Alright, so where are we up to, we said that one of the things we wanted to do is make sure that people understand the basics of ci. So we've talked about doing some basic training, and having a test and I've given you some suggestions about what basic knowledge your team should have. And then I've talked about some slightly more jargony words and phrases that you might want to start using or at least help people to understand. What we're going to have a look at now is about giving people practice. Now that is absolutely a behavior because people are going to be doing stuff, but it also helps people to understand because they're getting involved in it themselves. So one of the best ways for people to understand ci is to get involved in it themselves.

So give people practice. So give people an opportunity to come up with ideas, talk about it to each other. And work on teams. First, they might be a junior member, eventually, they might lead a project. So you're just thinking about how to involve people. So the basic level of involvement is to give them the opportunity to come up with ideas.

Now put an ideas box there, some people hate ideas, boxes or suggestion boxes, and they would rather have other ways of getting people to contribute. And that's absolutely fine. There's lots of ways of doing it. In a business I worked at fairly recently, I decided that we didn't want an ideas box or a suggestion box because, you know, people just don't use it. So we got the team leaders to have a discussion with their teams and ask them how they would like to come up with ideas about improvement. And I'll give you one guess as to the suggestion they came up with Yeah, you've guessed it, a suggestion box.

So we are Did it with a suggestion box. And that actually works quite well, I think the way we did it was the right way because we asked them the best way for them to give us ideas. And that was the way that they came up with and they used it. So that worked in that case. So again, thinking about everybody understanding, not just the CIA theory and principles, but also the process they need to understand at your workplace in your team. So you need to communicate the process.

And then obviously, let people know what's happened. So let's look at communicating the process next. All right, so as a manager, you need to communicate to people what the process is to come up with ideas. And then obviously, to follow that through. Now, if you can work with your team members, like I mentioned before, about getting the teams together and saying, you know, how would you like to do this, that's great. But ultimately, you're going to need to decide the best way to make that happen.

So take suggestions from your team. Then agree the process and communicate them what that is. Okay then guys, so we're agreed then when you have an idea that you want to come up with, this is how you put the idea forward. And then what we'll do is this and then we'll do this and then we'll do this. So give people the process. I've mentioned the simple improvement process already have a business reasons.

So you're asking people to tell you why that needs improving. We'll do some current state analysis where we look at what's happening, we measure the effect and the root cause. We identify the goal or objective what we want to achieve. Identify the actions and plan. So what are we going to do to put it right, implement and then review. So communicate that and indeed train that I've already mentioned about training.

I think it's worth training out that process. at different stages of that process, individual members of the team will be involved in different ways. But let them know the end to end process so that they see where they fit in. And finally, on the area of making sure that your team understands the AI, and the processes involved, communicate what is happening, and what has happened. So make sure that people understand what happened, what is happening, and the results of that. So here's just a visual demonstration of that.

It's just stuff on the wall. Really, it's just showing people things like, you know, what were the actual numbers when we started, what was the data saying? We've got a fishbone diagram there, which we'll talk about a little bit later. That enables us to come up with root cause analysis of why things are happening, why we're wasting time or money. serials or efforts, and then we've got a SMART goal there the goal objective so by certain date we will have reduced the customer's lead time by such and such a percent. We've got a plan a project plan, which is a Gantt chart there of how we're going to put it right or what we're going to do.

And then we've got some results there so we can see what actually happens. So it's great if you can put the whole end to end project up on the wall, because that will help people understand what the process is, and what ci really is. They've seen it and they've got the evidence on the wall there. And of course, in the workplace itself. Of course, you can do other things to publicize what's happened. Like notice boards, newsletters, if you use electronic methods.

Now you can obviously use whatever collaboration software you've got, or even internets to publicize what's happened and the benefits and the story of that improvement. So it's right if you can tell that story