timothyw fowler right brain problem $olving

7/27/2019 Timothyw Fowler Right Brain Problem $Olving

1/136

[email protected]

Cell (440) 728-HELP N o R i g h t B r a i n L e f t B e h i n d

"RIGHT-BRAIN PROBLEM-$OLVINGIN A LEFT-BRAIN BUSINESSWORLD"

DifferentThinking

DifferentResults


2/136

[email protected]

Cell (440) 728-HELP

What is the definition of

Insanity?


3/136

[email protected]

Cell (440) 728-HELP

Theres more thanone way to skin a cat!

A new study led by John Kounios , professor of psychologyat Drexel University and Dr. Mark Beeman of

Northwestern University compared the physiological brainactivity of creative versus noncreative problem solvers.The study published in the journal Neuropsychologia ,reveals a distinct pattern of brain activity, even at rest, inpeople who tend to solve problems with sudden creativeinsights, which are commonly referred to as Aha!Moments, that differed distinctly from people who tendto solve problems, and think in a methodical fashion.

John Kounios

Mark BeemanKounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M.(2008). The origins of insight in resting-state brain activity . Neuropsychologia, 46, 281-291.


4/136


5/136

[email protected]

Cell (440) 728-HELP

Shigeo Shingo , Lean/Quality Author

"Improvement usually means doing somethingthat we havenever done before .

but seriously


6/136

[email protected]

Cell (440) 728-HELP

Business looks for renewal in right-brain thinkingBy Janet Rae-Dupree

I'm of two minds. As a matter of fact, so are you. And until recently, corporate Americawasn't doing much to take advantage of one of them. But now that we're hip-deep in whathas been called both the "Creative Economy" and the "Conceptual Age," no one can affordto ignore the artist within: the right hemisphere of the brain.

U.S. biologist Roger Sperry in the 1960s.

Through studying "split brain" animals and human patients, whosebrain hemispheres had been disconnected (in humans, this was done

to prevent severe epileptic seizures), he found that each side of thebrain plays its own role in cognition. The left side, home of the humanlanguage center, is the outspoken logical, linear half of the equation.The right side, home to spatial perception and nonverbal concepts, is thenonlinear, high- concept source of imagination and pleasure.

http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1


7/136

[email protected]

Cell (440) 728-HELP

The division of labor by the twocerebral hemispheres oncethought to be uniquely human

predates us by half a billion years.Speech, right-handedness, facial recognition and the processing of spatial relations can be traced tobrain asymmetries in early vertebrates

By Peter F. MacNeilage, Lesley J. Rogers and GiorgioVallortigara | June 24, 2009

Article: Origins of Your Right and Left Brain

Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); MedioimagesGetty Images (calculator ); Joerg Steffens Corbis ( faces ); Westend61 Corbis (woman smiling ); DougalWaters Getty Images (ballerina ); Mike Kemp Getty Images (rattlesnake ); C Squared Studios Getty Images ( palette ); Vladimir Godnik Getty Images ( paintbrushes ); Carrie Boretz Corbis (girlswhispering ); Robert Llewellyn Corbis (calipers )


8/136

[email protected]

Cell (440) 728-HELP

Experts say merging left-brain, analytical traits withright-brain, creative onesmight make employees much

more marketable in the jobmarkets of the future.

Retrain your brain from 'left'to 'right' to fit into new economyby Marco R. della Cava

Illustration by Jerry Mosemak

http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm


9/136

[email protected]

Cell (440) 728-HELP

Your Assignment - Find the Man!

Doctors h ave conc luded that i f you f ind the man in the coffee beans in 3 secon ds ,the r ight hal f of your bra in is bet ter developed than mo st people .

If you f ind the man b e tween 3 second s and 30 seconds ,

the r ight hal f of the b ra in is developed norm al ly. If you f ind the m an af ter 30 secon ds ,then the r ight hal f of you r brain is funct ion ing s low ly.

Once you find him - it's embarrassing, and you think,'Why d idn ' t I see h im im m ediately? '


10/136

[email protected]

Cell (440) 728-HELP

Outline Part 1 The Right Perspective (the science) Part 2 The Right Thinking (the approach) Part 3 The Right Results (the evidence) Part 4 The Right (& Left) Stuff (the implications)


11/136

[email protected]

Cell (440) 728-HELP

Part 1

The Right Perspective

(the science)


12/136

[email protected]

Cell (440) 728-HELP

Part 1 Right Perspective (the science)

Highlights


13/136

[email protected]

Cell (440) 728-HELP


"The great pleasure

and feeling in my right brain is morethan my left braincan find the wordsto tell you."

What it comesdown to is that modern society discriminates

against the right hemisphere ."

Dr. Roger Sperry, Oberlin College 1935

In general, schools tend to favor left -brain modes of thinking,while downplaying the right- brain activities. -Monte Fowler
http://nobelprize.org/


14/136

[email protected]

Cell (440) 728-HELP

Dr. Linda Silverman, Founder, Visual-Spatial Center

While I have long known the differencebetween left brain and right brain stylesof learning, I have only recently begun

to realize the depth of the differencebetween the two. Right brainlearners do not simply havedifferent strengths thanleft brain learners - their brainsfunction in a totally different way .



15/136

[email protected]

Cell (440) 728-HELP

Part 1 Right Perspective (the science) "When someone says they are

right or left-brain it's really just ametaphor for a cognitive style",says neuropsychologist AssociateProfessor Michael Saling from theUniversity Melbourne and AustinHealth's Epilepsy ResearchCentre. "Without a doubt thepopular left and right division of the brain is an over-simplification .

For example, research is showingthat musical, artistic and intuitivethinking can't be thought of asstrictly lateralised, or exclusivelyof the right hemisphere ".

TheCriticism


16/136

[email protected]

Cell (440) 728-HELP

Famous collaboratorsphilosopher Karl Popper andNobel winning neuroscientistJohn Eccles, authors of TheSelf and Its Brain , describedthe brain's right hemisphere as the "minor brain". Some haveeven pondered whether theright brain is conscious at all .

Part 1 Right Perspective (the science)The

Criticism
http://www.amazon.com/gp/reader/0415058988/ref=sib_dp_pthttp://www.amazon.com/gp/reader/0415058988/ref=sib_dp_pt


17/136

[email protected]

Cell (440) 728-HELP

Talking about the right brain as the way of the future seems to mea step backwards to a time when intuitive impressions about thebrain were all we had. We need to inject a dose of cold hardanalytic facts about the brain into this

discussion so we can figure out how to bestcapitalize on the native (and remarkable)capacities for reason and passion, analysisand synthesis, detail and context, that co-existas a result of the exquisitely wired networksdistributed within and between the hemispheres of our brains.Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids

Feb 12 th , 2011 - http://www.huffingtonpost.com/joseph-ledouxThe

Criticism


18/136

[email protected]

Cell (440) 728-HELP

The debate will continue

Lets do the smell test Linear vs. Holistic Processing? Sequential vs. Random Processing? Symbolic vs. Concrete Processing? Logical vs. Intuitive Processing ? Verbal vs. Non-verbal Processing? Reality-Based vs. Fantasy-Oriented Processing?



19/136

[email protected]

Cell (440) 728-HELP

1-Linear vs. Holistic ProcessingThe left side of the brain processes information in a linear

manner. It process from part to whole . It takes pieces, linesthem up, and arranges them in a logical order; then it drawsconclusions.

The right brain, however, processes from whole to part,

holistically. It starts with the answer. It sees the big picture first,not the details. If you are right-brained, you may have difficultyfollowing a lecture unless you are given the big picture first

Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html

Which

1?

Are

2? You?

3?


20/136

[email protected]

Cell (440) 728-HELP

2- Sequential vs. Random Processing


In addition to thinking in a linear manner, the

left brain processes in sequence -- in order.If you are left-brained, you would enjoymaking a master schedule and doing dailyplanning. The left brain is also at work inthe linear and sequential processing of math and in following directions.By contrast, approach of the right-brainedstudent is random. If you are right-brained,you may flit from one task to another.You will get just as much done but perhapswithout having addressed priorities. Anassignment may be late or incomplete, notbecause you weren't working, but because

you were working on something else.

I think you should be more explicit here in step two.


21/136

[email protected]

Cell (440) 728-HELP

3- Symbolic vs. Concrete ProcessingThe left brain has no trouble processing symbols . Manyacademic pursuits deal with symbols such as letters, words,and mathematical notations. The left-brained person tendsto be comfortable with linguisticand mathematical endeavors.Left-brained students will

probably just memorizevocabulary wordsor formulas.

The right brain wants things to be concrete. They want to see,feel, or touch the real object. Right-brained students may havehad trouble learning to read using phonics. They prefer to seewords in context and to see how the formula works .



22/136

[email protected]

Cell (440) 728-HELP

4-Logical vs. Intuitive ProcessingThe left brain processes in a linear, sequential, logical

manner . When you process on the left side, you useinformation piece by piece to solve a math problem or workout a science experiment...your decisions are made on logic.

If you process primarily on the right side of the brain, youuse intuition. You may know the right answer to a mathproblem but not be sure how you got it. You may have to

start with the answer and work backwards. Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html


23/136

[email protected]

Cell (440) 728-HELP

5- Verbal vs. Non-verbal Processing

-Left-brained students have littletrouble expressing themselves inwords.-Right-brained students mayknow what they mean but often

have trouble finding the rightwords.



24/136

[email protected]

Cell (440) 728-HELP

6-Reality Based vs. Fantasy OrientedThe left side of the brain deals with things the way they

are--with reality. When left-brained students areaffected by the environment, they usually adjust to it.Not so with right-brained students; they try to changethe environment!

Left-brained people want to know therules and follow them . In fact, if there areno rules for situations, they will probably

make up rules to follow! Right Brainsoften ignore the rules they feel are noiseand wont affect the end goal .


( ) h


25/136

[email protected]

Cell (440) 728-HELP

Famous (Suspect) Right-Brainers

Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel

Jonas E. Salk was an American

medical researcher and virologist,best known for his discovery anddevelopment of the first safe andeffective polio vaccine.

Leonardo Da Vinci

Albert Einstein According to Educator Patty Emerson, "Einstein

had a hard time in school." He couldn't show iswork in math. He would skip steps. His mindwould process answers so quickly that he justcouldn't slow down to show his work
http://upload.wikimedia.org/wikipedia/commons/4/4c/Wisdom-cover1.jpg


26/136

[email protected]

Cell (440) 728-HELP

Other (Suspect) Right-BrainersBig concept thinkers, innovators and non-linear thinkers.

Thomas EdisonMichelangeloPablo PicassoRembrandtWalt Disney

General George PattonNelson RockefellerHans Christian AndersonLeonardo da VinciSir Winston ChurchillBenjamin FranklinJohn F. Kennedy

Wolfgang Amadeus MozartJohn LennonLouis PasteurOrville and Wilber WrightAlexander Graham Bell

Ludwig Van BeethovenThomas JeffersonGeorge WashingtonVincent Van GoghAgatha ChristieErnest HemmingwayMark Twain

Anna RooseveltWoodrow WilsonKing Gustav IV of SwedenAlbert EinsteinMarie and Pierre Curie

SocratesGalileo GalileiF. Scott FitzgeraldAbraham LincolnSteven SpielbergBill GatesBob Lutz

Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html


27/136

[email protected]

Cell (440) 728-HELP

Part 2

The Right Thinking

(the approach)


28/136

[email protected]

Cell (440) 728-HELP

Part 2 Right Thinking (the approach)

Author Dan Pink Asks in. A Whole New Mind: Moving from the Information Age to the Conceptual Age

Can someone overseas do it cheaper? ASIA

Can a computer do it faster? AUTOMATION

Am I offering something that satisfiesthe nonmaterial, transcendent desiresof an abundant age?

AFFLUENCE

We are shifting from the Information Age to the "Conceptual Age." Successful players inthis new economy will increasingly be required to develop and use the right-brain abilitiesof high concept (seeing the larger picture, synthesizing information) and high touch (being

empathetic, creating meaning).

3 As


29/136

[email protected]

Cell (440) 728-HELP

Dan Pinks 6 Right -Brain Skills A Whole New Mind: Moving from the Information Age to the Conceptual Age

We need to realize the value of: not just function, but also design . not just argument, but also story . not just focus, but also symphony . not just logic, but also empathy .

not just seriousness, but also play . not just accumulation, but also meaning .

Oprah video interview with Author Dan Pink:

http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1


30/136

www.rightbrain.us.com

[email protected] (440) 728-HELP Graphic: https://reader009.{domain}/reader009/html5/0402/5ac222b513358/5ac222cfaf6c7.jpg

MP3Players


31/136


[email protected] (440) 728-HELP


Do all these work? Are they functiona l?

Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the FutureAuthor: Daniel H. Pink
http://www.bing.com/shopping/coby-mp-620-digital-player-radio/p/B7432B3CA6DE0D5F0001?q=mp3+players&FORM=EGCA1http://www.bing.com/shopping/coby-mp-620-digital-player-radio/p/B7432B3CA6DE0D5F0001?q=mp3+players&FORM=EGCA1http://www.bing.com/shopping/coby-mp-620-digital-player-radio/p/B7432B3CA6DE0D5F0001?q=mp3+players&FORM=EGCA1http://www.bing.com/shopping/sandisk-sansa-clip-digital-player-radio/p/3455E77F389389FEC8C4?q=mp3+players&FORM=EGCA0http://www.bing.com/shopping/coby-mp-705-4-gb-blue-flash-portable-media-player/p/CA43D651F7B74F8943A8?q=mp3+players&FORM=EGCA11http://www.bing.com/shopping/ematic-em102vidb-digital-player-radio/p/F18659F27C1BEAF73CD2?q=mp3+players&FORM=EGCA14http://www.bing.com/shopping/coby-mp-705-4-gb-blue-flash-portable-media-player/p/CA43D651F7B74F8943A8?q=mp3+players&FORM=EGCA11http://www.bing.com/shopping/coby-mp-610-digital-player-radio-black/p/21918AFDD1E6B8ABA894?q=mp3+players&FORM=EGCA2http://www.bing.com/shopping/coby-mp-620-digital-player-radio/p/B7432B3CA6DE0D5F0001?q=mp3+players&FORM=EGCA1http://www.bing.com/shopping/sandisk-sansa-clip-digital-player-radio/p/3455E77F389389FEC8C4?q=mp3+players&FORM=EGCA0


32/136




Strong iPhone and iPod sales driveApple profits to $1.21 billion

by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm

Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter endingMarch 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down threepercent for the quarter compared to last year, but sales of the iPod and iPhone were upfor the same period.

"We are extremely pleased to report the best non-holiday quarter revenue and earningsin our history," Peter Oppenheimer, Apples CFO said during the conference callannouncing the results.

Did

functionalitydo this?
http://localhost/var/www/apps/conversion/tmp/scratch_9/contact.html?t=e&e=Jim+Dalrymple&ssid=1&sid=140162http://www.macworld.com/http://www.macworld.com/article/157242/2011/01/first_quarter_earnings_2011.html?lsrc=mod_relhttp://www.macworld.com/http://www.macworld.com/http://www.macworld.com/http://localhost/var/www/apps/conversion/tmp/scratch_9/contact.html?t=e&e=Jim+Dalrymple&ssid=1&sid=140162http://localhost/var/www/apps/conversion/tmp/scratch_9/contact.html?t=e&e=Jim+Dalrymple&ssid=1&sid=140162http://localhost/var/www/apps/conversion/tmp/scratch_9/contact.html?t=e&e=Jim+Dalrymple&ssid=1&sid=140162


33/136



Right Thinking (the approach)

My dilemma?

Slow Internet


34/136



Tims

AirCard

h h k ( h h)


35/136




Boondock Saints Air Card!

The ole 16 ft cord, black sock,Zip-lock baggie solution!

Right Brain Results = 3 bars at 3G!

h h k ( h h)


36/136




Another Co-worker said to me,That was really left -brained of you!

Implication?Left-brain equals RESULTS


37/136

P 3 Ri h R l ( h id )


38/136



Part 3 Right Results (the evidence)

Designed POTUS Air Force 1 secure refueling andinspection notification process (Symphony )



39/136




Current State = 24 ft Future State = 3 ft

Reduced office issuance time for thegovernments encrypted card from 30 days to 2(Design)



40/136




Reduced an agencys inventory book -keepingreconciliation from 19 to 3 days(Story )

Cont



41/136




Reduced the cycle time for helpdesk ticketprocessingfrom30 daysto 5 days(Play )

Cont

00


42/136



How does yourSaturday look?


43/136



From a studyof NFL

& collegegames, teamsexecute plays

for 11 minutesPhoto illustration: Jeff Mangiat, photos,

Getty Images (2), Associated Press (cheerleader), NFL (replay)

Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html

Play


44/136



Some may argue thatthe entire 180

minutes of footballis value-addedentertainment.

Consider this If the 11 minutes of actual

play was taken away wouldanyone sit through the

other 171 minutes?


45/136



P t 3 Right R lt (th id )


46/136




Reduced travel distanceby 600 miles a year formanufacturer (Empathy )Received worldwide highest externalmanufacturing assessment for Ford MotorCompany's Integrated System Assessment &created the best practice Mfg Horizontal/VerticalOrganizational Structure/Template(Design- well come back to this one )

Cont

P rt 3 Right Res lts (the e idence)


47/136


[email protected] (440) 728-HELP Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1

Harnessing the Brains Right Hemisphere to Capture Many KingsBy DYLAN LOEB McCLAIN Published: January 24, 2011

In a study in the current issue of the journal PLoS One,showed experts & novices simple geometric objects &simple chess positions & asked subjects to identify them.

Reaction times were measured and brain activity

was monitored using functional M.R.I. scans

What set the experts apart was that parts of their right brain hemispheres which are more involved in pattern recognition also lit up with activity. Theexperts were processing the information in two places at once.

The researchers also found that when the subjects were shown the chessdiagrams, the novices looked directly at the pieces to recognize them, while theexperts looked on the middle of the boards and took everything in with theirperipheral vision.


http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/


48/136




He hired four automotive journalists to assess all of GM'snew vehicles before they were OK'd for production.And their word was law...

That didn't go down well with GM's traditional engineering staff,they didn't like thefact that four outsiders, four media critics with no product development experience,could force them to make changes on a new-car program. Lutz hired them as full-timeemployees because he wanted an independent, third party voice to evaluate GM's carsas they went through their development stages. Since the four didn't hold anyallegiance to the design, engineering or manufacturing staffs at GM, they could feel

free to critique any car just as they would when they were full-time journalists.

GMs Bob Lutz "Secret Weapons"

by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com
http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/http://www.autoblog.com/2011/01/25/how-bob-lutz-made-four-auto-journalists-his-secret-weapons-at/


49/136


50/136



51/136




Created the best practice Mfg Horizontal VerticalOrganizational StructureApprox. 100, 000 words in 10 element books.1000s of Questions

ManagingWorkgroupsINSP/QOS

SHARPFES

Cont

FTPMMfg Eng.SMF

Ind. MaterialsTraining


52/136



53/136




Traditional Ford UAW Programs

Cont


54/136

P t 3 Right R lt (th id )


55/136



Measure Integ rated Lean Too l UAW Sub Elem ent

SAFETY SHARP NJCHS/Grasp/JSA

QUALITY ISPC Job1/ISO9001/QS 9000QOS 6Sigma , VRTs, etc.

DELIVERY FTPM OEE, R&MManufacturing Engineering Lean LayoutSMF DTD, BTS, flow/pullIndustrial Materials Suppliers, PPE, etc.

COST Managing Inventory, etc.

MORALE Training Attitude Surveys/CIWGWorkgroups Reward & Recognition

Diversity/etc.

ENVIRONMENTAL FES ISO 14000



56/136



Drawing

AttentionVisual Study Results: http://www.youtube.com/watch?v=NLDrTECfdro&feature=player_embedded


57/136

Scorecard Purpose To set the direction of the plants

application of the yearly business


58/136



S

Q

D

CM

C S M

F S M

A c t i o n

Zone A Zone B Zone C Zone D Zone E Zone F Data

MiscInfo

QOS

H e a l t h & S a f e t y M e t r i c

s

S u c c e s s S t o r i e s

Department Board

Body

S afetyQ ualityD elivery

C ostM orale

Issue/Date Countermeasure Assigned Result

CIWG Dynamic Dry Erase Board for Group Leaders Tracking


C ostM orale




C ostM orale




C ostM orale



Standardized Zone Measurement Bo ards Monitor Action Plan & follow-through to Continuous Improvement Give Supervision an at a glance status check. Improve and standardize S, Q, D, C, M at a zone level

S

Q

D

CM

C S M

F S M

A c t i o n


MiscInfo

QOS


s


Department Board

S

Q

D

CM

C S M

F S M

A c t i o n


MiscInfo

QOS


s


Department Board

Paint Final

Zone Measurement Board Safety Quality Delivery Cost Morale

First Aid Defects LostUnits Scrap Attendance

A ud it s Q AS P M Inventory Surveys

Actions Actions Actions Actions Actions

8 WastesSpider Chart

DROT






DROT



A ud it s Q A S P M Inventory Surveys



DROT






DROT






DROT






DROT

Zone A Zone B Zone C Zone D Zone E Zone F

Department Board Purpose:-To create a sense of excitement and educationrelative to Dept Metrics-To provide a place for metric review and zonePresentations (management cascade and floorfeedback)-To allow Area Management a Physical Forum tochallenge with Best-in-class comparisons

application of the yearly businessobjectives, to address systemwaste and organize the plantspolicy deployment based uponleadership expectations andobjectives,

To set the targets in the 11elements of the Integrated SystemReview RequirementsRed, Yellowand Green Status Arrows

To map out the plants S,Q,D,C,Mmetrics and provide a place for visual, ongoing monitoring,

Group Leader White Boards To track Workgroup-specific issues Define how of managements what To update regularly-dynamic Recognize members at the group level A place for management review Need to determine the process for

retaining history and lessons learned.

Policy Deployment Responsibilities


59/136

[email protected]

Cell (440) 728-HELP

Policy Deployment Responsibilities

L St t R P


60/136

[email protected]

Cell (440) 728-HELP

Lean Strategy Room Purpose-To set the direction of the plants application of the yearlybusiness objectives, to address system waste and organize theplants policy deployment based upon leadership expectationsand objectives,

-To set the 10 element targets for the Integrated SystemreviewRed, Yellowand Green Status Arrows

Green equals Yes we have evidence to support the requirement Yellowequals A portion of the questions are answered and a plan exists to address gaps

Red equals No steps, no plans

-To map out the plants S,Q,D,C,M ,E metrics and providea place for visual, ongoing monitoringandcountermeasures

Z A Z B Z C Z D Z E Z F DDepartment Board


61/136

[email protected]

Cell (440) 728-HELP

S

QD

C

M

C S M

F S M

A c t i o n


Best

inClassQOS6Sigma


s


Purpose:-To create a sense of excitement and education relative to Dept Metrics

-To provide a place for metric review and zonePresentations (management cascade and floor feedback)-To allow Area Management a Physical Forum tochallenge operations with Best-in-class comparisons

Zone A Zone B Zone C Zone D Zone E Zone F Data H ealicsDepartment Board


62/136

[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

C S M

F S M

A c t i o n

MiscInfo

QOS

e a l t h & S a f e t y M e t r i c

s


Left Flap Dated Current State Map

Dated Future State Map (Value Stream emphasis) Dept High Level Action Plan/Status (based upon Area Sub Comt weekly

progress on FSM) Group Picture of Committeepersons and Management SQDCM vertically plotted monthly @ Dept level

S=Monthly (First time visits, Lost time,) Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime, C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status M=Dept Attendance/One Dept Success Story Highlighted

Zone A Zone B Zone C Zone D Zone E Zone F Data H ealicsDepartment Board


63/136

[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

C S M

F S M

A c t i o n

MiscInfo

QOS

e a l t h & S a f e t y M e t r i c

s


Middle Section Picture of each zone employees

Key metrics under S,Q,D,C,M for each zone plottedweekly S=First time visits, Loss Time, Q=Heavy-hitters, action plan & scrap D=Zone FTPM/SMF activity C=Zone weekly direct and indirect costs

M=Zone Controllable Attendance Dept Constraint Status (trended over time) Area Mgr information (announcements, single point

lessons, quality indicators, trading post, whatever area wants section )


64/136

Zone A Zone B Zone C Zone D Zone E Zone F Data H e a l t h &tri c s

Department Board


65/136

[email protected]

Cell (440) 728-HELP

S

Q

D

C

M

C S M

F S M

A c t i o n

MiscInfo

QOS

h & S a f e t y M e t r i


Right Flap Dept Health & Safety/Environmental Information

Plot areas of incidents/accidents-trends Meeting Schedules

Wkly GL to foreman/Supt, Monthly to Area Mgr,Semi-annual to Plt Mgr and/or Director.

Cad-drawing with CIWG Success Stories noted(See next slide)

SAFETY


66/136

[email protected]

Cell (440) 728-HELP

S

QD

C

M

C S M

F S M

A c t i o n


MiscInfo

QOS


s


Department Board

SAFETYEnvironmental

SAFETY(PROBLEMS ADDRESSED)

SAFETY

(CURRENT SITUATION)

Zone Measurement Board

Target Time


67/136

[email protected]

Cell (440) 728-HELP

Zone Measurement BoardSafety Quality Delivery Cost Morale

First Aid Defects Lost Units Scrap Attendance

Audits QAS PM Inventory Surveys


8 WastesSpiderChart

DROT

Target Time

Balance Board



68/136

[email protected]

Cell (440) 728-HELP


First Aid

Audits

Actions

First time visits, Lost time, plotted weekly

Weekly Walk-abouts by foreman and groupleaders partnering with plant H&S personnel

Actions to Zone Safety Matrix



69/136

[email protected]

Cell (440) 728-HELP


Defects

QAS

Actions

Nova C, FTT, Internal and External Indicators,

Stop button statistics, ISPC evidence andactivities, Error-proofing, etc.

Quality Improvement 8Ds, Problem -solving andcountermeasures


70/136



71/136

[email protected]

Cell (440) 728-HELP


Scrap

Inventory

Actions

Weekly zone numbers trended

LevelsSMF and Indirect Materialactivities

(wip, min/max, marketplace)

Overline OT Matrix actions



72/136

[email protected]

Cell (440) 728-HELP


Attendance

Surveys

Actions

Daily attendance plotted (contributes to theweekly number on dept board.)

Presenteeism/recognize perfect attendance

CIWG evaluation/surveys issued,Suggestions received and implemented,

Outstanding grievances with elapsed time

What the supervisor and group leaders are doing toimprove morale



73/136

[email protected]

Cell (440) 728-HELP


8 WastesSpiderChart

DROT

Excess Inventory, Transportation, Waiting, Over-processing, Over-Production, Motion, Conveyance, Under Utilization of Employees

expertise.

An individuals pay will be reviewed every day.inplacing the DROT of the zones communication board the hopeis he/she will also see the other pertinent information andlook to give input. A DROT is like honey, so to speak, that willdraw the operators to the board .

$

Balance Board

Target Time

Visual que to work equalization, dated with current andfuture state defined

Workgroup Leader Board


74/136

[email protected]

Cell (440) 728-HELP

Workgroup Leader Board

Vision-What will we look lik

e grown up!


75/136

[email protected]

Cell (440) 728-HELP

High-Level Plan From Corporate to the plant floor graphic


76/136

[email protected]

Cell (440) 728-HELP


77/136

[email protected]

Cell (440) 728-HELP From graphic to roles and responsibilities


78/136

Scorecard


79/136

[email protected]

Cell (440) 728-HELP

Horizontal/Vertical Organization


80/136

[email protected]

Cell (440) 728-HELP

Quality and Delivery Wall


81/136

[email protected]

Cell (440) 728-HELP

Dry-Erase Board Sample -Continuous Improvement Workgroups


82/136

[email protected]

Cell (440) 728-HELP


83/136

[email protected]

Cell (440) 728-HELP


84/136

[email protected]

Cell (440) 728-HELP


85/136


86/136


87/136


88/136

[email protected]

Cell (440) 728-HELP


89/136

[email protected]

Cell (440) 728-HELP


90/136

[email protected]

Cell (440) 728-HELP


91/136

[email protected]

Cell (440) 728-HELP


92/136

[email protected]

Cell (440) 728-HELP


93/136

[email protected]

Cell (440) 728-HELP


94/136


95/136

[email protected]

Cell (440) 728-HELP


96/136

[email protected]

Cell (440) 728-HELP


97/136

[email protected]

Cell (440) 728-HELP


98/136


99/136

[email protected]

Cell (440) 728-HELP


100/136

[email protected]

Cell (440) 728-HELP


101/136

[email protected]

Cell (440) 728-HELP


102/136

p g


103/136

[email protected]

Cell (440) 728-HELP

h t t p : / / d e

. f l a s h - s c r e e n

. c o m / f r e e - w

a l l p a p e r / u p l o a d s / 2 0 0 7 0 2 / i m g s / 1 1 7 0 8 5 3 8 9 2

_ 1 0 2 4 x 7 6 8

_ h o m e r - s i m p s o n - b

r a i n

. j p

Part 4 Right Stuff (the implications)l d f d d l


104/136

[email protected]

Cell (440) 728-HELP

Visual Thinking is Holistic. They work through materialmost thoroughly and efficiently in fits and starts.They may often feel overwhelmed with confusion for awhile, but understanding will often suddenly click.

Source: Lesley K Sword, Director, Gifted and Creative Services Australia

Part 4 Right Stuff (the implications)


105/136

[email protected]

Cell (440) 728-HELP

When the material does suddenly click in understanding,the holistic thinker not only sees the big picture, but seewith a more clear and creative perspective than otherthinkers.

Often, holistic thinkers will take more time tounderstand information than other thinkers.

However, their final understanding is more extensive

Source: Lesley K Sword, Director, Gifted and Creative Services Australia

Visual-Spatial Thinking:


106/136

[email protected]

Cell (440) 728-HELP

If I was explaining an issue to a visual thinker,

they would immediately tell me the inherentproblems they could see. A few minutes later,they would tell me how to solve these problems

or several better ways to do it. This is what ismeant by problem finding and problem solving .

Problem Finding & SolvingSource: Lesley K Sword, Director, Gifted and Creative Services Australia

http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg



107/136

[email protected]

Cell (440) 728-HELP

Focusing on End Results:Your Right Brain's Gift to Goal Achievementby Lynea Corson-Hadley , Sunday, 21 June 2009

After competing unsuccessfully in the1974 Olympic decathlon, Gold MedalistBruce Jenner took a life-size picture of thewinner of the event and put a photo of hisown face over the winners. In addition tofollowing his usual training program, he

viewed the picture of himself as the winnereach day. He won the next Olympics in 1976.

Source: http://www.womensmedia.com/grow/136-focusing-on-end-results-your-right-brains-gift-to-goal-achievement.html

My own

RealityTV show,yes!



108/136

[email protected]

Cell (440) 728-HELP

Right Brains are honored more in Eastern Cultures.They are seen as less smart because of the mannerin which they process information.

Visual Learners

Communication- When right brains talk to you,they look at you while listening and look away to theleft when answering a question. This is a brain shift

from one side to another. This is not a sign of fabrication.They are listening with one side and now switch overfor the response.

http://www.suite101.com/content/right-brain-characteristics-a2607



109/136

[email protected]

Cell (440) 728-HELP

Rights Are MisunderstoodRight brains don't explain what they feel well and are misunderstood.They think of one thing, say another because their brain has alreadymoved on to another thought. Unfortunately, their mouth is stillmoving. Rights often don't realize they have done so.

See The Big PictureRight brains don't like to jump through the hoops to get something done.They also don't like to follow rules which don't make sense to them. Theysee the big picture quickly and what you are asking them to do in stepsdoesn't seem necessary because they are at the end of the process already.

Trusting Rights are trusting--too trusting.Speech and Music Rock and Roll music is preferred by rights.New Ideas Right brains embrace new ideas.

http://www.suite101.com/content/right-brain-characteristics-a2607

Intuitive Decision-Making and Problem-Solving.


110/136

[email protected]

Cell (440) 728-HELP

Analytical decision making. Some professionals use this approach

exclusively. They rely on such decision-making tools as data

processing, algorithms, systems thinking, and decision trees. it has been said that problem solving without creative thinking is a garden without seeds.

The cognitive style of intuitive thinkers differs markedly from that of

analysts. When analysts gather information, they are guided by plansor clues. They collect only information that relates to these startingpoints. The data processing that follows is orderly and algorithmic.Intuitive thinkers are more data receptive . They generate manyalternatives, and their search goes on even after a promising solutionis found. This process also forms the basis for the brainstormingstrategy of group problem solving.

Hersey Medical Center PSU: Professor William O. Umiker - Medical Laboratory Observer

Peter Fowler is chairman and co-founder of SIR Corp., the Burlington, Ont. based chain whose46 restaurants include Jack Astor's Bar and Grill, Alice Fazooli's! and Canyon Creek Chop House


111/136

[email protected]

Cell (440) 728-HELP

Remarkably, Fowler says hedoesn't use market research

to determine strategy. I operate on my right brain,which is all about gut and

intuition. One of the central

things is identifying wherethere's a gap in the

marketplace, and thengoing after it. I observe

the market and I ask alot of questions so I can paint the picture of where

we want to go." Author: [email protected]

B l i d d


112/136

[email protected]

Cell (440) 728-HELP

Balance is needed

At the top of virtually every fashion brand is adistinctive kind of partnership. One partner, usuallycalled the creative director, is an imaginative,right-brain individual who spins out new ideasevery day and seems able to channel the futurewants and needs of the companys target Customers.The other partner, the brand manager or brandCEO, is invariably left- brain and adept at Business.

Source: http://hbr.org/2009/06/innovation-in-turbulent-times/ar/1. The other partner, the brand manager or brand CEO, is invariably left-brain and adept at business, someonecomfortable with decisions based on hard-nosed analysis. In keeping with this right-brain left-brain shorthand, we refer to such companies as both -brain.

Now what? Side 1 HONOR Standards.


113/136

[email protected]

Cell (440) 728-HELP

Standards are the only sustainedfoundation for improvement. HenryFord said, Today's standardizationis the necessary foundation onwhich tomorrow's improvement will be based . If you think of

standardization as the best youknow today, but which is to beimproved tomorrow, you get somewhere.

Then later, T. Ohno reaffirmedthat truth. "Where there is noStandard, there can be noimprovement.

Now what?


114/136

[email protected]

Cell (440) 728-HELP

Side 2 HONOR Peoples Good ideas . People wantto be in on things, they want to have a say.

Heres the profitable part. Workers areless skeptical of managers whenthey know their business culturehonors standards. In this

environment, workers are morelikely to give input, because theyknow if their opinions are right,backed by data, the organizationsculture is mature enough toimplement their good ideas.

Thats motivation!


115/136

HonorC

Lefts + Rights = Customer-Focused Kaizen


116/136

[email protected]

Cell (440) 728-HELP

I M P

R O V E M

E N T

T I M E

Customer

Honor Standards

H o n o r I d e a s

Technology

Faster Process

H o n o r I d e a s

Lean

Efficient Process

Honor Standards

Entry Point

Best Practices

Create Process

H o n o r I d e a s

6 Sigma

Effective Process

H o n o r I d e a s

The Most Important LeadershipQuality for CEOs?
http://www.fastcompany.com/


117/136

[email protected]

Cell (440) 728-HELP

For CEOs, _________ is now the most importantleadership quality for success in business,outweighing even _______and ____ _______,

according to a new study by IBM. The study isthe largest known sample of one-on-one CEOinterviews, with over 1,500 corporate heads andpublic sector leaders across 60 nations and 33industries polled on what drives them in managingtheir companies in today's world.

Quality for CEOs? ___________BY Austin Carr Tue May 18, 2010

CREATIVITY

INTEGRITY GLOBAL THINKING

Article: The Most Important Leadership Quality for CEOs? Creativity

Here are the Results. = Right
http://www.fastcompany.com/user/219225http://www.fastcompany.com/user/219225http://www.fastcompany.com/


118/136

[email protected]

Cell (440) 728-HELP

0 10 20 30 40 50 60 70

QUALITY

CREATIVITY

INTEGRITY

GLOBAL THINKING

INFLUENCE

OPENESS

DEDICATION

SUSTAINABILITY

HUMILITY

FAIRNESS

http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study?partner=homepage_newsletter

Brain

Implications from IBM Study


119/136

[email protected]

Cell (440) 728-HELP

So what is


120/136

[email protected]

Cell (440) 728-HELP

7 untapped VisualSpatial Right BrainSkills for Business

missing from your

organization?

From: BusinessLeadership.com

#1 Sensiti it to MilieUntapped Visual-Spatial Right Brain Skills for Business


121/136

[email protected]

Cell (440) 728-HELP

#1 - Sensitivity to Milieu

It is as if picture thinkers have radar out always scanning the environment, taking in every little thing. They are alert for changes, shifts inenergy , or tones of voice in everything around them. They easily notice if some little thing they saw yesterday is missing today. They scan for signals that something is going to happen as well

as for the general feel of things. They absorbwhats going on, intensely immersed in that experience.

Silverman: (http://visualspatial.net/spatialstrengths.php)

Untapped Visual-Spatial Right Brain Skills for Business


122/136

[email protected]

Cell (440) 728-HELP

1 Sensitivity to Milieu

2 Out-of-Box vantage point

3 Recognize scale of priority (big pic)

4 Strong Pattern Awareness (fits and transitions)

5 Recognize optimal value stream design

6 Visualize the end goal more clearly7 Glass is half-full mentality

Source: BusinessLeadership.com


123/136


124/136

[email protected]

Cell (440) 728-HELP

If you dont like change, youre going to like irrelevance even less.

- General Shinseki

ReadNo problem can withstand theassault of sustained thinking . -Voltaire


125/136

[email protected]

Cell (440) 728-HELP

Read

Inquire

GlimpseHighlight

Trend R I G H - TB R A I N

Problem SolvingCycle

1

2

34

5

Voltaire

What is the R-I-G-H-T BRAINProblem-Solving Cycle?

R = Read (observation)


126/136

[email protected]

Cell (440) 728-HELP

R Read (observation)Read the situation holistically including the problem, environment, interactions, and symptoms.

I = Inquire (question)Inquire as to the inputs, ripple effect, intangibles and root causes.

G = Glimpse (depiction)Picture and draw the end in mind with the issue resolved.

H = Highlight (examination)Test tube the solution and track progress.

T= Trend (application)Apply the change in real life and READagain!

Read

Inquire

GlimpseHighlight

Trend


127/136

[email protected]

Cell (440) 728-HELP

Comical Right Brain Problems solved from thereifixedit.com


128/136


129/136

[email protected]

Cell (440) 728-HELP


130/136

[email protected]

Cell (440) 728-HELP

Conclusion/Contact Info


131/136

[email protected]

Cell (440) 728-HELP

Timothy W. Fowler (also known as The Right Brain) is CEO of

BusinessLeadership.com. He is a University of KentuckyCertified Lean Master , a Goldratt InstituteTheory of Constraint Supply Chain Expert ,an ASQ-Certified Six Sigma Black Belt,and a Licensed Social Worker with a SECRETclearance. He is a visual-spatial thinker whodesigned President Obamas Air Force Onesecure inspection and re-fueling process andhe is also the founding Director of Super

Bowl Champion Coach Joe Gibbs Youth For Tomorrow

Contact him @ 440-728-HELP or [email protected] or on Linkedin


132/136

Back-up: Can I improve my right brainIm definitely a left brain I really want to strengthen my right side of my brain is there any exercises/techniques


133/136

[email protected]

Cell (440) 728-HELP

I m definitely a left brain. I really want to strengthen my right side of my brain. is there any exercises/techniquesI can do to achieve this? by Legolas By Asker Yes you can. You can tap your right side of the brain by many ways.Meditating, singing, art, chanting, creative thinking and most of all; loving, is the act of right side of brain.

The more you do it, the stronger it gets. Source: http://answers.yahoo.com/question/index?qid=20071011192208AA8X6FF

Painting or Drawing The LearningRX.com suggests painting and drawing as right-brain exercises because theyencourage you to be creative& increase visual awareness.

SingingThe Mayo Clinic suggests activities such as singing or developing a musical talent to improve your right hemisphere. Joining

a choir also adds a group atmosphere to support the right-brain association of working together with people to express creative abilities.

Playing Games LearningRX.com says that to strengthen your right brain, you can play games in which you use strategiesto play. To exercise the right side of your brain, choose games that require you to perform specific tasks and look at the whole picture.

Studying Maps and Charts Diane Connell of Harvard University says that maps and charts can improveright-brain skills. Visual and space-related components of maps and charts help you see in a right-hemisphere dominant way.Art Forms Artistic pursuits that develop creativity such as knitting and other art forms are suggested by the Mayo Clinic asways to develop your right brain. The U.S. Air Force Air University website states that right brain is the artistic brain and is responsible foryour creative talents. Air University reports that teaching with right-brain activities including art, dance and drama in kindergarten classroomsincreased learning significantly. http://www.livestrong.com/article/179161-right-hemisphere-brain-exercises/#ixzz1DlZd3M7P

Can this be assessed? Yessome of


134/136

[email protected]

Cell (440) 728-HELP

A considerable amount of research has been devoted to assessing visual spatial abilities. Most journal articles provide exte nsive information on the types of tests used and on books, such as A Handbook Of Spatial Research Paradigms And Methodologies, Vol. 2: Clinical And Comparative Studies (Foreman & Gillett,1998) are available. An online search of ETS test Assessing Women in Engineering (AWE) Project 2005. Visual Spatial Skills. AWE Research Overviews. Retrieved

>date< from http://www.aweonline.org.Visual Spatial Skills AWE Copyright 2005 Page 6 of 8 A Product of AWE-Assessing Women in Engineering

(www.aweonline.org), NSF Grant # 0120642 collection at www.ets.org using the keywords spatial ability and/or visualization will also provide assessmentinstruments.

The Buros Institutes Mental Measures Yearbook (Buros, 1938) provides test reviews to assist in choosing an instrument. As various tests measure differentcomponents of visual spacial skills and women perform differently on these different components, it is critical to choose an instrument in line with thecomponent under study. The following list developed by Voyer et al. (1995, p. 257) provides information on tests and their results by gender.

Cards Rotation Test (significant) ( Ekstrom, French, & Harman, 1976)

Generic mental rotation tasks (significant) ( Shepard & Metzler, 1971) Spatial Relations subtest of the Primary Mental Abilities (significant) (Thurston, 1958)

Paper Form Board (significant) ( Likert & Quasha, 1941) Spatial Relation subtest of the DAT (homogeneous but not significant) (Bennett, Seashore, & Wesman, 1947) Paper Folding (homogeneous but not significant) ( Ekstrom et al., 1976) Rod -and-frame test (significant for some but not other age groups) (Witkin & Asch, 1948) Block Design subtest of the Wechsler Adult Intelligence Scale, the Weschler Adult Intelligence Scale-Revised, and the Weschler Intelligence Scale for Children(significant for some but not other age groups) (Weschler, 1946, 1949, 1955, 1974) Mental Rotations Test (scoring and testing influences magnitude of differences) (Vandenberg, Kuse, & Vogler, 1985)

Water Level Test (scoring and testing influences magnitude of differences) (Piaget & Inhelder, 1956) Identical Blocks Test (scoring and testing influences magnitude of differences) (Stafford,1961)

Embedded Figures Test (scoring and testing influences magnitude of differences)( Witkin, 1950)

Another tool that may be of interest to researchers is the Spatial Experience Inventory (SEI) developed by Deno (1995), which provides a list of spatialexperiences that may contribute to increased skill levels and test scores.

SOURCE: http://www.engr.psu.edu/awe/secured/director/assessment/Literature_Overview/PDF_overviews/VisualSpatialWeb%2003_22_05.pdf

A WHOLE NEW MIND DISCUSSION GUIDE FOR BUSINESS1. In what ways does your current job involve R-directed thinking? Could your organization benefit from more R-directed thinking? Less?2. How innate are the six abilities Pink discusses (Design, Story, Symphony, Empathy, Play and Meaning)? Which of them is your strongest?Weakest? Which is most important for your current job?3. Consider the three questions Pink poses regarding your current work: Can someoneoverseas do it cheaper? Can a computer do it faster?


135/136

[email protected]

Cell (440) 728-HELP

3. Consider the three questions Pink poses regarding your current work: Can someone overseas do it cheaper? Can a computer do it faster?Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age? Does your work pass this three-part test?4. How will the three forces Pink describes be affected by the economic recession?5. Did Pink convince you of the importance of design? In what ways could you and your colleagues instill design thinking in your organization?

6. What are the implications of Pinks argument for education? Are you yourself a product of the SAT -ocracy? If so, how did it help or hurt u?7. What role does storytelling have in your work? What role could it have? Does your organization have a story to tell? Do your clients andcustomers know that story?8. How do you use symphonic thinking in your job? How could this right-brain ability benefit your organization?9. Is empathy an important part of your work? How could empathy be used in your organization to improve your offerings? How couldempathy make your organization a better place to work?10. What role do play and humor have in your workplace? Could play or humor improve your service to clients? Do you agree with Pink that asense of humor can make someone a better manager? Why or why not?

11. What do you think of Pinks assertion that meaning is the new money? How does your organization create meaning for its customers?For its employees?12. Does your current job pass the Collins 20-10 test that Pink outlines in the portfolio section of Chapter 9: If you had $20 million or knewthat you had only 10 years to live, would you still be doing what you are doing now? What can your organization do to ensure that itsemployees experiences pass this test?13. What do you think of Pinks suggestion that spirituality should have a place in the workplace. What is your organization s approach tospirituality? Should it change?14. Did you do any of the exercises Pink suggests in the book? Which ones would you recommend to others in your organization? Why?

15. What are some of the barriers to developing the six abilities Pink describes in your own organization?16. How do you think workers in Asia would react to this book?17. Pink talks about psychological androgyny and aligns R- directed thinking with ones feminine side. Do women have a comparativ eadvantage over men in this world? Is this true in your organization? Why or why not?18. Would you add any other abilities to Pinks list of six senses?19. What in this book made you laugh? What made you angry. Why?

File: http://www.danpink.com/PDF/AWNMforeducators.pdf


136/136

BusinessLeadership.comCEO, Timothy W. Fowler,discussing the City of Cleveland processimprovement needs with

Mayor Frank Jackson atthe 2011

timothyw fowler right brain problem $olving

Documents