Key Concepts of Lean (2 Day Class)
- This program will demonstrate the overall approach for implementing a lean transformation. You will have an insight into the lean management philosophy and methods as well as the organizational structure required for implementing lean in your organization.
- You will learn the key tools and how they fit together under a business system philosophy designed to continuously improve competitiveness by achieving the highest quality, lowest cost, and shortest lead time. You’ll understand why lean is fundamentally different from and superior to business models based on mass production.
This two-day workshop has been designed for individuals and teams that want to gain a better understanding of the components and underlying philosophy of lean, and how the elements and philosophy work together to create a Lean Enterprise.
The workshop is a mixture of lecture, videos, discussions, and a simulation.
This workshop will demonstrate how building the culture of continuous improvement depends on the alignment between Purpose, Process, People, and the scientific method of PDCA. You will look into the process for formulating and deploying an organizational strategy aimed at delivering maximum value to the customer, discuss the importance of making visible the horizontal flow of value to the customer, and learn about the critical importance of developing employee problem solving capabilities at all levels.
The factory simulation will help you understand the concepts of flow, pull, takt time, kaizen, work cell design, visual management and many others in a total business system context.
Small group discussions will provide an opportunity to share best practices, reflect on your learning, and develop new solutions to bring back to your organization.
Focusing on three key areas – People, Process and Purpose – the program explores how the alignment between those three creates a Lean Enterprise.
In this segment, you will learn how all functions, individuals, and systems work together to deliver true value to customers creating competitive advantage and lasting business results. Items covered include:
- Key values of lean
- True North and the Line of Sight to the organizational goals
- Hoshin Planning / Policy Deployment and its role as a management system in a Lean Enterprise
- The challenges organizations face in implementing a lean transformation and suggested methods to deal with those challenges
In order to get real sustainable results in safety, quality, cost, delivery, and morale, one must bring all the tools of lean to work together as a system. Items covered include:
- Stability, flow, leveling, pull, standard work
- Visual enterprise and how to manage your visual systems
- Value-streams and value-stream mapping as a continuous improvement tool
- Waste and continuous removal of waste
Lean is, at heart, a people-based system, and the success of any lean transformation depends on the engagement of every employee in the process for continuous business improvement, and their willingness and ability to solve increasingly complex problems. In the course of the program, we will discuss selection, training, involvement, and supervisory practices that create the foundation for lean. We will also discuss leadership mindsets and behaviors that support the development of the culture of continuous improvement.
PDCA (plan, do, check, act)
- PDCA as a discipline that holds all organizational processes together and improves them on a continuous basis
- The work of management to support PDCA
- Structured problem solving to close organizational gaps
- A3 as a problem solving, management and communication tool
- Lean management system
- The role of leaders in building the lean organization
Who Should Attend:
Individuals or teams with little to moderate experience and exposure to lean who are looking to increase their understanding; managers who want an understanding of the total scope of implementing lean.
- Michael Hoseus
- Dave LaHote
- David Meier
- Joe Murli
- Karl Ohaus
- Ernie Richardson
- Tracey Richardson
- Tom Shuker
Center for Quality People & Organizations (CQPO)
Michael Hoseus, a co-author of the Shingo Award-winning book Toyota Culture, developed his TPS skills at Toyota Motor Manufacturing Kentucky where he worked at the General Manager level in both Production and Human Resources being mentored by his Japanese sensei. His Toyota process experience includes production, engineering, maintenance, safety, personnel, employee relations, benefits/payroll and training and development. He learned first-hand how Toyota’s success hinges on integrating their production and human systems to create the Toyota Way. Mike is the Executive Director of the Center for Quality People and Organizations and President of Lean Culture Enterprises. He supports organizations in their lean journey, focusing on leadership and cultural aspects of the lean transformation. He is an adjunct professor with the University of Kentucky’s Center for Manufacturing.
Lean Enterprise Institute
Dave LaHote is a retired senior executive who is currently an educator and advisor to organizations making the lean leap. From 2006 to 2011, Dave served as the president, Lean Education, for the Lean Enterprise Institute in Cambridge, MA.
Dave came to LEI with over 35 years of experience in manufacturing and service companies. Dave ran business units in Parker Hannifin, Eaton, and Aeroquip-Vickers Corporation and previously held senior management positions in marketing, business development, and human resources. He is a "shop rat" having grown up in the family manufacturing business. In the early 1990's he was responsible for lean implementation across a diverse $2 billion manufacturing company and began his long-term relationship with Jim Womack, founder and chairman of LEI.
Dave has taught executive education classes on a wide variety of lean manufacturing, strategy development and management topics. He is currently on the faculty of the University of Michigan's Lean Healthcare program and has been a part of Ohio State University's Masters in Operational Excellence program.
Dave holds a bachelor's degree in liberal arts and a master's degree in Organizational Development from Bowling Green State University
David Meier is the founder and president of Lean Associates, Inc., and is the co-author with Jeffrey Liker of the best-selling books, The Toyota Way Fieldbook (McGrah-Hill, 2005) and Toyota Talent: Developing Your People the Toyota Way (McGraw-Hill, 2007).
David learned the Toyota Production System as one of the first leaders hired at Toyota’s Georgetown, KY, facility where he worked in the plastic molding department. Over a 10-year period in Kentucky and Japan, he received training and mentoring in TPS principles including full-time coaching by TPS experts.
As a trainer and speaker on how to launch and sustain lean transformations, David has worked in North America, Russia, Europe, Brazil, and Asia for a variety of service and manufacturing industries, including healthcare, food processing, automotive, aerospace, wood and plastic products, chemical processing, metal machining, fabricating, welding, and assembly operations. He currently helps companies implement lean principles through Lean Associates, Inc.
The Murli Group
Co-Owner, LEI Faculty
Teaching Lean Inc.
Ernie has 25 years of Manufacturing and Human Resources management experience which allows him to see the cultural dynamics from both functional areas of a company. He gained this experience at Toyota Motor Manufacturing where he grew from Team Leader, to Group Leader, to Assistance Manager on the manufacturing side. After which he moved to HR, assuming, at different times, responsibility for skill development programs, safety and medical management. As Acting Medical Director for Toyota Engineering and Manufacturing North America, Ernie was responsible for nine on-site medical clinics across Toyota North America (convenience care, full-primary care, and occupational care). He was also responsible for disability management (as describe above) North American wide. Ernie worked at IBM for 8 years before joining Toyota. Currently, Ernie shares his extensive experience with members of the lean community as a co-owner of Teaching Lean and a Faculty member of the Lean Enterprise Institute.
Co-Owner, LEI Faculty
Teaching Lean Incorporated
Tracey has over 29 year’s combined experience in different roles within Toyota and learned lean practices as a group leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from Japanese trainers. As a group leader and quality circle advisor, she learned first-hand about lean tools and culture development.
For the last 19 years, as president of Teaching Lean, Inc. Tracey has worked with Toyota North American plants, and other companies on their lean journeys, helping them develop the capabilities of employees, including team members and company leaders. Using problem-solving and aligning daily activities with company business plans, she helps them create lean cultures that are the foundations for long-term sustainability.
Tracey is an active coach and contributor to LEI’s The Lean Post. She teaches several problem-solving and A3 workshops as an LEI faculty member. She is coauthor of the new book Toyota’s Engagement Equation.
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