Describe the Concept of Catchball
Play catchball Share goals from top to bottom of your organization to obtain buy-in. Initiate change based on feedback and repeat the steps of catchball and gemba.
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Gather intel through gemba Track the execution of your key goals and gather feedback from employees using a defined process.
. A note on the choice of the word refactoring. One thing that sets Hoshin planning apart from many other strategic planning methods is catchball. Regardless of who initiates a project although its most commonly a manager that person articulates the purpose objectives and other ideas and concerns and then throws them to the other stakeholders for.
Within this general category it is useful to distinguish between type one muda consisting of activities that cannot be eliminated immediately and type two muda consisting of activities that can be eliminated quickly through kaizen. In their book Value Stream Management for the Lean Office Don Tapping and Tom Shuker describe catchball. This term is used to describe the concept of throwing ideas back and forth for alignments sake.
Any activity that consumes resources without creating value for the customer. In other words your senior management will come up with the three- to five-year major goals for the organization. This dialog is often called catchball or nemawashi as ideas are tossed back and forth like a ball.
He uses the term refactoring to describe small almost impact-free changes to the codebase of a. Martin Fowler Fowler 2019 would likely describe this topic as restructuring.
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