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"RIGHT-BRAIN PROBLEM-$OLVING
 IN A LEFT- BRAIN BUSINESS WORLD"


Different                                             Different
Thinking                                               Results



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 timothyfowler@aol.com
                         No Right–Brain Left Behind
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What is the definition of
                Insanity?




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There’s more than
                                          one way to skin a cat!


A new study led by John Kounios, professor of psychology
at Drexel University and Dr. Mark Beeman of
Northwestern University compared the physiological brain
activity of creative versus noncreative problem solvers.
The study published in the journal Neuropsychologia,                                                                          John Kounios

reveals a distinct pattern of brain activity, even at rest, in
people who tend to solve problems with sudden creative
insights, which are commonly referred to as “Aha!
Moments”, that differed distinctly from people who tend
to solve problems, and think in a methodical fashion.

                                                                                                                               Mark Beeman
  www.rightbrain.us.com   Kounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M.
  timothyfowler@aol.com   (2008). The origins of insight in resting-state brain activity. Neuropsychologia, 46, 281-291.
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Larry, the Right-Brain, Cable Guy!
“Everyone concentrates on the problems we're
having in our country lately: Illegal immigration,
hurricane recovery, alligators
attacking people in Florida …………
Not me… I concentrate on solutions for
the problems … it's a win-win situation.

1) Dig a moat the length of
   the Mexican border.
2) Send the dirt to New Orleans
   to raise the level of the levees.
3) Put the Florida alligators in the
moat along the Mexican border.”
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…but seriously…
Shigeo Shingo 新郷 重夫, Lean/Quality Author


"Improvement usually
means doing something
that we have
never done before.”



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Business looks for renewal in right-brain thinking
                                                    By Janet Rae-Dupree


“I'm of two minds. As a matter of fact, so are you. And until recently, corporate America
wasn't doing much to take advantage of one of them. But now that we're hip-deep in what
has been called both the "Creative Economy" and the "Conceptual Age," no one can afford
to ignore the artist within: the right hemisphere of the brain.


U.S. biologist Roger Sperry in the 1960s.


Through studying "split brain" animals and human patients, whose
brain hemispheres had been disconnected (in humans, this was done
to prevent severe epileptic seizures), he found that each side of the
brain plays its own role in cognition. The left side, home of the human
language center, is the outspoken logical, linear half of the equation.
The right side, home to spatial perception and nonverbal concepts,                                               is the
nonlinear, high-concept source of imagination and pleasure.”

   www.rightbrain.us.com
   timothyfowler@aol.com   http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1
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Article: Origins of
                                                                     Your Right and Left Brain

“The division of labor by the two
cerebral hemispheres—once
thought to be uniquely human—
predates us by half a billion years.
Speech, right-handedness, facial
recognition and the processing of
spatial relations can be traced to
brain asymmetries in early
vertebrates”
By Peter F. MacNeilage, Lesley J. Rogers and Giorgio
Vallortigara | June 24, 2009                           Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); Medioimages Getty
                                                       Images (calculator); Joerg Steffens Corbis (faces); Westend61 Corbis (woman smiling); Dougal
                                                       Waters Getty Images (ballerina); Mike Kemp Getty Images (rattlesnake); C Squared Studios Getty
                                                       Images (palette); Vladimir Godnik Getty Images (paintbrushes); Carrie Boretz Corbis (girls
                                                       whispering); Robert Llewellyn Corbis (calipers)


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Retrain your brain from 'left'
                        to 'right' to fit into new economy
                        by Marco R. della Cava
                                                                                  Illustration by   Jerry Mosemak


Experts say merging left-
brain, analytical traits with
right-brain, creative ones
might make employees much
more marketable in the job
markets of the future.

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  Cell (440) 728-HELP        http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm
Your Assignment - Find the Man!
            Once you find him - it's embarrassing, and you think,
                   'Why didn't I see him immediately?'




  Doctors have concluded that if you find the man in the coffee beans in 3 seconds,
                   the right half of your brain is better developed than most people.
                         If you find the man between 3 seconds and 30 seconds,
the right half of the brain is developed normally. If you find the man after 30 seconds,
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     Cell (440) 728-HELP   then the right half of your brain is functioning slowly.
Outline
•    Part 1 – The Right Perspective (the science)
•    Part 2 – The Right Thinking (the approach)
•    Part 3 – The Right Results (the evidence)
•    Part 4 – The Right (& Left) Stuff (the implications)

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Part 1

 The Right Perspective
     (the science)
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Part 1 – Right Perspective(the science)
                        Highlights




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Part 1 – Right Perspective(the science)
                                    Dr. Roger Sperry, Oberlin College 1935




"The great pleasure
                                                                  “What it comes
and feeling in my                                                 down to is that
right brain is more                                               modern society
than my left brain                                                discriminates
can find the words                                                against the right
                                                                  hemisphere."
to tell you."
   www.rightbrain.us.com
                           “In general, schools tend to favor left -brain modes of thinking,
   timothyfowler@aol.com
     Cell (440) 728-HELP   while downplaying the right-brain activities.” -Monte Fowler
Part 1 – Right Perspective(the science)
                          Dr. Linda Silverman, Founder, Visual-Spatial Center


“While I have long known the difference
between left brain and right brain styles
of learning, I have only recently begun
to realize the depth of the difference
between the two. Right brain
learners do not simply have
different strengths than
left brain learners - their brains
function in a totally different way.”

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Part 1 – Right Perspective(the science)
                        • "When someone says they are
                          right or left-brain it's really just a
     The                  metaphor for a cognitive style",
  Criticism
                          says neuropsychologist Associate
                          Professor Michael Saling from the
                          University Melbourne and Austin
                          Health's Epilepsy Research
                          Centre. "Without a doubt the
                          popular left and right division of
                          the brain is an over-simplification.
                          For example, research is showing
                          that musical, artistic and intuitive
                          thinking can't be thought of as
                          strictly lateralised, or exclusively
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                          of the right hemisphere ".
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Part 1 – Right Perspective(the science)
                           The
                        Criticism

Famous collaborators
philosopher Karl Popper and
Nobel winning neuroscientist
John Eccles, authors of The
Self and Its Brain, described
the brain's right hemisphere as
the "minor brain". Some have
even pondered whether the
right brain is conscious at all.
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“Talking about the right brain as the way of the future seems to me
a step backwards to a time when intuitive impressions about the
brain were all we had. We need to inject a dose of cold hard
analytic facts about the brain into this
discussion so we can figure out how to best
capitalize on the native (and remarkable)
capacities for reason and passion, analysis
and synthesis, detail and context, that co-exist
as a result of the exquisitely wired networks
distributed within and between the hemispheres of our brains.”
Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids

                             The      Feb 12th, 2011 - http://www.huffingtonpost.com/joseph-ledoux
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  timothyfowler@aol.com   Criticism
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Part 1 – Right Perspective(the science)

• The debate               will continue…

• Let’s do the “smell test”
  – Linear vs. Holistic Processing?
  – Sequential vs. Random Processing?
  – Symbolic vs. Concrete Processing?
  – Logical vs. Intuitive Processing ?
  – Verbal vs. Non-verbal Processing?
  – Reality-Based vs. Fantasy-Oriented Processing?
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1-Linear vs. Holistic Processing
The left side of the brain processes information in a linear
manner. It process from part to whole. It takes pieces, lines
them up, and arranges them in a logical order; then it draws
conclusions.
                                      2?
                        • Which            • You?
                                  • Are
                            1?                 3?


The right brain, however, processes from whole to part,
holistically. It starts with the answer. It sees the big picture first,
not the details. If you are right-brained, you may have difficulty
following a lecture unless you are given the big picture first
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timothyfowler@aol.com                               Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
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2- Sequential vs. Random Processing
In addition to thinking in a linear manner, the
left brain processes in sequence -- in order.
If you are left-brained, you would enjoy
making a master schedule and doing daily
planning. The left brain is also at work in
the linear and sequential processing of
math and in following directions.
By contrast, approach of the right-brained
student is random. If you are right-brained,
you may flit from one task to another.         “I think you should be more
You will get just as much done but perhaps explicit here in step two.”
without having addressed priorities. An
assignment may be late or incomplete, not
because you weren't working, but because
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you were working on something else.
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                                                Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
3- Symbolic vs. Concrete Processing
  The left brain has no trouble processing symbols. Many
  academic pursuits deal with symbols such as letters, words,
  and mathematical notations. The left-brained person tends
  to be comfortable with linguistic
  and mathematical endeavors.
  Left-brained students will
  probably just memorize
  vocabulary words
  or formulas.

  The right brain wants things to be concrete. They want to see,
  feel, or touch the real object. Right-brained students may have
  had trouble learning to read using phonics. They prefer to see
  words in context and to see how the formula works.
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timothyfowler@aol.com                     Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
  Cell (440) 728-HELP
4-Logical vs. Intuitive Processing
The left brain processes in a linear, sequential, logical
manner. When you process on the left side, you use
information piece by piece to solve a math problem or work
out a science experiment...your decisions are made on logic.




If you process primarily on the right side of the brain, you
use intuition. You may know the right answer to a math
problem but not be sure how you got it. You may have to
start with the answer and work backwards.
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                                        Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
5- Verbal vs. Non-verbal Processing
-Left-brained students have little
trouble expressing themselves in
words.
-Right-brained students may
know what they mean but often
have trouble finding the right
words.




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  timothyfowler@aol.com              Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
    Cell (440) 728-HELP
6-Reality Based vs. Fantasy Oriented
  The left side of the brain deals with things the way they
  are--with reality. When left-brained students are
  affected by the environment, they usually adjust to it.
  Not so with right-brained students; they try to change
  the environment!
                 Left-brained people want to know the
                 rules and follow them. In fact, if there are
                 no rules for situations, they will probably
                 make up rules to follow! Right Brains
                 often ignore the rules they feel are noise
                 and won’t affect the end goal.
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timothyfowler@aol.com            Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
  Cell (440) 728-HELP
Famous (Suspect) Right-Brainers
• Jonas E. Salk was an American
  medical researcher and virologist,
  best known for his discovery and
  development of the first safe and
  effective polio vaccine.

• Leonardo Da Vinci



• Albert Einstein
   – According to Educator Patty Emerson, "Einstein
     had a hard time in school." He couldn't show is
     work in math. He would skip steps. His mind
     would process answers so quickly that he just
     couldn't slow down to show his work
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 timothyfowler@aol.com   Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel
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Other (Suspect) Right-Brainers
                        Big concept thinkers, innovators and non-linear thinkers.

Thomas Edison                                           Wolfgang Amadeus Mozart                                     Anna Roosevelt
Michelangelo                                            John Lennon                                                 Woodrow Wilson
Pablo Picasso                                           Louis Pasteur                                               King Gustav IV of Sweden
Rembrandt                                               Orville and Wilber Wright                                   Albert Einstein
Walt Disney                                             Alexander Graham Bell                                       Marie and Pierre Curie
General George Patton                                   Ludwig Van Beethoven                                        Socrates
Nelson Rockefeller                                      Thomas Jefferson                                            Galileo Galilei
Hans Christian Anderson                                 George Washington                                           F. Scott Fitzgerald
Leonardo da Vinci                                       Vincent Van Gogh                                            Abraham Lincoln
Sir Winston Churchill                                   Agatha Christie                                             Steven Spielberg
Benjamin Franklin                                       Ernest Hemmingway                                           Bill Gates
John F. Kennedy                                         Mark Twain                                                  Bob Lutz



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  Cell (440) 728-HELP    Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html
Part 2

          The Right Thinking
           (the approach)
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Part 2 – Right Thinking (the approach)
                     Author Dan Pink Asks in….
 A Whole New Mind: Moving from the Information Age to the Conceptual Age

• Can someone overseas do it cheaper?
   – ASIA                                                                   3 A’s
• Can a computer do it faster?
   – AUTOMATION
• Am I offering something that satisfies
  the nonmaterial, transcendent desires
  of an abundant age?
   – AFFLUENCE
 We are shifting from the Information Age to the "Conceptual Age." Successful players in
 this new economy will increasingly be required to develop and use the right-brain abilities
 of high concept (seeing the larger picture, synthesizing information) and high touch (being
    www.rightbrain.us.com
 empathetic, creating meaning).
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Dan Pink’s 6 Right-Brain Skills
A Whole New Mind: Moving from the Information Age to the Conceptual Age


We need to realize the value of:
• not just function, but also design.
• not just argument, but also story.
• not just focus, but also symphony.
• not just logic, but also empathy.
• not just seriousness, but also play.
• not just accumulation, but also meaning.
                         Oprah video interview with Author Dan Pink:
   http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1
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MP3
                    Players




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Part 2 – Right Thinking (the approach)
                  Do all these work?                           Are they functional?




                        Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the Future
                                                 Author: Daniel H. Pink

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Part 2 – Right Thinking (the approach)

Strong iPhone and iPod sales drive
Apple profits to $1.21 billion

                                 Did
by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm

Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter ending

                             functionality
March 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down three
percent for the quarter compared to last year, but sales of the iPod and iPhone were up
for the same period.

                               do this?
"We are extremely pleased to report the best non-holiday quarter revenue and earnings
in our history," Peter Oppenheimer, Apple’s CFO said during the conference call
announcing the results.
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Right Thinking (the approach)

                        My dilemma?




                        Slow Internet…
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Tim’s
 Air
Card
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Part 2 – Right Thinking (the approach)
                          Boondock Saints Air Card!




                               The ole 16 ft cord, black sock,
                                 Zip-lock baggie solution!
www.rightbrain.us.com


                         Right Brain Results = 3 bars at 3G! 
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Part 2 – Right Thinking (the approach)




                           Another Co-worker said to me,
                        “That was really left-brained of you!”

                                     Implication?
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                             ‘Left-brain’ equals RESULTS
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Let’s look at some real life
                                  solutions from right brain
                                 thinking…starting with the
                                      President’s Plane

                                      POTUS
                        Part 3

               The Right Results
                (the evidence)
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Part 3 – Right Results (the evidence)
 Designed POTUS Air Force 1 secure refueling and
inspection notification process (Symphony)




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Part 3 – Right Results (the evidence)

  Reduced office issuance time for the
government’s encrypted card from 30 days to 2
(Design)
           Current State = 24 ft   Future State = 3 ft




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Part 3 – Right Results (the evidence)
                        Con’t


Reduced an agency’s inventory book-keeping
reconciliation from 19 to 3 days
   (Story)




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Part 3 – Right Results (the evidence)
                        Con’t


Reduced the cycle time for helpdesk ticket
processing
                                             00
from
30 days
to 5 days
(Play)




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How does your
                        Saturday look?
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Play


 From a study
     of NFL
   & college
 games, teams
 execute plays
for 11 minutes
                                                                     Photo illustration: Jeff Mangiat, photos,
                                                           Getty Images (2), Associated Press (cheerleader), NFL (replay)




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 timothyfowler@aol.com   Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html
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Some may argue that
   the entire 180
 minutes of football
   is value-added
  entertainment.
        Consider this –
If the 11 minutes of actual
play was taken away would
   anyone sit through the
    other 171 minutes?

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Part 3 – Right Results (the evidence)
                        Con’t


Reduced travel distance
by 600 miles a year for
manufacturer (Empathy)
Received worldwide highest external
manufacturing assessment for Ford Motor
Company's Integrated System Assessment &
created the best practice Mfg Horizontal/Vertical
Organizational Structure/Template
(Design-we’ll come back to this one)
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Part 3 – Right Results (the evidence)
          Harnessing the Brain’s Right Hemisphere to Capture Many Kings
              By DYLAN LOEB McCLAIN Published: January 24, 2011

In a study in the current issue of the journal PLoS One,
showed experts & novices simple geometric objects &
simple chess positions & asked subjects to identify them.

Reaction times were measured and brain activity
was monitored using functional M.R.I. scans…

What set the experts apart was that parts of their right brain hemispheres —
which are more involved in pattern recognition — also lit up with activity. The
experts were processing the information in two places at once.

The researchers also found that when the subjects were shown the chess
diagrams, the novices looked directly at the pieces to recognize them, while the
experts looked on the middle of the boards and took everything in with their
peripheral vision.
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      Cell (440) 728-HELP               Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1
Part 3 – Right Results (the evidence)


                             GM’s Bob Lutz "Secret Weapons"
               by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com

        He hired four automotive journalists to assess all of GM's
          new vehicles before they were OK'd for production.
                        And their word was law...

That didn't go down well with GM's traditional engineering staff,…they didn't like the
fact that four outsiders, four media critics with no product development experience,
could force them to make changes on a new-car program. Lutz hired them as full-time
employees because he wanted an independent, third party voice to evaluate GM's cars
as they went through their development stages. … Since the four didn't hold any
allegiance to the design, engineering or manufacturing staffs at GM, they could feel
      www.rightbrain.us.com
free to critique any car just as they would when they were full-time journalists.
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GM earns $4.7 billion in 2010, its first profit since 2004
Published: Thursday, February 24, 2011
By Robert Schoenberger,




          Did it
          help?
Associated Press: General Motors Chairman and Chief Executive Dan Akerson
announced the company posted its first annual profit in seven years in 2010.
The company earned $4.7 billion last year.

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Part 3 – Right Results (the evidence)
“The Mini Cooper is built by BMW,
maker of arguably the best-engineered
cars in the world. The success of the
Mini, however, is a great example of
both sides of the brain at work. The
playful design, marketing, and
positioning of the Mini along with solid
construction exemplify the type of
balance we endorse. Think for a
moment what would have happened
to the Mini if the left brainers ruled
the day.

Do you think we'd know it has "go-kart-
like handling?" Would it have the broad
appeal that it now enjoys? We think
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                                 Source: G. Michael Maddock is chief executive officer, and Raphael Louis
     Cell (440) 728-HELP                       Vitón is president of Maddock Douglas, an innovation consultancy.
Part 3 – Right Results (the evidence)
                           Con’t


Created the best practice Mfg Horizontal Vertical
Organizational Structure
      Approx. 100, 000 words in 10 ‘element’ books.
      1000’s of Questions
        Managing    FTPM
        Workgroups Mfg Eng.
        INSP/QOS    SMF
        SHARP       Ind. Materials
        FES         Training

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Part 3 – Right Results (the evidence)
                                 Con’t




            Global Metrics
                   Safety
                   Quality
                   Delivery
                   Cost
                   Morale
                   Environment


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Part 3 – Right Results (the evidence)
                                     Con’t

                        Traditional Ford UAW Programs




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Needed a
                                             Global Perspective                                Reported to Int. UAW
            Reported to VO VP
                                                                                          Traditional Plant/UAW Programs
       Ford Corporate Global Metrics
                                                                                                       ETDP
                         Safety                                                                          EI
                                                                                              Grasp/Pedestrian/JSA.
                         Quality                                                                     ISO 9001
                                                                                                     QS 9000
                         Delivery                                                                     6Sigma
                                                                                                        VRT
                          Cost                                                                         R&M
                                                                                                        PPE
                         Morale                                                              Attitude/Culture Surveys
                                                                                           Reward & Recognition Program
                    Environment                                                                          Q1
                                                           Reported to AME VP                        Diversity
                                                                                                       ESSP
                                                           FPS Lean Elements                           H&S

                                                                   FTPM
                                                                 Mfg Eng
                                                                    SMF
                                                            Industrial Materials
                                                                 Training
                                    Mfg
  Qu




                                                                Managing
                                                               Workgroups
    ali




                                                                INSP/QOS
             Marketing
       ty




                                                                  SHARP
                                                                    FES
                               De
    s
  le



                                    sig
Sa




                                       n




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                                           “Show me how I’m measured, I’ll show you how I behave!”
Part 3 – Right Results (the evidence)
Measure                      Integrated Lean Tool           UAW Sub Element

SAFETY                         SHARP                       NJCHS/Grasp/JSA

QUALITY                        ISPC                        Job1/ISO9001/QS 9000
                               QOS                         6Sigma, VRT’s, etc.

DELIVERY                       FTPM                        OEE, R&M
                               Manufacturing Engineering   Lean Layout
                               SMF                         DTD, BTS, flow/pull
                               Industrial Materials        Suppliers, PPE, etc.

COST                           Managing                    Inventory, etc.

MORALE                         Training                    Attitude Surveys/CIWG
                               Workgroups                  Reward & Recognition
                                                           Diversity/etc.

ENVIRONMENTAL
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‘Drawing’


                                              Attention
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Our organizational chart in the large conference is to be kept up to date. Accuracy in meeting
                    times and participants are to be reviewed every week. It is important that the "go-to" people for
                                             an element be easily accessible to everyone.

                                                                                                              XYZ Assembly Plant
                                                                           Workgroup-Based ‘Mentoring’ Organization                                                                                                                               Element Mentor
                                                                                                                                                                                                                                                  Roles/Responsibilities
                                                                                                                                                                                                                                     -Understands the current state of their element and

                                                                                                                                      Managing Vertical Team                                                                         how it relates to the rest of the elements in the
                                                                                                                                                                                                                                     plant.
                                                                                                                                                                                                                                     -Takes time to learn the vision expectations- studies
                                                                                                                                                                                                                                     the Assessment Book/Level 1-10.
                                                                                                              Quality                Human Resources                       MP&L                             Engineering
                                                                                                                                                                                                                                     -Teaches their vertical team members gap
    Plant Implementation Team                                                                                                                                                                                                        analysis skills.
                                                                            PIT Team                           QOS      Workgroups      Training       SHARP       IM              SMF                                      ME       -Strategizes a game plan to achieve intermittent
                                                                                                                                                                                            Environmental     FTPM                   goals-more points/next level.
          The PIT Team provides                                                                                ISPC      Mentors        Mentors        Mentors   Mentors          Mentors     Mentors                     Mentors
                                                                                                                                                                                                             Mentors                 -Recognizes and communicates the ripple effect
      lean knowledge, behavioral                                                                              Mentors                                                                                                                of putting pressure on the system-performs a
         leadership and a strong                                                                                                                                                                                                     ‘cause and effect’ evaluation.
       link from the Departmental                                                                                                                                                                                                    -Facilitates weekly vertical meetings and holds
                                                                                                                                                                                                                                     the team accountable for engaged attendance.
           Workgroup activities                                                                                                                                                                                                      -Brings element issues/roadblocks to the plant
           to the Plant Steering                                                                                                                                                                                                     steering committee for resolution as well as
                Committee                                                                                                                                                                                                            current status and accomplishments.


                                                                            Paint
                                                                           Sub Cmte
                                                                                                                                                                                                                                            Vertical Team Member
                                                                                                                                                                                                                                                 Roles/Responsibilities
                                                                                                                                                                                                                                               -Learns the current state of the
                                                                                                                                                                                                                                               element in their department.
          Department Sub Committee                                                                                                                                                                                                             -Studies the vision expectations
           -This weekly meeting is lead by the                              Body                                                                                                                                                               (Levels 1-10) and regularly attends
      Area Manager and PIT Team Representative…                            Sub Cmte                                                                                                                                                            Vertical meetings and Departmental
                                                                                                                                                                                                                                               Sub Committee.
   -Its purpose is to support the department workgroup                                                                                                                                                                                         -Teaches fellow Sub Committee
  activities with a holistic lean approach which includes                                                                                                                                                                                      members the application of their
                                                                                                                                                                                                                                               element and how it relates cross-
SHARP, Training, SMF, IM, ISPC, FTPM, ME, Environmental
                                                                                                                                                                                                                                               functionally to the other 9
and Managing. (the meeting agenda reflects these items)…                                                                                                                                                                                       elements…a Lean Production
                                                                                                                                                                                                                                               ‘System’
-It’s a direct link from floor activities to the Plant Steering                                                                                                                                                                                -Guides their department to the
       Committee which provide issues resolution and                         Final                                                                                                                                                             vision and works to close the gap.
               agreed-upon policy (standards)…                             Sub Cmte                                                                                                                                                            -Brings departmental element
                                                                                                                                                                                                                                               issues back to the Vertical Team
             -Finally, its geographically-based,                                                                                                                                                                                               for clarification and problem-
                 cross-functional in nature                                                                                                                                                                                                    solving.
            and close to the process to identify
                     and solve problems.
                                                                Support Departments (PVT, Finance,
                                                           MP&L, etc.) are placed geographically as needed.




        Our STRUCTURE drives Mentoring BEHAVIORS resulting in a blame-free CULTURE!
                                                                                                                                                                                    Vertical Team Meeting minutes are to be kept and posted in the Lean
    The Department Sub Committees (the above Orange oval) should meet weekly around the agenda of                                                                                   Strategy Room and will be reviewed by the "Managing" Vertical team
    SQDCM. It is recommended that the sub committee be scheduled before the area group leaders get-                                                                                 on Thursdays at 2:30 during their meeting. The purpose of the
    together so all issues of clarification be resolved by management and the local leadership in that area. A                                                                      Managing Vertical Team (comprised of Operating and Bargaining
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                 Cell
                                                                                                                                                                                    articulated in the Managing Assessment Book.
• Scorecard Purpose
                                                                                                                                                                                                                                                                                                                                                                    –To set the direction of the plant’s
                                                                                                                                                                                                                                                                                                                                                                     application of the yearly business
                                                                                                                                                                                                                                                                                                                                                                     objectives, to address system
                                                                                                                                                                                                                                                                                                                                                                     waste and organize the plant’s
                                                                                                                                                                                                                                                                                                                                                                     policy deployment based upon
                                                                                                                                                                                                                                                                                                                                                                     leadership expectations and
                                                                                                                                                                                                                                                                                                                                                                     objectives,
                                                                                                                                                                                                                                                                                                                                                                    –To set the targets in the 11
                                                                                                                                                                                                                                                                                                                                                                     elements of the Integrated System
                                                                                                                                                                                                                                                                                                                                                                     Review Requirements…Red,
         Department Board Purpose:
                                                                                                                                                                                                                                                                                                                                                                     Yellow…and Green ‘Status Arrows’
         -To create a sense of excitement and education                                                                                                                                                                                                                                                                                                             –To map out the plant’s S,Q,D,C,M
         relative to Dept Metrics                                                                                                                                                                                                                                                                                                                                    metrics and provide a place for
         -To provide a place for metric review and zone
         Presentations (management cascade and floor                                                                                                                                                                                                                                                                                                                 visual, ongoing monitoring,
         feedback)
         -To allow Area Management a Physical Forum to
         challenge with Best-in-class comparisons
                                         Department Board                                                                                                                                                                                Department Board
                                                                                                                                                                                                            Zone A Zone B Zone C Zone D Zone E Zone F                                                  Data                    Hea
                                                                                                                                                                                                                                                                                                                                                                                                                                               Department Board
                            Zone A Zone B Zone C Zone D Zone E Zone F                                 Data               Hea                                                                    s                                                                                                                                      lth
                                                                                                                                                                                           tric
                                                                                                                                                                                                                                                                                                                                                                                                                          Zone A Zone B Zone C Zone D Zone E Zone F                                         Data   Hea
                        s                                                                                                    lth                                                                                                                                                                                                              &S                                                  s
                   tric
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      lth
                                                                                                                                                                                         Me S                                                                                                                                                                                                tric
                                                                                                                                       &S                                                                                                                                                                                                              afet                                                                                                                                                                 &S
                 Me S
                                                                                                                                              afet                                                                                                                                                    Misc                                                    y
                                                                                                                                                                                                                                                                                                                                                                                           Me S
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                               afet
                                                                                                  Misc                                               y                                                                                                                                                                                                                                                                                                                                                      Misc                      y
                                                                                                  Info                                                                                 M Q                                                                                                            Info
                  M Q                                                                                                                                                                CS                                                                                                                                                                                                   M                  Q                                                                                              Info
                CS                                                                                                                                                                       D                                                                                                                                                                                              CS
                    D                                                                                                                                                                                                                                                                                                              Suc                                                                       D
                                                                                                  QOS
                                                                                                                            Suc                                                       M  C                                                                                                            QOS                              c
                                                                                                                                                                                                                                                                                                                                  Sto ess                                                                                                                                                                            Suc
                  M    C
                                                                                                                                c
                                                                                                                           Sto ess                                                  FS                                                                                                                                               rie                                                  M                                                                                                                 QOS          c
                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                    Sto ess
                FS                                                                                                            rie                                                                                                                                                                                                        s                                              FS        C                                                                                                                    rie
                                                                                                                                  s
                                                                                                                                                                                       n M                                                                                                                                                                                                                                                                                                                                 s

                                                                                                                                                                                                                            Paint
                     n M                                                                                                                                                            tio                                                                                                                                                                                                           M
                                     Body                                                                                                                                                                                                                                                                                                                                                                                                Final
                  tio                                                                                                                                                            Ac                                                                                                                                                                                                          tio
                                                                                                                                                                                                                                                                                                                                                                                                n
               Ac                                                                                                                                                                                                                                                                                                                                                                    Ac




                                                  Zone Measurement Board                                                    Zone Measurement Board                                                     Zone Measurement Board                                                    Zone Measurement Board                                                        Zone Measurement Board                                                 Zone Measurement Board
                                                  Safety     Quality     Delivery      Cost       Morale                    Safety     Quality     Delivery      Cost        Morale                    Safety     Quality    Delivery      Cost       Morale                     Safety     Quality    Delivery      Cost       Morale                         Safety     Quality    Delivery      Cost       Morale                  Safety     Quality    Delivery      Cost       Morale
                                                 First Aid   Defects    Lost Units    Scrap      Attendance                First Aid   Defects    Lost Units    Scrap       Attendance                First Aid   Defects   Lost Units    Scrap      Attendance                 First Aid   Defects   Lost Units    Scrap      Attendance                     First Aid   Defects   Lost Units    Scrap      Attendance              First Aid   Defects   Lost Units    Scrap      Attendance




                                                                                                              8 Wastes                                                                   8 Wastes                                                                 8 Wastes                                                                  8 Wastes                                                                      8 Wastes                                                               8 Wastes
                                                  Audits      QAS         PM         Inventory   Surveys       Spider       Audits      QAS          PM        Inventory    Surveys       Spider       Audits      QAS        PM         Inventory   Surveys       Spider        Audits      QAS        PM         Inventory   Surveys       Spider            Audits       QAS       PM         Inventory   Surveys       Spider     Audits      QAS        PM         Inventory   Surveys       Spider
                                                                                                                Chart                                                                      Chart                                                                    Chart                                                                     Chart                                                                         Chart                                                                  Chart

                                                                                                              DROT                                                                        DROT                                                                    DROT                                                                      DROT                                                                           DROT                                                                  DROT
                                                 Actions     Actions    Actions      Actions     Actions                   Actions     Actions    Actions      Actions      Actions                   Actions     Actions   Actions      Actions     Actions                    Actions     Actions   Actions      Actions     Actions                        Actions     Actions   Actions      Actions     Actions                 Actions     Actions   Actions      Actions     Actions




                                                                Zone A                                                                    Zone B                                                                   Zone C                                                                       Zone D                                                                      Zone E                                                                      Zone F

                                                                                                                                                          •Standardized Zone Measurement Boards
                                                                                                                                                                 –Monitor Action Plan & follow-through to Continuous Improvement
                                                                                                                                                                 –Give Supervision an “at a glance” status check.
                                                                                                                                                                 –Improve and standardize S, Q, D, C, M at a zone level


                                                                                         Issue/Date           Countermeasure Assigned            Result                                  Issue/Date   Countermeasure Assigned                Result                             Issue/Date         Countermeasure Assigned                  Result                             Issue/Date        Countermeasure Assigned             Result

• Group Leader White Boards                                         S    afety                                                                                 S        afety                                                                                  S    afety                                                                                S        afety
  – To track Workgroup-specific issues
  – Define “how” of management’s “what”                             Q      uality                                                                              Q           uality                                                                              Q      uality                                                                             Q         uality

  – To update regularly-dynamic
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  – Recognize members at the group level
                                                                    D      elivery                                                                             D           elivery                                                                             D      elivery                                                                            D         elivery

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  – Need to determine the process for
    retaining history and lessons learned.                          M        orale                                                                             M            orale                                                                              M       orale                                                                             M          orale
                                                                       CIWG Dynamic Dry Erase Board for Group Leader’s Tracking                                    CIWG Dynamic Dry Erase Board for Group Leader’s Tracking                                       CIWG Dynamic Dry Erase Board for Group Leader’s Tracking                                    CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
Policy Deployment Responsibilities




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  Cell (440) 728-HELP
Lean Strategy Room Purpose
-To set the direction of the plant’s application of the yearly
business objectives, to address system waste and organize the
plant’s policy deployment based upon leadership expectations
and objectives,

-To set the 10 element targets for the Integrated System
review…Red, Yellow…and Green ‘Status Arrows’
           Green equals – Yes we have evidence to support the requirement
           Yellow equals – A portion of the questions are answered and a plan exists to address gaps
           Red equals – No steps, no plans



-To map out the plant’s S,Q,D,C,M ,E metrics and provide
a place for visual, ongoing monitoring…and…countermeasures
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Department Board
                         Zone A Zone B Zone C Zone D Zone E Zone F    Data    Hea
        s                                                                         l th
   etricS                                                                                &S
                                                                                           afet
 M                                                                   Best                         y

    M        Q                                                        in
 CS                                                                  Class
      D                                                                          Suc
   M C                                                               QOS             c
                                                                                Sto ess
FS                                                                                 rie
                                                                     6Sigma            s
  ion
      M
  t
Ac


      Purpose:
      -To create a sense of excitement and education relative to Dept Metrics
      -To provide a place for metric review and zone
      Presentations (management cascade and floor feedback)
      -To allow Area Management a Physical Forum to
      challenge operations with Best-in-class comparisons
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Department Board
                                      Zone A Zone B Zone C Zone D Zone E Zone F   Data   Hea
                               i cs                                                         lth
                                                                                                  &S
                          M etr S                                                 Misc
                                                                                                     afet
                                                                                                            y

                           M    Q                                                 Info
                         CS
                                D                                                          Suc
                           M     C                                                QOS          c
                                                                                          Sto ess
                         FS                                                                  rie
                                                                                                 s
                               n M
                            tio
                         Ac




• Left Flap
     – Dated Current State Map
     – Dated Future State Map (Value Stream emphasis)
     – Dept High Level Action Plan/Status (based upon Area Sub Comt weekly
       progress on FSM)
     – Group Picture of Committeepersons and Management
     – SQDCM vertically plotted monthly @ Dept level
             •    S=Monthly (First time visits, Lost time,)
             •    Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges
             •    D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime,
             •    C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status
             •    M=Dept Attendance/One Dept Success Story Highlighted
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Department Board
                                          Zone A Zone B Zone C Zone D Zone E Zone F   Data   Hea
                                   i cs                                                         lth
                                                                                                      &S
                              M etr S                                                 Misc
                                                                                                         afet
                                                                                                                y

                               M    Q                                                 Info
                             CS
                                    D                                                          Suc
                               M     C                                                QOS          c
                                                                                              Sto ess
                             FS                                                                  rie
                                                                                                     s
                                  on M
                             A cti




    • Middle Section
            – Picture of each zone employees
            – Key metrics under S,Q,D,C,M for each zone plotted
              weekly
                        •   S=First time visits, Loss Time,
                        •   Q=Heavy-hitters, action plan & scrap
                        •   D=Zone FTPM/SMF activity
                        •   C=Zone weekly direct and indirect costs
                        •   M=Zone Controllable Attendance
            – Dept Constraint Status (trended over time)
            – Area Mgr information (announcements, single point
              lessons, quality indicators, trading post, whatever
              area wants section)
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Center Section
         Zone A                 Zone B                Zone C              Zone D               Zone E              Zone F




    First time visits         First time visits    First time visits   First time visits    First time visits   First time visits
S      Lost Time                 Lost Time            Lost Time           Lost Time            Lost Time           Lost Time


    Top concerns               Top concerns       Top concerns          Top concerns        Top concerns         Top concerns
Q   action plan                action plan        action plan           action plan         action plan          action plan
    & scrap                    & scrap            & scrap               & scrap             & scrap              & scrap


     FTPM 7 Step              FTPM 7 Step                                                                        FTPM 7 Step
D    SMF Actions              SMF Actions
                                                  FTPM 7 Step           FTPM 7 Step         FTPM 7 Step
                                                  SMF Actions           SMF Actions         SMF Actions          SMF Actions


    Weekly direct &
C                            Weekly direct &      Weekly direct &      Weekly direct &     Weekly direct &      Weekly direct &
     indirect costs           indirect costs       indirect costs                           indirect costs
                                                                        indirect costs                           indirect costs


    Controllable             Controllable         Controllable         Controllable        Controllable         Controllable
M
    Attendance               Attendance           Attendance           Attendance          Attendance           Attendance

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Department Board
                                      Zone A Zone B Zone C Zone D Zone E Zone F   Data   Hea
                                  s                                                         lth
                              tricS                                                               &S
                           Me
                                                                                                     afet
                                                                                  Misc                      y

                            M    Q                                                Info
                          CS
                                 D                                                         Suc
                            M     C                                               QOS          c
                                                                                          Sto ess
                          FS                                                                 rie
                                                                                                 s
                                n M
                             tio
                          Ac




• Right Flap
  – Dept Health & Safety/Environmental Information
          • Plot areas of incidents/accidents-trends
  – Meeting Schedules
          • Wkly GL to foreman/Supt, Monthly to Area Mgr,
            Semi-annual to Plt Mgr and/or Director.
  – Cad-drawing with CIWG Success Stories noted
    (See next slide)
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SAFETY
                                                                                              Environmental
                           Department Board
              Zone A Zone B Zone C Zone D Zone E Zone F   Data   Hea
       i cs                                                          lth
                                                                           &S
 M et r S                                                 Misc
                                                                              afet
                                                                                     y

  M     Q                                                 Info
CS
        D                                                           Suc
  M     C                                                 QOS           c
                                                                   Sto ess
FS                                                                    rie
                                                                          s
      n M
   tio
Ac




                                                                                               SAFETY
                                                                                         (CURRENT SITUATION)




                                                                                                SAFETY
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Zone Measurement Board                                                           Target Time

Safety           Quality        Delivery      Cost      Morale

First Aid                Defects           Lost Units       Scrap     Attendance
                                                                                    Balance Board




                                                                                       8 Wastes
Audits                    QAS                 PM          Inventory    Surveys          Spider
                                                                                         Chart



                                                                                         DROT

Actions                  Actions            Actions         Actions    Actions




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Zone Measurement Board
Safety           Quality         Delivery    Cost    Morale

First Aid                First time visits, Lost time, plotted weekly




Audits
                          Weekly Walk-abouts by foreman and group
                          leaders partnering with plant H&S personnel




Actions                  Actions to Zone Safety Matrix




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Zone Measurement Board
Safety          Quality          Delivery      Cost    Morale

                          Defects           Nova C, FTT, Internal and External Indicators,




                           QAS                Stop button statistics, ISPC evidence and
                                                   activities, Error-proofing, etc.




                          Actions      Quality Improvement 8D’s, Problem-solving and
                                                     countermeasures



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Zone Measurement Board
Safety          Quality    Delivery     Cost       Morale

                                      Lost Units        Zone contributions to area
                                                        downtime…with corresponding
                                                        pareto


                                         PM
                                                             FTPM 7 Step progress by group
                                                               Current PM completed %



                                       Actions              Constraint ID and actions in zone
                                                                   to date…trended.


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Zone Measurement Board
Safety          Quality    Delivery   Cost   Morale

                                                      Scrap

          Weekly zone numbers trended




                                                 Inventory
     Levels……SMF and Indirect Material
                  activities
        (wip, min/max, marketplace)



                                                  Actions
             Overline OT Matrix actions



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Zone Measurement Board
Safety          Quality    Delivery   Cost   Morale

                                                         Attendance
      Daily attendance plotted (contributes to the
            weekly number on dept board.)
      Presenteeism/recognize perfect attendance


                                                          Surveys
             CIWG evaluation/surveys issued,
          Suggestions received and implemented,
         Outstanding grievances with elapsed time


                                                          Actions
    What the supervisor and group leaders are doing to
                     improve morale


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Zone Measurement Board                                                             Target Time
Safety          Quality         Delivery     Cost     Morale


                          Visual que to work equalization, dated with current and
                                       future state defined                              Balance Board




                                                                                          8 Wastes
    Excess Inventory, Transportation, Waiting, Over-processing, Over-
                                                                                           Spider
    Production, Motion, Conveyance, Under Utilization of Employees
                                                                                            Chart
                                expertise.




                     An individual’s pay will be reviewed every day….in                     DROT



                                                                                           $
   placing the DROT of the zone’s communication board the hope
   is he/she will also see the other pertinent information and
   look to give input. A DROT is like honey, so to speak, that will
   draw the operators to the board.
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Workgroup Leader Board




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Vision-What will we look like grown up!




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High-Level Plan – From Corporate to the plant floor graphic




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                        From graphic to roles and responsibilities
Lean ‘System’ Arrows relation to Metric Scorecard




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Scorecard




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Horizontal/Vertical Organization




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Quality and Delivery Wall




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Dry-Erase Board Sample -Continuous Improvement Workgroups




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Part 4
                   The Right
                (and Left) Stuff
              (the implications)
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                        http://de.flash-screen.com/free-wallpaper/uploads/200702/imgs/1170853892_1024x768_homer-simpson-brain.jpg
Part 4 – Right Stuff (the implications)
                 Source: Lesley K Sword, Director, Gifted and Creative Services Australia


Visual Thinking is Holistic. They work through material
most thoroughly and efficiently in ‘fits and starts.’
They may often feel overwhelmed with confusion for a
while, but understanding will often suddenly click.




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timothyfowler@aol.com
  Cell (440) 728-HELP
Part 4 – Right Stuff (the implications)
                 Source: Lesley K Sword, Director, Gifted and Creative Services Australia


 When the material does suddenly click in understanding,
 the holistic thinker not only sees the big picture, but see
 with a more clear and creative perspective than other
 thinkers.

 Often, holistic thinkers    will take more time to
 understand information than other thinkers.
        However, their final understanding is more extensive



www.rightbrain.us.com
timothyfowler@aol.com
  Cell (440) 728-HELP
Visual-Spatial Thinking:
                                       Problem Finding & Solving
                        Source: Lesley K Sword, Director, Gifted and Creative Services Australia



“If I was explaining an issue to a visual thinker,
they would immediately tell me the inherent
problems they could see. A few minutes later,
they would tell me how to solve these problems
or several better ways to do it. This is what is
meant by problem finding and problem solving.”

www.rightbrain.us.com   http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg
timothyfowler@aol.com
  Cell (440) 728-HELP
Part 4 – Right Stuff (the implications)
                                                                                   My own
Focusing on End Results:                                                            Reality
                                                                                   TV show,
Your Right Brain's Gift to Goal Achievement                                          yes!
               by Lynea Corson-Hadley , Sunday, 21 June 2009


After competing unsuccessfully in the
1974 Olympic decathlon, Gold Medalist
Bruce Jenner took a life-size picture of the
winner of the event and put a photo of his
own face over the winners. In addition to
following his usual training program, he
viewed the picture of himself as the winner
each day. He won the next Olympics in 1976.
                   Source: http://www.womensmedia.com/grow/136-focusing-o
                   n-end-results-your-right-brains-gift-to-goal-achievement.html



www.rightbrain.us.com
timothyfowler@aol.com
  Cell (440) 728-HELP
Part 4 – Right Stuff (the implications)
Right Brains are honored more in Eastern Cultures.
They are seen as less smart because of the manner
in which they process information.
   Visual Learners
   Communication-When right brains talk to you,
 they look at you while listening and look away to the
 left when answering a question. This is a brain shift
 from one side to another. This is not a sign of fabrication.
 They are listening with one side and now switch over
 for the response.
www.rightbrain.us.com
timothyfowler@aol.com      http://www.suite101.com/content/right-brain-characteristics-a2607
  Cell (440) 728-HELP
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World
Right Brain Problem Solving In A Left Brain Business World

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Right Brain Problem Solving In A Left Brain Business World

  • 1. "RIGHT-BRAIN PROBLEM-$OLVING IN A LEFT- BRAIN BUSINESS WORLD" Different Different Thinking Results www.rightbrain.us.com timothyfowler@aol.com No Right–Brain Left Behind Cell (440) 728-HELP
  • 2. What is the definition of Insanity? www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 3. There’s more than one way to skin a cat! A new study led by John Kounios, professor of psychology at Drexel University and Dr. Mark Beeman of Northwestern University compared the physiological brain activity of creative versus noncreative problem solvers. The study published in the journal Neuropsychologia, John Kounios reveals a distinct pattern of brain activity, even at rest, in people who tend to solve problems with sudden creative insights, which are commonly referred to as “Aha! Moments”, that differed distinctly from people who tend to solve problems, and think in a methodical fashion. Mark Beeman www.rightbrain.us.com Kounios, J., Fleck, J.I., Green, D.L., Payne, L., Stevenson, J.L., Bowden, M., & Jung- Beeman, M. timothyfowler@aol.com (2008). The origins of insight in resting-state brain activity. Neuropsychologia, 46, 281-291. Cell (440) 728-HELP
  • 4. Larry, the Right-Brain, Cable Guy! “Everyone concentrates on the problems we're having in our country lately: Illegal immigration, hurricane recovery, alligators attacking people in Florida ………… Not me… I concentrate on solutions for the problems … it's a win-win situation. 1) Dig a moat the length of the Mexican border. 2) Send the dirt to New Orleans to raise the level of the levees. 3) Put the Florida alligators in the moat along the Mexican border.” www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 5. …but seriously… Shigeo Shingo 新郷 重夫, Lean/Quality Author "Improvement usually means doing something that we have never done before.” www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 6. Business looks for renewal in right-brain thinking By Janet Rae-Dupree “I'm of two minds. As a matter of fact, so are you. And until recently, corporate America wasn't doing much to take advantage of one of them. But now that we're hip-deep in what has been called both the "Creative Economy" and the "Conceptual Age," no one can afford to ignore the artist within: the right hemisphere of the brain. U.S. biologist Roger Sperry in the 1960s. Through studying "split brain" animals and human patients, whose brain hemispheres had been disconnected (in humans, this was done to prevent severe epileptic seizures), he found that each side of the brain plays its own role in cognition. The left side, home of the human language center, is the outspoken logical, linear half of the equation. The right side, home to spatial perception and nonverbal concepts, is the nonlinear, high-concept source of imagination and pleasure.” www.rightbrain.us.com timothyfowler@aol.com http://www.nytimes.com/2008/04/06/business/worldbusiness/06iht-unbox07.1.11694141.html?_r=1 Cell (440) 728-HELP
  • 7. Article: Origins of Your Right and Left Brain “The division of labor by the two cerebral hemispheres—once thought to be uniquely human— predates us by half a billion years. Speech, right-handedness, facial recognition and the processing of spatial relations can be traced to brain asymmetries in early vertebrates” By Peter F. MacNeilage, Lesley J. Rogers and Giorgio Vallortigara | June 24, 2009 Image: Photoillustration by TWIST CREATIVE; MedicalRF.com Corbis (brain); Medioimages Getty Images (calculator); Joerg Steffens Corbis (faces); Westend61 Corbis (woman smiling); Dougal Waters Getty Images (ballerina); Mike Kemp Getty Images (rattlesnake); C Squared Studios Getty Images (palette); Vladimir Godnik Getty Images (paintbrushes); Carrie Boretz Corbis (girls whispering); Robert Llewellyn Corbis (calipers) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 8. Retrain your brain from 'left' to 'right' to fit into new economy by Marco R. della Cava Illustration by Jerry Mosemak Experts say merging left- brain, analytical traits with right-brain, creative ones might make employees much more marketable in the job markets of the future. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP http://www.usatoday.com/life/lifestyle/2009-07-13-right-vs-left-brains_N.htm
  • 9. Your Assignment - Find the Man! Once you find him - it's embarrassing, and you think, 'Why didn't I see him immediately?' Doctors have concluded that if you find the man in the coffee beans in 3 seconds, the right half of your brain is better developed than most people. If you find the man between 3 seconds and 30 seconds, the right half of the brain is developed normally. If you find the man after 30 seconds, www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP then the right half of your brain is functioning slowly.
  • 10. Outline • Part 1 – The Right Perspective (the science) • Part 2 – The Right Thinking (the approach) • Part 3 – The Right Results (the evidence) • Part 4 – The Right (& Left) Stuff (the implications) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 11. Part 1 The Right Perspective (the science) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 12. Part 1 – Right Perspective(the science) Highlights www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 13. Part 1 – Right Perspective(the science) Dr. Roger Sperry, Oberlin College 1935 "The great pleasure “What it comes and feeling in my down to is that right brain is more modern society than my left brain discriminates can find the words against the right hemisphere." to tell you." www.rightbrain.us.com “In general, schools tend to favor left -brain modes of thinking, timothyfowler@aol.com Cell (440) 728-HELP while downplaying the right-brain activities.” -Monte Fowler
  • 14. Part 1 – Right Perspective(the science) Dr. Linda Silverman, Founder, Visual-Spatial Center “While I have long known the difference between left brain and right brain styles of learning, I have only recently begun to realize the depth of the difference between the two. Right brain learners do not simply have different strengths than left brain learners - their brains function in a totally different way.” www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 15. Part 1 – Right Perspective(the science) • "When someone says they are right or left-brain it's really just a The metaphor for a cognitive style", Criticism says neuropsychologist Associate Professor Michael Saling from the University Melbourne and Austin Health's Epilepsy Research Centre. "Without a doubt the popular left and right division of the brain is an over-simplification. For example, research is showing that musical, artistic and intuitive thinking can't be thought of as strictly lateralised, or exclusively www.rightbrain.us.com timothyfowler@aol.com of the right hemisphere ". Cell (440) 728-HELP
  • 16. Part 1 – Right Perspective(the science) The Criticism Famous collaborators philosopher Karl Popper and Nobel winning neuroscientist John Eccles, authors of The Self and Its Brain, described the brain's right hemisphere as the "minor brain". Some have even pondered whether the right brain is conscious at all. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 17. “Talking about the right brain as the way of the future seems to me a step backwards to a time when intuitive impressions about the brain were all we had. We need to inject a dose of cold hard analytic facts about the brain into this discussion so we can figure out how to best capitalize on the native (and remarkable) capacities for reason and passion, analysis and synthesis, detail and context, that co-exist as a result of the exquisitely wired networks distributed within and between the hemispheres of our brains.” Joseph LeDoux is a neuroscientist at NYU and a member of the rock band The Amygdaloids The Feb 12th, 2011 - http://www.huffingtonpost.com/joseph-ledoux www.rightbrain.us.com timothyfowler@aol.com Criticism Cell (440) 728-HELP
  • 18. Part 1 – Right Perspective(the science) • The debate will continue… • Let’s do the “smell test” – Linear vs. Holistic Processing? – Sequential vs. Random Processing? – Symbolic vs. Concrete Processing? – Logical vs. Intuitive Processing ? – Verbal vs. Non-verbal Processing? – Reality-Based vs. Fantasy-Oriented Processing? www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 19. 1-Linear vs. Holistic Processing The left side of the brain processes information in a linear manner. It process from part to whole. It takes pieces, lines them up, and arranges them in a logical order; then it draws conclusions. 2? • Which • You? • Are 1? 3? The right brain, however, processes from whole to part, holistically. It starts with the answer. It sees the big picture first, not the details. If you are right-brained, you may have difficulty following a lecture unless you are given the big picture first www.rightbrain.us.com timothyfowler@aol.com Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html Cell (440) 728-HELP
  • 20. 2- Sequential vs. Random Processing In addition to thinking in a linear manner, the left brain processes in sequence -- in order. If you are left-brained, you would enjoy making a master schedule and doing daily planning. The left brain is also at work in the linear and sequential processing of math and in following directions. By contrast, approach of the right-brained student is random. If you are right-brained, you may flit from one task to another. “I think you should be more You will get just as much done but perhaps explicit here in step two.” without having addressed priorities. An assignment may be late or incomplete, not because you weren't working, but because www.rightbrain.us.com you were working on something else. timothyfowler@aol.com Cell (440) 728-HELP Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
  • 21. 3- Symbolic vs. Concrete Processing The left brain has no trouble processing symbols. Many academic pursuits deal with symbols such as letters, words, and mathematical notations. The left-brained person tends to be comfortable with linguistic and mathematical endeavors. Left-brained students will probably just memorize vocabulary words or formulas. The right brain wants things to be concrete. They want to see, feel, or touch the real object. Right-brained students may have had trouble learning to read using phonics. They prefer to see words in context and to see how the formula works. www.rightbrain.us.com timothyfowler@aol.com Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html Cell (440) 728-HELP
  • 22. 4-Logical vs. Intuitive Processing The left brain processes in a linear, sequential, logical manner. When you process on the left side, you use information piece by piece to solve a math problem or work out a science experiment...your decisions are made on logic. If you process primarily on the right side of the brain, you use intuition. You may know the right answer to a math problem but not be sure how you got it. You may have to start with the answer and work backwards. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html
  • 23. 5- Verbal vs. Non-verbal Processing -Left-brained students have little trouble expressing themselves in words. -Right-brained students may know what they mean but often have trouble finding the right words. www.rightbrain.us.com timothyfowler@aol.com Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html Cell (440) 728-HELP
  • 24. 6-Reality Based vs. Fantasy Oriented The left side of the brain deals with things the way they are--with reality. When left-brained students are affected by the environment, they usually adjust to it. Not so with right-brained students; they try to change the environment! Left-brained people want to know the rules and follow them. In fact, if there are no rules for situations, they will probably make up rules to follow! Right Brains often ignore the rules they feel are noise and won’t affect the end goal. www.rightbrain.us.com timothyfowler@aol.com Source: http://frank.mtsu.edu/~studskl/hd/LRBrain.html Cell (440) 728-HELP
  • 25. Famous (Suspect) Right-Brainers • Jonas E. Salk was an American medical researcher and virologist, best known for his discovery and development of the first safe and effective polio vaccine. • Leonardo Da Vinci • Albert Einstein – According to Educator Patty Emerson, "Einstein had a hard time in school." He couldn't show is work in math. He would skip steps. His mind would process answers so quickly that he just couldn't slow down to show his work www.rightbrain.us.com timothyfowler@aol.com Source: Barbara Pytel Suite 101 Educator. http://www.suite101.com/profile.cfm/pytel Cell (440) 728-HELP
  • 26. Other (Suspect) Right-Brainers Big concept thinkers, innovators and non-linear thinkers. Thomas Edison Wolfgang Amadeus Mozart Anna Roosevelt Michelangelo John Lennon Woodrow Wilson Pablo Picasso Louis Pasteur King Gustav IV of Sweden Rembrandt Orville and Wilber Wright Albert Einstein Walt Disney Alexander Graham Bell Marie and Pierre Curie General George Patton Ludwig Van Beethoven Socrates Nelson Rockefeller Thomas Jefferson Galileo Galilei Hans Christian Anderson George Washington F. Scott Fitzgerald Leonardo da Vinci Vincent Van Gogh Abraham Lincoln Sir Winston Churchill Agatha Christie Steven Spielberg Benjamin Franklin Ernest Hemmingway Bill Gates John F. Kennedy Mark Twain Bob Lutz www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP Source: Right Brain World- http://rightbrainworld.blogspot.com/2009/08/more-famous-right-brainers.html
  • 27. Part 2 The Right Thinking (the approach) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 28. Part 2 – Right Thinking (the approach) Author Dan Pink Asks in…. A Whole New Mind: Moving from the Information Age to the Conceptual Age • Can someone overseas do it cheaper? – ASIA 3 A’s • Can a computer do it faster? – AUTOMATION • Am I offering something that satisfies the nonmaterial, transcendent desires of an abundant age? – AFFLUENCE We are shifting from the Information Age to the "Conceptual Age." Successful players in this new economy will increasingly be required to develop and use the right-brain abilities of high concept (seeing the larger picture, synthesizing information) and high touch (being www.rightbrain.us.com empathetic, creating meaning). timothyfowler@aol.com Cell (440) 728-HELP
  • 29. Dan Pink’s 6 Right-Brain Skills A Whole New Mind: Moving from the Information Age to the Conceptual Age We need to realize the value of: • not just function, but also design. • not just argument, but also story. • not just focus, but also symphony. • not just logic, but also empathy. • not just seriousness, but also play. • not just accumulation, but also meaning. Oprah video interview with Author Dan Pink: http://event.oprah.com/videochannel/soulseries/oss_player_980x665.html?guest=dp&part=1 www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 30. MP3 Players www.rightbrain.us.com timothyfowler@aol.com Graphic: http://divergentmba.files.wordpress.com/2009/12/a-whole-new-mind.jpg Cell (440) 728-HELP
  • 31. Part 2 – Right Thinking (the approach) Do all these work? Are they functional? Example/Source: A Whole New Mind: Why Right-Brainers Will Rule the Future Author: Daniel H. Pink www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 32. Part 2 – Right Thinking (the approach) Strong iPhone and iPod sales drive Apple profits to $1.21 billion Did by Jim Dalrymple, Macworld.com Apr 22, 2009 4:37 pm Apple on Wednesday reported a profit of $1.21 billion for its fiscal second quarter ending functionality March 28, 2009, buoyed by strong iPod and iPhone sales. Mac sales were down three percent for the quarter compared to last year, but sales of the iPod and iPhone were up for the same period. do this? "We are extremely pleased to report the best non-holiday quarter revenue and earnings in our history," Peter Oppenheimer, Apple’s CFO said during the conference call announcing the results. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 33. Right Thinking (the approach) My dilemma? Slow Internet… www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 35. Part 2 – Right Thinking (the approach) Boondock Saints Air Card! The ole 16 ft cord, black sock, Zip-lock baggie solution! www.rightbrain.us.com  Right Brain Results = 3 bars at 3G!  timothyfowler@aol.com Cell (440) 728-HELP
  • 36. Part 2 – Right Thinking (the approach) Another Co-worker said to me, “That was really left-brained of you!” Implication? www.rightbrain.us.com ‘Left-brain’ equals RESULTS timothyfowler@aol.com Cell (440) 728-HELP
  • 37. Let’s look at some real life solutions from right brain thinking…starting with the President’s Plane POTUS Part 3 The Right Results (the evidence) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 38. Part 3 – Right Results (the evidence) Designed POTUS Air Force 1 secure refueling and inspection notification process (Symphony) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 39. Part 3 – Right Results (the evidence) Reduced office issuance time for the government’s encrypted card from 30 days to 2 (Design) Current State = 24 ft Future State = 3 ft www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 40. Part 3 – Right Results (the evidence) Con’t Reduced an agency’s inventory book-keeping reconciliation from 19 to 3 days (Story) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 41. Part 3 – Right Results (the evidence) Con’t Reduced the cycle time for helpdesk ticket processing 00 from 30 days to 5 days (Play) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 42. How does your Saturday look? www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 43. Play From a study of NFL & college games, teams execute plays for 11 minutes Photo illustration: Jeff Mangiat, photos, Getty Images (2), Associated Press (cheerleader), NFL (replay) www.rightbrain.us.com timothyfowler@aol.com Source: http://online.wsj.com/article/SB10001424052748704281204575002852055561406.html Cell (440) 728-HELP
  • 44. Some may argue that the entire 180 minutes of football is value-added entertainment. Consider this – If the 11 minutes of actual play was taken away would anyone sit through the other 171 minutes? www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 46. Part 3 – Right Results (the evidence) Con’t Reduced travel distance by 600 miles a year for manufacturer (Empathy) Received worldwide highest external manufacturing assessment for Ford Motor Company's Integrated System Assessment & created the best practice Mfg Horizontal/Vertical Organizational Structure/Template (Design-we’ll come back to this one) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 47. Part 3 – Right Results (the evidence) Harnessing the Brain’s Right Hemisphere to Capture Many Kings By DYLAN LOEB McCLAIN Published: January 24, 2011 In a study in the current issue of the journal PLoS One, showed experts & novices simple geometric objects & simple chess positions & asked subjects to identify them. Reaction times were measured and brain activity was monitored using functional M.R.I. scans… What set the experts apart was that parts of their right brain hemispheres — which are more involved in pattern recognition — also lit up with activity. The experts were processing the information in two places at once. The researchers also found that when the subjects were shown the chess diagrams, the novices looked directly at the pieces to recognize them, while the experts looked on the middle of the boards and took everything in with their peripheral vision. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP Source: http://www.nytimes.com/2011/01/25/science/25chess.html?_r=1
  • 48. Part 3 – Right Results (the evidence) GM’s Bob Lutz "Secret Weapons" by John McElroy on Jan 25th 2011 at 11:57AM, AUTOBLOG.com He hired four automotive journalists to assess all of GM's new vehicles before they were OK'd for production. And their word was law... That didn't go down well with GM's traditional engineering staff,…they didn't like the fact that four outsiders, four media critics with no product development experience, could force them to make changes on a new-car program. Lutz hired them as full-time employees because he wanted an independent, third party voice to evaluate GM's cars as they went through their development stages. … Since the four didn't hold any allegiance to the design, engineering or manufacturing staffs at GM, they could feel www.rightbrain.us.com free to critique any car just as they would when they were full-time journalists. timothyfowler@aol.com Cell (440) 728-HELP
  • 49. GM earns $4.7 billion in 2010, its first profit since 2004 Published: Thursday, February 24, 2011 By Robert Schoenberger, Did it help? Associated Press: General Motors Chairman and Chief Executive Dan Akerson announced the company posted its first annual profit in seven years in 2010. The company earned $4.7 billion last year. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 50. Part 3 – Right Results (the evidence) “The Mini Cooper is built by BMW, maker of arguably the best-engineered cars in the world. The success of the Mini, however, is a great example of both sides of the brain at work. The playful design, marketing, and positioning of the Mini along with solid construction exemplify the type of balance we endorse. Think for a moment what would have happened to the Mini if the left brainers ruled the day. Do you think we'd know it has "go-kart- like handling?" Would it have the broad appeal that it now enjoys? We think not.www.rightbrain.us.com timothyfowler@aol.com Source: G. Michael Maddock is chief executive officer, and Raphael Louis Cell (440) 728-HELP Vitón is president of Maddock Douglas, an innovation consultancy.
  • 51. Part 3 – Right Results (the evidence) Con’t Created the best practice Mfg Horizontal Vertical Organizational Structure Approx. 100, 000 words in 10 ‘element’ books. 1000’s of Questions Managing FTPM Workgroups Mfg Eng. INSP/QOS SMF SHARP Ind. Materials FES Training www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 52. Part 3 – Right Results (the evidence) Con’t Global Metrics Safety Quality Delivery Cost Morale Environment www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 53. Part 3 – Right Results (the evidence) Con’t Traditional Ford UAW Programs www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 54. Needed a Global Perspective Reported to Int. UAW Reported to VO VP Traditional Plant/UAW Programs Ford Corporate Global Metrics ETDP Safety EI Grasp/Pedestrian/JSA. Quality ISO 9001 QS 9000 Delivery 6Sigma VRT Cost R&M PPE Morale Attitude/Culture Surveys Reward & Recognition Program Environment Q1 Reported to AME VP Diversity ESSP FPS Lean Elements H&S FTPM Mfg Eng SMF Industrial Materials Training Mfg Qu Managing Workgroups ali INSP/QOS Marketing ty SHARP FES De s le sig Sa n www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP “Show me how I’m measured, I’ll show you how I behave!”
  • 55. Part 3 – Right Results (the evidence) Measure Integrated Lean Tool UAW Sub Element SAFETY SHARP NJCHS/Grasp/JSA QUALITY ISPC Job1/ISO9001/QS 9000 QOS 6Sigma, VRT’s, etc. DELIVERY FTPM OEE, R&M Manufacturing Engineering Lean Layout SMF DTD, BTS, flow/pull Industrial Materials Suppliers, PPE, etc. COST Managing Inventory, etc. MORALE Training Attitude Surveys/CIWG Workgroups Reward & Recognition Diversity/etc. ENVIRONMENTAL www.rightbrain.us.com FES ISO 14000 timothyfowler@aol.com Cell (440) 728-HELP
  • 56. ‘Drawing’ Attention www.rightbrain.us.com timothyfowler@aol.com Visual Study Results: http://www.youtube.com/watch?v=NLDrTECfdro&feature=player_embedded Cell (440) 728-HELP
  • 57. Our organizational chart in the large conference is to be kept up to date. Accuracy in meeting times and participants are to be reviewed every week. It is important that the "go-to" people for an element be easily accessible to everyone. XYZ Assembly Plant Workgroup-Based ‘Mentoring’ Organization Element Mentor Roles/Responsibilities -Understands the current state of their element and Managing Vertical Team how it relates to the rest of the elements in the plant. -Takes time to learn the vision expectations- studies the Assessment Book/Level 1-10. Quality Human Resources MP&L Engineering -Teaches their vertical team members gap Plant Implementation Team analysis skills. PIT Team QOS Workgroups Training SHARP IM SMF ME -Strategizes a game plan to achieve intermittent Environmental FTPM goals-more points/next level. The PIT Team provides ISPC Mentors Mentors Mentors Mentors Mentors Mentors Mentors Mentors -Recognizes and communicates the ripple effect lean knowledge, behavioral Mentors of putting pressure on the system-performs a leadership and a strong ‘cause and effect’ evaluation. link from the Departmental -Facilitates weekly vertical meetings and holds the team accountable for engaged attendance. Workgroup activities -Brings element issues/roadblocks to the plant to the Plant Steering steering committee for resolution as well as Committee current status and accomplishments. Paint Sub Cmte Vertical Team Member Roles/Responsibilities -Learns the current state of the element in their department. Department Sub Committee -Studies the vision expectations -This weekly meeting is lead by the Body (Levels 1-10) and regularly attends Area Manager and PIT Team Representative… Sub Cmte Vertical meetings and Departmental Sub Committee. -Its purpose is to support the department workgroup -Teaches fellow Sub Committee activities with a holistic lean approach which includes members the application of their element and how it relates cross- SHARP, Training, SMF, IM, ISPC, FTPM, ME, Environmental functionally to the other 9 and Managing. (the meeting agenda reflects these items)… elements…a Lean Production ‘System’ -It’s a direct link from floor activities to the Plant Steering -Guides their department to the Committee which provide issues resolution and Final vision and works to close the gap. agreed-upon policy (standards)… Sub Cmte -Brings departmental element issues back to the Vertical Team -Finally, its geographically-based, for clarification and problem- cross-functional in nature solving. and close to the process to identify and solve problems. Support Departments (PVT, Finance, MP&L, etc.) are placed geographically as needed. Our STRUCTURE drives Mentoring BEHAVIORS resulting in a blame-free CULTURE! Vertical Team Meeting minutes are to be kept and posted in the Lean The Department Sub Committees (the above Orange oval) should meet weekly around the agenda of Strategy Room and will be reviewed by the "Managing" Vertical team SQDCM. It is recommended that the sub committee be scheduled before the area group leaders get- on Thursdays at 2:30 during their meeting. The purpose of the together so all issues of clarification be resolved by management and the local leadership in that area. A Managing Vertical Team (comprised of Operating and Bargaining www.rightbrain.us.com unified front gives our employees a level playing field to build upon with empowerment and continuous Committees and Salary & Hourly Coordinator) is to review the Current timothyfowler@aol.com improvement. (440) 728-HELP State of our implementation and do a brief gap analysis to the vision Cell articulated in the Managing Assessment Book.
  • 58. • Scorecard Purpose –To set the direction of the plant’s application of the yearly business objectives, to address system waste and organize the plant’s policy deployment based upon leadership expectations and objectives, –To set the targets in the 11 elements of the Integrated System Review Requirements…Red, Department Board Purpose: Yellow…and Green ‘Status Arrows’ -To create a sense of excitement and education –To map out the plant’s S,Q,D,C,M relative to Dept Metrics metrics and provide a place for -To provide a place for metric review and zone Presentations (management cascade and floor visual, ongoing monitoring, feedback) -To allow Area Management a Physical Forum to challenge with Best-in-class comparisons Department Board Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea s lth tric Zone A Zone B Zone C Zone D Zone E Zone F Data Hea s lth &S s tric lth Me S tric &S afet &S Me S afet Misc y Me S afet Misc y Misc y Info M Q Info M Q CS M Q Info CS D CS D Suc D QOS Suc M C QOS c Sto ess Suc M C c Sto ess FS rie M QOS c Sto ess FS rie s FS C rie s n M s Paint n M tio M Body Final tio Ac tio n Ac Ac Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board Zone Measurement Board Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale Safety Quality Delivery Cost Morale First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance First Aid Defects Lost Units Scrap Attendance 8 Wastes 8 Wastes 8 Wastes 8 Wastes 8 Wastes 8 Wastes Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Audits QAS PM Inventory Surveys Spider Chart Chart Chart Chart Chart Chart DROT DROT DROT DROT DROT DROT Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Actions Zone A Zone B Zone C Zone D Zone E Zone F •Standardized Zone Measurement Boards –Monitor Action Plan & follow-through to Continuous Improvement –Give Supervision an “at a glance” status check. –Improve and standardize S, Q, D, C, M at a zone level Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result Issue/Date Countermeasure Assigned Result • Group Leader White Boards S afety S afety S afety S afety – To track Workgroup-specific issues – Define “how” of management’s “what” Q uality Q uality Q uality Q uality – To update regularly-dynamic www.rightbrain.us.com – Recognize members at the group level D elivery D elivery D elivery D elivery timothyfowler@aol.com – A place for management review C ost C ost C ost C ost Cell (440) 728-HELP – Need to determine the process for retaining history and lessons learned. M orale M orale M orale M orale CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking CIWG Dynamic Dry Erase Board for Group Leader’s Tracking
  • 60. Lean Strategy Room Purpose -To set the direction of the plant’s application of the yearly business objectives, to address system waste and organize the plant’s policy deployment based upon leadership expectations and objectives, -To set the 10 element targets for the Integrated System review…Red, Yellow…and Green ‘Status Arrows’ Green equals – Yes we have evidence to support the requirement Yellow equals – A portion of the questions are answered and a plan exists to address gaps Red equals – No steps, no plans -To map out the plant’s S,Q,D,C,M ,E metrics and provide a place for visual, ongoing monitoring…and…countermeasures www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 61. Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea s l th etricS &S afet M Best y M Q in CS Class D Suc M C QOS c Sto ess FS rie 6Sigma s ion M t Ac Purpose: -To create a sense of excitement and education relative to Dept Metrics -To provide a place for metric review and zone Presentations (management cascade and floor feedback) -To allow Area Management a Physical Forum to challenge operations with Best-in-class comparisons www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 62. Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea i cs lth &S M etr S Misc afet y M Q Info CS D Suc M C QOS c Sto ess FS rie s n M tio Ac • Left Flap – Dated Current State Map – Dated Future State Map (Value Stream emphasis) – Dept High Level Action Plan/Status (based upon Area Sub Comt weekly progress on FSM) – Group Picture of Committeepersons and Management – SQDCM vertically plotted monthly @ Dept level • S=Monthly (First time visits, Lost time,) • Q=Dept FTT, Dept Scrap, BEST IN CLASS Challenges • D=Department BTS, FTPM 7 Steps status, Dept Downtime/Uptime, • C=Dept Operations to budget, Overline OT, Cost per unit, Trade-off status • M=Dept Attendance/One Dept Success Story Highlighted www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 63. Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea i cs lth &S M etr S Misc afet y M Q Info CS D Suc M C QOS c Sto ess FS rie s on M A cti • Middle Section – Picture of each zone employees – Key metrics under S,Q,D,C,M for each zone plotted weekly • S=First time visits, Loss Time, • Q=Heavy-hitters, action plan & scrap • D=Zone FTPM/SMF activity • C=Zone weekly direct and indirect costs • M=Zone Controllable Attendance – Dept Constraint Status (trended over time) – Area Mgr information (announcements, single point lessons, quality indicators, trading post, whatever area wants section) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 64. Center Section Zone A Zone B Zone C Zone D Zone E Zone F First time visits First time visits First time visits First time visits First time visits First time visits S Lost Time Lost Time Lost Time Lost Time Lost Time Lost Time Top concerns Top concerns Top concerns Top concerns Top concerns Top concerns Q action plan action plan action plan action plan action plan action plan & scrap & scrap & scrap & scrap & scrap & scrap FTPM 7 Step FTPM 7 Step FTPM 7 Step D SMF Actions SMF Actions FTPM 7 Step FTPM 7 Step FTPM 7 Step SMF Actions SMF Actions SMF Actions SMF Actions Weekly direct & C Weekly direct & Weekly direct & Weekly direct & Weekly direct & Weekly direct & indirect costs indirect costs indirect costs indirect costs indirect costs indirect costs Controllable Controllable Controllable Controllable Controllable Controllable M Attendance Attendance Attendance Attendance Attendance Attendance www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 65. Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea s lth tricS &S Me afet Misc y M Q Info CS D Suc M C QOS c Sto ess FS rie s n M tio Ac • Right Flap – Dept Health & Safety/Environmental Information • Plot areas of incidents/accidents-trends – Meeting Schedules • Wkly GL to foreman/Supt, Monthly to Area Mgr, Semi-annual to Plt Mgr and/or Director. – Cad-drawing with CIWG Success Stories noted (See next slide) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 66. SAFETY Environmental Department Board Zone A Zone B Zone C Zone D Zone E Zone F Data Hea i cs lth &S M et r S Misc afet y M Q Info CS D Suc M C QOS c Sto ess FS rie s n M tio Ac SAFETY (CURRENT SITUATION) SAFETY www.rightbrain.us.com timothyfowler@aol.com (PROBLEMS ADDRESSED) Cell (440) 728-HELP
  • 67. Zone Measurement Board Target Time Safety Quality Delivery Cost Morale First Aid Defects Lost Units Scrap Attendance Balance Board 8 Wastes Audits QAS PM Inventory Surveys Spider Chart DROT Actions Actions Actions Actions Actions www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 68. Zone Measurement Board Safety Quality Delivery Cost Morale First Aid First time visits, Lost time, plotted weekly Audits Weekly Walk-abouts by foreman and group leaders partnering with plant H&S personnel Actions Actions to Zone Safety Matrix www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 69. Zone Measurement Board Safety Quality Delivery Cost Morale Defects Nova C, FTT, Internal and External Indicators, QAS Stop button statistics, ISPC evidence and activities, Error-proofing, etc. Actions Quality Improvement 8D’s, Problem-solving and countermeasures www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 70. Zone Measurement Board Safety Quality Delivery Cost Morale Lost Units Zone contributions to area downtime…with corresponding pareto PM FTPM 7 Step progress by group Current PM completed % Actions Constraint ID and actions in zone to date…trended. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 71. Zone Measurement Board Safety Quality Delivery Cost Morale Scrap Weekly zone numbers trended Inventory Levels……SMF and Indirect Material activities (wip, min/max, marketplace) Actions Overline OT Matrix actions www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 72. Zone Measurement Board Safety Quality Delivery Cost Morale Attendance Daily attendance plotted (contributes to the weekly number on dept board.) Presenteeism/recognize perfect attendance Surveys CIWG evaluation/surveys issued, Suggestions received and implemented, Outstanding grievances with elapsed time Actions What the supervisor and group leaders are doing to improve morale www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 73. Zone Measurement Board Target Time Safety Quality Delivery Cost Morale Visual que to work equalization, dated with current and future state defined Balance Board 8 Wastes Excess Inventory, Transportation, Waiting, Over-processing, Over- Spider Production, Motion, Conveyance, Under Utilization of Employees Chart expertise. An individual’s pay will be reviewed every day….in DROT $ placing the DROT of the zone’s communication board the hope is he/she will also see the other pertinent information and look to give input. A DROT is like honey, so to speak, that will draw the operators to the board. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 75. Vision-What will we look like grown up! www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 76. High-Level Plan – From Corporate to the plant floor graphic www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 77. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP From graphic to roles and responsibilities
  • 78. Lean ‘System’ Arrows relation to Metric Scorecard www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 80. Horizontal/Vertical Organization www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 81. Quality and Delivery Wall www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 82. Dry-Erase Board Sample -Continuous Improvement Workgroups www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 102. Part 4 The Right (and Left) Stuff (the implications) www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 103. Cell (440) 728-HELP timothyfowler@aol.com www.rightbrain.us.com http://de.flash-screen.com/free-wallpaper/uploads/200702/imgs/1170853892_1024x768_homer-simpson-brain.jpg
  • 104. Part 4 – Right Stuff (the implications) Source: Lesley K Sword, Director, Gifted and Creative Services Australia Visual Thinking is Holistic. They work through material most thoroughly and efficiently in ‘fits and starts.’ They may often feel overwhelmed with confusion for a while, but understanding will often suddenly click. www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 105. Part 4 – Right Stuff (the implications) Source: Lesley K Sword, Director, Gifted and Creative Services Australia When the material does suddenly click in understanding, the holistic thinker not only sees the big picture, but see with a more clear and creative perspective than other thinkers. Often, holistic thinkers will take more time to understand information than other thinkers. However, their final understanding is more extensive www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 106. Visual-Spatial Thinking: Problem Finding & Solving Source: Lesley K Sword, Director, Gifted and Creative Services Australia “If I was explaining an issue to a visual thinker, they would immediately tell me the inherent problems they could see. A few minutes later, they would tell me how to solve these problems or several better ways to do it. This is what is meant by problem finding and problem solving.” www.rightbrain.us.com http://www.braintraininggames.net/images/bigstockphoto_Problem_Solving_Series_700575.jpg timothyfowler@aol.com Cell (440) 728-HELP
  • 107. Part 4 – Right Stuff (the implications) My own Focusing on End Results: Reality TV show, Your Right Brain's Gift to Goal Achievement yes! by Lynea Corson-Hadley , Sunday, 21 June 2009 After competing unsuccessfully in the 1974 Olympic decathlon, Gold Medalist Bruce Jenner took a life-size picture of the winner of the event and put a photo of his own face over the winners. In addition to following his usual training program, he viewed the picture of himself as the winner each day. He won the next Olympics in 1976. Source: http://www.womensmedia.com/grow/136-focusing-o n-end-results-your-right-brains-gift-to-goal-achievement.html www.rightbrain.us.com timothyfowler@aol.com Cell (440) 728-HELP
  • 108. Part 4 – Right Stuff (the implications) Right Brains are honored more in Eastern Cultures. They are seen as less smart because of the manner in which they process information. Visual Learners Communication-When right brains talk to you, they look at you while listening and look away to the left when answering a question. This is a brain shift from one side to another. This is not a sign of fabrication. They are listening with one side and now switch over for the response. www.rightbrain.us.com timothyfowler@aol.com http://www.suite101.com/content/right-brain-characteristics-a2607 Cell (440) 728-HELP