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Жеребьёвка тем по карте CIMM · 21 августа 2026 г.

Клик по игроку — он крутит · ✕/＋ на фишке — участие · клик по брони показывает карточку победителя

ДИ

Дмитрий Иванов

готов

ГД

Георгий Донченко

готов

СС

Сергей Сторожук

готов

АГ

Артем Гусельников

готов

АД

Андрей Дреер

готов

ПМ

Павел Молотивский

готов

ЮК

Юрий Ким

готов

КА

Камила Абдубаева

готов

ЭН

Эркин Нарзуллаев

готов

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👆 Выбери игрока наверху · СПИН — в центре колеса

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Инструменты ростаИнструменты QCDМодель изменений

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3 направления14 методологий57 модулей218 тем · свободно 202

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1Инструменты роста
Growth Excellence

1.1S-Marketing SystemMarketing & Sales System▼

1.1.1Integrative Marketing▶

1.1.1.1 Market Knowledge & VOC1.1.1.2 Marketing Funnel Design1.1.1.3 Marketing Funnel Automation1.1.1.4 Channel & Content Improvement

1.1.2B2B Sales▶

1.1.2.1 Sales Process Design1.1.2.2 Sales Funnel Management1.1.2.3 Sales Careers & Incentives1.1.2.4 Channel & Capacity Improvement

1.1.3B2C Sales▶

1.1.3.1 Customer Experience1.1.3.2 Service Standards1.1.3.3 Workforce Management1.1.3.4 B2C Loyalty Programs

1.1.4Continuous Improvement for M&S▶

1.1.4.1 Daily CI для маркетинг/продаж1.1.4.2 Kobetsu CI (фокус-проекты)

1.2Value InnovationValue Proposition Design / Customer Centricity▼

1.2.1Product Innovation▶

1.2.1.1 Utility/Price Value Curves1.2.1.2 Product & Service Innovation1.2.1.3 Design Sprints & Experimentation

1.2.2Product Roadmaps▶

1.2.2.1 Strategic Positioning Price/Utility1.2.2.2 Product & Technology Evolution1.2.2.3 Variety Reduction Programme

1.2.3Customer Experience▶

1.2.3.1 Pain Points по Customer JourneyЮК1.2.3.2 Digital & Physical Journey OptimisationЮК1.2.3.3 Segmented Voice of CustomerЮК

1.2.4VOC System▶

1.2.4.1 Automatic Collection of Metrics & KPIs1.2.4.2 User Analytics1.2.4.3 Real-time VOC Models

1.2.5Price-Cost Engineering▶

1.2.5.1 Product Cost Reduction Funnel1.2.5.2 Quick Cost Reduction Projects1.2.5.3 Margin Leak Control

1.3Agile Project DevelopmentAgile / Accelerated Development▼

1.3.1LPM — Lean Project Management▶

1.3.1.1 Phase-Gate Design1.3.1.2 Project Initiation1.3.1.3 Planning Optimisation1.3.1.4 Obeya Control1.3.1.5 Portfolio Management

1.3.2LPD — Lean Product Design▶

1.3.2.1 Contracting Process1.3.2.2 Concept Design CIГД1.3.2.3 Supplier Improvement1.3.2.4 Prototyping & TestingГД1.3.2.5 Product Design Reviews

1.3.33P — Production Preparation Process▶

1.3.3.1 Production System Design1.3.3.2 Cost Improvement1.3.3.3 Suppliers Integration1.3.3.4 Design for Quality & TPM1.3.3.5 Commissioning & Testing

1.3.4ASD — Agile Software Development▶

1.3.4.1 User StoriesПМ1.3.4.2 Sprint Planning1.3.4.3 Scrum Process1.3.4.4 Sprint Reviews

1.3.5SBE — Set-Based Engineering▶

1.3.5.1 Customer Interests1.3.5.2 Feasibility Planning1.3.5.3 Learning Cycles1.3.5.4 Integration Events

1.4Radical InnovationBreakthrough Innovation▼

1.4.1Breakthrough Ideation▶

1.4.1.1 Scoping1.4.1.2 Idea Generation1.4.1.3 Open Ideation1.4.1.4 Validation & Concept

1.4.2Lean Start-Up▶

1.4.2.1 Business Models1.4.2.2 Minimum Viable Product1.4.2.3 Optimisation Cycles1.4.2.4 Volume Scaling

1.4.3M&A Effectiveness▶

1.4.3.1 Selection Process1.4.3.2 Due Diligence Process1.4.3.3 Integration Process1.4.3.4 Improvement Process

1.5Green SustainabilityEnergy & Environment / Lean & Green▼

1.5.1Green Awareness▶

1.5.1.1 Carbon Footprint Assessment1.5.1.2 Communication / Reporting / Carbon Neutralisation

1.5.2Green Operations▶

1.5.2.1 Energy Efficiency & Renewable Sources1.5.2.2 Material Yield & Waste1.5.2.3 Reduction of Water Consumption & Toxicity1.5.2.4 Minimisation & Capture of Pollutant Gases

1.5.3Green Supply Chain▶

1.5.3.1 Supplier Development1.5.3.2 Transport Optimisation

1.5.4Green Products▶

1.5.4.1 Materials Reuse1.5.4.2 Life-cycle Maximisation1.5.4.3 Eco-design

2Инструменты QCD
Operations Excellence

2.1Pull Flow SystemProduction System / Flow Improvement▼

2.1.1Production Flow▶

2.1.1.1 Line & Layout DesignСК2.1.1.2 Border of LineСК2.1.1.3 Standard Work2.1.1.4 SMED2.1.1.5 Low-Cost Automation

2.1.2Internal Logistics Flow▶

2.1.2.1 Storage & Warehouse Design2.1.2.2 Milkrun2.1.2.3 Inbound Flows2.1.2.4 Outbound Flows2.1.2.5 Total Pull Planning

2.1.3External Logistics Flow▶

2.1.3.1 Supermarkets2.1.3.2 Mizusumashi2.1.3.3 Synchronisation (KB/JJ)2.1.3.4 Levelling2.1.3.5 Pull Planning

2.2Lean LogisticsLogistics Operations▼

2.2.1Logistics Model Design▶

2.2.1.1 Warehouse Network2.2.1.2 Transport Network2.2.1.3 Supply Chain Pull PlanningАД

2.2.2Warehouse Optimisation▶

2.2.2.1 Outbound: Shipping & Picking2.2.2.2 Inbound: Storage & Reception2.2.2.3 Cross-dock & JIT2.2.2.4 SKU & Layout Management2.2.2.5 Planning & Control2.2.2.6 Customer Service & Support

2.2.3Transport Optimisation▶

2.2.3.1 Capacity Optimisation2.2.3.2 Fuel Consumption2.2.3.3 Pick-up & Delivery Standard Work2.2.3.4 Park Management Standard Work2.2.3.5 Planning Model Improvement2.2.3.6 Maintenance Improvement

2.3Productive MaintenanceTPM▼

2.3.1Autonomous Maintenance▶

2.3.1.1 Restore ConditionsДИ2.3.1.2 Basic InterventionsДИ2.3.1.3 Full AutonomyДИ

2.3.2Training & Education▶

2.3.2.1 Training Standards & Skills DevelopmentЭН2.3.2.2 Maintenance AcademyЭН

2.3.3Early Equipment Management▶

2.3.3.1 Standards & Lessons Learned2.3.3.2 Investment & Strategy Development2.3.3.3 Project Implementation

2.3.4Planned Maintenance▶

2.3.4.1 Prepare the Conditions2.3.4.2 Get the Information2.3.4.3 Periodic Maintenance2.3.4.4 Spare Parts Management2.3.4.5 Predictive Maintenance2.3.4.6 Shutdown Management2.3.4.7 Standard Work

2.3.5Kobetsu CI (loss focused)▶

2.3.5.1 Basic Failures2.3.5.2 Frequent Failures2.3.5.3 Sporadic Failures

2.4Lean Office & ServicesService Operations / Lean Services▼

2.4.1Flow Efficiency▶

2.4.1.1 Process Optimisation2.4.1.2 New Process Design2.4.1.3 Office Layout Design2.4.1.4 Information Storage Optimisation2.4.1.5 Communication Standards Design

2.4.2Resource Efficiency▶

2.4.2.1 Task / Work Standardisation2.4.2.2 Errors / Tickets Volume Reduction2.4.2.3 Auto-quality Implementation2.4.2.4 Office Automation2.4.2.5 Outsourcing / Insourcing Analysis

2.4.3Planning Optimisation▶

2.4.3.1 Capacity Planning2.4.3.2 Pacing2.4.3.3 Team Distribution2.4.3.4 Agile Transformation2.4.3.5 Flexible / Remote Work Transformation

2.5Lean SourcingSourcing Improvement▼

2.5.1Spend Saving▶

2.5.1.1 Sourcing Organisation2.5.1.2 Sourcing Visibility2.5.1.3 Supplier Evaluation2.5.1.4 Volume Bundling

2.5.2Negotiation▶

2.5.2.1 Tendering2.5.2.2 Target Pricing2.5.2.3 Direct Negotiation2.5.2.4 Commercial Agreements

2.5.3Re-engineering▶

2.5.3.1 Backward Integration2.5.3.2 VAVE2.5.3.3 Alternative Suppliers2.5.3.4 Quality Standards

2.5.4Supply Strategy▶

2.5.4.1 Globalisation2.5.4.2 Logistics Optimisation2.5.4.3 Supply Chain Integration2.5.4.4 Joint CI Programs

3Модель изменений
CI Change Model

3.1ПрорывнойValue Stream CI▼

3.1.1Value Stream Analysis▶

3.1.1.1 Current State Analysis3.1.1.2 Training3.1.1.3 Future State Vision3.1.1.4 Implementation Plan (incl. Gemba CI Workshops)

3.1.2Mission Control▶

3.1.2.1 Business Case3.1.2.2 Mission Control Design Workshop3.1.2.3 Mission Control PM Practice3.1.2.4 Lean Project Management Principles3.1.2.5 A3 Thinking

3.1.3CI Events▶

3.1.3.1 Implementation by VS Priorities3.1.3.2 Following the 9-Step A3 Process3.1.3.3 SDCA Confirmation Workshop

3.1.4Value Review▶

3.1.4.1 Review Cycle Performance3.1.4.2 Establish Value Trees3.1.4.3 Review Targets for next cycles3.1.4.4 Plan next sprint implementation

3.2ЕжедневныйDaily CI▼

3.2.1Daily CI Planning▶

3.2.1.1 Readiness check организации и лидеров3.2.1.2 Выбор CI behaviours для спринтов3.2.1.3 Design TMS structure & roadmap

3.2.2Design & Prototype (спринты 3–6 мес.)▶

3.2.2.1 Daily Management3.2.2.2 Standardisation3.2.2.3 Training & Coaching3.2.2.4 Advanced Problem Solving

3.2.3Deployment & Coaching▶

3.2.3.1 Pilot team implementation3.2.3.2 Deployment guide3.2.3.3 Training leaders3.2.3.4 Coaching leaders / teams execution

3.2.4Behaviour Review▶

3.2.4.1 Cycle CertificationАД3.2.4.2 Review Cycle Performance3.2.4.3 Plan next sprint implementation

3.3СтратегическийStrat CI / Hoshin▼

3.3.1Strat Review / Strat Planning▶

3.3.1.1 Annual Review (evergreen)3.3.1.2 VOC discovery как ключевой вход3.3.1.3 Подготовка к следующему году

3.3.2Hoshin Deployment▶

3.3.2.1 Deployment логики целей по уровням3.3.2.2 Catchball (согласование и ресурсы)

3.3.3Breakthrough Priorities▶

3.3.3.1 Focus = "what NOT to do"3.3.3.2 Breakthrough initiatives

3.3.4Hoshin Review▶

3.3.4.1 Review исполнения инициатив3.3.4.2 Корректировки (контрмеры)

3.4ТрансформационныйFoundations + Governance + Audits + Paradigms + Digital▼

3.4.1CI Foundations▶

3.4.1.1 Resistance to Change3.4.1.2 5 Principles3.4.1.3 7 Muda Model3.4.1.4 4 Basic Tools: 5S, VM, Standards, 3C & PDCA3.4.1.5 Quality Costs: Contain / Reduce / Isolate

3.4.2CI Governance▶

3.4.2.1 Organisation (deployment, governance, support)3.4.2.2 Evaluation (benefit tracking, audit, value review)3.4.2.3 Communication (plan, internal marketing)3.4.2.4 Knowledge & Training (bootcamps, KM, academy)

3.4.3Total Quality Management (TQM)▶

3.4.3.1 Standardisation & SDCA3.4.3.2 Problem Solving3.4.3.3 Autonomous Quality3.4.3.4 Six Sigma

3.4.4CI Audits (KCM + модели знаний)▶

3.4.4.1 Foundations auditАД3.4.4.2 Technical audit3.4.4.3 Official audit3.4.4.4 KCM audit + KBS knowledge models audits

3.4.5Digital CI▶

3.4.5.1 Foundations: competencies, data governance, cybersecurity3.4.5.2 Enablers: agile, automation, digital flow, analytics3.4.5.3 Applications: Digital Services, Smart Operations, Smart Dev3.4.5.4 Digital Change Management + audit system

3.4.6Paradigms (переходы «старое → новое»)▶

3.4.6.1 Growth paradigms (Product Out → Customer In)3.4.6.2 Operations paradigms (push → pull, local → E2E)3.4.6.3 Foundations paradigms (command → coach)3.4.6.4 Digital paradigms (big data → structured data)

Growth Excellence — Инструменты ростаOperations Excellence — Инструменты QCDChange Model — Модель изменений

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