Business901 Book Specials from other authors on Amazon

Thursday, August 30, 2012

Achieving Organizational Health

The podcast with @KarenMartinOpEx highlights some not so popular subjects in many circles, planning and standard work. Karen Martin voices her opinion about these two controversial subjects while discussing how to Generate Business Results by Eliminating Chaos and Building the Foundation for Everyday Excellence, the subtitle to her new book The Outstanding Organization.

A written excerpt from the podcast is available in a recent blog post, Planning seems to be so Taboo.

Download Podcast: Click and choose options: Download Here  or go to the Business901 iTunes Store.

Mobile Version of Business901 Podcast

Karen Martin (http://ksmartin.com) provides Lean transformation and business performance improvement support to industry, government, and the not-for-profit sector. Karen’s broad understanding of operations design and business management stems from her experience building the operational infrastructure for several rapid growth start-up operations that each grew into multi-billion dollar companies.

The Outstanding Organization website page ( http://www.ksmartin.com/the-outstanding-organization/) has a downloadable chapter, related webinars on the four key behaviors (Clarity, focus, Discipline, Engagement)  and several downloadable documents that you will find to be excellent supporting material to the book.

Karen has been on the Business901 Podcast before discussing Holding Successful Kaizen Events. She co-authored The Kaizen Event Planner: Achieving Rapid Improvement in Office, Service, and Technical Environments and was  a developer of a favorite tool of mine, Metrics-Based Process Mapping: An Excel-Based Solution.

Learn to think like a Gamer

Dr. Karl Kapp, author of The Gamification of Learning and Instruction was my guest on the Business901 podcast, Learning with Gamification. If you need an introduction, or maybe you are ready to take the next step and gamify a few engagement strategies or your training. This podcast and transcription are a great place to start.

About: Karl Kapp is a professor of instructional technology at Bloomsburg University in Pennsylvania. He teaches a variety of courses to include game design and how to design learning courses and environments, Additionally, as the assistant director of Bloomsburg’s acclaimed Institute for Interactive Technologies (IIT), Dr. Kapp helps government, corporate, and non-profit organizations leverage learning technologies for employee productivity and organizational profitability. In his spare time, he has authored or co-authored four books on the convergence of learning and technology with his latest being The Gamification of Learning and Instruction.

You can find Karl on Twitter @kKapp  or his blog, Kapp Notes.

This is part of a series of blog posts outlined in A Lean Service Design Approach to Gaming your Training.

Tuesday, August 28, 2012

Gaming Teaches you to Plan

compLexity Gaming recently added Heroes of Newerth as a division to their championship gaming family. HoN is a solid title in eSports and complexity has contracted one of the very best teams to represent the coL Community: Trademark eSports. Trademark is currently ranked #1 in the GosuGamers rank database and #3 on the recent HoNCast top 10 rankings.

news_134375520119

I did a podcast, Games may be your only chance to attract the best and brightest talent, with one of the members of col.HON when he was member of Trademark last year and this in an excerpt from it where we talked about preparation and teamwork. Check out his first blog post on the Complexity site.    

Joe:  Well, you mention, there is a strategy. Do you develop a strategy before a game?

Peter: We can have an idea of what we're going to do before a game, but the way the game works is the other team can ban heroes that they don't want to see in the game, so sometimes that can throw off any strategy you set up before the game. Luckily, there are multiple heroes that can fill multiple roles so even if your strategy is similar; you can just alter it with different heroes.

Joe: So your strategy can be an overview, but once you go into the game, it changes rather quickly just based on who you can use and which people you can use, which heroes you can use in it?

Peter: Yes, you can't go into a game with an absolute idea of what you're going to do because you're facing up against five other players who are going to do something to try and stop you or something different that you maybe won't expect. Every game's different and it's really about understanding and adapting to what's going on.

Joe: A lot of it is like a football game. You can go into a game plan, but if someone throws you, a different defense up, or has a different configuration, you have to change and adapt to what the other team is doing as the game progresses.

Peter: For the most part, yes, unless what they're doing is bad, and it's actually helping you more than it's hurting you. Then, you just stick with what you're doing.

Joe: Well, I would equate that to have if the fullback can run eight yards up the middle and you just keep doing it. You'll take eight yards until they stop it, right? You have played sports before. What's different between offline and online teamwork? Is the collaboration stronger, weaker?

Peter: Absolutely. When you're playing a game, you're focusing on what you're doing individually, and the only way you can understand or the only way you can comprehend what's going on with your teammates is by communication. If your teammates are not communicating, you could be susceptible to the other team ganging up on you or things you’re just not ready for unless you're communicating actively throughout a game.

Joe: There's constant chatter taking place such as in a dog fight or a fighter pilot with your other teammates or your other squadron members whom you're constantly saying 'watch for this' or 'watch for that'. Is that taking place?

Peter:  When we're playing at full force, there's hardly a silent moment on Skype, which is what we use to communicate within each other.

Joe: That chatter, I mean with five... Do you find yourself talking over the other one or is it by the roles that are being played, there's kind of a leader who should be talking?

Peter:  People speak over each other when it's necessary. For the most part, our team is very good about not talking over each other unless, obviously, something's going on and something needs to happen. People will shout or yell over another in order to get that done.

Joe: Is there a planning aspect or do you just jump into the fray and “inspect and adapt”, as I would call it?

Peter: If you're going to jump into the fray and try to inspect and adapt against a good team, you're almost always going to lose. There is a lot of preparation that goes into games before they happen that's usually done behind the scenes, in order to get the one up on your opponents; you want to be prepared.

It's almost like practice. You want to scout them, you want to know what they're going to do, just like a football team, they might watch replays of the other team before. You do the same thing in video games. You want to understand how they play, what they're trying to do as a team, and you want to be able to counter that.

Joe: You're out there watching the other team’s stream. Let's say that you're in a tournament, and you know the formidable competition within a tournament is going to be these two or three teams, then you might as a team go watch video and talk about the other team?

Peter:  Yes.

Joe: So you're just talking to each other about what you could do and how the other team plays?

Peter: We talk about what they do as a team. We talk about how they play, what heroes they like to play, what wards they like to place, which gives sight of the map by identifying what they do with certain timings, we can counter that with our own timing, timing pushes.

Joe: When you go through this process, I think about a football team, for example, they practice all week for two hours in a game. How much practice in relation to playing do you do?

Peter: We practice; I would say, probably, five to ten times as much as we play. One, that's because we just like to play the game, and we enjoy playing with each other more than playing with the general public or other people. As a team, we enjoy playing as five, so we try to do that whenever we can. Honestly, tournaments aren't scarce, but they aren't every day. People like to play the game every day, whether it's after they get home from work, or after they get home from school. We try to get some games in and just hone our skills and stay fresh for when that tournament comes up.

I thought that the upcoming discussions this week on teams warrant a re-visit of this podcast and encourage you to listen to the entire podcast, Games may be your only chance to attract the best and brightest talent.  I used to think Gaming was all about “Inspect an Adapt”. That Mario and Luigi thing. However, gaming is not just child’s play. To reach the professional level of gaming, it requires planning and dedication. More importantly, it teaches you the correct way to plan. Good plans require the ability to adapt to present situations. Understanding when to deviate from your plan through adjusting or even discarding it entirely can be learned and simulated through gaming. 

In The Gamification of Learning and Instruction author Dr. Karl Kapp, had his son write the last chapter of the book for a Gamers perspective. In my series of blog posts outlined in A Lean Service Design Approach to Gaming your Training, I hope to include a few perspectives from a Gamer such as the one above. Dr. Kapp recommends that if we are serious about Gamification, play games. I would like to add, if we are serious about learning about planning, try planning a strategy out for your next game, Euchre anyone? 

Sunday, August 26, 2012

Lean Workshop in Indianapolis

Lean Frontiers, Indianapolis, IN based, is known for producing the high quality, focused Lean Workshops. This fall (October 2-3, 2012) they are hosting the lean workshop, Lean Leadership presented by Mike Hoseus. The course is intended to demonstrate the role of leadership in connecting and simultaneously developing the “Product” and the “People” Value Streams in your organization which will drive the long term lean transformation resulting in increased profitability and long term mutual prosperity.

Lean Frontiers offers these smaller, regional workshops that provide high intensity and depth of discussion. Their smaller audience size allows for more presenter and attendee interaction. And typically at a fraction of the cost of other workshop providers.

The workshop will also discuss how to "bring to life" the Values a Company has set as their guiding principles or mission statements. We will do this by explaining the specific steps/actions to consider while using problem-solving process in daily activities. (i.e. – communication, buy-in, engagement, purpose, customer satisfaction and more). We will discuss each participants "Line of Sight" to the company goals or business plan (Hoshin), normally centered around the key performance indicators (i.e. Quality, Cost, Productivity, Safety, and HR Development). How to integrate this into a “Daily Management Development System will also be discussed and practiced.

Mike Hoseus, co-author of Toyota Culture will review how a Lean Organization establishes their culture for problem solving at all levels. A “hands on” case study and simulation with then be used to go over an 8 Step systematic process. In the simulation, the participants will be in teams, engaging in indentifying problems with works flow, standardized work, supply chain and motion. The teams will engage in PDCA “experimentation” to implement improvements to the process and evaluation results, while building an A-3 in the process.

Mike Hoseus is Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO.

Disclaimer: I have presented the Lean Sales and Marketing workshop for Lean Frontiers and have attended workshops presented by them and by Mike Hoseus. I am not being compensated in anyway for this post.

Related Information:
Achieving Organizational Health
Include a Fluff Cycle in your Day
Understanding Lean Teamwork

Friday, August 24, 2012

Lean Service Design: Closing the Gaps between Perception and Reality

The Maryland World Class Consortia holds regular meetings each quarter for members, potential members, supporters, and guests.  Each meeting is a half-day "mini-conference" that provides new developments among Consortia members, examples of World Class tools in action, and networking with active practitioners. The next quarterly meeting will be held on September 27th, 2012.

I have the honor to speak at the morning meeting on Lean Service Design and that afternoon host a half-day workshop on Lean Service Design. Below is the write up for the presentation.

In many organizations, services were not intentionally designed, but were, instead, "grown and evolved" to sell a product.  Many believe that all they need to do to win is to create better, more innovative products.  But can we really stay ahead by focusing on products alone? 

Even many so-called "service" organizations miss the mark. (Think about your last business service disappointment, or working with a government office or non-profit.) It seems that many would-be service organizations think of service as just a verb, or an activity that is consumed by customers.  They think of service through departments or functions, and they tend to focus on their own activity, versus solving customer problems.

In this presentation, author, blogger, and lean trailblazer Joe Dager will introduce you to the tools and methods of Lean Service Design.  You'll be blown away by Joe's energy and his common-sense approaches to using lean for systematically improving the process of service design and delivery.  Joe has an enormous body of work, and this presentation will just scratch the surface.  Sign up for our Lean Service Design half-day mini-workshop right after lunch!

Tell all your sales, marketing, product/process design, and service/customer support people about this presentation and workshop -- This is one lean leader you don't want to miss!

I would like to thank the Maryland World Class Consortia for inviting me. Through the years, I have heard many good things about the Consortia and look forward to meeting the members and attendees. Remember, you do not have to be a member to attend.

80% of Companies believe they deliver a Superior Service, only 8% of Customers agree.

Lean Service Design: Closing the Gaps between Perception and Reality

Preview the program

Thursday, August 23, 2012

Process Thinking in Lean Services

#ServiceDesign and #Lean #Services have been a large part of my efforts this year, both researching and implementing. It is a result of the work that I have been doing in Lean Marketing. Just about in every case, we have had to work in the area of services both internal and external at the beginning of the project. Most people and organizations, especially ones seeking help are not delivering on what they say they're going to deliver. Lean Services is the quickest enabler of this delivery.

In my research, I came across Debashis “Deb” Sarkar. Deb is one of world’s leading lights in the space of service Lean. He has been researching, experimenting and working on how to successfully implement the Lean principles to service companies. Deb is also credited to have pioneered the enterprise-wide deployment of lean to service businesses in Asia in early 2000s.


 

Download Podcast: Click and choose options: Download Here  or go to the Business901 iTunes Store.

Mobile Version of Business901 Podcast

Deb has led large number of Lean service transformations and his efforts have led to the pioneering contribution to service lean comprising: A) The DEB-LOREX™ model, B) holistic approach for service lean implementation and C) blueprint for 5S implementation in service companies. His work is encapsulated in books such as: Lean for Service Organizations and Offices: A Holistic Approach for Achieving Operational Excellence and Improvements and 5S for Service Organizations and Offices: A Lean Look at Improvements.

Deb sits on the global advisory board of Process Excellence Network and has held leadership positions in companies such as Unilever, Coca Cola and ICICI Bank. He currently holds the position of Senior Vice President – Organizational Excellence, Change and Finance Transformation at Standard Chartered Bank Scope International..

P.S. Don’t miss his upcoming book titled: Lessons in Lean Management – 53 Ideas to Transform Services (Westland) to be in the market by September 2012.

Related Information: Lean Service Design Trilogy Workshop

Wednesday, August 22, 2012

Lean Training and Simulation Tips

@JamieFlinchbaugh, author of The Hitchhiker’s Guide to Lean discussing simulation games and how the Lean Learning Center designs and uses them. Jamie is an individual and the Lean Learning Center, an organization that practices what they preach, Lean. Jamie’s insightful responses are lessons for any trainer.

I encourage you to check out Jamie’s latest book, A3 Problem Solving: Applying Lean Thinking. I cannot think of how you could spend $7.50 better.


Download Podcast: Click and choose options: Download Here  or go to the Business901 iTunes Store.

Mobile Version of Business901 Podcast

Jamie Flinchbaugh is co-founder and partner of the Lean Learning Center, and bring successful and varied experiences of lean transformation as both a practitioner and facilitator. Under the leadership of Jamie and the Center’s senior managers, the Lean Learning Center has become one of the most recognized and premier lean providers in the world. The JamieFlinchbaugh.com blog is a frequent stop of mine and many other lean practitioners.

This is part of a series of blog posts outlined in A Lean Service Design Approach to Gaming your Training.

Sunday, August 19, 2012

include a Fluff Cycle in your Day

Every Lean Enterprise practices all kinds of cycles with PDCA being the most prevalent. But has anyone ever asked you to include a Fluff Cycle? My idea of a Fluff Cycle is a deliberate effort to reward you after a period of intense concentration. Greg explains how he uses this technique to enable short bursts of useful concentration amidst his busy, distracted and multitasking life.

Ok, the video does not exactly explain the Fluff Cycle, it explains the Pomodoro Technique. But I like the idea of spending some time scheduling what you are going to do during that non-intense time. If you have several Fluff Cycles organized for those times, you will have something to look forward too. It is like having 10 pieces of candy lined up so that during each Fluff Cycle I would have a reward waiting. Simply stated don’t  leave your Fluff Cycle go to waste.

However, I do recommend that during one of those Fluff Cycles that you do absolutely nothing. That is the essence of Fluff anyway.

Check out this Lean Sales and Marketing Workshop!

The Future of Storytelling–Transmedia

In the podcast Storytelling with New Media – Are you ready?, author Andrea Phillips provides a fantastic introduction in this podcast and in her new book, A Creator’s Guide to Transmedia Storytelling. A previous written excerpt can be found at, The Future of Simulation Games: Transmedia Storytelling.
 
This is a transcription of the podcast.
 

Andrea Phillips is a transmedia writer and game designer who has worked on award-winning projects for clients such as HBO, Sony Pictures, and Channel 4 Education, plus original projects like Perplex City, Thomas Dolby’s Floating City, and the nonprofit human rights game America 2049. Her indie work includes Balance of Powers and the forthcoming Felicity.

This is part of a series of blog posts outlined in A Lean Service Design Approach to Gaming your Training.

Friday, August 17, 2012

Storytelling with New Media – Are you ready?

Transmedia Storytelling is a story experience both for and with an audience that unfolds over several media channels. Author Andrea Phillips provides a fantastic introduction in this podcast and in her new book, A Creator’s Guide to Transmedia Storytelling. A previous written excerpt can be found at, The Future of Simulation Games: Transmedia Storytelling.

thumbnail.aspxThe more you connect to your audience and the more you get them involved in the storytelling process, the more successful you will be. Transmedia isn’t the future, it is now. This is how you tell your story, touch your audience, and take your game to the next level. As you listen, think about how you might create your next storyboard! Could you make it interactive? Could you include video of before and after? What stops you from making a storyboard interactive? Or asking questions of the viewers?

 

 

Download Podcast: Click and choose options: Download Here  or go to the Business901 iTunes Store.

Mobile Version of Business901 Podcast

Andrea Phillips is a transmedia writer and game designer who has worked on award-winning projects for clients such as HBO, Sony Pictures, and Channel 4 Education, plus original projects like Perplex City, Thomas Dolby's Floating City, and the nonprofit human rights game America 2049. Her indie work includes Balance of Powers and the forthcoming Felicity.

This is part of a series of blog posts outlined in A Lean Service Design Approach to Gaming your Training.

Related Information:
Storyboards
The Disney Way
Lean Six Sigma Storyboard

Saturday, August 11, 2012

Lean Teamwork

Many organizations start practicing the tools of Lean and fail to understand that it is the people side that makes Lean effective. I have seen where organizations will develop the skill set of Value Stream Mapping, A3 Problem Solving or even Hoshin Planning. But spend little time developing a Lean attitude around the most basic concepts of Visual Management, Overlapping Responsibilities or Individual Kaizen. As a result, they simply do not act like a Lean Company. They are a collection of their tools not a collection driven by culture. The mistakes that you were trying to correct by instilling Lean continue to happen. Teamwork is non-existent and individual silos remain.  How do you change that? 

The Lean Concept of Respect for People was the topic of my recent podcast  with David Veech (@leansights). After reading the transcription of the podcast (below), I realized how much we talked about individuals and how they perform within teams. David has some great points. This transcription is well worth the time to read.

You can find David at The Lean Way. David is also a founding member of the Institute for Lean Systems and serves as its Executive Director. He is a faculty leader for Penn State University’s Smeal College of Business Executive Programs, and is a guest lecturer in The Ohio State University Fisher School of Business Masters program in Business Operational Excellence.

David has a knack of getting to the point, which he demonstrates in this excerpt, Can Standard Work be fun and lead to Enthusiasm?

Thursday, August 9, 2012

The Lean Concept of Respect for People

Someone recently asked me the best way to start Lean? Since it was on Twitter, and I only had 14 0 characters, I replied: “Best way 2 start #Lean? Practice Respect 4 People & Continuous Improvement after that it is all window dressing.” Now that I have an entire blog post to comment on, I believe a 140 characters was enough.

This podcast with David Veech (@leansights) is an excellent overview not only for beginners of Lean but seasoned practitioners. David has a knack of getting to the point, which he demonstrates in this excerpt, Can Standard Work be fun and lead to Enthusiasm?

David’s coaching focuses on people in organizations and how lean; leadership, and learning systems contribute to overall employee satisfaction and well-being. He delivers keynotes and seminars on topics related to leadership, problem solving, suggestion systems, employee involvement, team building, and creating satisfying workplaces. David will be part of the Lean Frontiers Lean HR Summit this year in San Antonio, TX.

Back to my point on the best way to start Lean? David addressed it at the end of our podcast.

Joe

If you could leave the listeners with one message, what would that be?

David

Well, a lot of people talk about respect for people, and you know that is one of the two over-arching  drivers of the Toyota way, Respect for people and continuous improvement. We seem to pick up and get the continuous improvement piece, and we say that we respect our people.

We don't really understand that whole concept and I would urge people to think about what it really means to show respect for someone else. When you choose because it is definitely a decision when you choose to show respect for your workforce then that is going to open up tremendous amounts of creative resources that will change the way you think about your work.

That will lead to a happy road down the way. It will make your work meaningful; it will make your work significant, and it will make your work special. Just by having a better relationship among the people with whom you work.

Download Podcast: Click and choose options: Download Here  or go to the Business901 iTunes Store.

Mobile Version of Business901 Podcast

You can find David at The Lean Way. David is also a founding member of the Institute for Lean Systems and serves as its Executive Director. He is a faculty leader for Penn State University’s Smeal College of Business Executive Programs, and is a guest lecturer in The Ohio State University Fisher School of Business Masters program in Business Operational Excellence.

Finally, to focus on the fun part, David’s the owner of the Bluegrass Revolution, a professional team in the American Ultimate Disc League.

Related Information:
Lean Planning: We started off Looking at Work
Turning Leader Standard Work Upside Down

Monday, August 6, 2012

Why is Product Thinking still the Prevalent thought?

Many of us believe that all we need to do is create better, more innovative products, the Apple mystic? The product continues to be the primary focus of business. Can we stay ahead of competition by products alone? Or even with products in general?

We have used Lean to make products that are easy to use, manufacture and make money with. Manufacturing is shrinking, and services have become the dominant force of business. Many companies are defined by their services, versus their product. There is a need for organizations to differentiate through service quality and customer experience. However, we still market services in much the same manner as we do products, through features and benefits.

LSDT3 webWe typically think of Service as a verb or an activity that is consumed by our customers. We think of Service in forms of organizational functions such as Engineering, Purchasing, Shipping, Marketing, Accounting, IT, Human Resources. When we set out to improve one of these functions, we look at how we do the work. We focus on our own activity.  The carryover of product thinking that better, faster, cheaper wins is a total misnomer. The focus on our own activity encourages internal thinking and misplaces our priorities. While addressing services from this viewpoint may seem to be productive and worthwhile, it misses the point in design. If we intend to make services profitable, we must accept that customers do not care how we do our work. They might not even care that we are incompetent at certain functions. Customers want us to provide a service to help them achieve a desired outcome. However, have we designed our services to demonstrate that value?

Shameless Plug: Lean Service Design Trilogy Workshop (Learn More) teaches us how to…

  • Think of services as products or deliverables.
  • Close the performance gap between customers and your organization.
  • Create services that are countable, occur in discrete units and can be plural.
  • Create services that can be part of a package.
  • Create services that are not only supporting but also self-supporting. 
  • Create services that can be cost leaders not cost losers.
  • Create opportunities through services.
  • Create revenue through services.

The workshop is based on this outline developed for the Lean Service Design Trilogy. We will use the Lean methods of SDCA, PDCA and EDCA as they relate to each discipline and the path between Service through SD-Logic (The Service-Dominant Logic of Marketing) to Design.

Sign up Now for Lean Service Design Trilogy Workshop

The above is an online workshop, if you would like information on the full day offline workshop, please contact me.

Friday, August 3, 2012

Should you Gamify your Simulations?

I have read several books on #Gamification and found them either touting the use of rewards and badges or the technical aspect of design. I never did find that middle ground until I read, The Gamification of Learning and Instruction by Dr. Karl Kapp. The book started with the basics (it’s not about rewards, games and badges) giving me a true understanding of games and maybe more importantly gamers. He then proceeded to get into just enough technical detail so that I would be able to communicate and participate in the creation process with a designer. Karl Kapp

Many other books use examples such as frequent flyer programs and other reward schemes that have already been used for decades. Dr. Kapp starts with why anyone wants to use Gamification – Engagement! He goes on to create a learning experience that gives you the basic understanding for both an instructor trying to learn or create a game and the designer who is trying to understand how to construct a game. He marvelously constructs a bridge between the two disciplines.

Dr. Kapp’s examples are current and readily applied to the real world. After reading the book, you feel that not only do you understand the Gaming world better, but you are much more willing to take a stab at trying a few games on your own. Something the author recommends that we all do if we are serious about Gamification. I have already purchased two copies of the book sending the hard copy to a client and a Kindle version for me to use as a reference tool no matter where I may be. An excerpt from next week’s Tuesday podcast, and I will forewarn you; it is a long podcast.

Joe: Many of my listeners have been running simulations and board games as trainers for a long time. Do we need to be upgrading our skills? Have you converted any of these old simulations, to present‑day Gamification methods?

Karl: “Yes, two things about that. One, Gamification doesn't always necessarily have to mean technology. Technology certainly enables it to happen, so creating it like a just‑in‑time board game, for example, is a great example of Gamification. Creating a simulation to teach a buyer how to buy product or how to place a product, I think that's an element of Gamification.

What is really happening now is that a lot of times we felt those were good ways to go, and we thought they worked well, but now we have some empirical evidence that shows that Gamification actually does drive engagement. To be on the front end of what's happening and understanding how that works, we really need to upgrade our skills. We also need to understand there are a lot of people out there that do not like Gamification. In fact, there's visceral response is negative to the term Gamification.

I think one game designer famously wrote a blog post, Gamification is B.S. Nobody should do Gamification; I can't believe anybody's doing that. I think what he missed was the fact that it really translates into engagement. A lot of training and development folks have been creating engagement, but now the engagement is going to a different level. For example, we're completing a workflow on order entry or on the shop floor, or you're trying to get people to enter their hours.

Are there engagement techniques that you can use to help these people focus on what they already should be doing? Is there ways to help them see the value of what they're doing in a different perspective, framing it differently?

I think there is a need to upgrade the skills and think about what Gamification is. Some of the things we've done before, some of the new things that we're doing, and also new combinations of what we're doing, which really makes this a very powerful tool for encouraging learners to be involved, engaged and activated.

What I like most about it, is the thought process. Game developers go through such a different thought process than people designing instruction. If we get instructional designers to go through that thought process, I think they can make some really powerful instructional elements and interactions. That's the concept behind the book.”

About: Karl Kapp is a professor of instructional technology at Bloomsburg University in Pennsylvania. He teaches a variety of courses to include game design and how to design learning courses and environments, Additionally, as the assistant director of Bloomsburg's acclaimed Institute for Interactive Technologies (IIT), Dr. Kapp helps government, corporate, and non-profit organizations leverage learning technologies for employee productivity and organizational profitability. In his spare time, he has authored or co-authored four books on the convergence of learning and technology with his latest being The Gamification of Learning and Instruction.

You can find Karl on Twitter @kKapp  or his blog, Kapp Notes.

This podcast will serve as a great introduction to Paul Myerson discussing his Lean Supply Chain & Logistics Simulation later in the week. This is part of a series of blog posts outlined in A Lean Service Design Approach to Gaming your Training.

Thursday, August 2, 2012

The Marriage in Lean Service Design

This may sound like Abraham Maslow’s saying, “If all you have is a hammer; everything looks like a nail” and if it does, I will admit that my principles and practices are with a Lean based approached. Most of the work I have seen to date in Service Design has been educational or Public Sector work. I have seen where private companies have instituted Service Design but many times the cost has been funded from a public entity. I think Service Design and its forerunner; The Service-Dominant Logic of Marketing type thinking may be Crossing the Chasm from early adaptors to early majority.

In my use of Service Design, I have had mixed results with most companies very interested in learning more about Service Design but few willing to take the initiative to design and implement Service Design.

It has been very similar to what I have found in Lean Sales and Marketing; interested but to implement? As a result, the best prospects are mature companies well into their Lean Journey and willing to take on a pilot project. Even at that, it is usually initiated by the Lean Champion who wants to introduce the Standard Tools of Lean and improve processes versus using Lean as a vehicle for growth.

The umbrella of Lean offers Service Design a method of entry into a well-established market. Lean has been very successful in Services and Design through traditional practices. However, Lean Design is rooted in tangible applications (excluding software for the moment). The leap of faith that must occur is to move away from these traditions and institute a wider scope of Design to Services. The Design Thinking concepts that are most commonly associated with IDEO seems to provide the clearest and accepted understanding.

Below is a Venn Diagram on how I view the three disciplines of Lean, Service, and Design. I have also included SDCA, PDCA, EDCA as a way to demonstrate the use of Lean in Services and Design. I like to use the term EDCA learned from Graham Hill  to designate the Explore aspect of Lean.  I view it as more of Design Type thinking content that allows for that collaborative learning cycle with a customer. This is a link to my blog post on the tools of SDCA, PDCA, EDCA: http://business901.com/?p=8490.

LSD

We live in a service centric world. Even companies to include most manufacturers are defined not by their products but the services they offer. Can we continue to give away services to sell products? Has production capacity slowed that we now have excess overhead? Maybe, we are a mature Lean Company and have become so efficient in our services that we have excess capacity? Is it time that we design around our services? Is it time to discover, how to develop our services into a profit center?

Shameless Plug: Lean Service Design Workshop  You could also attend a live presentation by joining our SlideCast on Thursday July 12th at 1:00 PM Eastern. It is by invitation only, so drop me an email through the contact page on my website.