A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.

2. Lean Thinking Practices
Explore
Do
Check
Act
Standard
Do
Check
Act
Plan
Do
Check
Act
Check
Act
Plan
Do

3. Lean Thinking Practices
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Explore
Do
Check
Act
Standard
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
3 Ways of Looking at the Lean Cycles of
CAP-Do – SDCA – PDCA - EDCA
1. As Tools
2. As Structure
3. As Patterns of Behavior

4. Lean is Simple: Find a Problem, Solve a problem
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA Standard
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
Existing Company
• Capture what we are doing
• Create Standard Work
• Improve/regain a standard
• Try something new

5. Lean is Simple: Explore an Idea, Scale What Works
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Explore
Do
Check
Act
Check
Act
Plan
Do
PDCA
EDCA
Startups:
• Confirm our intentions
• Explore our ideas
• Test with Learning Launches
• Standardize what works

6. Lean is Simple: Start with the Known
Standard
Do
Check
Act
Explore
Do
Check
Act
Plan
Do
Check
Act
CAP-Do
SDCA
Check
Act
Plan
Do
PDCA
EDCA
Marketing Experiments:
• Confirm our intentions
• Determine use of existing
• Test Learning Launches
• Explore new ideas

7. Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
7 Step Hierarchy of Toyota Supplier Partnering

8. 7 Step Hierarchy of Toyota Supplier Partnering
• Shared Lessons, PDCA, Cost Reduction
Kaizen & Learning
• VA/VE, Supplier Develop, Study Groups
Joint Improvement
• Data Collect, Common Language, Timely Communications
Information Sharing
• Eng. Excellence, Operation. Excellence, Problem Solving
Compatible Capabilities
• Measures, Feedback, Target Pricing, Cost Management
Control Systems
• Alliance, Interdependence, Parallel Sourcing
Interlocking Structures
• Trust, Respect, Mutual Prosperity, Genchi Genbutsu
Mutual Understanding

9. Mutual
Understand
Interlock
Structure
Control
Systems
Compatible
Capabilities
Info
Sharing
Joint
Improve
Kaizen &
Learning
Current
Condition
Target
ConditionWhere would you be along path?

10. 1 to 1 Integrated
Solo Selling
1 to Many Interdependent
Team Selling
Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
7 Step Hierarchy of
Toyota
Self-Actualization
Personal Esteem
Social Acceptance
Security
Physical Comfort
Salesperson/Acct. Manger
oversees integrated actions
Salesperson coordinates direct
relationships between Orgs
1 to many: Salesperson to Different
Departments
1 to 1: Salesperson to Buyer
Integrated, Realization
of fullest potential
Interdependent: Valued
by both sides
Cooperative: Reduced
risk, Forecasting
Basic: Operational,
Efficient transactions
Desire of
Organizations
MaslowRole/Responsibility of
Salesperson

11. Kaizen & Learning
Joint Improvement
Information Sharing
Compatible Capabilities
Control Systems
Interlocking Structures
Mutual Understanding
Integrated
Solo Selling
Interdependent
Team Selling
1 to Many

12. Do: Co-evolving: embody
the new in ecosystems that
facilitate acting from the
whole.
Check: Co-initiating:
uncover common intent
stop and listen to others
ACT: Co-sensing: observe
and connect with people
and places to sense the
system from the whole
Plan: Co-creating:
prototype the new in living
examples to explore the
future by doing
Learning by reflecting on the
experiences of the past
Learning from the future as it
emerges
Do Check
ACTPlan
HOW TO Reflect (CAP-Do)

13. Do Check
ACTPlan
Do Check
ACTPlan
HOW TO Reflect (CAP-Do)

14. Do Check
ACTPlan
HOW TO Reflect (CAP-Do)
What resources will we need?
People, Time, Money, Skill
• Find Owners
• Keep Score
• Prioritize
What key questions do we
need to ask and answer?
• Develop Review
• Collect Data
• Improve Plan
How will we know success
and for whom? What are the
new measures of success?
• Monitor Progress
• Collective Action
What is our minimum
trial? What will we learn?
• Customer Needs
• Determine Drivers
• Define Indicators

15. Do Check
ACTPlan
HOW TO Reflect (CAP-Do)
P: Pause (Presencing)/Plan
• Are the stories clear, concise and relevant?
• Stories created in Check = Act (Divergent views are
important)
• Isolate and group key assumptions
• Decide what to: Stop, Continue, Do Different, Start

16. Do Check
ACTPlan
HOW TO Reflect (CAP-Do)
D: Do (Enact our Decision)
• Stop what we don’t want to do
• Create Standard Work for what not to change (SDCA)
• Create Hypothesis for what to change (PDCA)
• Create Plan to start something new (EDCA)

17. HOW TO Reflect (CAP-Do)
D: Do (Enact our Decision)
• Stop what we don’t want to do
• Create Standard Work for what not to
change (SDCA)
• Create Hypothesis for what to change
(PDCA)
• Create Plan to start something new
(EDCA)
SDCA
Decisions
EDCA
Dilemmas
PDCA
Problems
Complexity
Uncertainty

18. HOW TO Reflect (CAP-Do)
SDCA
Decisions
EDCA
Dilemmas
PDCA
Problems
Complexity
Uncertainty
Integrated
Solo Selling
Interdependent
Team Selling
1 to Many

19. HOW TO CREATE STANDARDS (SDCA)
Act Std.
DoCheck
• Commitment – Level of commitment is
expected from the individual
• Connection – A path for support through
conversation is provided (Andon)
• Clarification – Minimum standard is explicit
• Visualization – Line of Sight
• No Budget = No Standard
• No Documentation = No Standard
• No Strategy

20. Act Explore
DoCheck
HOW TO EXPLORE (EDCA)
• Creativity: Envision past ideas to structure,
adapting to changes, learning new ideas
• Conviction: Deep sense of purpose with the
ability to sustain interest and effort in a long-
term goal
• Challenge: Offers unique perspectives from
customer’s viewpoint based on their value
and economic drivers

21. Act Explore
DoCheck
HOW TO EXPLORE (EDCA)
Evaluate Differently, Not Less:
How well plan is executed not the outcome
• Sufficient time into planning and analyzing?
• Are experiments well constructed? Meet the
notion of a minimum viable experiment.
• Are predictions getting better?
• Are the unknowns (dilemmas) well thought out?
• Are changes based on facts or opinions? Are we
facing facts quickly and decisively?

22. The Importance of EDCA
Time
Revenue & Product
Innovate
InnovateDisruptive Innovation
• Design Thinking
• Blue Ocean
Incremental
• Red Ocean
EDCA
• What is your core value stream?
• What is the job being done?
• What is your promise?
• How will you learn?
• What will do differently?

23. Act Plan
DoCheck
HOW TO IMPROVE (PDCA)
• Concern: Locate the point of concern or
cause through Who, What, Where, When
• Cause: Identify root cause verifying with data
• Countermeasure: · Develop countermeasures
utilizing user stories and place on visual
board, prioritize

24. Determine Sales/Marketing Current State
Empower Customers, Engage Prospects, Explore New (work from right to left)
1. Define a value stream based on core product/service
and capabilities
2. Complete blue section for key accounts &
corresponding green for ourselves
3. Cluster key accounts with other similar customers
within value stream
4. Complete blue section for value stream &
corresponding green for ourselves
5. Reflect on the process (CAP-Do) and create standard
work (SDCA).

25. Explore
(Pre-
Purchase)
Engage
(Purchase)
Empower
(Post-
Purchase)
Future
Who your
Customer wants
to become
Place/Platform
(Environment)
Place/Platform
(Environment)
Place/Platform
(Environment)
Product/Service
(use of Product)
Job we were
hired to do
Job they wanted
done
People (Users)People (RAPID)
People
(Explorers)
Process (Interpret
Value)
Process (How
they Decide)
Process (How
they become
aware)

26. Explore
(Pre_Purchase)
Engage
(Purchase)
Empower
(Post_Purchase)
Future Customer
Who will we
become
Marketing
Process
(Extend/Empower)
Marketing
Process
(Establish Value)
Marketing Process
(Create
awareness)
Product/Service
(What did we
Provide)
Product/Service
(What did we
Propose)
Product/Service
(What did we
Promise)
People
(Supporters)
People
(Salespeople)
People
(Marketers)
Place/Platform
(Environment)
Place/Platform
(Environment)
Place/Platform
(Environment)

27. Determine Sales/Marketing Current State
Empower Customers, Engage Prospects, Explore New (work from right to left)
1. Define a value stream based on core product/service
and capabilities
2. Complete blue section for key accounts &
corresponding green for ourselves
3. Cluster key accounts with other similar customers
within value stream
4. Complete blue section for value stream &
corresponding green for ourselves
5. Reflect on the process (CAP-Do) and create standard
work (SDCA).

28. Existing Customers with
New Needs (PDCA)
New Customers with
New Needs (EDCA)
Existing Customers with
Existing Needs (SDCA)
New Customers with
Existing Needs (PDCA)
Clusters

29. PDCA: Existing
Customers with New
Needs
EDCA: New
Customers with New
Needs
SDCA: Existing Customers with Existing Needs
PDCA: New Customers
with Existing Needs
Lean
Re-Sell
Re-Gain
Retain
Renew
Refer

30. PDCA: Existing
Customers with New
Needs
EDCA: New Customers with New
Needs
SDCA: Existing
Customers with
Existing Needs
PDCA: New Customers
with Existing Needs
Lean

31. HOW TO Reflect (CAP-Do)
D: Do (Enact our Decision)
• Stop what we don’t want to do
• Create Standard Work for what not to
change (SDCA)
• Create Hypothesis for what to change
(PDCA)
• Create Plan to start something new
(EDCA)
SDCA
Decisions
EDCA
Dilemmas
PDCA
Problems
Complexity
Uncertainty

32. Funnel of Opportunity
Step 1:
Key Customers
Step 2:
Outcome Base
Mapping
Step 3:
Our Promise
Step 4:
Events/
Moments
Step 5:
Sales/Market
Activities
Step 6:
Branding
Step 7:
Resources
Investments
Step 8:
Cluster
Step 9:
Co-Create
Vision
Step 10:
Identify
Adjacencies
Step 11:
Listening &
Learning
Step 12:
Sustain &
Grow

33. Applying Kata (Deliberate Practice) to the Cycles of Lean

34. SDCA
PDCA
EDCA
CAP-
Do
Create a Learning Organization
Reflection
Lean Thinking Practices