Some potential problems they may have faced:
- The existing social media management tools were complex and difficult for non-technical users to understand and use effectively. This led to high failure/frustration rates among customers.
- There was no guidance or education provided on how to actually use social media effectively for business purposes. The tools focused only on the technical tasks but not the strategy.
- Customers had little time and patience to spend learning complicated tools. They wanted something simple that could help them get results quickly.
Question 2: How could they have defined and tested their vision using Lean Startup principles?
The document discusses implementing Lean management principles in a manufacturing facility to increase profitability. It proposes providing training to all employee levels on Lean concepts and having them apply what they learn by working on real process improvement projects. The presentation then details some key components of a successful Lean implementation, including training managers and supervisors, establishing stable processes, using tools like 5S and root cause analysis to reduce waste and promote continuous improvement.
The document discusses the concepts of lean thinking and lean manufacturing. It covers the origins of lean in the Japanese automotive industry, the five main principles of lean, the Toyota Production System, the seven wastes, and the 5S methodology. The key aspects are summarized in three sentences.
Introduction To Lean Manufacturing : Tonex TrainingBryan Len
Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment.
A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process.
Audience:
Introduction to Lean Manufacturing training is a 3-day course for:
CEO, President, Vice Presidents
Functional managers
Senior managers and executives
Quality managers
Process improvement leaders
Training Objectives:
Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:
Recognize the difference between conventional “push” and the lean “pull” systems
Comprehend the lean principles and their advantages
Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
Use employees’ time and their brainpower more efficiently in a team environment
Recognize customer value and waste
Identify the wastes and how to cut them down
Recognize fields for improvement and solutions
Comprehend how a team-based technique to change can accomplish sustainable results
Create a plan for initiating a lean journey in their organization
Course Outline:
Overview of Lean Manufacturing
Inventory and Variation
Inventory and Production
Basic Lean Manufacturing
Measuring the Work
The Value of Lead Time
How to Do Lean
Strategies to Becoming Lean
How to Implement Lean
Planning and Goals
Creating a Flow Layout
Get Balanced
Sustaining the Improvements
TONEX Case Study Sample: the Zeta Cell
Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.
Request more information. Visit Tonex website links below
Introduction To Lean Manufacturing Training
https://www.tonex.com/training-courses/introduction-to-lean-manufacturing-training/
Lean manufacturing is a system aimed at minimizing waste within manufacturing processes. It was developed from the Toyota Production System between 1948-1975. The key principles of lean manufacturing include continuous improvement (kaizen), just-in-time production to reduce waste and inventory, visual management like andon cords to detect issues, and focusing on adding value from the customer's perspective. Implementing lean principles can benefit companies through improved productivity and efficiency, increased quality, and faster delivery, while benefiting employees and customers.
Toyota Production System or Lean Manufacturing has become an imperative to sustain the current hyper competitive scenario . This presentation looks at the basic tenets of Lean Manufacturing as a philosophy as well as a practicing regime.
I used this presentation at a kickoff meeting at one of our other sites. I had worked with the management team to define their Hoshin Plan prior to this and we wanted to share it with the plant.
The document discusses lean manufacturing principles. It provides an overview of the history of lean thinking from Eli Whitney's development of interchangeable parts in the 1850s to the development of the Toyota Production System between 1945-1970. It then summarizes the 14 principles of the Toyota Way which focus on developing a long-term philosophy, creating continuous process flow, respecting partners and driving organizational learning through reflection and kaizen. The group members of the Productivity Improvement Cell are then listed along with brief definitions of lean, waste and an overview of what makes a system lean.
The document discusses the history and philosophy of the Toyota Production System. It describes how Toyota developed innovative manufacturing techniques like just-in-time production and built quality checks like jidoka into its processes. This allowed Toyota to survive and thrive by producing high quality vehicles efficiently to meet customer demand. The core ideas were standardized work, continuous improvement, respect for people, and eliminating waste. Toyota's success demonstrated that its philosophy of long-term thinking, problem solving, and developing exceptional people could achieve business excellence.
Lean Manufacturing has been practiced by organisations for decades. From mere tools and techniques, it has evolved as a philosophy, as a culture to be sustained at any cost. More recently, it is seen as the simplest tool which can be applied across the organisation value chain for competitiveness. It is important to understand the Lean basics first and then move on to training and execution journey.
ADDVALUE Consulting Inc (AVCI) is the leader in Operations excellence, Team Excellence, Business Excellence, Life Coaching and Business Coaching across the globe. Nilesh Arora, Founder-Partner, Director of AVCI, with an experience of more than a decade in consulting for manufacturing and service sectors across a vast industrial spectrum, explains the Lean Basics, Pillars and Tools in the most simplified way for organization learning, development and effectiveness.
This Presentation explains:
• How to Create World Class Profitable Organizations?
• What is Lean Manufacturing Management?
• What is Lean Six Sigma?
• What are the benefits of Lean?
• Continual Learning and Development in Organizations
• How to implement Operations excellence, Team Excellence, Business Excellence?
• What are benefits of Lean Strategic Management?
Lean Manufacturing Training Courses: http://goo.gl/XHKHjy
Six Sigma Basics and Training: http://goo.gl/LikNmJ
Micro and Small units: http://goo.gl/2RIjyM
Test your Lean IQ: http://goo.gl/cJKs9U
World’s First Couple Coach: http://goo.gl/op6jY2
Nilesh Arora You tube: http://goo.gl/gGMruK
Nilesh Arora LinkedIn: http://goo.gl/LI61Hu
Nilesh Arora Twitter: http://goo.gl/2J6urw
Nilesh Arora Pinterest: http://goo.gl/0BfNcv
Nilesh Arora G+: http://goo.gl/k8KVsq
Nilesh Arora Slide Share: http://goo.gl/SjMNY4
For complete value addition through Lean Manufacturing by Lean Consultants: http://www.avci-lean.com
The document provides an overview of key Lean concepts and methods. It defines Lean as a business philosophy focused on reducing waste and increasing value. The core of Lean is eliminating non-value adding activities to improve efficiency. Key Lean techniques discussed include gemba walks, kaizen events, value stream mapping, A3 analysis, and 5S. Building a Lean culture requires continuous improvement and problem solving discipline.
“Lean” is a management philosophy based on the Toyota Production System (TPS). With Lean Manufacturing, you will be able to enhance value for your customers by improving and smoothing the process flow and eliminating waste. Simply put, with Lean, you will be able to increase productivity and create greater customer value with less resources.
By teaching this presentation, managers and employees will have a better understanding of the Lean principles and approach to eliminating waste, and will be more forthcoming to lead and participate in the Lean implementation process.
LEARNING OBJECTIVES
1. Acquire knowledge on the key concepts and principles of Lean
2. Describe the common Lean methods and tools for waste elimination and value creation
3. Describe the key roles in Lean deployment
4. Define the success factors for sustaining a Lean culture
CONTENTS
1. Introduction to Lean Manufacturing
2. Key Concepts of Lean
3. Lean Methods & Tools
4. Lean Roles
5. Sustaining a Lean Culture
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Lean management focuses on maximizing customer value while minimizing waste. It draws from concepts like the Toyota Production System and Total Quality Management to optimize processes through continuous improvement. The core principles of lean include transparency and visualization of workflows, respecting people, empowering employees, removing waste, and optimizing flow and resources through systems thinking. The goal is to shorten lead times and increase quality by eliminating unnecessary steps and unevenness in production.
Continuous Improvement using the Toyota WayAnita Rao
This slide deck provides a summary of the famous Toyota Way and process framework for continous improvement. It can be used in any industry not specifically manufacturing. I created it for Hi Tech.
Lean thinking is a business methodology that aims to provide a new way to think about how to organize human activities to deliver more benefits to society and value to individuals while eliminating waste.
This document provides an introduction to Lean manufacturing. It discusses why some Lean companies dominate their industries while most implementations fail. Lean is presented as an approach that touches every aspect of a business, not just the shop floor, and as a business strategy for growth rather than just a cost-cutting program. The document outlines tools of Lean in engineering, logistics, production control, organization, people, and accountability. It explores how Lean principles can be adapted to other industries and notes that this presentation only shows the visible part of Lean. Contact information is provided for further questions.
By completing this course on Lean concepts, participants will understand the historical context and evolution of Lean thinking. The course introduces Lean concepts including identifying value-added versus non-value added activities, the eight common wastes, and the Toyota Production System that influenced Lean. Implementing Lean requires changing an organization's culture to continually improve processes based on Lean principles like specifying value and creating flow.
A presentation on The Kaizen Pholosophy, a well known workplace management philosophy originated in Japan.
The application of this philosophy has led to the success of several companies like Toyota and Canon.
This presentation is a collection of Quality Management philosophies and famous quotations by quality gurus such as W. Edwards Deming, Joseph M. Juran, Philip B. Crosby, Kaoru Ishikawa, etc.
The desired philosophies and quotations can easily be incorporated into your own classroom and training materials to enhance the overall presentation.
CONTENTS
1. W. Edwards Deming
2. Deming's Famous Quotations
3. Joseph M. Juran
4. Juran's Famous Quotations
5. Philip B. Crosby
6. Crosby's Famous Quotations
7. Kaoru Ishikawa
8. Ishikawa's Famous Quotations
9. Other Famous Quotations
To download this complete presentation, visit: http://www.oeconsulting.com.sg
Lean Startup - The Next Industrial Revolution - Day 2Ravi Yadav
This document provides an overview of Day 2 of a Lean Canvas workshop. The workshop will cover Phase 3 of the lean methodology called "Accelerate" which focuses on growing and stabilizing a startup. It will teach participants how to develop products faster and cheaper through a lean approach. The agenda includes sessions on batch processing, growth strategies, adapting processes, and innovating products. It will demonstrate how to create a Lean Canvas and discuss real business case studies and failures. The target audience are students, graduates, professionals and entrepreneurs.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
The document discusses the Lean Startup approach to new ventures. It advocates building a minimum viable product and getting early customer feedback through experiments rather than extensive planning. This validated learning approach helps startups test their assumptions and pivot if needed to find product-market fit more efficiently. The Lean Startup process focuses on rapid learning through the build-measure-learn feedback loop rather than traditional product development cycles. It enables startups to adapt quickly to changing customer needs.
Some years ago, Eric Ries, Steve Blank and others initiated The Lean Startup movement. The Lean Startup is a movement, an inspiration, a set of principles and practices that any entrepreneur initiating a startup would be well advised to follow.
Projecting myself into it, I think that if I had read Ries' book before, or even better Blank's book, I would maybe own my own company today, around AirXCell or another product, instead of being disgusted and honestly not considering it for the near future.
In addition to giving a pretty important set of principles when it comes to creating and running a startup, The Lean Startup also implies an extended set of Engineering practices, especially software engineering practices.
Innovation for CFOs and COOs (Course Ideas + Course introduction)Bryan Cassady
Ideas for an executive education course in Innovation for CFOs and CXOs.
Why an Innovation course for CFOs and COOs ?
Less than 4% of board members have experience in marketing or innovation. I believe CFOs and COOs would be best people to lead a systems driven approach to Innovation at the board level
What is in this presentation
1. A brief description of the course and course objectives
2. An outline for the first 3 hours of a 3 day course
3. The last slide is a summary of the course and how value can be captured
For clarity, notes have been added to several slides that would not be in the course slides.
Keywords
CFO, CXO, Innovation, Executive Education, Bryan Cassady, Deming, Agile, Design Thinking, Scrum, Innovation Engineering
Lean Innovation for Micro Enterprises Module 1 Why does lean innovation matter?BanbridgeDistrictEnt
This document provides an overview of lean innovation. It discusses how lean innovation allows businesses both large and small to implement innovations quickly and with fewer resources through processes like design thinking, lean startup methodology, and lean processes. Examples are given of companies from different industries that have successfully adopted lean innovation practices, such as shifting business models in response to the Covid-19 pandemic. The benefits of lean innovation for organizations include less paperwork, more effective meetings, and fewer decision points.
This 14 Week Bootcamp starts 29th April 2020 and helps business owners tackle the widespread disruption to small and medium businesses dues to COVID 19. It is crucial to take measures and formulate action plans to mitigate risks on impacts to business operations.
For most businesses, this involves renewing business models, customer acquisition, finding new revenue streams and always, always be innovating.
This Innovation Program, designed by The Scale Institute at Charles Sturt University, is tailored to ensure your business not only can survive, but continues to thrive!
The cost is $150 per week and involves a 3-hour commitment from those who enrol in the program.
This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
The Innovation Process is the structure that ensures your innovation team has novel ideas and the ability to successfully implement them. With the innovation process, you have a strategy that compels you to drag it all the way to the finish.
To know more details, visit us at : https://mitidinnovation.com/recreation/what-is-the-innovation-process-importance-steps-types-and-examples/
The document discusses the key ideas of the Lean Startup methodology. It explains that the Lean Startup aims to help entrepreneurs balance activities like running operations, improving products, and deciding when to pivot or change direction. The Lean Startup treats everything a startup does as an experiment to achieve validated learning. It advocates for building products and features incrementally and getting early customer feedback through experiments rather than extensive planning. The document contrasts the Lean Startup approach of constant adjustment using a Build-Measure-Learn loop with traditional strategic planning based on assumptions.
Venture Path is Deloitte's approach to helping large enterprises adopt lean startup principles and embed disruptive innovation. It includes the Venture Path Method (lean startup methodology), Venture Path Structure (blueprint for roles, processes, and governance), and Venture Path Platform (software to track and measure innovation initiatives). The platform guides users through three phases - concept, validation, and scale. It provides venture builders guidance and collects metrics to help portfolio managers make informed investment decisions. The goal is to help organizations test ideas quickly, reduce risk, and consistently innovate in a digital world.
The Training is a 1 day course covering impartation knowledge of Kaizen and its associated Tools and; -application of Lean concepts to lead Kaizen Workshop/s with Innovation Projects for Change in a World Class Manufacturing Environment.
This training aims to impart a systematic review on all the critical aspects of Lean use to; lead Kaizen workshop and presentation using Standardize Kaizen form and methodology with;
Innovation to be competitive in the Global Business Environment.
COURSE CONTENT
Kaizen, its definition and Principles
Kaizen definition, Innovation Definition
Kaizen vs Innovation
Characteristics of a Lean Factory
Cellular Factory Layout
Multi-skilled Operators
6S and Visual Control
Kanban and Supermarkets
Rapid Changeover
Total Quality Approach
Right-sized, flexible equipment
Water Strider
Moving Production Lines
Total Productive Maintenance
Continuous Improvement
The 3 Pillars of Kaizen
1. 6S (5+1S) Housekeeping
2. Waste Elimination
- Types of Waste CLOSEDMITT
- Valued-added vs Non-value
added
3. Standard Operation
Three factors that accounts the 3 Pillars Activities.
1. Visual management,
2. The role of the supervisor,
3. Importance of training and
creating a learning
organization.
Innovation & Workshop Projects
Types of Innovation in Kaizen. Why Innovation?
Degree of Innovation-the act of creating new products,
processes, ideas, etc...
Examples of Types of Innovation
Innovating Process using Typical Kaizen concepts (Lean
methods)
Phase 1: Pre-Planning for Innovation
Phase 2: Execution - Innovation Week
Role of Leader, Facilitator, Participant in Innovation
Projects
Innovation Projects Implementation using Kaizen Forms for:
Daily and Weekly Report Outs
Follow-up for further Innovation
Day 1 1620 - 1705 - pearl 2 - asoke das sarmaPMI2011
Managing innovation programs in large organizations requires avoiding common mistakes. The document outlines a five phase approach: 1) Initiation requires determining an innovation strategy and themes. 2) Planning establishes a life cycle with timelines. 3) Execution involves generating ideas across themes, prioritizing using financial and non-financial metrics, and using dedicated teams. 4) Monitoring uses critical metrics and corrective actions. 5) Closing celebrates successes, documents learnings, and looks to the next innovation cycle. Large organizations must avoid strategy, structure, process, and skill traps that inhibit innovation by focusing too narrowly, using rigid BAU approaches, and lacking flexibility. Dedicated teams and separate organizations may be needed to successfully commercialize new ideas
The document discusses Lean Startup and Agile Product Development. It provides an overview of Lean Startup principles including that entrepreneurs are everywhere, entrepreneurship is management, validated learning through experiments, and the Build-Measure-Learn process. The Lean Startup methodology aims to shorten product development cycles through frequent customer feedback to build innovative products in an efficient manner.
Lean is a methodology focused on eliminating waste and adding value for the customer. It is based on five principles: identifying value, mapping the value stream, optimizing flow, establishing a pull system, and pursuing perfection. Lean aims to respect people and continuously improve by removing eight types of waste - transportation, inventory, motion, waiting, overproduction, overprocessing, defects, and underutilized skills. Key lean tools include 5S, gemba walks, kaizen blitzes, lead time reduction, one piece flow, charts, value stream maps, and visual controls. Accountants can help organizations implement lean through supporting teams, problem-solving, and creating an environment for continuous improvement.
This document provides information on various 1-5 day training courses and workshops focused on topics like creative thinking, innovation, strategic planning, and business skills. The courses are led by Dr. Stephen M. Sweid and aim to help participants transform into world-class thinkers, innovators, and organizations. A variety of hard and soft skills are covered using practical exercises to achieve high-impact results for careers and businesses.
Conducting an Innovation Workshops is an effective approach to encourage the staff to be more creative.
To know more details, visit us at : https://mitidinnovation.com/recreation/the-significance-of-innovation-workshops-for-your-organisation/
Similar to Lean Startup - The Next Industrial Revolution - Day 1 (20)
"Simulanis Bootcamp" offers a short and intensive course to train the employees with the problems faced in the projects and providing quick solutions to debottleneck the operation.
This document provides contact information for an organization called Simulanis located in New Delhi, India. It lists an address, phone number, website, and email for reaching out to the company. The document also mentions that the company has a solution but does not provide any details about the solution or its key features.
This proprietary application, developed by us, facilitates ease of understanding the complex concepts and problems on a diverse range of topics, and in various domains of learning and skills development.
Simulanis offers a comprehensive range of technical training courses specially designed for engineering professionals and students, in the domain of process engineering
AR, really is the future and something which we at Simulanis have already geared-up for by developing in house a host of novel and revolutionary technologies, services and products along the lines of AR and other allied virtual elements, encapsulated broadly within our Virtual Reality (VR) service offering.
Through innovative ideas and technological advancements, we deliver world-class solutions encompassing the domains of Process Research, Modelling, Simulation, Integration and Optimization to various industries.
Simulanis pioneers in offering operating and safety solutions in the oil & gas sector which include Flare System Design, Root cause analysis & Refinery Problems Troubleshooting.
We offer cutting-edge solutions to our clients, drawing the technical expertise of our well-qualified consultants in specialist domains of process engineering. We work with them to identify the critical areas of improvement within the facility and offer best-in-class solutions which can be implement to yield significant cost, quality and operational benefits.
3D Modeling & Visualization solution provides true workflow-managed integration between the process engineering design basis and detailed engineering disciplines, extending across and beyond the project enterprise.
Clear communicators and technically gifted implementer, our e-learning specialists can create an online solution for any situation. They are able to bring virtually anything to life with dynamic, technically sophisticated e-learning.
This course is designed to make the trainee completely acquainted with the importance of safety in the design and operation of chemical plants. Methods such as HAZOP, HAZAN and HAZID that are used for the quantification of process hazards. Design and sizing of relief systems. Widely used methods of safety analysis including overpressure / explosion calculations, worst-case analysis, risk & reliability analysis, layer of protection analysis (LOPA), etc.
Simulanis Solutions offers a flagship process simulation training course to help industry professionals and students learn how to design and engineer integrated processes using simulation software. The course covers basic concepts of process simulation and progresses to more advanced topics like modeling unit operations, optimization, and solving typical industrial problems. It is delivered over 4 weeks through hands-on sessions with industry-leading simulation software and includes modeling case studies from refining, pharmaceutical, chemical, and utility industries.
Our flagship course, SCAPETM (Simulanis Computer Aided Process Engineering) is aimed at making the trainee conversant with the usage of computational techniques in routine process engineering calculations. It introduces the trainee to advanced mathematical tools viz. Advanced Microsoft Excel, Visual Basic, MATLAB, GAMS, etc. for a plethora of chemical engineering problems ranging from refinery scheduling and equipment sizing to practical optimization of the complete plant.
We provide our clients with solutions addressing their design and operation problems through deliverables prepared with a Work Breakdown Structure (WBS) framework.
Simulanis Solutions is a company dedicated to deliver excellence in the domains of Process Engineering. We provide world-class technical-consulting and professional-development services in this specialist field with a constant thrust on tackling complex problems and overcoming them through the application of specialist technical knowhow. With a leadership team having a rich experience exceeding 100 man-years within the EPC sector, Simulanis brings together a unique blend of solid theoretical, unrelenting passion for exhibiting excellence, and relevant practical conversance in the core realm of Process Engineering.
Our aim is to deliver services of the highest technological advantages and efficient asset utilization using industry leading practices backed by intensive research. We aim to meet the demand of clients and bring in change in the conventional methodology by presenting our very own innovative model like SCISSORTM (Simulanis Collaborative Integrated Simultaneous Simulation for Optimum Results) technique. The bouquet of our service delivery encompasses domains of Process Research, Process Modelling, Process Simulation, Process Integration and Process Optimization, all of which also form fundamentally vital elements of our approach to tackle challenging assignments.
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4. By the end of this workshop, you will be
able:
To understand how a ‘lean’ approach can work wonders
To learn more effectively how to develop products faster and cheaper
To test your vision for your idea continuously
To work smarter not harder
To grow business with maximum acceleration
To develop effective business models and increase chances of securing funds
To understand how constant innovation creates radically successful products
To reduce product failures through Validated Learning
To easily apply a “lean” methodology to real business environments
5. Target audience of this workshop:
Students learning business or engineering
Fresh graduates
Young and Experienced Management Professionals
Technocrats, Engineering and IT Professionals
1st Time Entrepreneurs and Startup Owners
Experienced Business Owners
Professionals working in diverse range of industries
6. Who are we?
Gold-medalist and multi-award winning Masters in Chem. Eng. (Hons.) from University of Manchester
Credible working experience in the FMCG, Engineering Consultative and Process Design industries
Directly involved in technical consulting projects; plans, manages and executes the technical operations
Expert trainer and delivers training to graduates and engineering professionals in his domain of work
CEO & Founder Director,
Simulanis
Raman Talwar
Takes a keen interest in developing innovative computer-aided engineering methods and believes in leveraging through IT
Has worked with the world famous companies like Arvia Technology (UK), RB (UK) and Jacobs (India)
Contact Details:
Email:
ramantalwar@simulanis.com
Phone Direct: 011 41321322
Mobile: +91 9711116695
7. Agenda for Day 1 (28-Feb-15)
Topic Outline Duration Time
Workshop
Introduction
Introductory Presentation on the
Lean Startup Methodology
15 min 10:00 am – 10:15 am
Phase 1: VISION
Explanation on Vision including
the following parts:
Start
Define
Learn
Experiment
60 min 10:15 am – 11:15 am
TEA BREAK 15 min 11:15 am – 11:30 am
Case Study 1 and 2 Case Discussions 1 and 2 30 min 11:30 am – 12:00 pm
Activity 1 Activity 1: Lean v/s Traditional 45 min 12:00 pm – 12:45 pm
8. Agenda for Day 1 (28-Feb-15)
Topic Outline Duration Time
Phase 2: STEER
Explanation on Steer including the
following parts:
Leap
Test
Measure
Pivot
60 min 12:45 pm – 01:45 pm
LUNCH BREAK 45 min 01:45 pm – 02:30 pm
Case Study 3 Case Discussion 3 30 min 02:30 pm – 03:00 pm
Introduction to Business
Modelling
Explanation of innovative concepts
and their application
30 min 03:00 pm – 03:30 pm
Activity 2 Activity 2: Business Modelling 30 min 03:30 pm – 04:00 pm
WORKING TEA BREAK AND OPEN DISCUSSION 15 min 04:00 pm – 04:15 pm
Activity 2 Activity 2: Business Modelling 30 min 04:15 pm – 04:45 pm
Feedback and Closing Day 1 Feedback and Closing 15 min 04:45 pm – 05:00 pm
9. Learning Outcomes for Day 1 (28-Feb-15)
Understand the basics of the ‘lean’ approach – what is it?
Define ‘Vision’ and building the case for starting, defining,
learning, and experimenting
Demonstrate ‘Vision’ through Case Study
Define ‘Steer’ and building the case for leap, test, measure, and
proof
Demonstrate ‘Steer’ through Case Study
Learn how to prepare business models using innovative methods
Demonstrate the application of innovative business modelling
10. 1. Introduction to the concept of ‘Lean’
1.1 What is ‘Lean’?
This workshop centres around the application of concepts borrowed from the
LEAN MANUFACTURING revolution, which was an approach pioneered by Taiichi
Onho and Shigeo Shingo at Toyota, leading to the much-famed Toyota Production
System (TPS). TPS is renowned for its focus on reduction of the original
Toyota seven wastes to improve overall customer value.
Lean manufacturing or lean production, often simply "lean", is a systemic
method for the elimination of waste within a manufacturing process. Lean also
takes into account waste created through overburden and waste created through
unevenness in work loads.
Working from the perspective of the client who consumes a product or service,
"value" is any action or process that a customer would be willing to pay for.
In-line with the above, essentially, lean is centered on making obvious what adds
value by reducing everything else, viz. “waste”, using a set of ‘tools’ that assist in
the identification and steady elimination of the same.
11. 1. Introduction to the concept of ‘Lean’
1.2 What is the ‘Lean’ model and what is waste?
12. 1. Introduction to the concept of ‘Lean’
1.3 Essence of ‘Lean’
Define value
for the
customers
Identify the
value
stream
Make the
process
flow
Pull from
the
customers
Head
towards
perfection
13. 1. Introduction to the concept of ‘Lean’
1.4 Summary – What ‘Lean’ taught us?
The Lean approach taught the world the difference between value-creating
activities and waste, and showed how to build quality into products from the inside
out, by focusing on the following (for instance):
shrinking of batch sizes,
just-in-time production,
inventory control,
acceleration of cycle times,
continuous improvement,
focused problem solving,
learning from failure quickly,
scaling-up based on success,
drawing on the knowledge and creativity of individual workers
Through this workshop, we learn how to adapt the ideas from the ‘lean’ approach
pioneered at Toyota, to the context of entrepreneurship and the world of startups.
14. 1. Introduction to the concept of ‘Lean’
1.5 What Lean Startup is all about?
5 Key Principles
Entrepreneurs
are Everywhere
Entrepreneurship
is Management
Validated
Learning
Build – Measure
– Learn
Innovation
Accounting
15. 1. Introduction to the concept of ‘Lean’
1.6 Where do we go from here?
ACCELERATE
STEER
VISION
16. 1. Introduction to the concept of ‘Lean’
1.6 Where do we go from here?
• Start
• Define
• Learn
• Experiment
Vision
• Leap
• Test
• Measure
• Pivot
Steer
• Batch
• Grow
• Adapt
• Innovate
Accelerate
Phase # 1
Phase # 2
Phase # 3
17. 1. Introduction to the concept of ‘Lean’
1.6 Where do we go from here?
• Framing the case to develop a different method to entrepreneurial management
• Identifying who is an entrepreneur
• Defining a startup
• Developing methods to evaluate whether startups are generating value and becoming successful
• After making mistakes, how to learn from them and validate the learning
Vision
• Discussing the lean methodology in detail
• Following the ‘Build-Measure-Learn’ feedback loop to develop products and services
• Formulating a set of assumptions, referred to as the ‘leap-of-faith’ assumptions
• Perform rigorous experiments, with an aim to develop what is termed as Minimum Viable Product
• Developing a new accounting system to evaluate the success of the experiments, map the progress and
on its basis, decide whether to ‘pivot’ or to ‘persevere’
Steer
• Exploring the techniques to speed up and accelerate through the Build-Measure-Learn feedback loop
• Figuring out how to scale up
• Following the Build-Measure-Learn feedback loop to quickly develop products and services
• Speeding the processes of developing products and services by working in small batches
• Discussing organization design to cope with the lean approach
Accelerate
Phase # 1
Phase # 2
Phase # 3
18. 1. Introduction to the concept of ‘Lean’
1.6 Where do we go from here?
In-line with the learning outcomes of this workshop, after explaining Phase 2 and
3, we will explain an innovative method to perform business modelling.
On Day 2, we follow-up this activity with another novel set of tools to revolutionize
your business plans.
20. 2. Phase 1: Vision
2.1 Start
We start by appreciating that startup entrepreneurship involves management of a
different nature.
Classical and traditional rules of management do not necessarily translate into
guaranteed startup success, as:
They may impede the creative and the dynamically adaptable process which
leads to innovation
They may not work entirely in an extremely uncertain, complex and at times
‘chaotic’ nature of startups in general
They may invite bureaucracy at an early stage which may not be conducive for
the early success a startup craves for
The same principles do, however, work very well in a more stable work
environment, where there has been a long history of success through years of
hard-work and perseverance.
21. 2. Phase 1: Vision
2.2 Define
Before we describe the principles of Lean Startup in detail, it is important to define
an entrepreneur and a startup
Entrepreneur
An entrepreneur is a person who finds ways to convert raw materials of innovation
into successful ventures and is well-equipped by a proper team structure and
composition, a strong vision for the future and a naturally risk-taking ability.
Startup
A startup is a human institution designed to create a new product or service under
conditions of extreme uncertainty.
Lean Startup methodologies are not restricted to startups alone!
In fact, they are applicable to companies of all sizes and shapes, working in any
industry or sector, at any stage of development.
22. 2. Phase 1: Vision
2.3 Learn: Concept of Validated Learning
It is often said, “We learn from our failures”. Very true!
Learning is a continuous process in general, but unfortunately learning is also an
excuse for managers who fail to achieve the results so promised. Learning can be a
cold comfort to employees who are following an entrepreneur into the unknown.
As per the Lean Startup Methodology, learning assumes the most critical role and
it does so through the concept of Validated Learning. Validated learning is:
The process of demonstrating empirically that a team has discovered valuable
truths about a startup’s present and future business prospects.
It is more concrete, accurate and faster than market forecasting or business
planning.
It is the principal antidote to the lethal problem of achieving failure successfully
(and quickly!) executing a plan that leads nowhere
23. 2. Phase 1: Vision
2.3 Learn: Concept of Minimum Viable Product
Minimum Viable Product is the product, constituting minimum features and
developed by investing minimum resources, as a test or an experiment to
determine the response of the customers upon purchase.
An MVP approach can help us learn
about what the customer truly values
before we’ve invested too much time and
money into building something they
don’t need or want. Our work is not done
until the customer is, in fact, delighted.
24. 2. Phase 1: Vision
2.3 Learn: Building an MVP – all what Lean Startup
focuses onBuild:
Build the MVP, as an experiment, as quickly as
possible that will allow you to test a clear
hypothesis (set of assumptions) we have about
our product or strategy
Measure:
Measure the impact of the MVP in the
marketplace using actionable metrics that help
us analyze customer behavior and feedback
Learn:
Learn whether our original assumptions about
the product, process, and customer needs
were correct or whether we need to change
strategies to better meet our vision
Build
Measure
Learn
Repeat this
FEEDBACK LOOP
Fundamentals of the
LEAN APPROACH
25. 2. Phase 1: Vision
2.3 Learn: Building an MVP – all what Lean Startup
focuses on
Build-Measure-Learn feedback loop
does not end once we’ve put our
first product into the market.
Every new launch of an MVP is an
opportunity to gain valuable
information about how well we’re
meeting customer needs - and
whether we need to adjust our
strategy or not.
Build
Measure
Learn
Repeat this
FEEDBACK LOOP
Fundamentals of the
LEAN APPROACH
26. 2. Phase 1: Vision
2.4 Experiment: Just like we did in our Science Labs at
school!The Lean Startup Methodology reconceives a startups efforts and all what they
develop in the name of products, as experiments (in the form of MVPs) that test its
strategy to see which parts of the product are brilliant and which are not-so-
brilliant.
A true experiment follows the scientist method.
It begins with a clear hypothesis that makes prediction about what is supposed
to happen.
It then test those predictions empirically through customer interaction and
feedback.
Just a scientific experimentation is informed by theory, startup experiments are
guided by startup's vision. The goal of every startup experiment is to discover
how to build a sustainable business around that vision.
27. 2. Phase 1: Vision
2.4 Experiment: What to remember whilst doing so?
Think big, start small
This implies that your ultimate goals should be big but realistic as well, but invest
little resources into the business so that the risk involved is less.
For long term change, experiment immediately
Long term change in the system requires an immediate need to experiment and
imply the changes as needed this work should be fast tracked in a manner to
achieve the long term goals through immediate and prompt changes.
Break it Down
This steps include the breakdown of the grand vision into its component parts.
28. 2. Phase 1: Vision
2.4 Experiment: Assumptions and how to make them?
The two most important assumptions entrepreneurs make are:
Value Hypothesis testing whether a
product or service really delivers value to
customers once they are using it.
Growth hypothesis testing how new
customers will discover a product or
service, and how to increase our
customer growth.
29. 2. Phase 1: Vision
2.4 Experiment: Important Facts
Experiments take less time (than traditional strategic planning alone!),
provide a more accurate gauge, and a real picture of our market size.
An experiment is more than just a theoretical model, in a lean model it is
treated as a first product.
If this or any other experiment is successful, it allows the managers to get
started with his or her campaign: enlisting early adopters, adding employees
to each further experiment or iteration and eventually starting to build a
product.
This way by the time that product is ready to be distributed widely, it will
already have established customer’s unlike a traditional strategic planning or
market research process.
This approach has its roots in feedback on what is working today, rather than
in anticipation of what might work tomorrow.
30. 2. Phase 1: Vision
2.4 Experiment: Split Testing – A key approach
A split or A/B test is an experiment in which different versions of a product are
offered to customers at the same time.
The goal of a split test is to observe differences in behavior between the two
groups and to measure the impact of each version on an actionable metric.
A/B testing can also be performed in serial fashion where a group of users one
week may see one version of the product while the next week users see another.
Though, caution must be observed at times whilst following this approach where
external events may influence user behavior one time period but not the other.
For example, a split test of two ice cream flavors performed in serial during the
summer and winter would see a marked decrease in demand during the winter
where that decrease is mostly related to the weather and not to the flavor offer.
31. Case Studies 1 and 2
Testing your knowledge of Vision (DEFINE and EXPERIMENT)
32. Case Study 1
Startup: Web App
In 2010, Justin and Eric were fresh on the startup scene. With two months of client
business under their belt and the launch of their first “web app“, they discovered a new
problem that they thought could be solved, Social Media Management.
While there were plenty of tools available, the process of learning how to use them
effectively (for business) was complicated. They tried many of the typical software
solutions that were available, but their clients rarely succeeded with these tools. Most
of the time, they became even more frustrated than ever.
The problem with those tools was that while they technically allowed users to complete
social media tasks, they were messy and did little to help make customers actually
better at social media marketing. Business owners are busy, and they found that the
failure rate was rising with these products.
33. Case Study 1
Case Analysis
Question 1: What could have been the problem they faced?
Question 2: What according to you could be the solution to their problem?
Question 3: What strategy would you suggest, to help solve their problem?
34. Case Study 2
The Story of Zappos – Online Shoes Retail
Founder Nick Swinmurn was frustrated because there was no central, online site with a great
selection of shoes which gave him the idea to create a shoe Mega Online Store.
Swinmurn could have waited long time and might have employed a lot of its financial resources on
promotion and warehousing.
Instead he started by running experiment and tested the market by asking local shoe store if he
could take pictures of their inventory. In exchange for permission to take pictures, he would post
the pictures online and come back to buy the shoes at full price if a customer bought them online.
Zappos began with a tiny, simple product – shoes, it was designed to answer one question above
all; is there already sufficient demand for a superior online shopping experience for shoes,
however a well-designed startup experiment like the one Zappos began with does more than test a
single aspect of a business plan. In the course of testing this first assumption, many other
assumptions were tested as well.
35. Case Study 2
The Story of Zappos – Online Shoes Retail
Question 1: What approach did Swinmurn follow to increase his appeal?
Question 2: How did this approach help?
Question 3: What other assumptions he have tested following his approach?
Question 3: How can you apply this to your Business?
37. Activity 1
Comparing the Lean Startup approach with the
TraditionalThis activity will help you choose, which of the two approaches Lean or
Traditional work for your business.
This activity will be a group discussion / debating activity, which will involve the
class to be divided into 2 groups. Each group will either speak for Lean
Approach or the Traditional Approach.
Points of discussion will be the differences in strategies. Each group will choose
an individual from their group to write down all the points being discussed for
their respective topic. Then these points will be discussed in detail against their
pros and cons.
Finally, after the activity it will be up to you to decide which approach suits
your business / idea the best.
39. 3. Phase 2: Steer
3.1 Leap
This phase introduces the leap way of developing – which means that once the
vision is explored, it is time to make certain assumptions and put the things into
action to develop the MVP.
The riskiest elements of a startup plan are the assumptions (Value Hypothesis
and Growth Hypothesis) and that is why they are referred to as leap-of-faith
assumptions. These assumptions canmake or break your business.
Example of a leap-of-faith assumption:
In the iPod business, one of those leaps
of faith was that people would pay for
music.
40. 3. Phase 2: Steer
3.1 Leap: Making better (and safer!) assumptions
Assumptions can be made fool-proof and safer by following:
Genchi Gembutsu: Japanese for “Go and see for yourself”.
Means that business should be based on deep firsthand knowledge. Until you
have seen something for yourself firsthand, you cannot be sure you really
understand any part of the business problem.
Getting external customer data
The facts that we need to gather about customer exist only outside the building,
not inside. So it is imperative to step out of the building and collect REAL data!
Setting-up early customer contact
Early contact with the customer clarifies a basic coarse level that we can use to
craft a customer archetype – a brief document that seeks to humanize the
proposed target customer.
41. 3. Phase 2: Steer
3.2 Test
Once the leap-of-faith assumptions are in place, all efforts should spring into the
development of the MVP.
When building your MVP, remove any feature, process or effort that does not
contribute directly to the learning you seek. Even a low quality MVP can act in
service of building a great high-quality product.
After building the MVP, it is important to
test it and seek continuous feedback.
This can be done by continually bringing
in people to react to mockups, demos,
prototypes and simulations.
42. 3. Phase 2: Steer
3.2 Test: Journey to finding the right customer!
43. 3. Phase 2: Steer
3.2 Test: Make use of early adopters!
Sell the early versions of your products at cheaper rates or for free, to a select
group of customers, before selling to a mass audience, and term them as early
adopters.
Early adopters are a special breed of customers.
They accept – in fact prefer – an 80 percent solution; you don’t need a perfect
solution to capture their interest!
Early adopters use their imagination to fill in what a product is missing.
They prefer that state of affairs, because what they care about above all is
being the first to use or adopt a new product or technology.
Early adopters are suspicious of something that is too polished; if it’s ready for
everyone to adopt, how much advantage can one get by being early.
44. 3. Phase 2: Steer
3.2 Test: Simulanis Early Adopters (Thanks to them!)
45. 3. Phase 2: Steer
3.3 Measure
After developing the MVP and testing the leap-of-faith assumptions, a startup
should rigorously measure where it is right now.
This involves confronting the hard truths which tests and assessments reveal and
then re-devising experiments to learn how to move the real numbers closer to the
ideal reflected in the business plan.
This can be done through innovation accounting.
Innovation accounting is a disciplined and a systematic approach to figure out if we
are making progress and discovering if we are actually achieving validated learning.
It is an alternative to traditional accounting, designed
specifically for startups, and begins by turning the leap-of-
faith assumptions into a quantified financial model.
46. 3. Phase 2: Steer
3.3 Measure: How Innovation Accounting works?
Innovation Accounting works in three steps:
1. Use a MVP to establish real data on where the
company is right now
2. Startups must attempt to tune the engine from the
baseline toward the ideal.
3. After the startup has made all the micro changes and
product optimizations it can move its baseline toward
the ideal, the company reaches a decision point: pivot
or preserve.
47. 3. Phase 2: Steer
3.3 Measure: Importance of Innovation Accounting
The innovation accounting framework makes it clear when the
company is stuck and needs to change direction.
The ‘real’ importance of innovation accounting
Only 5 % of entrepreneurship is the big idea, the business model,
the whiteboard strategizing, and the splitting up of the spoils.
The other 95 % is the gritty work that is measured by innovation
accounting: product prioritizing decisions, deciding which
customers to target or listen to, and having the courage to subject a
grand vision to constant testing and feedback.
48. 3. Phase 2: Steer
3.3 Measure: The Metrics
The 3 A´s of Metrics:
Actionable
For a report to be considered actionable, it must demonstrate clear cause and
effect. Otherwise it is a vanity metric. When cause and effect is clearly understood,
people are better able to learn from their actions. Human beings are innately
talented learners when given a clear and objective assessment.
Accessible
Departments too often spend their energy learning how to use data to get what
they want rather than as genuine feedback to guide their future actions.
Remember that metrics are people, too. Everyone must understand the reports.
Auditable
We must ensure that the data is credible to employees.
49. 3. Phase 2: Steer
3.4 Pivot
Pivot or Preserve is defined as a structured course correction designed to test a new
fundamental hypothesis about the product, strategy and engine of growth.
A pivot requires that we keep one foot rooted in what we have learned so far, while
making a fundamental change in strategy in order to seek even greater validated
learning.
Vanity metrics can allow entrepreneurs to form false conclusions and live in their
own private reality.
When an entrepreneur has an unclear hypothesis, it’s almost impossible to
experience complete failure, and without failure there is usually no impetus to
embark on the radical change a pivot requires. You will always succeed - in seeing
what happens. You won’t know whether to pivot or preserve.
The heart of the lean startup: A pivot is not just an exhortation to change. It is a
special kind of structured change designed to test a new fundamental hypothesis
about the product, business model and engine of growth.
50. 3. Phase 2: Steer
3.4 Pivot: Understanding it better
51. 3. Phase 2: Steer
3.4 Pivot: Types
Zoom-in Pivot: What preciously was considered a single feature in a product
becomes the whole product?
Zoom-out Pivot: What was considered as the whole product becomes a single
feature of a much larger product.
Customer segment Pivot: The product hypothesis is partially confirmed, solving
the right problem, but for a different customer than originally anticipated.
Customer need Pivot: The product hypothesis is partially confirmed: the target
customer has a problem worth solving, just not the one that was originally
anticipated.
Platform Pivot: Refers to a change from an application to a platform or vice
versa.
52. 3. Phase 2: Steer
3.4 Pivot: Types
Business-architecture Pivot: For example, when a startup goes from high
margin/low volume to mass market or vice versa.
Value-capture Pivot: How do companies capture value?
Engine-of-growth Pivot: A company changes its growth strategy to seek faster or
more profitable growth.
Channel Pivot: Is the recognition that the same basic solution could be
delivered through a different channel with greater effectiveness.
Technology Pivot: When discovering a technology to achieve the same solution
by using a completely different technology.
54. Case Study 3
Online Grocery Store – What Went Wrong?
Jimmy Cray Pvt. Ltd in the initial stage of its incorporation developed a new
product, powered by splashy launch, the company successfully executed its
plan. Unfortunately, Customers did not flock to the product in great numbers.
Even worse, the company had invested in massive infrastructure, hiring and
support to handle the influx of customers, expecting huge volume of
customers. When the customers failed to materialize, the company could not
adapt, in time. They achieved failure – successfully and rigorously executing
plan that turned out to have been utterly flawed.
55. Case Study 3
Online Grocery Store – What Went Wrong??
Question 1: What do you think was the major problem they faced?
Question 2: What type of strategic implementation do they require?
Question 3: What type of work flow was missing in their business idea?
56. 4. Innovative Business Modelling
4.1 Introduction and Relevance
A lot of success stories are based on new business models.
Through the following slides, we help you design your business ideas with these
building blocks, and assist you in finding inspiration from other innovative,
successful and flourishing businesses.
The relevance of using such an innovative approach is straight-forward:
If you can’t draw out your business
plan schematically, you simply don’t
know what your plan is! And hence,
you will never be able to execute it.
57. 4. Innovative Business Modelling
4.2 What is this and how to go about it?
It’s quite simple and easy!
Simply build your business with these 16 blocks and flow directions:
6 players
CompanyMy company Consumer Supplier Non-profit Government
product service experience exposure reputation
money less money data right credits
10 objects
to exchange
flow directions
58. 4. Innovative Business Modelling
4.3 Demonstration 1: Start Simple!
Start getting acclimatised with the concept through easy business models
Learn through an easy 2-step procedure:
Step 1. The Basic Subscription Model
59. 4. Innovative Business Modelling
4.3 Demonstration 1: Start Simple!
Start getting acclimatised with the concept through easy business models
Learn through an easy 2-step procedure:
Step 2. Introduce New Stakeholders: e.g. Advertiser
60. 4. Innovative Business Modelling
Now we learn through applications on real world
examples
66. Activity 2
Innovative Business Modelling: Group Task
In this activity, you will be provided with basic information of FIVE real-world
startup / established companies.
Using this information, along with the canvas sheets and cue-card cutouts
representing the 6 players and 10 objects of exchange, construct the business
models on canvas sheets.
For this activity you will be divided into FIVE groups and each group will develop
the business models using the information provided.
This activity will require a strong team effort for accomplishment, and ideas
from every individual of the group. Solutions will be shared at the end of the
activity and each business model will be judged accordingly.
67. Feedback and Closing the Session
Your feedback is of utmost importance! Please support
us.
68. Small Snippet of what’s in store on Day 2!
Know the Customer Development Process
69. Small Snippet of what’s in store on Day 2!
Are you really solving your customers’ problems?
How do you know if you have the right customers?
How to avoid the biggest pricing mistakes?
What advice to follow being a startup?
What is the secret to successful startup partnerships?
How to get customers, keep them and attract them even more?
When to change directions and pivot – firing the plan, not people!
Why getting out of the building is important!
And be able to answer the questions:
70. End of Day 1
We hope today’s session was insightful and that the
learning outcomes were achieved. We welcome your
comments.