, takt time, Jidoka, Shojinka, Soifuku or JIT, is a culture based on value, flow and the search for perfection with respect towards people.

I help to create of safety nets, with psychologically safe environments, maximizing the use of scarce resources (maximizing the existing talent), making continuous improvement, reducing costs, improving quality and productivity through constant exchange information process value  (pull and not push) that allow adaptation, fostering a culture of collaboration both internally and externally with suppliers in the long term.

The purpose of a leader is to help others to achieve the objectives, adapting said purpose to the cultural and social context to make products and services with value for the client are designed, generating mutual benefit for the client and the supplier.

I help with lean cultural model supported by the "toyota way", with a focus on continuous improvement, toyota kata and PDCA, holding Kaizen events, developing the "go & observe" culture in the gemba walk (big ear, big eye) , waste elimination, process adaptation, strategic obeya room, hoshin kanri, making value stream mapping and value stream design more necessary than ever today. 


 
Agility:
 

I help to introduce innovation, continuous & disruption to generate sustainable strategies in the medium - long term. Companies are not created to be efficient, but to be disruptive & innovators. Disruptive innovation invalidates the old beliefs that existed until then. You can sell the same as the rest, but in a different way.

Agile is not interiorized agile manifest only, the Agility not simply about developing the adaptability necessary to generate value or create a continuous flow of value, but also about avoiding the waste of building something that should never have been built with innovation.



The four forms to incorporate Agility are time, location, role and source. These four speak to when do people work, where they work, what people do and who does the work.

Agility is about giving the customer what he wants when he wants it, is managing economically in the most optimal way to offer value to the customer. Being predictable is forecasting the delivery of value within an acceptable degree of uncertainty. Only by combining this effectiveness, efficiency and predictability can we come close to Agility & I help you to achieve.

To do this, the organization must allow employees to commit, take care of each other, discover ingenious solutions and obtain exceptional results through clear responsibilities and in a sustainable way over time giving the best value for the customer continuously.
 
 
If you want take a Business Agliity & Innovation Leader Worshop or other Workshop with me contact & receive more information
 

Resilience:

 
Resilience is the ability to face difficult situations, overcome them and emerge strengthened and with learning from those situations. 
 
Therefore, in order to be resilient, motivation, learning and recollection about past experiences are very important. For this, self-knowledge, self-esteem, emotional self-regulation, intrinsic motivation, empathy and social awareness and regulation are very important. Resilience is a human capacity that can be developed and strengthened. 
 
I help to develop resilience, to measure your level of resilience, as well as to identify indicators of the level of organizational resilience. 
 
Only through capacity development, practice through real scenarios, simulations and resilient learning cycles can we develop, improve and evolve our level of resilience, both individually and collectively. 
 

 

Resilience is the sum of efficiency and agility.
 
Innovation:

Innovation is a process that introduces novelties and that refers to modifying existing elements in order to improve them, although it is also possible in the implementation of totally new elements.

In the strict sense, on the other hand, it is said that ideas can only be innovative after they are implemented as new products, services, or procedures that really find a successful application, imposing themselves on the market through diffusion.

There is a form of innovation consisting of improving business management with new procedures, use of technology, automation, improving quality, defining new ways of satisfying the customer, these are just some ideas of what innovation can be and achieve. helps companies grow and be more competitive.

Continuous Innovation allows the introduction of small improvements that boost the commercialization of a product and allows companies to stay in the market by innovating in short intervals of time. In contrast, companies that use discontinuous innovation take longer between one innovation and the next, but when they introduce a new product to the market, they create a new market around it. They set themselves up as pioneers, eventually forcing other companies to enter the new market if they don't want to be left behind in the innovation race. They are closer to disruption, but they do not have to acquire continuous improvement in innovation as part of their DNA.

There are different types of innovation, Technical innovation, Service innovation, Business model innovation, Design innovation, Social innovation, Technological innovation, Knowledge-based innovation, but they all have to focus on generating the best experience for the end user , whether internal or end customer, whether it is a product or a service that is marketed. 


I help you to generate adaptability through flow to be able to provide services and products of value continuously to the client, through flow, experimentation and closeness to the customer.

 
Through the unFix model we allow organisational design to evolve to generate continuous innovation and better human experiences in organisations, which enable not only innovation, but also adaptation to the market and agility.


The unFIX model is a simple tool that helps you with versatile organisation design. Unlike many agile scaling frameworks and self-management methods, unFIX has its focus on continuous innovation and the human experience. It facilitates gradual change, dynamic teams, and an important role to play for managers to develop Versatile Organisations.

 

I am here to help you in your Organizational Design to develop new behaviors with the least possible resistance, showing successes and progress continuously.



Consult or contact to have the best advice or to take a ShiftUp Workshop or The Versatile Organization Workshop with me.

Learning Orgnisations:

A learning organization is the term given to a company that facilitates the learning of its members and continuously transforms itself. Learning organisations develop as a result of the pressures facing modern organisations and enables them to remain competitive in the business environment. A learning organisation has five main features; systems thinking, personal mastery, mental models, shared vision and team learning.”

Organizations do not organically develop into learning organizations; there are factors prompting their change. As organizations grow, they lose their capacity to learn as company structures and individual thinking becomes rigid.”

We can create a genius from a group of people- if they are willing. We call this genius “a team”. The reason “Agile does not scale” is precisely because becoming a Learning Organisation is at best a challenging task. It is also a deeply rewarding one. We all need to wake up: Agile people are culture hackers. We are in the business of creating Learning Organisations. WE. KNOW. HOW. TO. DO. IT.

The broader implications of this are profound. The implications are:

1. Cultural design, culture engineering and culture hacking are in fact better descriptions for what we do than any other description. We Agile folks are in the business of culture. We are culture engineers. We do culture engineering. Culture hacking is one kind of culture engineering.

2. Culture technology exists and can be exploited to create Learning Organisations. 

3. In organisations, our work is about reclaiming a cultural garden that is full of cultural weeds. The root word for culture in Latin has many meanings, one of them is ‘to grow’. We are in the business of cultivating certain kinds of growth, and eradicating undesirable growth.

4. Agile methods are culture hacking methods. Agile frameworks are culture hacking frameworks. In the hands of a competent coach and in an organisation of willing people, we can and do facilitate genuine cultural movement.

Antifragility:

The Antifragility, for me, is the sum of 3 very important factors, leadership, antifragile and the habit or training method of said learning.
 
The Antifragile Learning is a cycle based on:
identify the appropriate materials and resources 
→ assess the tasks and activities to be carried out → have self-knowledge → get feedback → collaborative learning → feedback from the group → connect globally on the individual level.

 
Antifragility is the ability to adapt and thrive in a changing world. I help to teaching how learning to help understand and manage constant change. In this way we prevent change fatigue and increase adoption rates. 
 
I help develop leadership and strategies, with a deep understanding of what antifragility implies at the organisational level to obtain the competitive advantage that you need as the core of Antifragility.

Power is not the information, but the application of the knowledge generated to anticipate.


Organizational Flow:

The organizational flow allows generating the motivation, commitment and resolution of problems to have a transparent, global and continuous work in any organization whatever the purpose and activity, focusing on giving the maximum possible value to the customer at all times in a sustainable manner.