Capturing the Value of Lean (1 Day Class)
At the end of this workshop, participants will
- Have a better understanding of the qualitative and quantitative value of lean
- Learn several approaches to capture the value of their lean activities
- Apply their specific situation to a profit model
- Practice speaking in a common language that resonates with their customers
- See where the benefits will and will not appear on the financial statements over time
Transitioning the culture of an organization into one that practices lean-thinking requires time, commitment and resources. Regardless of whether an organization is just starting out or has been practicing lean for years, at some point, many organizations want to know what their investment is giving them in return. Capturing and validating that data varies by need and the capability of the organization to understand and report the qualitative and quantitative benefits of lean.
This workshop will show the connectivity between the various types of lean tools, techniques and concepts and how the benefits of using lean can be captured in both quantitative and qualitative aspects. Participants will be asked to bring specific problems or challenges with them to this workshop and throughout the day, "real-life" examples, applicable to their situation, will be given to show how to capture the benefits of lean based upon their specific need.
Smaller, short-term and larger, long-term trends will be reviewed so participants will be able to grasp the current situation of who their customers are, what they want, what they need and/or what is value-added to them, in order to ensure they understand HOW to see the benefits that their customers will understand and appreciate.
A variety of approaches will be reviewed to demonstrate and practice how to capture the qualitative and quantitative data and how to describe these benefits to their customers in a meaningful way and in a common language.
These benefits will also be connected to the financial statements so over time, they will know what leading indicators to monitor in order to validate what's working and where to potentially prioritize other lean initiatives. At the end of this workshop, participants will leave with an action plan, specific to their needs, to aid them in capturing the qualitative and quantitative benefits of lean within their organization.
This workshop is appropriate for continuous improvement leaders in a wide range of industries, functional areas, and levels, such as
- Service industries
- Non-financial and financial professionals
- Business process functional areas (e.g. HR, IT, Finance, etc.)
Principle, LEI Faculty
Jean Cunningham Consulting
Jean Cunningham is widely recognized for her pioneering work in Lean Accounting, IT, HR and other non-production functions such as lean business management and the lean office. Jean previously served as CFO at Lantech Inc., whose transformation was featured in Lean Thinking, and Marshfield Door Systems. She also served as the voluntary CFO for the Association of Manufacturing Excellence.
Jean is principle of Jean Cunningham Consulting, which provides lean business management services including workshops, kaizen events, and strategic coaching. She is in demand as a speaker at lean conferences and teaches Lean Accounting for The Ohio State University’s Fisher College of Business, Master of Business Operational Excellence program. She has a bachelor’s in accounting from Indiana University and a master’s from Northeastern University’s Executive Program. Jean is co-author of Real Numbers: management accounting in a lean organization and Easier, Simpler, Faster: systems strategy for Lean IT, which won 2004 and 2008 Shingo Research Prizes, respectively.
Public Service Program Director
Lean Enterprise Institute
Dr. Darlene Dumont has over 27 years of diverse business experience with demonstrated results in organizational transformation, executive coaching, systems-thinking, scientific problem-solving, strategy deployment, consulting, curriculum design for universities and organizations, project management, and organizational design (OD). She has worked in a variety of industries to include healthcare, aerospace, nuclear, insurance, academia, and the Dept. of Defense. She is a retired officer of the Air National Guard and, prior to becoming a lean practitioner, was an accountant.
Darlene began her lean journey while working in the aerospace industry in 2000 and has since applied that knowledge to many processes and organizations and transferred the learnings to hundreds of people as an advisor, trainer, consultant, and professor. In 2012, she completed her doctorate while working in healthcare. Her action-research combined a variety of models and concepts to compliment lean thinking and practice and resulted in a methodology called “Relationship-Centered Lean™.” The approach empowered and engaged multi-disciplinary staff throughout the hospital and resulted in a 40% reduction in patient falls within 18 months.
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