Facilitating Reflection for Learning, Improvement and Development

Presented By:

David Verble

Session Abstract:

Most know that Plan-Do-Check (or Study) -Adjust is the cycle (the engine) that drives problem solving and continuous improvement and process in Lean.  Many know that the engine runs best on facts obtained by seeing and hearing firsthand.  But, few realize (or at least practice)the most critical part of the PDCA cycle for experimentation and learning – Reflection on the differences between planned and actual outcomes and action that are found in Check or Study.

What is reflection?  We execute things like countermeasures, process changes, project plans and improvement strategies with the belief they will produce certain results.  Check is where we fins out what we have to show for our efforts.  But, the PDCA precess is not the same as trial and error where the only question in Check is usually, did we get the results we expected?  If the answer is “no” we typically drop the idea and move on to another.  Check in the PDCA cycle involves more than just looking to see what results we got.  We also want to learn how and why we got the results we did.  That is what reflection is – asking exactly what the results are and what sis we do or not do that produced those results.

This program will explore the nature and function of reflection and give you opportunities to learn about the basic skills for leading the process of reflection.

Learning Objectives:

These are the essential skills you will practice…

  • Leading the basic process of refection in one-on-one situations
  • Facilitating reflection of problem solving activity and rapid learning experiments
  • Facilitating reflection in plan versus actual reviews
  • Self-reflection as a way of leading continuous improvement
  • Asking the right question at the right time to prompt thinking
  • Using humble inquiry questioning to facilitate

Presenter Bio:

David applied his organizational skills at Toyota’s Georgetown, KY, plant where he worked in management and organizational development during the facility’s startup phase and beyond. During his 10 years at Toyota, David became the manager of Human Resource Development at Georgetown and then manager of Human Resource Development for North American Manufacturing at Toyota’s manufacturing headquarters in Erlanger, KY. Before his tenure at Toyota, David was responsible for organizational development as assistant to the Dean of the College of Education, University of Kentucky. He currently aids companies implementing lean through Lean Transformations Group.
For information on how to register for a Wednesday or Thursday workshop,
please email Jaclyn Dorsey… [email protected].