Introduction to Lean Leadership (1 Day Class)
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In his book ‘Gemba Walks’ (Chapter ‘From Lean Tools to Lean Management’), Jim Womack noted that the lean transformation, when it is applied to all elements of an enterprise, is a multi-dimensional undertaking of great magnitude. Hence “it’s understandable that in many organizations, lean tools came to the foreground. The attraction of tools, continues Jim, is that they can be employed at many points within an organization, often by staff improvement teams or external consultants. Even better, they can be applied in isolation without tackling the difficult task of changing the organization and its fundamental approach to management. I often say that managers will try anything easy that doesn’t work before they will try anything hard that does, and this may be a fair summary of what happened in the Tool Age”…
As LEI is leading the lean community out of the Tool Age and into the Era of Lean Thinking and Management, we invite leaders to share experiences, discuss their current organizational challenges, and explore alternatives for engaging the entire organization in building a new operating model in order to create the culture of problem solving and collaborative learning.
The objective of this workshop is to help leaders understand conceptual differences between applying lean to their organization vs. integrating it into the business system with the expectation of creating a new problem solving culture, and what changes in their own thinking and behaviors are required so they can effectively support their organizational transformation.
In the course of the workshop, we will facilitate reflection sessions to help you clarify the current state of your organization and define the gap between where you are today and where you need to be. As you complete this organizational problem solving loop, we’ll engage you into thinking about your personal leadership habits and practices, what you have done as the leader to help your organization make business improvements, and what your individual “gaps” are that need to be closed.
Topics to cover
- Lean - current state vs. desired state
- The key elements of the lean transformation
- Aligning Purpose-Process-People and the scientific method of PDCA to build the culture of continuous improvement
- The leadership role in initiating, implementing and sustaining the organizational change
- The creation of value fields
- Fostering organizational change through manager-employee dialogue
- Collaborative learning through continuous problem solving
- Overview of the company culture, structure and management system in participants’ organizations:
- What is your organization’s purpose? How is strategy developed around it? What is the process for communicating the strategy to ensure alignment across all organizational levels?
- What are the key processes in your organization? How do they function?
- How do you develop people to ensure they can solve problems, improve processes and drive business results?
- Develop Target Conditions for the lean organization – one that aligns Purpose, Process and People to create the environment of continuous improvements and effective problem solving
- Define a Gap to begin organizational problem solving
- The Role of the Leader in the lean transformation
- Reflect on what you, the leader, have done to support your organization and ensure your business is successful?
- Develop the Target Condition for lean leadership – knowledge, skills and behavior that are necessary to build and sustain the culture of continuous improvement.
- Define a Gap for further practice
- Next Steps – developing a plan to close the organizational and leadership gaps
Who Should Attend?
Those who should attend this workshop include:
- Senior leaders and line managers with some experience in lean transformations who are ready to move from the Tool Age to the development of a problem solving culture.
Jim Luckman has had the unique experience of leading three separate lean transformations, as a Plant Manager, as a Director of a Research and Development Center, and as a CEO of a small start-up company. Jim is the Past President and CEO of iPower Technologies, a company serving the distributed generation market of electrical power. Luckman has worked in the auto industry for 34 years working at Delphi Automotive (formerly part of General Motors). Jim current efforts include leadership coaching, application of lean in R&D and application of lean to software development. He currently coaches companies interested in company-wide lean transformation. Jim is a partner in Lean Transformations Group, LLC
Dave came to LEI in February 2006 with over 30 years of experience in manufacturing and service companies. Prior to joining LEI, Dave was the General Manager of Parker Hannifin’s Climate Systems Division a position he held for five years. Previous to this position, Dave held a wide range of senior management positions within Eaton Corporation and Aeroquip-Vickers Corporation. In addition to his experience running businesses from a general management position, Dave has held a variety of senior management positions in Business Development, Operations Management, Management Development, Human Resources and Sales and Marketing. Dave has taught executive education classes on a wide variety of lean manufacturing, strategy development and management topics. Dave holds a Bachelors degree in liberal arts and a Masters degree in Organization Development from Bowling Green State University.
Joe has developed the knowledge of lean concepts and principles over the past 18 years while he held senior leadership positions in domestic and international settings. Through extensive coaching by retired executives from Toyota Motor Company in the early 90’s, Joe developed an aptitude for maximizing product velocity and managing operations through simple visual means. This knowledge was further applied as Joe became General Manager of Chengdu Aerotech, China’s first aviation industry joint venture, and was able to integrate the elements of strategy deployment, organizational development, facility design and Lean into one cohesive business management approach. As Director of North American Operations for Ensign Bickford, he led the Company to win the Shingo Prize for operational excellence. He effectively utilized his knowledge of lean manufacturing to help Sterling Collision Centers grow from a startup to a company with 50 locations nationally (now part of Allstate Insurance Company). As Vice President of Manufacturing for the Kamatics division of Kaman Corporation, he restructured operations to double on-time delivery performance while reducing lead times by 88% for 2/3 of products. Since 2003 he has been helping clients achieve superior operating gains through Murli & Associates SP. Joe has undergraduate degrees in Manufacturing Engineering and Accounting from the State University of New York, and Post University respectively. Additionally, he holds a Master’s degree in Business Administration from the University of Connecticut.
Prior to joining LEI faculty, Chris worked for Wells Fargo as Divisional Operations Senior Vice President. During his last 10 years at Wells Fargo, he focused on forming a new division based on the blend of lean principles, culture and tools. Over a 5-year period, this division achieved the following results: Productivity Increase 136%, Lead Time Reduction 65%, Quality Increase 54%, Annualized Team Member Turnover of less than 6%. The Wells Fargo lean transformation included institutionalizing a lean learning model, establishing standardized work and process flow, integrating employee process improvement, transforming the management culture from directive / hierarchal to Socratic problem solving, standardized work for leadership, and making office processes visible and visual. Chris currently works directly with business leaders to drive customer value using the principles and tools of lean through his company Compass Affiliates.
To maximize your learning experience we recommend that prior to attending this program you take following workshops or have a good understanding of the concepts presented within them.
Price: $800.00 ($700.00 if the participant is taking 2 or more workshops at one location)
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