The Red Bead Revolution The Scientific Method Applied to Management and Leadership
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1 Learning Program The Red Bead Revolution The Scientific Method Applied to Management and Leadership Facilitated by Dennis Sergent The Red Bead Experiment Dennis Sergent /09/ Page 2 1
2 An Aim for Today Learn There is no substitute for knowledge What is in it for me? applies to all of us Make a difference We have been misled and stuck in old knowledge The prevailing management and educational science is a myth So are our most of our educational notions and institutions, as well as our other organizations We ought to be leading the world, but we are not Have fun in the process The prevailing system of education has crushed joy out of the schools and learning. The prevailing system of management has crushed joy out of the workplace. Eradicate superstitious learning We will use theories, facts, PDSA Cycle Dennis Sergent dsergent@srgnt.com - 07/09/ Page 3 The Red Bead Experiment A metaphor for our workplaces and the way we manage. You will have the opportunity to combine Profound Knowledge with YOUR experiences It will become a lens to view your experiences in your organization. If you pay attention to the feeling of working in this system defined by someone else... Dennis Sergent dsergent@srgnt.com - 07/09/ Page 4 2
3 Red Bead Objectives Learn the source of low performance by workers Learn the influence that workers have on quality Learn the source of variation between shifts and workers Learn how to predict the future based on the past Learn how mechanical sampling results differ from random numbers Dennis Sergent /09/ Page 5 Lesson: The Red Bead Experiment 1 Hour Dennis Sergent dsergent@srgnt.com - 07/09/ Page 6 3
4 The Red Bead Experiment INTRODUCTION TO A SHORT RED BEAD EXERCISE (5 Minutes) The Exercise (5 Minutes Intro) Training In The Procedure The Scenario (35 Minutes to Execute) The Players All Volunteers 4-6 Willing Workers 2 Quality Inspectors 1 Chief Quality Inspector 1 Results Recorder The Debrief (15-20 Minutes) Lessons from the Red Bead Dennis Sergent dsergent@srgnt.com - 07/09/ Page 7 PROCESS Instructions Follow this process exactly, without talking, except as described below Willing Workers Firmly grasp the box of beads on each side Pour beads from one mixing box into the other at about a 45 degree angle Be careful not to spill any beads Take the sampling paddle and dip it into the bead bowl until it hits the bottom Pull the paddle backwards at about 45 degrees Gently shake the paddle to remove excess beads, being careful to not spill. Show it to the Quality Inspectors and hold on until the number of red beads is announced When the count is announced, put the paddle in the empty box and step to the end of the line Quality Inspectors Count the number of red beads in the paddle, write on pad, show pad to Chief Quality Inspector Recount as needed until your totals match Chief Quality Inspector Look at both pads, if they agree, announce the number If they do not agree point to the number on each pad and wait for one to correct their number Results Recorder Record the Willing Worker Number and the Red Bead Count State the number and say next and the next Willing Worker steps up Dennis Sergent dsergent@srgnt.com - 07/09/ Page 8 4
5 Red Bead Production Results Record Them On Your Worksheet Dennis Sergent /09/ Page 9 Typical Data Entry Example What do we see? Dennis Sergent dsergent@srgnt.com - 07/09/ Page 10 5
6 From Same Data Red Bead Bar Chart Dennis Sergent /09/ Page 11 Does this help? Bar Chart w/colors Dennis Sergent dsergent@srgnt.com - 07/09/ Page 12 6
7 Run Chart So what does this tell us about the variation? Dennis Sergent /09/ Page 13 Control Chart Now do we see how this is different? Dennis Sergent dsergent@srgnt.com - 07/09/ Page 14 7
8 Calculating Upper and Lower Control Standard Deviation is the Square Root of the Average (Rounded) = 3.0 Upper Control Limit average + 3 Times the Standard Deviation Times 3.0 = 18.3 Lower Control Limit Average - 3 Times the Standard Deviation Times 3.0 = 18.3 We are measuring occurrences Zero (0) is Lower Control Limit Dennis Sergent dsergent@srgnt.com - 07/09/ Page 15 Red Bead - Source 1. What was the source of low performance by the workers? The cause was red beads in the incoming material. Get the red beads out of the system. The system is a root cause maybe the only single root cause. Dennis Sergent dsergent@srgnt.com - 07/09/ Page 16 8
9 Red Bead - Source 2. What influence are the willing workers able to exert to improve quality? The willing workers are helpless to improve quality in this system. They ll continue to make red beads so long as there are red beads in the incoming supply of material. The experiment is simple, but makes the point. Now that you have seen it you will see red beads (sources of trouble) everywhere in your organizations. And elsewhere! Dennis Sergent dsergent@srgnt.com - 07/09/ Page 17 Red Bead - Source 3. What is the source of the variation between lots and between workers? Variation between lots and between workers arose from the system itself, not from the workers. 4. What can be said about predicting future performance based upon past performance? The performance of any person on any one day is useless as a basis for prediction of their performance on any other day. Dennis Sergent dsergent@srgnt.com - 07/09/ Page 18 9
10 Red Bead - Sources Mechanical sampling is not the same as sampling by use of random numbers Different charts can give us a limited view of where to look for special causes And they can mislead us into two basic errors: Treating common cause as special cause Treating special cause as common cause Dennis Sergent dsergent@srgnt.com - 07/09/ Page 19 The Red Bead Experiment Acting On New Knowledge What will we do with this lesson? Dennis Sergent dsergent@srgnt.com - 07/09/ Page 20 10
11 A Solemn Responsibility W. Edwards Deming... You have taken on a solemn responsibility - and you can t wriggle out of it. We ve got some big changes to make, and you re going to have to make them. Who else will do it? Martin Luther King, Jr. We are witnessing the birth of a new age and we must face the responsibilities that come along with it. Shall we say the odds are too great? Shall we tell them the struggle is too hard? Or will there be another message, of longing, of hope, of commitment? The choice is ours. Dennis Sergent dsergent@srgnt.com - 07/09/ Page 21 Learning Program The Red Bead Experiment The Scientific Method Applied to Management and Leadership Facilitated by Dennis Sergent
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Background: In the late 1960 s, Frank Pipp, an assembly plant manager at Ford, instructed the plant to purchase a competitor's cars. His plan was to have the final assembly team disassemble these cars
7. Print off a copies of the Radical Mentoring Covenant (included at the end of this document)
Preparation for Launch Night Before Your Session Before your session, you ll need to 1. Choose your book and make sure the books for the NEXT session are in your hand. You ll choose between Bo s Cafe and
Lesson 1: Introduction to The Vocation Tree SWBAT describe The Vocation Tree both general content and details. SWBAT define symbol and give examples.
Lesson 1: Introduction to The Vocation Tree SWBAT describe The Vocation Tree both general content and details. SWBAT define symbol and give examples. Materials The Vocation Tree poster, to remain hanging
Memory. Introduction. Scratch. In this project, you will create a memory game where you have to memorise and repeat a sequence of random colours!
Scratch 2 Memory All Code Clubs must be registered. Registered clubs appear on the map at codeclubworld.org - if your club is not on the map then visit jumpto.cc/ccwreg to register your club. Introduction
18.S34 (FALL, 2007) PROBLEMS ON PROBABILITY
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