LEAN SIX SIGMA CANVAS: A Universal Problem Solving (UPS) Worksheet for Lean Startup, Lean Six Sigma, and Business Model ReInvention Projects

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Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Lean Six Sigma Canvas: Worksheet for Applying the DMAIC Cycle to Projects ConKnuously Maximize Customer Delight and Minimize Customer Pain

D: Define

M: Measure

A: Analyze

I: Improve

C: Control

Eliminate * Defects (Varia?ons) * Waste * Delays

Reduce * Cost * Errors; Mistakes; Rework; Accidents * Wai?ng Time; Delivery Cycle

Increase * Quality * Performance * Efficiency; Produc?vity; Reliability * Sales * Validated Learning

Create * Improved Processes * Products * Services * Supply Chains * Business Models * Strategies

What You Can Do Using

The Lean Six Sigma Canvas (Projects)


Disrup'on Spot

Luxury Spot

Strategic Choice

Blue Ocean:

Lean Six Sigma Canvas

Luxury Spot:

Six Sigma Methodology

DisrupKon Spot:

Lean Startup Method


TRADE-‐OFF MAP FOR THE LEAN SIX SIGMA CANVAS Resolve the Trade-‐off Between Quality and Cost (Waste)

(-‐): PAIN: Cost (Waste; Complexity; Time)

(+): DELIGHT:

Quality (Performance)

Key Valuable Not Valuable

INTRODUCING THE UNIVERSAL PROBLEM SOLVING (UPS)

CANVAS A One-‐Page Template That Unleashes the Ability of Humans to Solve Problems

Welcome to

A Collabora've Modeling Technique

That

Unleashes the Ability of Humans to Solve Problems:

Present, Organize, Evaluate, and Manage Ideas

Using

Just One Tool

Welcome to

The Collabora've Modeling Technique of

“CANVASING”

Which Involves Use of

The Universal Problem Solving (UPS) Canvas

THE UNIVERSAL PROBLEM SOLVING CANVAS IS

A LIFECYCLE IDEAS MANAGEMENT (LIM) TOOL:

The Universal Problem Solving (UPS) Canvas Is

A One-‐Page Template That Can Be Used For Collabora?vely Presen?ng, Organizing, Evalua?ng, and Managing Ideas

During the Lifecycle of a Business or Problem-‐solving Project

OUR MISSION Is

“To Help Promote

A Culture of Universal Problem Solving,

Innova'on, and Management

Especially in Local CommuniBes” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

HOW TO SYSTEMATICALLY USE THE UNIVERSAL PROBLEM SOLVING (UPS) CANVAS ConKnuously Maximize Customer Delight and Minimize Customer Pain

1 •  Print out a large template of the Universal Problem Solving (UPS) Canvas, e.g., a size of 24”x36”

2 •  Put the UPS Canvas on a wall or large table

3 •  Populate or complete, for example using Post-‐it notes, the 5 areas of the UPS Canvas


GALLERY OF GENERIC CANVASES

Visually Summarize, Present, and Use Problem Solving Methodologies for Maximizing Customer Delight and Minimizing Customer Pain

The World’s Greatest Innovators

And

Youngest Children

All Solve Problems Using One Template:

The Universal Problem Solving (UPS) Canvas

Universal Problem Solving (UPS) Canvas Universal Problem-‐Solving Cycle, Workflow, Language and PlaOorm for Maximizing Customer Delight and Minimizing Customer Pain

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Universal Problem Solving (UPS) Canvas: The 5 Areas of Universal Problem Solving ConKnuously Maximize Customer Delight and Minimize Customer Pain


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Project Management Canvas: The 5 Phases of a Project Management Cycle ConKnuously Maximize Customer Delight and Minimize Customer Pain

Solu?on-‐Planning

Execu?on (ImplementaBon)

Learning

Problem Discovery & Valida?on

Evalua?on (Control)


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Seven-‐Ques?on Canvas for Pitching, Organizing, EvaluaKng, and Managing Ideas in Any Project ConKnuously Maximize Customer Delight and Minimize Customer Pain

What?

How?

Why?

How Much?

Who?

Where?

When?


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DNA Canvas for Designing a System for Any Product, Service, or OrganizaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

N: Need

D: Design

A: AspiraKons


GALLERY OF METHOD-‐SPECIFIC CANVASES

Visually Summarize, Present, and Use Problem Solving Methodologies for Maximizing Customer Delight and Minimizing Customer Pain

canvas [kan-‐vuhs]

Noun q  a piece of closely woven cloth on which painKng is made

q  a holisKc problem-‐solving cycle, journey, or dashboard (New) Example: “business model canvas”; “personal development canvas”; “USA canvas”

Verb q  p.o.e.m.: present, organize, evaluate, and model ideas especially using a Universal Problem Solving (UPS) Canvas (New) Example: “canvas a system, business, or project”

canvaser [kan-‐vuhs-‐er]

Noun (New) q  a person or team who holisKcally covers objects

q  a person or team who uses the Universal Problem Solving (UPS) Canvas Example: “Christo is a canvaser, an arBst who canvases the uncanvasable”

“CANVAS” ANY PROBLEM SOLVING TOOL, METHODOLOGY,

DOCUMENT (PLAN), OR

PROJECT (TASK; JOB TO BE DONE)

THINGS THAT YOU CAN CANVAS

Ideas Products SoluKons Problems Documents

Objects/ Systems Places People Personal

Development Plans

Business Plans

Business Ecosystems

Projects

Business Models Strategies

10 PROBLEMS FACED BY EVERY ENTREPRENEUR, STARTUP, AND ESTABLISHED ORGANIZATION Why Some OrganizaKons Fail While Others Succeed

1.   Idea Genera?on Problems 2.   Business/Organiza?onal Planning Problems 3.   Value Proposi?on & Strategy Problems 4.   Business Execu?on/Performance Problems 5.   Product Innova?on and Improvement Problems 6.   Waste Elimina?on/Cost Reduc?on Problems 7.   Business Model and Ecosystem Problems 8.   Process Problems 9.   Supply Chain Problems 10.  Marke?ng & Sale/Customer Problems


Plan and Manage Holis?c Marke?ng

Create Value Proposi?on & Strategy

ConKnuously Innovate/Improve on Product/Customer Delight ConKnuously Reduce Waste

Document and Analyze Process Document and Analyze Supply Chain

Create Business/Organiza?onal Plan

ONE-‐PAGE PROBLEM SOLVING TOOLS

(CANVASES) FOR

BUSINESS LIFECYCLE

Jobs-‐To-‐Be-‐Done

Document and ReInvent Business Model

Generate Novel (Product/Business) Ideas

Manage Business Strategy & Performance

ONE-‐PAGE PROBLEM SOLVING TOOLS (CANVASES) FOR BUSINESS LIFECYCLE Overview of Jobs-‐To-‐Be-‐Done for ConKnuously Maximizing Customer Delight and Minimizing Customer Pain


Generate Novel (Product/Business) Ideas

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Brainstorming Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Generated Ideas

Situa?on/Context/Challenge/Ques?on

Evalua?on

Based on Alex Osborn’s technique of Brainstorming Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Lean Startup Game (LSG) Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Generated Ideas


EvaluaKon

Product/Service

(Minimum Viable Product/

Landing Page/ Mock-‐up/Prototype/ Pilot (DraX) SoluBon/ Complete SoluBon

Based on Alex Osborn’s technique of Brainstorming and Eric Ries’s book, “The Lean Startup” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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SCAMPERR Crea?vity Canvas for GeneraKng and Improving Ideas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Generated Ideas

Principle q  SubsKtute q  Combine q  Add (Adapt) q  Modify q  Put to other

use q  Eliminate q  Reverse q  Rearrange


Based on Bob Eberle’s technique of SCAMPER

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Lateral Thinking Canvas for Thinking Different ConKnuously Maximize Customer Delight and Minimize Customer Pain

Generated Ideas

Techniques q  ProvocaKon q  Random

Objects q  Concept Fan q  Essence q  PMI q  Challenge q  Six Thinking

Hats q  Parallel

Thinking

Situa?on/Context/Challenge/Ques?on (ExisBng; Status Quo; “As Is”)

Based on Edward de Bono’s Methodology of Lateral Thinking Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Brand Disrup?on Canvas for CreaKng DisrupKve Ideas, Products, and Brands ConKnuously Maximize Customer Delight and Minimize Customer Pain

Disrup?on (“To Be”/Future)

Conven?on (“As Is”/Present)

Vision

Based on Jean-‐Marie Dru’s book, “DisrupKon” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Value Factors Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Pain Factors q  Cost (Price) q  Complexity q  Inaccessibility q  Unavailability q  Inconvenience q  Time (Delay) q  Risk

Delight Factors q  Revenue (Sale); Profit; Reward q  FuncKonality; VersaKlity q  Performance q  Quality q  Brand (Status; Aura)/Novelty/Newness/DifferenKaKon q  InteracKvity q  CustomizaKon

(Trade-‐off)

Value


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Empathy Map Canvas: Worksheet for Understanding and Designing Customer Experience ConKnuously Maximize Customer Delight and Minimize Customer Pain

Based on Xplane’s Empathy Map: www.xplane.com

Pain q  FrustraKons q  Obstacles/Constraints q  Fear/Uncertainty/Doubt q  Risks

Gain q  AspiraKons q  Needs/Wants q  Goals/ObjecKves/Strategies/TacKcs q  Success Criteria (Rewards)

Customer

Hearing Seeing

Persona

(Trade-‐off)

Adapted by Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Thinking &

Feeling

Saying &

Doing

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Disadvantages-‐Advantages Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Disadvantages

Advantages


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Force Field Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Forces Against

Forces For

Based on Kurt Lewin’s technique of Force_Field Analysis Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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SWOT Analysis Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

W: Weaknesses

T: Threats

S: Strengths

O: OpportuniKes


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TRIZ Canvas ConKnuously Maximize Customer Delight and Minimize Customer Pain

Specific Solu?on

Harmful Effect (Weakness; Disadvantage)

Useful Effect (Strength; Advantage)

Ideal Final Result (Ideality): Zero Trade-‐off

Generic Solu?on

Specific Problem (ContradicBon; Trade-‐off)

Generic Problem (Dilemma)

(ContradicKon/ Trade-‐off)

Based on Genrich Altschuller’s Methodology of TRIZ (“Theory of InvenBve Problem Solving”) Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Create Business/Organiza?onal Plan

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Business Plan Canvas: Worksheet ConKnuously Maximize Customer Delight and Minimize Customer Pain

Mission/Vision

Goals

Objec?ves

Strategies

Targets

Cost

Revenue


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Triple Borom Line Canvas: Worksheet for Financial, Social, and Environmental Viability ConKnuously Maximize Customer Delight and Minimize Customer Pain

Shared Value/Mission/Vision

Goals

Objec?ves

Strategies

Targets

Pain (Cost; Disadvantages)

Delight (Benefit; Advantages)

q  Financial q  Social q  Environ.


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Discovery-‐Driven Plan Canvas: Worksheet for Managing Highly Risky Projects in Business ConKnuously Maximize Customer Delight and Minimize Customer Pain

Success Criteria (ROI; Profit; Purpose; Validated Learning)

Objec?ves

Opera?ng Specifica?ons

Unit of Business No. of Units

Assump?ons

Cost

Revenue

Key Metrics

Milestones (Deliverables)

Customer Segment (Market)

Consump?on Chain

Compe??on (Industry

Benchmarks)

Based on Rita McGrath and Ian MacMillan’s book, “Discovery-‐Driven Growth” Adapted by Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Marke?ng Strategy

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“Gesng to Plan B” Canvas: Worksheet for Managing “Pivots” in Business Projects ConKnuously Maximize Customer Delight and Minimize Customer Pain

Success Criteria (Gross Margin Model; Vision; Grand Leap of Faith; IPO; Profit; Findings; Insights)

Pain (Cost)

q  Opera?ng Model

q  Investment Model

Delight (Revenue)

q  Revenue Model

q  Working Capital Model

Key Metrics

Customer Segment (Market)

Channel/ CRM

Environment (Industry)

q  Analogs

q  AnKlogs

Based on John Mullins & Randy Komisar’s book, “Geqng to Plan B” Adapted by Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Leaps of Faith (QuesBons/ AssumpBons)

Hypotheses (Falsifiable Results)

Product/Service/Organiza?on

Create Value Proposi?on & Strategy

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Strategic Organiza?onal Development Canvas: Worksheet for Value ProposiKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Value Proposi?on

Customers

Top 3 Features (Product/Service)

Top 3 Problems

Pain (Cost)

Delight (DifferenKaKon; Revenue)

Product

(Minimum Viable Product/ Landing Page/

Mock-‐up/Prototype/ Pilot (DraX) SoluBon/ Complete SoluBon


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Value Net Canvas: Worksheet for CreaKng CoopeKKon Strategy ConKnuously Maximize Customer Delight and Minimize Customer Pain

Suppliers

Complementors

Customers

Compe?tors (SubsKtutors)

COMPANY

Based on Adam Brandenburger and Barry Nalebuff’s book, “Co-‐opeKKon” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Industry Arrac?veness Canvas: Worksheet for CreaKng CompeKKve Advantage Strategy ConKnuously Maximize Customer Delight and Minimize Customer Pain

Cost

Differen?a?on

Bargaining Power Of

Suppliers

Threat of New Entrants

Bargaining Power Of

Customers

Threat of Subs?tute Products

INDUSTRY RIVALRY

Trade-‐off (Strategy)

INDUSTRY ATTRACTIVENESS (Margin; CompeKKve Advantage)

Based on Michael Porter’s book, “CompeKKve Strategy” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Blue Ocean Strategy Canvas: Worksheet for CreaKng Blue Ocean Strategy ConKnuously Maximize Customer Delight and Minimize Customer Pain

BLUE OCEAN: Uncontested Market Space Where CompeBtors Are Irrelevant

Blue Ocean (“To Be” Industry: Value Factors)

Goals/Objec?ves (Value ProposiKon)

Strategy (Canvas) Value InnovaKon

Tac?cs/4 Ac?ons q  Eliminate q  Reduce q  Increase q  Create

Cost

Value (DifferenKaKon; Revenue)

Red Ocean (“As Is” Industry:

Value Factors/Strategy Canvas)

Based on W. Chan Kim and Renee Mauborgne’s book, “Blue Ocean Strategy” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

(-‐) Cost (+) Revenue

Value Chain Canvas: Worksheet for DocumenKng and Analyzing Value Chain ConKnuously Maximize Customer Delight and Minimize Customer Pain

Opera?ons

Inbound Logis?cs

Procurement

Human Resource Management

Technology Development

Firm Infrastructure

Outbound Logis?cs

Service

Marke?ng & Sales

PROFIT MARGIN

Based on Michael Porter’s book, “CompeKKve Advantage” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Manage Business Strategy & Performance

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Balanced Scorecard Canvas: Worksheet of 4 PerspecKves for Performance Management ConKnuously Maximize Customer Delight and Minimize Customer Pain

Process

Learning & Growth


Customer

Financial

Based on Robert Kaplan and David Norton’s book, “The Balanced Scorecard”

ConKnuously Innovate on Product

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Lean Startup Cycle Canvas: Build-‐Measure-‐Learn Feedback Loop for ConKnuous InnovaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Ideas

Product

Data

Customer Problem Discovery & ValidaKon (Customer Development:

“Get Out Of the Building” or “OrganizaBon”)

Based on Eric Ries’s book, “The Lean Startup” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Document & ReInvent Business Model

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Four-‐Box Business Model Canvas: Worksheet for Business Model DocumentaKon & InnovaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Key Processes

Key Resources

Customer Value Proposi?on

Profit Formula

Based on Mark Johnson’s book, “Seizing the White Space” Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Nine-‐Box Business Model Canvas: Worksheet for Business Model DocumentaKon & InnovaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Key Ac?vi?es (KA)

Key Partners (KP)

Key Resources (KR)

Value Proposi?on (VP)

Customer Rela?onships

(CR)

Channels (CH)

Customer Segments

(CS)

Cost Structure (C$)

Revenue Streams (R$)

The Big “Yellow” Building Blocks of the TacBcal Universal Problem Solving Canvas are adapted from The Business Model Canvas (www.businessmodelgeneraKon.com) and is licensed under the CreaKve Commons A=ribuKon-‐Share Alike3.0 Un-‐ported License

Environment (Global)

Tac?cal Org. Development Canvas 1: Worksheet for Business Model DocumentaKon & InnovaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Key Ac?vi?es (KA)

Key Partners (KP)

Key Resources (KR)



(CR)

Channels (CH)

Customer Segments

(CS)



Engagement: /AcquisiKon:

AcKvaKon:

RetenKon:

Revenue:

Referral:

Staffing Cost:

Customer AcquisiKon Cost:

Equipment/Infrastructure/Facility Cost:

DistribuKon/LogisKcs Cost:

Material/Info’ Cost: (-‐): PAIN (COST) Cost Structure (C$)

(+): DELIGHT (BENEFIT) Revenue Streams (R$)

Shared Value (PROFIT; Customer Experience)

Tac?cal Org. Development Canvas 2: Worksheet for Business Model DocumentaKon & InnovaKon ConKnuously Maximize Customer Delight and Minimize Customer Pain

Key Ac?vi?es (KA)

Key Partners (KP)

Key Resources (KR)



(CR)

Channels (CH)



Engagement: /AcquisiKon:

AcKvaKon:

RetenKon:

Revenue:

Referral:

Staffing Cost:

Customer AcquisiKon Cost:

Equipment/Infrastructure/Facility Cost:

DistribuKon/LogisKcs Cost:

Material/Info’ Cost: (-‐): PAIN (COST) Cost Structure (C$)

(+): DELIGHT (BENEFIT) Revenue Streams (R$)

Shared Value (PROFIT; Customer Experience)

Customer Segment (CS)

Persona

Hearing Seeing

Thinking &

Feeling

Saying &

Doing

Document and Analyze Process

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SIPOC Process Canvas: Worksheet for DocumenKng & Analyzing a Process ConKnuously Maximize Customer Delight and Minimize Customer Pain

P: Process

O: Output

C: Customer

S: Suppliers

I: Inputs

Based on the technique of the SIPOC Process Map Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

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Fishbone Canvas: Worksheet for Root-‐cause (Fishbone) Analysis ConKnuously Maximize Customer Delight and Minimize Customer Pain

Process/ Method

Supplies/ Inputs/ Materials

Employees/ Management/

People

Machinery/Tech-‐nology/Infra’

Offer (Product/Service)

Channels/ Communica?on

Customers/ Consumers


Pain (Cost)

Delight (Benefit; DifferenBaBon; Revenue)

Effect (Vision; Profit; Customer Experience)

Based on the technique of the Fishbone Diagram Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Document and Analyze Supply Chain

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Supply Chain Canvas: Worksheet for DocumenKng and Analyzing Supply Chain (Ecosystem) ConKnuously Maximize Customer Delight and Minimize Customer Pain

Process/Strategy

Suppliers/Inputs/ Partners

Employees/Brand/ IP

Machinery/Tech-‐nology/Infra’

Offer (Product/Service)

Retailers/ Channels/CRM

Customers/ Consumers


Pain (Cost)

Delight (Benefit; DifferenBaBon; Revenue)

Shared Value (Vision; Profit; Customer Experience)

q  Financial q  Social q  Environ.

Based on the technique of the Supply Chain Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Plan and Manage Holis?c Marke?ng

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MegaMarke?ng (13P) Canvas: Worksheet for HolisKc MarkeKng ConKnuously Maximize Customer Delight and Minimize Customer Pain

Process

Partners

People

Place

Product

Price

Packaging

Promo?on

Persona

Problem

Public Rela?ons

Profit

Performance

Based on the technique of MarkeBng Mix Copyright 2013. Dr. Rod King. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing

Lean Six Sigma Canvas: A Universal Problem-‐Solving Template ConKnuously Maximize Customer Delight and Minimize Customer Pain

Six Sigma Process (Waterfall or Tollgate Process (DMAIC):

Define-‐Measure-‐Analyze-‐Improve-‐Control) Outcomes: Zero Defect; Zero Waste; Just-‐In-‐Time Delivery

Lean Startup Process (Rapid IteraKve Process (BML): Build-‐Measure-‐Learn) Outcomes: Validated learning; Scalable business model

Lean Six Sigma Canvas Goal: ConBnuously Innovate on Products, Improve Quality, Reduce Waste, and ReInvent Supply Chain (Business Model)

Process: Problem-‐Plan-‐Build-‐Measure-‐Learn Key Tool: Universal Problem Solving (UPS) Canvas

Outcomes: Accelerated Learning; Integrated Body of Knowledge

Six Sigma Projects (SystemaKcally opKmize, improve, and/or renew

supply chain as well as gain compeBBve advantage)

Lean Startup Projects (Rapidly discover, validate, and scale viable supply chain as well as gain adapBve advantage)

Business Model ReInvenKon

(ConKnuous Waste ReducKon)

ConKnuous Product InnovaKon

Improvers Innovators

Deliberate Planning: VerKcal/SystemaKc/“Classical

Music”/Risk-‐averse Culture

Wicked (Unpredictable/Novel/Open/ Change/Faith-‐based) Outcomes

Tame (Predictable/RouBne/Closed/ Stability/Fact-‐based) Outcomes

WICKED PROBLEMS TAME PROBLEMS

ConKnuous Quality Improvement

Emergent Planning: Horizontal/Organic/“Jazz”/ Experimental (Failing-‐fast) Culture

PROBLEMS



CreaKve Commons License. [email protected] & h=p://businessmodels.ning.com & h=p://twi=er.com/RodKuhnKing VDD University for Leaders, Managers, and Entrepreneurs

MISCELLANEOUS q Lean Innovate SaLone Canvas q AspiraKon (Trade-‐off) Map q Lean Startup Cockpit: Canvas of

Past, Present, and Future (StaKc) Canvases

SUPPLY CHAIN MANAGERS q Supply Chain Canvas

INDUSTRY ANALYSTS q  Industry A=racKveness Canvas

PERFORMANCE MANAGERS q Balanced Scorecard Canvas

LEAN QUALITY IMPROVERS q Six Sigma Canvas q Lean Six Sigma Canvas q SIPOC Process Canvas q Fishbone Canvas

UNIVERSAL PROBLEM SOLVING

(UPS) CANVAS For Everyone

Customized Worksheets

PLANNERS AND STRATEGISTS q Business Plan Canvas q Blue Ocean Strategy Canvas q Discovery-‐Driven Canvas q Strategy Map Canvas q Strategy Diamond Canvas

IDEA GENERATORS/ PRODUCT INNOVATORS q Brainstorming Canvas q SCAMPERR CreaKvity Canvas q Five-‐QuesKon Canvas q Brand DisrupKon Canvas q Classic Lean Startup Canvas q DNA Canvas; TRIZ Canvas

BUSINESS MODEL REINVENTORS q Four-‐Box Business Model Canvas q Nine-‐Box Business Model Canvas q Value Chain Canvas q Value Net Canvas q MegaMarkeKng (13P) Canvas

UNIVERSAL PROBLEM SOLVING (UPS) CANVAS for Everyone ConKnuously Maximize Customer Delight and Minimize Customer Pain

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The One-‐Page Problem Solving Canvas

“Whatever Problem You Have In Business, There’s a Canvas For It”