Post on 10-Apr-2018
Why you couldn’t succeed in
Lean Development.
~TOYOTA style
GD3 & APAT are the Keys
for Lean Development~
JMAC GD3 Center
Tatsuhiko Yoshimura
• 32 years at Toyota Motor Company
Product Development Org.
– Validation
– Was the General Manager for Chassis from 1989 –
1995
• Developed VSC/Brake Assist system
• Developed new Electric Power Steering system
• Reduced brake system claims 50%
– Developed GD3 method and worked on problem
prevention during the Development stage
• 3 years, Professor of Kyushu University
• 4 years, Executive Director of General Motors
• Now JMA Consulting
Tatsuhiko Yoshimura
What did I do in US(GM)?
GD3
I deployed
Toyota’s Principle for Jobs
to GM
• All jobs must add value to the products (Value must be added to the products by all the people all the time)
• To find problems is first step of adding value
• We need to utilize our creativity to find problems
• We must discuss completely with GENCHI GENBUTSU (Go & See) to utilize creativity
• Toyota is not efficient company for this mean.
• Eliminate non adding value jobs as wastes
• Add value or eliminate it as waste
Difference in Cultures
Worrying about Quality
System/ToolRule / Responsibility
Awareness:
ＧＭＴｏｙｏｔａ
We should worry about QRD by “All the people, all the time”
GD3
Weakness of US Culture
US Today
Clearly defined Rules and Responsibilities give an impression that quality is for other people to worry about.
Good Supporting Systems and Tools tend to make it appear unnecessary to“go and see” the real world, and to “think and worry.”
GD3
I think.....
• “Our business is all about making profits by
applying the creative knowledge and skills of
our engineers and technicians in our
products.
• What is creative knowledge? It is
capability to find problem and to change it to
value of products.
• To find is done through action by human not
system/tool. So “Awareness” is important to
add value to the products.GD3
Toyota isn’t the best Balance
Toyota
Why doesn’t TOYOTA want to attain the best balance?
Toyota knows that Awareness suddenly decrease,
if TOYOTA increase these portion easily, .
GD3
Toyota moves towards the Best
Balance, but never moves Quickly
Why do we need awareness?
Do Correct Job
Good Design
Add Value
Good Discussion
Good Dissection
(Go & See
GENCHI GENBUTSU)
Toyota is inefficient company• Toyota respects to “Go & See” and “Agreement
with complete Discussion”.
• Toyota never rely to find problems on system/tools.
• We need Concentrating (Go & See) mind & Objective (Discussion) mind and these complete repetitions with Challenging mind to find problem.
• These are same as conditions for innovation.
• Toyota is not efficient company from this view point.
• Then, it is important to eliminate waste completely to keep efficiency.
• Waste is action which doesn’t add any value to the products. It is philosophy for lean development.
If you pay attention to only
“Lean” portion of Toyota…..
• You cannot produce excellent product.
• We need to add value to the products with high awareness.
• Important Key wards
• Good Design for correct job (Lean Development)
• Good Discussion & Good Dissection for adding Value with high awareness
• These are GD3.
GM is efficient company, but….• Most of resource is provided for correct jobs using
good system/tool and clear rule/responsibility.
• It is good to attain average/good Quality/ Cost/
Delivery.
• But GM system was not good for adding value to
the products completely.
• GM was weak for this point, when I joined to GM.
• Which is more important
– to add value to the products completely
– to do correct job?
Where do customers pay attention to?
Vehicle Avoidance Study
The reasons
why they did
not buy.........
#１ #２ #３
US
products
Concern
about
Reliability
(70%)
Poor Quality
(70%)
Depreciate
too fast
(63%)
European
products
High Cost [Price,
Payment etc.]
(80%)
Maintenance
Cost (60%)
High
insurance
cost (39%)
Asian
Products
I don’t buy
Asian
Veh.(61%)
Maintenance
Cost (39%)
High Cost [Price,
Payment
etc.](27%)
Detroit News & JD Power
Gap between Actual Data and
Expectation by Customer
（７０％）
（１９％）
（２０％）
２０％ ４０％ ６０％ ８０％
１００ ２００
US vehicle
European Vehicle
Asian Vehicle
Avoidance due to perceived reliability, by origin.
US vehicle
European vehicle
Asian Vehicle
Problems per 100 vehicles after 3 years ownership
People who
don’t buy
Why don’t customers trust US
Vehicles?• We need much time to get trust by customers.
➢ The decision by current customer depends on results
of several years ago.
➢ Current results will be accepted by customers several
years after.
• Customers react for small difference of results
• Customer react for Information not only actual
quality data, but also credit/ image etc.
We cannot get trust by customer with average or
one of top class quality of products.GD3
Our Challenge exist between
99.2% and 99.4%• Difference of IQS by J D Power 2006 between
Cadillac and Lexus is 25pph (80pph & 105pph).
• There are 135 questions➢Cadillac has 0.8% customer complain for a question
(99.2% of customers are satisfied with Cadillac)
➢Lexus has 0.6 customer complaint for a question(99.4% of customers are satisfied with Lexus)
• Customer reacts for difference between 99.2% and 99.4%
• Problems of QRD affect not only to warranty claim cost, but also trust by customer and finally affect to sales.
GD3
We need to succeed in competition
clearly, even gap is small.
• We need to act completely
• We need to add value to the products completely
• Utilizing GD3 philosophy
– Good Design
– Good Discussion
– Good Dissection
• How can we make “Complete” situation?
– APAT (All the People, All the Time)
– MIZENBOUSHI (Prevention before outbreak)[ Earlier]
Exercise (APAT)
• You have 135 problems like this.
• You must improve/cut these to half.
• How do you make your strategy for quality improving project?
135 problems
Num
ber
of pro
ble
ms
How do we make results with
prioritization?
• This exercise is same as “How do you make
the strategy for your Model to be the
segment leader in J.D. Power IQS?”
• Prioritization is an important philosophy for
managers.
• So you may use Pareto Chart for it and may
choose Top (Worst) 20 Items to improve.
GD3
We make effort to improve
Prioritized Items
Top 20 Next 115IQ
S S
core
Total
Next 115 must not be changed
If we do not do anything to them
We make effort
to improved Top 20
every year
03 04 05 GD3
But…
Top 20 Next 115
IQS
Score
Total
Next 115 deteriorate
even If we do not do anything to them
Top 20 are improved
even if we do not make
much effort
03 04 05 GD3
Which is important?
Top 20 Next 115
-30
-20
-10
0
10
20
30
40
50
0 100 200 300 400
Series1
Which is results of top 20 item improvements?
-30
-20
-10
0
10
20
30
40
50
-400 -200 0 200
Series1
Impro
vem
en
t of
JD
Pow
er
Score
Improvement of Top 20 items Improvement of next 115 items
Results of 11(GM,Toyota, Hyundai) models from 2000 to 2005 GD3
10 20 -2030 40 40 20
Impro
vem
ent
of
JD
Pow
er
Score
Top 20 items have improved at every models
and most of next 115 items have become worse.
• You may say you made result for Top 20 items, and company rewards you, but total score of model does not improved. You could be reward every year, but total score never be improved.
• Why is it?
• We can not get results if we do not control sum of 115 items.
• This is background of APAT management.
• To improve the item which depend on sum of small elements, ex. Cost, lightning, we need to pay attention all items, and lead the all the people activity.
GD3
We need to pay attention to all items
• But, we cannot pay attention to all the items every moment.
• It is important to get to the state that proactive improvement is done by all the people all the time, in alignment to your direction.
• And, you must make prioritized breakthrough from the current sate toward the ideal state.
• These are the purposes of APAT Management.
GD3
APAT is key to succeed in
Competitions
• We need to act with APAT (All the People All the
Time) to succeed in the competitors.
• We cannot succeed in competitors only with
“Focusing & Prioritization”,”80-20 philosophy”.
• “All the People All the Time” seems inefficient.
So we need eliminate Waste with APAT also.
• And we need to make “break through”. It is new
“Selection & Concentration”.
Is U.S. style “focused
management” wrong?
• No, it is suitable for a growth period.
• Once in a saturated period, we should either return to the origin or start from another area.
• Is there any management method that we can use even in a saturated period and make breakthrough.
It is APAT ManagementGD3
Focused Managementvs.
APAT Management
Growth Period
Saturated Period
Time
Breakthrough
APAT Management
Focused
Management
Pro
fit
GD3
Why can’t we act actively in
Saturated Period?• We have Big Company Syndrome in saturated
period.
• Clear rule produces waiting mind for order by
supervisor .
• Clear responsibility produces unconcerned mind outside responsibility
• Good System produces many procedures, these take much time to start something.
• Clear responsibility produces excuse
• These are the typical symptoms of Big Company Syndrome
GD3
Issue in GM was “Big Company Syndrome”
• Downstream acts according
order of upstream
（Waiting for direction by
supervisor ）• Not looking outside of responsibility
（Wall at Interface)
• Waste huge time to the jobs/meetings
which cannot add value
• Waste huge time to make
excuse
These are typical symptoms
of “Big Company Syndrome”
Cause is big company syndrome,
not cultural difference between US, Europe and Japan
If you think your company doesn’t have such symptoms,
you have severe big company syndrome already
GD3
Root of Big Company Syndrome
exists in interface
Enterprise is composed of elements (jobs, roles)
There is an interface
between elements
GD3
Early stage of growth period
Elements
Interface
Biggest issue is the
Completeness of the elements
GD3
Latter stage of growth period
Elements
Interface
Completeness of elements
increases, but we still pay
attention to elements.
GD3
Saturated Period
Elements
Interface
Interface becomes more
important than elementsGD3
Sum of strong organizations do
not mean strong company
Which is strong company?GD3
Interface
Interface has no physical properties, does not have a spot
on the organization chart. Somewhat comprehended by
Integration. The consequences of not understanding it be
significant.
Interface
GD3
If interface becomes weak,
Problems happen at Interfaces.
• People think it is not own responsibility, because it is not written in their responsibility document.
• They never look outside own responsibility (Increase wall at interfaces)
It is not my responsibility GD3
If interface becomes weak,
Problems happen at Interfaces.
• Supervisor make clear a responsible element (person). People wait the order by supervisor because they think they are not responsible for it.
• Waiting for Order by Supervisor
It is not my responsibility GD3
If interface becomes weak,
Problems happen at Interfaces.
• Put the new system or element at interface
• It produces new interfaces
• Increase procedures in process
• Waste huge time to the jobs which cannot add value
It is not my responsibility GD3
If interface becomes weak,
Problems happen at Interfaces.
• People think it is not
own responsibility, and
think about how to
show it.
• Waste huge time to
make excuse
It is not my responsibility GD3
We want to do jobs correctｌｙ, but…
We make clear
rule & responsibility
We introduce good
system & tools
This thought weaken “Awareness, worry about Quality”
and weaken our mind that think about interfaces.
So we cannot make excellent products.
GD3
Ｒｕｌｅｓ/Systems are perishable,
they begin to go off just after
deployed
Big company
Syndrome
germ
APAT Management
(Good Discussion
Good Dissection)
Ｒｕｌｅ /
System /
(Good Design)
GD3
GD3
We must make Good Balance,
and must keep it
GD3
Small Company Big Company
MIZENBOUSHI of Collapse of
Balance
Find Buds of Problems earlier
By all the People All the Time GD3
Make Stable
Condition
APAT
Management
Put back before outbreak
finding Buds of Problems
[MIZENBOUSHI]
Key for APAT Management
1. Increase and Utilize Awareness
2. MIZENBOUSHI
3. Eliminate Waste
4. Make Culture of APAT
We need GD3/APAT philosophy Behind
these
GD3
APAT Management 1
Increase and Utilize Awareness
• Adding Value is Key for Increase
Awareness
• The out put of our jobs is information, not
actual product.
• Information is deteriorate at interface but
be added value at interface also.
• To add value to information at interface is
key to prevent deterioration of information
GD3
To increase Awareness • The results of industry depends on how we can
add value to the actual products with creativity of
employees.
• All employees must find buds of problems
proactively, and translate these to values of the
products
• To find buds of problems is start of adding value.
• Awareness with Good Discussion (Objective)
/Good Dissection (Concentrating) /Never give up
(Challenging) is basis of finding something
• We must not rely this on system/toolGD3
Basic Philosophy of
APAT Management is GD3
• Good Design for Job System ~Standardization
– Standard is document to share the current state for next step with All the People All the time.
• Add Value to the products/jobs with downstream using Good Discussion/ Good Dissection
• “Discuss based on Facts” is Key GD3
Facts
Phenomena
Go & See
Root Cause
Theory
Grasp of
Current State
vaguely
“Grasp current state correctly”
is basis of dissection
GD3
APAT Management-2
MIZENBOUSHI: Add value to the
products by all the people all the
time proactively
• We must strengthen interface with increasing
awareness worrying about quality.
• The key is GD3.
– Good Design for System, Tool /Rule, Responsibility
– Good Discussion/ Good Dissection at Interface
with downstream.
GD3
1. Problem solving: Solve current issues and apply solution. (Known issue can be resolved but it cannot be prevented from happening in other vehicle lines).
2. Prevention of recurrence: Prevent the same issue from happening again in the same or other vehicles. (We can also prevent a problem that has happened in the past).
3. Prevention before outbreak - MIZENBOUSHI:Prevent the problem that has not happened yet.
What is MIZENBOUSHI？
GD3
MIZENBOUSHI• We have made huge systems to prevent
recurrence of problems using past failure
experiences
• But problems happen passing through
these.
• We understand that to make more effort to
prevent recurrence of problems is
important. But, how can we prevent
problems before outbreak
(MIZENBOUSHI)?GD3
Do we have second sight
(Forecast/Foresee)?
• We are not given second sight.
• MIZENBOUSHI is action to
visualize & find problems earlier &
completely, and prevent them.
• Visualize and Find are keys.
GD3
MIZENBOUSHI is
“Visualize” and “find” buds of problems
which has possibility to happen
in future, and prevent these.
GD3
GD3 is method for MIZENBOUSHI
• Good Design
– Robust Design
– Show the limit of robustness
• Good Discussion & Good Dissection
– At risky Interfaces
– Paying attention to Change
GD3
GD3 Concept
GoodDesign
GoodDiscussion
Good Dissection
GD3
DRBFM DRBTR
Robust Design- keep Good Designs
- minimize change
Find Problems
Prevent Problems
DRBDPGD3
Conditions to MIZENBOUSHI
• Design system which is robust for
disturbance, and make easy to see/find
remained problems (Good Design)
• The limit of robust area is shown
clearly (Good Design)
• Find the remained/ hidden problems
and remove them before outbreak
（Good Discussion/Good Dissection)
GD3
~ Good Design ~
Essential Information for Good
Design is “When will the system lost
its function?”
• The production process which cannot produce defective product cannot produce correct product.
• The design which is made by designer who does not know “when the system looses its function?” will loose its function surely.
GD3
After Execution Process is KAIZEN
Process
• Do you consider “After Execution Process”
as KAIZEN process?
• KAIZEN at after Design process
➢KAIZEN finding weakness of the design
➢Add value to the design
GD3
The process after Design is Evaluation
(Experiment/ Test)
Role of Evaluation
• Visualize and Find problems and add value
Problem
• Gap to requirements
• Gap to customer wants
Concept Design Evaluation
GD3
KAIZEN Process
Curr
ent desig
n
Requirem
ents Add Value
Find Buds of
Problems KAIZEN
Customer Wants Quality is Gap to Customer Wants
GD3
Conditions of Evaluation
Engineer
• The Voice of Customer in product development process
• Capability to visualize hidden (buds of) problems [ MIERUKA]
• Capability to “see and find” (creativity)
• Trustable
• It is minimal condition that Design and Evaluation engineers stand equal state
GD3
GD3
It is minimal condition that
Design and Evaluation engineers
stand equal state
Design
Engineer
Downstream
Is this an ideal process?Is this “Customer is No. 1”?
Customer
Engineering
Planning
Evaluation
Production
Manufacturing
GD3
Good Discussion/Good Dissection
Do you respect downstream people?
Upstream Downstream
Upstream People must go to
downstream & hand deliverable
with Good Discussion
GD3
Keys for Good Discussion
& Good Dissection
• Pay attention to Change.
• At Interface
• Questions “Are there any other…….?
(Listen to voice of Downstream)
• These are needed at not only engineering jobs but also any kind of jobs which need delivery of information.
GD3
Why do we need to pay attention to
Change?
• If we do not change anything, we can keep quality
• “Never Change!”
• Change/Changed: Pay attention to the items which are changed by design engineer and change of surrounding/ environment: DRBFM
• Alternation: Change in test is sign for problem: DRBTR
• Difference: If there is any difference, there are some change behind it: DRBDP
• To find change (Change, Changed, Alternation and Difference) is short cut to find problems
• This is important for finding not only product development, but also field/ any kind of job’s problems.
GD3
Why should we make Good
Discussion/ Good Dissection at
interfaces?• Your problems can be seen from
downstream easily.
• Downstream must add value to the products also.
• Send/ Share/ Connect the information with Good Discussion/Good Dissection
• We need to pay attention not only to human Interface but also interface between systems/ components/ parts GD3
Our weakest point is that we do
not pay attention to interfaces
• We usually pay attention only within our
own responsibility (design, test, analysis
etc.)
• DRBFM/TR/DP are the methods which
force us to pay attention outside our own
responsibility at interfaces.
• To pay attention outside our own
responsibility is the basis of teamwork.
GD3
Question, “Are there any
other…..?”
• Good Discussion is Tough Discussion
• Lead the direction of eyes which are concentrating with Good Dissection to the others with Good Discussion (Give Objective Mind): Essential Condition for “See & Find”
• 80% of intuition by expert is correct. The case he/she takes mistake is prejudice by his belief. To prevent it, it is important to listen to questions by downstream “Are there any other......?”, modestly.
GD3
Process of Bud Finding (DRBFM)
What did you change?
What are you concerned about
Regarding the change
When will it
actually appear?
What impact will it
have on the customer?
What measures have you taken
to assure that your concern
will not become a reality?
Are there any other causes?
Are there any other
Consequences ?
Are there other measures
You should take?
Explanation of your designGood Discussion & Good
Dissection with reviewers
Are there any other
concerns?
Find buds of problems
Are there any other change
around system
GD3
9
101213
A B C D E
Part / Change to
Design or
Environment
Item / Function of the Part
Potential Failure Mode
(Loss of Function or value
to customer)
Any other
Concerns
(Review)
D D D
R R R R
Lin
e N
o.
Concerns related to the change
9
101213
F G H I J K M
Potential Effects of
Failure
Effect on customer,
system, subsystem,
component, serviceE
ffect
Cod
e
S
E
V Cla
ss Cause of the
Concern / Failure
Any other
Concerns
(Review)
Design actions taken
to eliminate concerns
(provide details and
best Practices used)
D D D D D
R R R R R R R
Potential Cause of Concern / Failure
Mode
9
101213
P Q R S T U V W X Y
Design Responsibility
Target
Completion
Date
Evaluation Responsibility
Target
Completion
Date
Manufacturing Responsibility
Target
Completion
Date
Actions
Taken
(status)
R R R R R R R R R R
Recommend Actions per review
(Based on Potential Failure Mode)
DRBFM Worksheet GD3
To Find Buds of Problems is
Creative action
• We need Good Dissection (detail observation with
Concentrating Mind)
• We need Good Discussion ( Discussion with
Objective Mind)
• We never give up to find buds of problems
(Challenge to find buds)
• Concentrating, Objective and Challenging are the
conditions to produce creative actions. (COACH)
• DRBFM is the method to produce creative actions.
GD3
DRBFM/TR/DP are not tools to
confirm, but tools to find problems
for adding value to the products
• If we cannot find any problems to improve, the system is complete or the DRBxx was waste.
• Thinking process is more important than filling out a worksheet.
• DRBxx is not document making process. We never forget DRBxx is Deisign Review. We must do Design Review based on actual things, drawing and DRBxx Work sheet. Work sheet is only one of items to assist Design Review and problem findding.
GD3
APAT Management-3
Eliminate Waste by All the
People All the Time
• To secure time to do Good Discussion/
Good Dissection at Interface, we must
eliminate Waste with Downstream People
(All the People All the Time).
• AP (All People) Meeting is available to
eliminate waste
• Definition of waste is importantGD3
All Actions which cannot add
any Value are Waste• Non-value-added activity: All activities that do not
directly contribute to improvement of the design, or does not satisfy customer needs/wants are waste. Examples are jobs whose sole purpose is to check, to find a cause, or to obtain information.
• Waiting: People waiting for machines, information or people. Information waiting on people or machines.
• Overproduction: Making more than necessary since it causes all other types of waste.
• Repetition: Rework by incorrect plan, lack of knowledge, information, carelessness.
• Excess Resource: Excess resources expended.
GD3
Eliminate Waste
GD3
Visualize invisible problem at
interface, this is another Good
Design for Interface
Definition of Waste
Jobs which cannot add
value to the product
A B C D
Not only Manager, but also Employee
must add value by
All the People All the Time
GD3
“Waste Elimination” is not KAIZEN
• “Waste Elimination” means to remove the action (MUDA) which doesn’t add any value to the products observing current state in detail.
• Basically it is only removing MUDA, it doesn’t need to introduce new system, or change something to make efficient state (KAIZEN)
• The case that we cannot remove MUDA itself, we need to do KAIZEN.
• But it is important to observe current state in detail first
• It produces new waste to make KAIZEN without deep observation, thinking as Waste elimination = KAIZEN easily
• We must understand “Waste Elimination “ is not same as KAIZEN
GD3
APAT Management-3
Breakthrough from Current State
to Ideal State
Current Standard
Ideal State
Breakthrough
Customer Wants
Problem Solving
Prevention for Recurrence
ProblemMIZENBOUSHI
GD3
Pro
fit
Time
Saturated Period
Growth Period
Incubation
Period
Break Through
Another method to emerge from
saturated period--Breakthrough
GD3
Breakthrough is connecting two
things at long distance
視点を変える（飛躍）
アナロジーAnalogy
Change View Point
(Jump)
GD3
Right foot must be fixed in
current situation
Time
Results o
f busin
ess
Now we are here
GD3
Left foot looks for new area
(Ideal State)
Time
Results o
f busin
ess
Now we are here
GD3
Three conditions for
breakthrough （Innovation）• Concentrating：（Good Dissection)
• Objective：（Good Discussion)
And
• Challenging：Never give up with good image。（９９％Perspiration）
COACH Method：AH3 Adopted by Makoto Takahashi “Dictionary for Creativity”
• Aim High Target
• Attain 2-Hundred Ideas
• Analogy & High Jump
GD3
The Chart to make breakthrough
Go over current
Domain
1+1>3 (Break Through)
Make Twice
Make 10 Times
Make half
Make 1/10
Eliminate to Zero
Give Impression
To customer
“Gotta have!”
Never give
Concern to
Customer
Give huge
Satisfaction
to customer
Key
Technology AH3 COACH
Using
GD3
AH3 & COACH
• Aim High Target
• Attain 2 Hundred Ideas
• Analogy and High Jump
• Concentrating
• Objective
And
• Challenging
[AH3] [COACH]
(Inventing Tools)
(Combine at long distance
Make consistency of conflict)
GD3
Shape, Behavior
(From Upper/ Lower/
Left/ Right /Inner
/Outer/ Far/ Close)
See Current State Find Similar Things
How are Animals?
How does he think?
If you give up, you
must utilize it for
other area.
Analogy
What is essential
What do you want to do
(Functional Key Word)
Ideal State
Jump, Change
Expand…..Contract
Use partially….Use totally
Subdivide….Integrate
Add…Remove Something
Up…Down Dimension
Move…Stop
Use ImageVary (Change)
Return to Origin
5Whys for Causes ..Purposes
Reject (Deny)
Forward ..Backward
Current/ Not current Customer
[Example]
Yoshimura’s Check List
to make Innovative Ideas
GD3
APAT Management – 4
Supervisor must nurture his/her
People and make Culture
• The tool/system which cannot be deployed
/trained by manager never become culture
• If manager want to make new culture,
he/she must deploy/train it by him/herself,
not by tool trainer/ consultants.
GD3
Concentrating
Objective
And
Challenging
P:
D:S:
COACH Find Plan
Do
A: Attain
E: Education
V: Visualize
CF: Complete and Fast/Early
F:
GD3
Go &
See
Good Discussion
Good Dissection Good Design
GD3 Management Model
Show
Ideal State
Waste Elimination
Implementationand Coach, Review by
Supervisor
Breakthrough
Understanding Current State
GD3
GD3
with Downstream
We need to nurture employees
who can do these• The result of industry depends on how we can
add value to the actual products with creativity （Innovation, Finding Buds of Problems) of engineers.
• If we can conquer interface problems which is cause of big company syndrome and can do GD3＆COACH（AH3), we can breakthrough not only in US/Japanese culture, but also in European culture
• We need to eliminate wastes with/forDownstream for overcome for interface problems.
GD3
Enterprise must be
the place
where employees
want to do GD3 & COACH
Proactively
GD3