Complexity - Section...LEAN IMPACT Power Grids Air Traffic Control Intensive Care Unit Manufacturing...
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COMPLEXITY PEG PENNINGTON EXECUTIVE DIRECTOR, CENTER FOR OPERATIONAL EXCELLENCE THE OHIO STATE UNIVERSITY
Transcript of Complexity - Section...LEAN IMPACT Power Grids Air Traffic Control Intensive Care Unit Manufacturing...
COMPLEXITY PEG PENNINGTON
EXECUTIVE DIRECTOR, CENTER FOR OPERATIONAL EXCELLENCE
THE OHIO STATE UNIVERSITY
COMPLEXITY
A complex system is one in which
there are multiple interactions
between many different
components.
COMPLEXITY
SOMETHING BAD IS ABOUT TO HAPPEN
Interactions
Coup
ling
Linear Complex
Tig
ht
Loose
Normal Accidents, C. Perrow
COMPLEXITY FRAMEWORK
COUPLING - LOOSE time
capacity
time a b c
COUPLING - TIGHT a b c d e f g
INTERACTION - SIMPLE
a b c
INTERACTIONS – COMPLEX
D
Sub system A
Sub system B
Sub system C
Interactions
Coup
ling
Linear Complex
Tig
ht
Loose
Normal Accidents, C. Perrow
VULNERABILITY
Interactions
Coup
ling
Linear Complex
Tig
ht
Loose
Normal Accidents, C. Perrow
VULNERABILITY
Interactions
Co
up
ling
Linear Complex
Tig
ht
Loo
se
Normal Accidents, C. Perrow
COMPLICATED
Power Grids
Air Traffic
Control
Interactions
Co
up
ling
Linear Complex
Tig
ht
Loo
se
Normal Accidents, C. Perrow
COMPLEX
Power Grids
Air Traffic
Control
Intensive Care Unit
Manufacturing
Interactions
Co
up
ling
Linear Complex
Tig
ht
Loo
se
Normal Accidents, C. Perrow
LEAN IMPACT
Power Grids
Air Traffic
Control
Intensive Care Unit
Manufacturing
Interactions
Co
up
ling
Linear Complex
Tig
ht
Loo
se
Normal Accidents, C. Perrow
ORGANIZATIONAL COMPLEXITY
Power Grids
Air Traffic
Control
Intensive Care Unit
Manufacturing
STRATEGY SYSTEM PEOPLE SYSTEM PROBLEM-SOLVING SYSTEM DAILY MANAGEMENT SYSTEM
COMPLICATED OR COMPLEX?
ORGANIZATIONAL COMPLEXITY LEADS TO INDIVIDUAL COMPLEXITY
ORGANIZATIONAL COMPLEXITY LEADS TO INDIVIDUAL COMPLEXITY
SHARED VALUES
SAFETY CULTURE
STRATEGY SYSTEM PEOPLE SYSTEM PROBLEM-SOLVING SYSTEM DAILY MANAGEMENT SYSTEM
TEAM DIVERSITY
PSYCHOLOGICAL SAFETY
We cannot change the human condition, but we
can change the conditions under which humans
work.
James Reason, Professor of Psychology
SYSTEMS THINKING
STOP MULTITASKING
FOCUS
STRATEGY SYSTEM PEOPLE SYSTEM PROBLEM-SOLVING SYSTEM DAILY MANAGEMENT SYSTEM
UNDERSTAND PROCESS FLOW
SIMPLE, DIRECT PATHWAYS
“Simplicity does not
precede complexity, but
follows it.”
LEARN FROM THE PAST
EVERYDAY PROBLEM SOLVING
LEARN FROM THE FUTURE
REDUNDANCY
STRATEGY SYSTEM PEOPLE SYSTEM PROBLEM-SOLVING SYSTEM DAILY MANAGEMENT SYSTEM
SHORTEN FEEDBACK LOOPS
LEADERS AS TEACHERS
RIGHT SIDE
StrategySystem
Problem Solving System
PeopleSystem
Daily Management
System
The Lean Management System
text
textVoice of the Customer
Current Condition
Goal
Voice of the Process
Voice of the Financials
DMAIC
A3 A3
A3
A3
A3 A3
PULL FLOW
*Kanban
*Cellular Design*Quick
Changeover
*Error Proofing
*Total PreventativeMaintenance
*Std Work*Checklists
*5S*Visual Work
STABILITY Peg Pennington, Center for Operational Excellence
TRUE NORTHVoice of the CustomerVoice of the ProcessVoice of the EmployeesVoice of the FinancialsVoice of the Suppliers
Go SeeAsk Why?
Show Respect
Lin
e o
f S
igh
t
Safety Quality
Leadtime Cost
Hourly , Daily, Weekly
Leading Metrics
A3 Thinking
LEFT SIDE
Value Stream
