What are some effective ways to iterate and pivot based on the results of your experiments?

When we properly ask, "What is the problem that we are trying to solve", and aim toward that target, then we make a hypothesis, and test it, we can gather data to see if it helped us solve the problem that we sought to solve. If we didn't, we must have courage and not fear to try something different. The law of Sunk Costs will tempt us to push harder into the wrong hypothesis, but level heads and humble hearts will prevail here and will pivot. This is a cultural growth and an exercise in humility.

Some effective strategies: -Collect and Analyze Feedback: Gather feedback from users, customers,stakeholders and customers -Experimentation: Try different approaches or variations to see what works best. -Regular Reviews: Schedule regular reviews or retrospectives to reflect on what's working and what's not. -Stay Agile: Embrace agile methodologies like Scrum or Kanban -Customer-Centric Approach: Keep the customer at the center of your decisions -Stay Open-Minded: Be open to new ideas and -feedback, even if it means admitting that your initial approach wasn't optimal -Incremental Changes: Break down larger changes into smaller, manageable steps -Communication: Ensure clear communication within your team -Transparency -Learn from Failures

Iterating and pivoting based on the results of experiments is crucial for refining and improving your strategies. Here are some effective ways to iterate and pivot:Define Clear Metrics and KPIs:Clearly define the key metrics and key (KPIs) that align with your goals. Identify patterns, trends, and outliers in the data. Collect qualitative feedback from users or to gain insights beyond quantitative data Analyze which variations perform better. Instead of making large-scale changes, experiment with smaller adjustments to observe their impact. Don't be afraid to pivot if the data suggests a significant shift in direction is necessary. Involve team members, stakeholders, for analysis process. Document both successful and unsuccessful elements,

Primeiramente, analiso os resultados em rela??o aos objetivos definidos. Em seguida, identifico padr?es e insights, utilizando técnicas estatísticas como análise de variancia ou testes de hipóteses. Para iterar, ajusto as variáveis-chave conforme os insights obtidos, utilizando ferramentas como o método científico PDCA (Plan-Do-Check-Act) para planejar e implementar mudan?as de forma controlada. A utiliza??o de gráficos de controle auxilia na monitoriza??o contínua para garantir que as melhorias sejam sustentáveis e n?o introduzam novos problemas. No entanto, se os resultados indicarem a necessidade de uma mudan?a de dire??o, opto por pivotar, reavaliando os pressupostos iniciais e adaptando a estratégia conforme necessário.

Definir metas é bem importante, e deve ter um indicador bem claro e simples de medir, porem além disso, esse indicador deve refletir a dor que nos conduziu a essa a??o de melhoria.

It's easy to get caught up in the notion of Lean and Experiments needing to be high-tech, out-of-the box solutions to a manufacturing problem. But many times, the best improvements are simple ones... they just haven't been given a chance yet. Rather than a drawn-out cycle of designing and implementing experiments based on hours of brainstorming, meeting, and planning... go with "try-storming." Implement some ideas on the spot! You'll get nearly instant feedback and be able to give many ideas a go vs. a prolonged buildup that doesn't guarantee results.

Clientes e funcionários só devem ser entrevistados quando a respeito de algo que reduzir gastos ( clientes ) ou aumentar ganhos ( funcionários ). Quando o assunto for muito futurista ou n?o ter compara??o com o status atual é melhor testar sem avisar antes ou durante e checar somente o depois.

Encare os resultados do experimento como uma oportunidade de aprendizado e crescimento. Mesmo se um experimento n?o atingir os resultados desejados, há sempre li??es valiosas a serem aprendidas para orientar futuras iniciativas. Com isso, promova uma cultura de experimenta??o e inova??o dentro da organiza??o. Encoraje os membros da equipe a assumir riscos calculados, testar novas ideias e aprender com os resultados, criando assim um ambiente propício à inova??o.

Analyzing your results and feedback is essential post-experiment. Comparing actual outcomes to expectations helps identify gaps, patterns, or anomalies. Listening to customers, employees, and stakeholders is crucial for understanding their needs and preferences. Quantitative and qualitative methods like charts, surveys, interviews, or observations are valuable for thorough analysis. This process uncovers successes, failures, and areas for improvement, guiding future actions effectively.

Itera??o e Pivotamento Eficaz: 1. Metas SMART e Métricas: Defina metas específicas, mensuráveis, atingíveis, relevantes e temporizáveis (SMART). Determine as métricas de sucesso para avaliar o impacto do experimento. 2. Experimentos A/B: Teste diferentes variáveis uma de cada vez para identificar o maior impacto. Utilize ferramentas de teste A/B para comparar diferentes vers?es. 3. Análise Imparcial: Analise os resultados sem viés de confirma??o. Utilize ferramentas de análise de dados para identificar tendências. 4. Itera??es com Base nos Resultados: Fa?a altera??es no produto, servi?o ou campanha para melhorar o desempenho. Continue iterando até encontrar a melhor combina??o.

Tackling challenges often starts with insightful "what ifs." Here's how to build and prioritize strong hypotheses: 1. Pinpoint the Puzzle: Clearly define the issue you're investigating. What are you trying to explain, understand, or improve? The clearer the problem, the sharper your hypotheses. 2. Unleash Your Inner Idea Machine: Brainstorm potential explanations freely. No idea is too crazy at this stage! Use techniques like mind mapping, group discussions, or individual brainstorming to spark diverse possibilities. 3. Evaluate & Prioritize: Not all ideas are created equal. Assess each hypothesis based on- Relevance Testability Impact Feasibility Score or rank your hypotheses based on these criteria.

Continue testando e experimentando diferentes abordagens para encontrar a solu??o mais eficaz. Utilize testes A/B, testes multivariados e outras técnicas de experimenta??o para validar hipóteses e tomar decis?es através de dados. Esteja disposto a ser flexível e adaptável às mudan?as conforme necessário. Se os resultados do experimento indicarem a necessidade de uma mudan?a de curso, esteja preparado para pivotar e ajustar sua estratégia de acordo.

Generating and prioritizing hypotheses is crucial for informed decision-making. A hypothesis is a testable statement predicting the outcome of a change or improvement. For instance, if you find that a new design reduces cycle time by 5% but increases defect rates by 3%, a hypothesis could be repositioning the quality control station to reduce defects by 2%. Generating numerous hypotheses and then prioritizing them based on potential impact, feasibility, and alignment with objectives is key. Prioritizing hypotheses allows focusing on the most significant and promising ones, ensuring efficient progress.

Prioritising hypothesis is also a time consuming process needing a lot of discussion between the SME subject matter experts and other stakeholders.

Ao criar hipóteses testáveis, a organiza??o busca otimizar processos, alinhando-se com os princípios de eficiência e excelência operacional. A prioriza??o com base em impacto, viabilidade e alinhamento com objetivos refor?a o foco na maximiza??o dos resultados.

Mantenha um ritmo de execu??o rápido para garantir que as decis?es sejam tomadas de forma oportuna e responsiva aos insights obtidos durante o experimento e encare os resultados do experimento como uma oportunidade de aprendizado e crescimento. Mesmo se um experimento n?o atingir os resultados desejados, há sempre li??es valiosas a serem aprendidas para orientar futuras iniciativas.

PDCA cycle is the best way to plan and execute the next experiment and for continual improvement. Once you complete one cycle from Plan to Act , continue the same for next improvements considering the Do's and Don'ts of first PDCA cycle

This stage includes Plan and Do steps of PDCA (Deming) cycle. These are implemented by the Lean team and can be supported by other relevant team members.

Establezca las variables y los niveles que desea retar en sus experimentos y planetee un modelo experimental que le permita evaluar la interacción entre dichas variables y sus niveles. De esta manera tendrá mayor información que repitiendo prueba por prueba, variable a variable.

After each experiment, analyze key metrics and feedback swiftly. Identify successful elements and incorporate them into your next iteration. For shortcomings, pivot by adjusting variables or refining strategies. Set clear objectives for the next experiment, maintaining an agile mindset to adapt quickly. Regularly reassess progress to ensure continuous improvement in pursuit of optimal outcomes.

Being open to continuous learning and willing to adjust strategies based on insights gained becomes a diverse source of opportunities and improvement. Trying out new approaches and being prepared to occasionally fail, as long as it leads to greater understanding and improvement.

Cada experimento trás um aprendizado.. e se resolvemos 80% do problema esta na hora de ir para uma dor nova. Devemos sim é mensurar o que ganhamos aplicando o que aprendemos, e n?o cairmos na armadilha da perfei??o.

Num tempo de muita concorrência devemos fincar o pé em um objetivo. Focar em nossas possibilidade e nunca abdicar do feeling. Acreditar sempre. "Seja surdo aos apelos negativos"

PDCA the Deming circle thi is the way Never stop aleays check starting from a correct set of kpi’s I believe that we must put in duscussion our goal because wothout of them there’s not real improving

La siguiente etapa de DMAIC es el control donde lo que se pretende es mantener los estándares de los procesos en ir mejorando la capacidad del proceso a corto y largo plazo, lo que se traduce en mejoramiento continuo y sostenible para detectar y corregir desviaciones de forma inmediata y de forma sistematizada.

Fail fast. Create an environment where your organization feels the freedom to fail. Failure is where our learning accelerates. Success is wonderful but it is not the best teacher, failure is. Failure is a gift, change your paradigm.

Document, document, document. Too many times I have seen the same experiment repeated. Especially after a change within managment. Detail all the steps and comment on the outcome and why it worked or failed. Make this documentation available to future generations so they can review past experiments before trying again. Sometimes there can be a simple change that can yield different results but without knowing the history you're just repeating things for the for hope of a different outcome. The definition of insanity.

Other items to consider: 1. Model or slowly scale implementation even after successful experiments. 2. Ensure they are well communcated and doucmented before and after implementing. 3. Verify they're no unintended consequences of changed performance. 4. Set expectations that experiments will be used and parameters changed based on their results at the beginning of the project.

Two points to add to the above: 1- EXPERIMENTS ARE ABOUT PEOPLE and specially as it refers to LEAN Vs lets say R&D. Bringing all different specialist from several disciplines to own the experiment and have all their deliverables ready. Allocating generous amounts of time as experiments tend to prolong in time as there is no learning curve. 2- It is about the product (In Manufacturing), for example SMED it is less about the action and more about keeping the PRODUCT INTEGRETY as number 1 PRIORITY, over cost and over SPEED. Product is the reason for the company to exist and regardless of experiment objective product INTEGRETY must always be in everyone radar!

Concordo, com os temas abordados porém, embora o passo 4 aborde a quest?o do planejamento, na minha opini?o, para melhor instruir o Planejamento deveria ja aparecer como segundo item. E é extremamente importante que nessa etapa a equipe seja multidisciplinar, com toda certeza teremos menor chance de erros e mais engajamento da equipe por se sentirem parte do projeto.