"The best way to predict your future is to create it! Abraham - - PowerPoint PPT Presentation
"The best way to predict your future is to create it! Abraham Lincoln Welcome And Introductions MLC Overview Red Bead Gemba walks Gemba walk at Subway Long term Lean planning and Hoshin Leaders Standard Work
"The best way to predict your future is to create it!”
Abraham Lincoln
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History House Lean How it differs 8 Wastes Standard Work PDCA/PDSA Poke Yoke 5S Kaizen Auditing
Value stream
Mapping
Kanban Heijunka SMED Visual Management One-Piece Flow Facility
Assessments
Facilitation
Long Term Vision Planning Process variation Hoshin Planning Gemba Walks Daily Employee Engagement Leader Standard Work
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– with dialogue, Policy Deployment (nemawashi) – and setting challenging expectations at the individual level
– Standard Work, Kaizen, Kanban, Stop-the-Line (Andon), 5S as tools that truly empower – Learning, Development & Hoshin as broader systems
– by demonstrating knowledge of the whole system – by getting into the messy details on the shopfloor – by coaching and teaching
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Current state
1.
Mgrs in passive role
2.
Unprepared to participate
3.
Low confidence in lean knowledge
4.
Uncomfortable discussing lean
5.
Feeling incompetent in gemba
6.
Marginal value, check-the- box exercise
Customer focused future
1.
Mgr-driven experience
a.
Get the answer, ace the test
2.
Good prep, mgrs ready to participate and lead
3.
Confident observer in gemba
4.
Competent in lean management system
5.
Comfortable coaching lean management in gemba
6.
Valued, enjoyable investment
Respect for People and their Workplace, Including Self
Go And See Set an Example
Leading, Getting Feedback, Developing, Planning, Improving
Engage Team, Think and Communicate Together Set an Example
Review A3s, Control Charts, One Pagers - Show Them Yours Too
Key Measures, KPIs Adapt Plan and Actions (PDCA) Set an Example
Questions to Engage Them and Adapt The Plan
See next page
What problems did we face during the last work day (or shift)? What can we do to solve these problems? What tasks do we have to achieve today? How are we organized to achieve that workload? Are there any important issues that may affect the jobs today? What are your desired outcomes? Are there any special events planned today? How can I help you? Who can we be more successful in improvement? Frontline - Process, Problem Solving, Elimination of Waste Mid-Level - Resources, Team Development, Unevenness, Overburdening Executive - Systems, Strategic, Unevenness
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Key Measurable (or Metric) = KPI = Key Performance Indicator CSF = Critical Success Factor Efficient = Doing things right Effective = Doing the right things
Policy Deployment The Key Influences of the success of the business. A business measure that focuses action. Not one or the other, we must have BOTH
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Continuous improvement focuses on obstacles that
Hoshin Planning focuses on larger roadblocks in the
Hoshin Kanri
Also known as “Policy Deployment”
Lean Operating System Business Operating System
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Start at the top by defining goals & strategies Translate to Key Measures at each level Means of linking Lean strategy to Lean tactics Organizational alignment and engagement is required Feedback from vertical and horizontal dimensions
Gemba walks by Leaders ensure the Lean strategy is
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WWII Ends 1950 - 1955: Deming
and others work intensely with Japanese industrial leaders on statistical quality & methods
1965:
Bridgestone Tire publishes report on Deming Prize planning techniques.
1980: Hoshin
Planning comes to U.S. via Hewlett Packard’s Japanese division.
Mid-1990’s:
Magna-Donnelly
Hoshin Planning
1955:
Documented first by Yoji Akao
1950: Deming
and Ishikawa present reports to Japanese industrial leaders
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Began in Japan based on the teachings of Deming and
Documented by Yoji Akao, who also created Quality Function Deployment
System of management in which the strategy is passed
And adapted by many others
It is implemented across all areas and is linked to
Hoshin planning began in the US in the early 80’s with
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Creates value through increased alignment, focus, and priority
clarification.
Is a methodology driven by data and supported by documentation. Focuses the company’s efforts on the critical few issues impacting
success.
Is a system of forms and rules that provides structure to the
planning process.
Encourages employees and leaders to analyze situations, create
plans for improvement, conduct performance checks, and take appropriate action.
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What is our aim? Who do we serve? What are the priorities? Who is responsible for what? How do we measure success?
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Lack of Long Term Aim and Purpose
The purpose of planning is to create a planning mind-set
more than to deliver a plan - Dwight D. Eisenhower
Lack of System View Failure to Plan Rigid Adherence to Plan Failure to See Changed Environment
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Describes the desired future Creates purpose and meaning to inspire us Creates the context for goal setting – to discipline us Timeless, but regularly reviewed – to remind us Adaptable to the environment, yet constant All stakeholders should see how it serves them The visions for the company, departments, teams, and individuals should
align and mesh into one
Remember the Abraham Lincoln quote: “The best way to predict your future is to create it!”
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Often based on SWOT or SOAR analysis by Internal and External resources Basic Question: “In the next 10-25 years what must we
SMART Goals
Simple – Measurable – Accountable – Realistic –
Timely
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Start with a verb. Clarify what you want to change. Clarify the baseline. Finish with a time constraint. Clarify the finish line.
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Overview of an operating system e.g. Hoshin Kanri Review of the Key Measures for the
Identification of Key Measurements for individual
Outline implementation plans
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Keep track of overall performance Systemic, holistic approach Facilitate Continuous Improvement Collect data in a standard form that can be easily analyzed and
reviewed
Use structured and disciplined Problem Solving and Decision Analysis
approach
Verify effectiveness of activities Integrates concepts of systems thinking with sales, engineering,
shopfloor, shipping and leadership
And Supplier base too
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Objective 1.1 Objective 1.2 Objective 1.3
Objective 1.1.1 Objective 1.1.2 Objective 1.1.3
Objective 1.1.1.1 Objective 1.1.1.2 Objective 1.1.1.3
Objective 1.2.1 Objective 1.2.2 Objective 1.2.3
Objective 1.3.1 Objective 1.3.2 Objective 1.3.3
Objective “X” Objective “X” Objective “X”
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significant few from the trivial many.”
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Three types:
Business Fundamental
e.g. revenue, gross margin, turnover
Annual Objective – In place for a single planning
Development Objective – To put a process or system
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Specific course of action that will lead to the
Supported by one or more detailed action
Essential elements:
Why What When Who
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Progress is reported, help is offered, changes
Part of PDCA – “You get what you check.” Cascades up; team, function, corporation Part of planning calendar – no surprises
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EVENT Thinking = Focus on Random, Disjointed Events,
PATTERN PATTERN PATTERN PATTERN PATTERN PATTERN
PATTERN Thinking = View of repeating issues, patterns of events or problems
-------------------------------- SYSTEM -------------------------------
SYSTEMS Thinking = Seeing the entire process (Value Stream) as a
connected series of interactions and its impact across functional lines
PARALLEL Thinking = Review of systemic challenges as a team, thinking together
in the same ways at the same time (Edward de Bono - Six Hats Thinking Hats)
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Financial and non-financial measures
These are also called LEADING and LAGGING indicators
LEADING = a predictive measure that causes, influences or supports
LAGGING = historical. e.g., financial measures are after the fact of
costs or revenues and historical in nature, what already happened.
Relate to the strategic measures of success Communicate the strategy Need feedback mechanism
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Compared to the PDSA/PDCA Cycle
GAIN KNOWLEDGE APPLY KNOWLEDGE CONTINUE TRANSFORMATION
START PHASE START TASK
THEORY + EXPERIENCE = KNOWLEDGE
There are a number of dependencies between the Phases and Tasks which are not depicted. Read books, papers, see videos, and
In not, then either theory
misleads us. Develop theories and test them in
If theory and experience match, then we have a better theory, after many tests, we have knowledge Then, we can use knowledge to improve
Do the results match the theory?
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We PLAN what we want to accomplish over a period of time and what we will do to get there. We DO something that furthers the strategies and goals developed in our plan.
Action Plan Do Check or Study
We CHECK (Study) the results of our actions to make sure we achieve what we plan. We ACT by developing procedures to ensure our plans continue to be successful and by changing what is needed to achieve the initial goals.
> Plan the
> Ask questions, make predictions > Plan what, where, when and who to implement the cycle Ron Moen’s article with Cliff Norman on the Deming Cycle has expanded our views of the PDSA learning and improvement cycle. > Carry out the plan. > Document problems and unexpected
> Begin data analysis > Analyze the data completely. > Compare data to predictions > Summarize learning
> Adopt the change. > Adapt the change > Begin the next cycle
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(Personnel-related agents of influence)
(Non-personnel- related agents of influence)
Functional Engagement
Effectiveness of Policies, Processes, and Systems
Functional Alignment
Clarity of Objectives and Responsibilities
Relational Engagement
Leadership Effectiveness
Relational Alignment
Clarity of Organizational Relationships
(the Understanding & Placement of the Workforce)
(the Motivation & Commitment
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Average organizations 29% fully engaged 19% disengaged 52% partially Fully Engaged 85% plan to stay Outperform “partially engaged” by 24% Disengaged Cost U.S. businesses $350 Billion A Year Financial Data – Think Productivity & Profitability
Operating Margin
+3.74% in high employee engagement organizations -2.01% in low employee engagement organizations
Net Profit Margin
+2.06% in high employee engagement organizations -1.38% in low employee engagement organizations
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Alignment & Adaptation
The Lead Team will set initial focus for the efforts
most critical to success of the enterprise; common purpose, common principles, alignment of communication around the purpose and alignment of understanding by the team.
They will also revisit the purpose, principles,
communications and understanding by feedback from the process coming back into the vision, mission, values and dialogue from the aligning conversations and dialogue with stakeholder subteams.
Engagement
By involving formal and informal leaders (early
adopters and innovators) from each stakeholder group, the Lead Team will set up subteams to engage everyone in the organization it seeks to change or involve in the transition and transformation. Transition Management Teams will be set up to Involve Everyone In Gathering Feedback And Getting That Feedback To The Lead Team.
COMMON PURPOSE
(Vision & Mission)
COMMON PRINCIPLES
(Guiding Values)
Brand, Culture, Performance
COMMUNICATION
(Dialogue)
Results - Opportunities & Issues Processes - Products - Services
UNDERSTANDING
(Alignment)
People - Plans - Action Items Joint Marketing Agreements Operating Agreements Subcontracting Agreements
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Do: Implement and ensure data is tracking with the chosen method Check: Monitor the results of the specific countermeasures to address root causes and validate your theory Act: Take action on specific items that effect root
countermeasures that affect root causes and start the cycle again Plan: Select a measurable goal by understanding the root causes through an experiment
Fishbone, 5 Whys, etc.
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Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act Plan Do Check Act
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This “wave” or “cycle” view of the applied scientific method in PDCA-PDSA is a continuous adaptation to view the learning and improvement cycle. Repeating PDSA steps in a process of continuing to learn and increase knowledge with every cycle is the way PDSA works. You may find other visual methods work better for you and your system or
P
D S A
P
D A S
P
D A S
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Structured and consistent
Must have review sessions “set in stone” These become the basis for continuous improvement AND Prioritization of resources
Review of actions impacting key measures
Problem Solving Decision Analysis Lean Initiatives, etc.
Evaluate system effectiveness Modify and close gaps.
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Commitment to both the direction and the
Increases interdepartmental cooperation Draws upon & reinforces the PDCA cycle in a monthly
Provides a common focus for the organization
Requires feedback and input from the organization Through vertical and horizontal alignment Standardized reporting mechanism and format
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Division/ Region From / To (Month Year) Owner Date (today) Corporate Mission Statement (Vision and Value, based on the current situation) Mission Statement Owner Goal Statement Key Objectives to meet the Goal Objectives Performance measures and deliverables (Who and when [names and dates])
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Ties goals from each department to the strategic goals. Communicates goals throughout the organization. Provides the means to focus on corporate-wide, strategic goals Aligns prioritization of resources in pursuit of goals Provides employees with a standard method and standard tools
by which they can measure their performance and adjust/adapt their behavior
Provides an audit trail for problem solving and decision-making. Provides collaboration and team engagement. Gives everyone a sense of ownership because they understand
how they help achieve the strategy.
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Organizational Strategy Organizational Strategy Horizontal Horizontal Vertical Vertical Process Process Learning & Development Learning & Development
Repeating the PDCA / PDSA cycle fuels the alignment.
Corporate strategy is the pattern of decisions in a company that determines and reveals its objectives, purposes, or goals, produces the principal policies and plans for achieving those goals. It defines the range of business the company pursues, the kind of economic and human organization it is or intends to be and the nature of the economic and non- economic contribution it intends to make to its shareholders, customers, employees and communities.
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Organizations specialize with different functions performing different critical tasks for the business. Typical functions include sales, finance, engineering, manufacturing,
As organizations become more specialized it can be difficult to communicate to other “silos” in the organization. Operating as “silos” can be the biggest hindrance to growth!
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Organizations provide control and accountability by assigning authority to different positions in the organization. Titles like CEO and President describe higher level jobs. Titles like Vice President, Dean or Chief of Surgery describe positions at a different level. A clear chain of command helps everyone understand who is responsible for making various decisions and what resources the organization has entrusted to that position.
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Planning (and learning) relies on the Deming Plan, Do, Check, Act Cycle (PDCA) to solve problems that occur and to make sure that plans are on track. Goals are tracked (at least monthly) and ongoing action plans are developed to make sure that resources are allocated in the best way to achieve the goal.
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Learning provides opportunities to develop the team’s ability to make decisions and solve problems. Managers and subordinates function as coaches by asking questions and by providing continuous feedback, conducting regular (at least monthly) reviews where progress toward personal goals is discussed.
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A participative approach to decision
Used in Hoshin to communicate
The metaphor uses a ball tossed back
Being permitted to speak without
Everyone is heard in catchball
Strategic Planning Phase is Blue Tactical Review and Alignment is Green Sequence Red
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AIM & VISION Feedback Loop & Adaptation from Team, Stakeholders and Results MISSION, STRATEGIES ,OBJECTIVE S HORIZONTAL OBJECTIVES VERTICAL OBJECTIVES LEARNING & DEVELOPMENT Communicate Aim & Vision Communicate Mission, Strategies & Long Term Objectives Adapt Strategies & Short Term Objectives to Divisions Adapt Short Term Objectives to Process Target Actions Review Results, Progress & Developments With Shop Floor A B C D E F 1 2 3 4 5 6 7 & G
At each stage of corporate, functional, divisional, team or individual review in “catchball”, there is two way feedback to engage and ensure understanding the aim, vision, values, mission, strategies, objectives and action plans, as well as results and gaps. This feedback mechanism is critical to adapting the corporate values and aim as needed to keep organizational and individual alignment.
PDCA PDSA
Stage or Phase “0” Innovations feed the Process at Design & redesign Stage 0 Generates Ideas
Suppliers of information, material, equipment Receipt and test of information & materials Test of process, machines, methods, costs, user acceptance Production, assembly, inspection, conformance Design and redesign Consumer Research Distribution
CUSTOMERS Consumers of products & services
A C B D Deming’s use of this chart in Japan demonstrated the process as a system, starting in the 1950’s
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Deming described this as a result of quality in a system Focus on improving the quality first, the productivity will follow, then jobs Focusing on jobs or productivity first will be downstream in the system
And have less impact than going upstream to start with quality in processes, products & services, people and technologies
Chain reaction below relates to non-profit and government economics
Improve Quality Improve Quality Costs decrease because of less rework, less waste, fewer mistakes, fewer delays, fewer snags Costs decrease because of less rework, less waste, fewer mistakes, fewer delays, fewer snags Productivity Improves Productivity Improves Make better quality, lower price, more profit, more benefit, more value Make better quality, lower price, more profit, more benefit, more value Stay in
Stay in
Provide more jobs and more jobs Provide more jobs and more jobs Improve Quality Improve Quality Decrease required inputs, cycle time, funds and labor. Decrease required inputs, cycle time, funds and labor. Productivity Improves Productivity Improves Make a greater benefit, for less inputs and budget Make a greater benefit, for less inputs and budget Do more important work Do more important work Provide more effective jobs,
and security Provide more effective jobs,
and security
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Who is your Supplier? They are upstream from you! It all depends on where you are in your system.
Customer Supplier Customer Supplier Customer Supplier Customer Supplier
SALES PRODUCTION SHIPPING EXTERNAL CUSTOMER
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TACTICAL TACTICAL
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Business Fundamentals (Is Now)
Documents the present daily work of the business, and mission
Long Range Strategic Plan (Should Be)
Documents the future operations in 3-5-10-20-30 years increments
Annual Plan
Documents key actions and KSI objectives to be met this year Progress to reach long term vision and strategic plans
Review Tables
Documents actual KSI results to expected plans Adapting changes to the plans
Abnormal Conditions Tables
Documents “out of limits, out of ordinary” occurrences Changes to system to eliminate root causes of problems
ONGOING
(Daily)
PERIODIC
(3-5 Years)
ANNUAL
(1 Year)
ONGOING
(Monthly) (Quarterly)
AS NEEDED
(Monthly) (Quarterly)
STRATEGIC STRATEGIC
The normal tasks required to sustain the system through a
management system
Tasks typically include audits, meetings (daily responsibility) and
continuous improvement projects
Your value stream focuses on the shop floor process Directs the leader to check on the visual controls Expected to be continually improved Each task should be tracked for volumes, frequency, delay and
duration
Documents the current state of the value stream in lean management A baseline for further system improvement Defines expected behavior for leaders
(what they should do)
Always Manage Your Time, and Your Calendar Live by the clock, your schedule, your calendar and your plan Focus on Your Managerial Priorities Spend your time on the important tasks first Manage the balance of important vs. urgent
Demand vs. programmable
Identify the Right Things to Do Then Do Them Defines expected behavior of you as a leader (what you should do)
% of Work (time) that should be Standard
Executives 10-15% Value Stream Manager 25% Support Department Managers 50% Supervisors – Group Leaders 50% Team Leaders 80% Operators (Associates, members) 95+%
Standard work is LESS structured
Standard work is MORE structured
Executive Value Stream Manager Supervisor and Supporting Roles
(Engineering, Maintenance, Sales, Finance, Continuous Improvement, Purchasing)
Team Leader Operator
Leaders Standard Work should be layered (developed) from the bottom up
Team Leaders
Maintain production and ensure standard work is followed and improved by coaching Team Members
Supervisors & Group Leaders
Monitor, support and coach Team Leaders in their ability to carry out their standard work
Value Stream Managers
Monitor, support and coach Supervisors & Group Leaders in their ability to carry out their standard work
Executives
Spend time on the floor to verify the system and process chain of standard work is upheld and the production process is stable and improving
Team Members
Create value by standard work in production process and continuous improvements
Leaders Standard Work should be informed by the Shopfloor Gemba Leaders help and coach the team with aim, purpose, direction, clarity Members help leaders understand the
and constraints in the system
Team leader meets briefly with team members
Supervisor meets with team leaders and dedicated
support group representatives
Value Stream Manager with supervisors and support
department personnel
Each level of LSW has some overlap and redundancy to
provide linkage – make sure they are logical and meaningful to you and your team
Excellence is more about what you do than about what you
know – and learning comes from action – follow the LSW process
As the processes change and as people learn, Leader
Standard Work needs to change with it
Take 5 minutes: List the KPI’s / Goals / Objectives that are critical to the success of your company List the KPI’s / Goals / Objectives that are critical to the success of your division/department
Take 5 minutes individually and list the daily/weekly/monthly tasks you perform or complete on a regular basis. These items are things that others rely on you to complete for information, priority, performance feedback, communication, etc. This includes meetings, conference calls, training, etc. List everything you do. Use your
Are there inputs you need to go and get? List those. Note whether they are value-added (VA, customer is willing to pay for them), non-value-added (NVA, customer is not willing to pay for them), or business value-added (BVA, non-value-added but necessary). Now, incorporate standard work activities into the metrics that you outlined before How do goals cascade down through the organization and tie into YOUR standard work? How can you take goals down to a level that can be seen and used at the floor (the floor may be in the front office) Discuss results/observations/reactions in your group for 15 minutes.
Take 5 minutes: Lay out a blank sheet of paper with all those wonderful notes you just made! Use the following slides as reference…
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Everyday tasks Standard weekly or specific-today tasks Emergent items Notes, working diary
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Operating definition of Culture: A blend of the values, beliefs, taboos, symbols, rituals and myths that all organizations develop over time
Whether written, spoken or merely understood, culture describes and governs the
ways members of organizations think, feel and act
Cultures may be based on beliefs spelled out in vision & mission statements,
It consists in part of symbols, like the workplace, tools, uniforms or other artifacts Whatever shape it takes, organizational culture plays a big role in determining how
well the team performs
Closely related to performance AND brand A highly complex system in most organizations It impacts and is impacted by many subsystems It impacts and is impacted by the containing systems
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Challenges & Opportunities Culture often gets the blame for performance issues
It is typically blamed after it was not considered It is not the differences in culture It is the similarity in organizational defenses and thinking traps
Culture includes personal, professional & organizational defenses
The espoused theory is NOT the problem The theory-in-use is the problem
Ignorance Generalizations Biases Fundamental Attribution Errors
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YES! But it will be hard work It must have awareness It must have learning It must have not merely change, or transition Cultures can transform with: Knowledge and Learning (Double - Loop Learning) Acknowledgement of Common Issues in the system And at Least One Transformational Leader
Followed By Many Others
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Benefits
Communications networks allow us to work from anywhere, anytime Teams can be based on competencies, not available resources Able to blend internal expertise and outsource some expertise as
needed
Physical boundaries and handicaps are less important Expenses can be reduced or eliminated 24 Hour Workforce in 24 time zones
How They Get Created
Leadership shifts from managing activities to helping people
succeed
Alliances and relationships define the team, not organizations and
job descriptions
Teams need expertise AND collaboration, shared success Expertise is distributed across geography Geographies make face to face meetings impossible or costly
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than Leaders do
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Adoption Rate & Motivation
Innovators & Early Adopters Early Majority & Late Majority Resistors
Time
2 - 10% 50% 2 - 10%
Announce
Recognize
Establish Rules
Regulate
References & Many Thanks
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Focus on long-term, sustainable changes (as opposed to short-term gains) by making small, incremental changes continuously A way of life, never ending journey toward world-class status “No-blame” environment; a fear-free environment! A never-give-up attitude True teamwork Action oriented Change oriented Reflection time (hansei) Becoming “fit” or “athletic” or “strong” or “agile” in terms of business and
Being individually accountable at all levels Management existing to support the workforce (i.e., servant-leader mentality) Systematically, and continuously, taking out waste or “muda” of every aspect of a company’s operation (across the value chain) Challenging the tradition and status quo
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Bring out the best in all people and allow teams to develop ideas and implement changes Ask questions instead of telling people what to do Help and not criticize Problems are good; solve them to improve Aim for perfection, and accept excellence It is important is to learn from mistakes
Find the problem, not the blame Discover what happened, why it happened Then prevent recurrence Improve the system to prevent recurrence Do not blame each other
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Psychology helps understand people and the interactions between them
Every person is different than every other person People are born with a natural inclination to learn People learn in different ways and at different speeds People are born with a need to be in relationships with others, need respect
and esteem by others
All people are motivated to a different degree by extrinsic and intrinsic factors Intrinsic and extrinsic sources motivate in much different ways Total submission to extrinsic motivation Leads to destruction of the individual Which leads to destruction of the systems they belong to
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Focusing Components of Quality
Quality
Defined by the Customer
Obsessed with delighting them
Shared and developed by every employee
Scientific Approach
Managing the organization as a system
Developing process thinking
Basing Decisions on Data
Understanding Variation
All One Team
Trust as a foundation
Believing in People
Treating everyone with dignity
Win-Win-Win for Customers, Employees, Suppliers, Shareowners
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The Power of a Team is the sum of the Trusting Relationships between
its members
4 people = 12 relationships 2 people = 2 relationships 12 people = 132 relationships
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Part of the Johnson & Johnson Credo
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MISMATCH OR ERRORS ACTIONS CHANGE THE ACTION OR ACTOR
SINGLE-LOOP LEARNING
MISMATCH OR ERRORS ACTIONS CHANGE THE ACTION OR ACTOR
DOUBLE-LOOP LEARNING
GOVERNING VALUES CHANGE THE VALUES Valid Information - informed Choices - Monitored Implementation = Fix System Invalid or Incomplete Information - Ineffective Roles & Policies, Designed Errors = Fix Blame
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“Transformation in any organization will take place under a leader. It will not be spontaneous.” A leader “possesses knowledge, personality, and persuasive power.”
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W. Edwards Deming By coming here, you have taken on a solemn responsibility - and you can’t
wriggle out of it.
We’ve got some big changes to make, and you’re going to have to make
Martin Luther King, Jr. We are witnessing the birth of a new age and we must face the
responsibilities that come along with it.
Shall we say the odds are too great? Shall we tell them the struggle is too
hard? Or will there be another message, of longing, of hope, of commitment? The choice is ours.
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What will you do differently tomorrow when you get
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Gather at the white board for pluses and deltas
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