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DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  Where	
  Six	
  Sigma,	
  Lean	
  Startup,	
  and	
  TRIZ	
  Tools	
  Meet	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  
D	
  

Learn	
  

Problem	
  

Build	
  
B	
  

M Measure	
  

L	
  

Improve	
  

I	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  
DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  Where	
  Six	
  Sigma,	
  Lean	
  Startup,	
  and	
  TRIZ	
  Tools	
  Meet	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  
D	
  

Learn	
  

Problem	
  
(Ideas/Value	
  Curve)	
  

Build	
  
B	
  

M Measure	
  

L	
  

Improve	
  

I	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  
DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  Where	
  Six	
  Sigma,	
  Lean	
  Startup,	
  and	
  TRIZ	
  Tools	
  Meet	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  

Six	
  Sigma	
  
Ideas/Tools	
  

Problem	
  

D	
  

(Ideas/Value	
  Curve)	
  

Build	
  
B	
  

Project	
  Charter	
  
Voice	
  of	
  Customer	
  
Level	
  of	
  Defects	
  
Process	
  Map	
  
	
  	
  	
  (SIPOC)	
  
	
  	
  	
  	
  
Process	
  Control	
  

Learn	
  

M Measure	
  

L	
  
Brainsstorming	
  
“To	
  Be”	
  Value	
  Stream	
  Map	
  
Mistake	
  Proofing	
  

Improve	
  

I	
  

“As	
  Is”	
  Value	
  Stream	
  Map	
  
Process	
  Capability	
  
Measurement	
  System	
  
	
  	
  	
  	
  	
  	
  Analysis	
  
	
  	
  	
  	
  	
  	
  	
  Pareto	
  Chart	
  

Root-­‐Cause	
  Analysis	
  
(Fishbone	
  Diagram)	
  
5	
  Whys	
  
Value	
  Analysis	
  
Process	
  Cycle	
  Efficiency	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  
DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  Where	
  Six	
  Sigma,	
  Lean	
  Startup,	
  and	
  TRIZ	
  Tools	
  Meet	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  

Lean	
  Startup	
  
Ideas/Tools	
  

Learn	
  

D	
  

L	
  

Build	
  

Problem	
  
(Ideas/Value	
  Curve)	
  

B	
  

Customer	
  Archetype	
  
Customer	
  Development	
  
	
  	
  	
  (Get	
  Out	
  Of	
  Building)	
  
	
  	
  	
  	
  	
  	
  Genchi	
  Gembutsu	
  
	
  	
  	
  	
  	
  	
  	
  (Go	
  and	
  See	
  for	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Yourself)	
  
Validated	
  Learning	
  
Vision	
  (Leap	
  of	
  Faith)	
  
Learning	
  Milestones	
  
Strategy:	
  Analog/AnIlog	
  
Catalog	
  of	
  Pivots	
  
Product:	
  Minimum	
  Viable	
  
Product-­‐Market	
  Fit	
  
Value	
  Hypothesis	
  
Adap6ve	
  Organiza6on	
  
Growth	
  Hypothesis	
  
Small	
  Batches	
  
Con6nuous	
  Deployment	
  
S6cky	
  Engine	
  of	
  Growth	
  
Viral	
  Engine	
  of	
  Growth	
  
Paid	
  Engine	
  of	
  Growth	
  
	
  	
  	
  	
  	
  Business	
  Model	
  

Test	
  (Min.	
  Viable	
  Product)	
  
Innova6on	
  Accoun6ng	
  
Cohort	
  Analysis	
  (A/B)	
  
Metrics:	
  Ac6onable	
  
	
  	
  (Pirate	
  Metrics)	
  
	
  	
  	
  	
  	
  Kanban	
  

M Measure	
  

5	
  Whys	
  

Improve	
  

I	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  
DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  Where	
  Six	
  Sigma,	
  Lean	
  Startup,	
  and	
  TRIZ	
  Tools	
  Meet	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  

TRIZ	
  
Ideas/Tools	
  

Build	
  

Problem	
  

D	
  

(Ideas/Value	
  Curve)	
  

B	
  

Contradic6on	
  (Trade-­‐off)	
  
	
  Zone	
  of	
  Conflict	
  
	
  	
  	
  Mul6screen	
  (3x3)	
  –	
  
	
  	
  	
  	
  	
  	
  	
  System	
  Operator	
  
	
  	
  	
  	
  	
  	
  	
  S-­‐Curve	
  Scenario	
  

Learn	
  

40	
  Inven6ve	
  Principles	
  
4	
  Separa6on	
  Principles	
  
76	
  Standard	
  Solu6ons	
  
Database	
  of	
  Scien6fic	
  Effects	
  
Evolu6onary	
  Trends	
  

M Measure	
  

L	
  
Ideal	
  Final	
  Result	
  
Ideality	
  (Self-­‐X)	
  
Resources	
  
Fields	
  

Improve	
  

I	
  

Func6onal	
  Analysis	
  
Su-­‐Field	
  Analysis	
  
Root-­‐Contradic6on	
  
	
  	
  	
  Analysis	
  (“5	
  Whys”)	
  
Subversion	
  Analysis	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  
DB-­‐MAIL	
  Cycle	
  for	
  Product	
  Disruptors:	
  7	
  Habits	
  of	
  Highly	
  Effec6ve	
  People	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Vision/Job-­‐To-­‐Get-­‐Done:	
  
Pa6ent	
  (Customer):	
  
Define	
  

7	
  Habits	
  of	
  	
  
Highly	
  Effec6ve	
  People	
  

D	
  

Build	
  

Problem	
  
(Ideas/Value	
  Curve)	
  

B	
  

Seek	
  first	
  to	
  understand,	
  
then	
  to	
  be	
  understood	
  

	
  	
  	
  	
  	
  	
  	
  Be	
  proac6ve	
  

	
  	
  	
  	
  	
  	
  	
  Put	
  first	
  things	
  first	
  
	
  	
  	
  	
  	
  	
  	
  
	
  	
  	
  	
  Synergize	
  
	
  

Learn	
  

L	
  

Sharpen	
  the	
  saw	
  

M Measure	
  

Begin	
  with	
  the	
  end	
  in	
  mind	
  
Think	
  win/win	
  

Improve	
  

I	
  

Problem	
  

A	
  

Analyze	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  h8p://businessmodels.ning.com	
  &	
  h8p://twi8er.com/RodKuhnKing	
  

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The DB-MAIL Cycle: One-Page Integration of the Six Sigma Process, Lean Startup Feedback Loop, and the Scientific Problem-Solving Process

  • 1. DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   D   Learn   Problem   Build   B   M Measure   L   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  • 2. DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   D   Learn   Problem   (Ideas/Value  Curve)   Build   B   M Measure   L   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  • 3. DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Six  Sigma   Ideas/Tools   Problem   D   (Ideas/Value  Curve)   Build   B   Project  Charter   Voice  of  Customer   Level  of  Defects   Process  Map        (SIPOC)           Process  Control   Learn   M Measure   L   Brainsstorming   “To  Be”  Value  Stream  Map   Mistake  Proofing   Improve   I   “As  Is”  Value  Stream  Map   Process  Capability   Measurement  System              Analysis                Pareto  Chart   Root-­‐Cause  Analysis   (Fishbone  Diagram)   5  Whys   Value  Analysis   Process  Cycle  Efficiency   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  • 4. DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   Lean  Startup   Ideas/Tools   Learn   D   L   Build   Problem   (Ideas/Value  Curve)   B   Customer  Archetype   Customer  Development        (Get  Out  Of  Building)              Genchi  Gembutsu                (Go  and  See  for                      Yourself)   Validated  Learning   Vision  (Leap  of  Faith)   Learning  Milestones   Strategy:  Analog/AnIlog   Catalog  of  Pivots   Product:  Minimum  Viable   Product-­‐Market  Fit   Value  Hypothesis   Adap6ve  Organiza6on   Growth  Hypothesis   Small  Batches   Con6nuous  Deployment   S6cky  Engine  of  Growth   Viral  Engine  of  Growth   Paid  Engine  of  Growth            Business  Model   Test  (Min.  Viable  Product)   Innova6on  Accoun6ng   Cohort  Analysis  (A/B)   Metrics:  Ac6onable      (Pirate  Metrics)            Kanban   M Measure   5  Whys   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  • 5. DB-­‐MAIL  Cycle  for  Product  Disruptors:  Where  Six  Sigma,  Lean  Startup,  and  TRIZ  Tools  Meet   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   TRIZ   Ideas/Tools   Build   Problem   D   (Ideas/Value  Curve)   B   Contradic6on  (Trade-­‐off)    Zone  of  Conflict        Mul6screen  (3x3)  –                System  Operator                S-­‐Curve  Scenario   Learn   40  Inven6ve  Principles   4  Separa6on  Principles   76  Standard  Solu6ons   Database  of  Scien6fic  Effects   Evolu6onary  Trends   M Measure   L   Ideal  Final  Result   Ideality  (Self-­‐X)   Resources   Fields   Improve   I   Func6onal  Analysis   Su-­‐Field  Analysis   Root-­‐Contradic6on        Analysis  (“5  Whys”)   Subversion  Analysis   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing  
  • 6. DB-­‐MAIL  Cycle  for  Product  Disruptors:  7  Habits  of  Highly  Effec6ve  People   Rapidly  Discover  and  Solve  BUMPs   Vision/Job-­‐To-­‐Get-­‐Done:   Pa6ent  (Customer):   Define   7  Habits  of     Highly  Effec6ve  People   D   Build   Problem   (Ideas/Value  Curve)   B   Seek  first  to  understand,   then  to  be  understood                Be  proac6ve                Put  first  things  first                        Synergize     Learn   L   Sharpen  the  saw   M Measure   Begin  with  the  end  in  mind   Think  win/win   Improve   I   Problem   A   Analyze     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  h8p://businessmodels.ning.com  &  h8p://twi8er.com/RodKuhnKing