Design the Work, Design the Experience (2 Day Class)
By taking this course, participants will be able to…
- Explain how and why meaningful organizational change starts with redefining the value-creating work of the business.
- Practice and demonstrate through hands-on activities the means to make work meaningful through lean thinking.
- Engage and draw out the creativity of a workplace using learned and observed techniques from walking the gemba.
- Create “repeatable routines” that are easy to train and learn.
The best lean practitioners would agree that a transformation is built on a foundational understanding of the work. The ability to design the work and create a better worker and customer experience is a key dimension of the Lean Transformation Framework.
The Lean Enterprise Institute (LEI) is proud to present a specially designed experience.
On Day 1 of this two-day course, transformative, classroom-based learning experience on the nature and essence of work.
Value creating work, essential non-value creating work & waste. Spend more time doing the former and less time doing the latter. Conceptually, this is not new to lean thinkers and practitioners. Many of us can even recite all seven wastes with little effort.
But, how exactly can these concepts be applied to meet real business challenges? To solve critical problems related to quality, lead time, cost, and safety? In other words, how might they be applied to improving the WORK? And beyond that, how could an effective work “routine” be created and trained so that positive change is sustained?
Over decades of use, the techniques from Training Within Industry (TWI) have proven useful to team leaders in managing their teams to do and improve their WORK, effectively. In this workshop, participants will be introduced to these techniques and practice using them. They will also explore how the underlying concepts apply to all WORK, at all levels of an organization.
Topics will include identifying work as value add, non-value add, or waste; creating the necessary physical conditions to enable standardized work; and supporting visual control and operator rhythm via continuous flow.
On Day 2, you will bring your learnings from Day 1 at a local gemba through the lenses of both the worker and the customer; step back into a simulated learning experience to apply learning.
Through this unique combination of classroom instruction and hands-on, gemba-based learning, you will learn about the importance of understanding the work and the experience it creates.
Director of Learning
Lean Enterprise Institute
Karen has over 20 years’ experience leading, training, and coaching high-performance teams of staff and executives in rapid-growth environments. Most recently, as regional director of licensed operations at Starbucks Coffee Company, she built a consistent track record of growing the number of retail stores along with the continuous improvement capabilities of people.
As director of learning at LEI, Karen’s responsibilities include:
- Supporting Co-Learning Partners, a small group of select companies with a passion for collaborative learning and a willingness to share results with the global lean community.
- Managing and continue to strengthen LEI’s education curriculum.
- Delivering training at customer sites and public venues.
- Managing relationships with 40-plus faculty members, lean management practitioners who have years of hands-on experience implementing what they teach.
At Starbucks, Karen made recommendations on the creation of an operating system model line, then led the first application in a working store and provided feedback necessary for a broad, global implementation. She also led a team of coaches responsible for teaching problem solving and mentoring skills to regional executives, directors, and district managers responsible for implementing the lean operating system. Karen led the growth of Starbucks’ New England market, adding 20 new stores annually for five years while hitting profit and return-on-investment goals.
Previously, she held management and executive posts in operations, marketing, and training at large restaurant chains, a retail consulting company, and a technology startup preparing for an initial public offering.
Lean Enterprise Institute
Josh has been learning and practicing lean management since he was a barista at Starbucks, where he ultimately led a cross-functional team that developed and implemented a standardized lean operating system for retail stores. Among its improvements, the system reduced brewed coffee waste and cut customer wait time. He also led and developed a team of coaches to sustain the lean transformation globally.
As a coach with experience from the front lines to executive suites, Josh strikes a balance between offering quality instruction and thought-provoking questions. He trains people to focus on improving the actual work, the motions that directly create value for customers. He shows them how to observe work closely, break it down, and run simple experiments that address clearly defined problems.
His experience is mostly in new frontiers for lean thinking and practice, such as retail, restaurants, and other services. Howell holds a bachelor’s degree in business administration from the Mendoza College of Business at the University of Notre Dame.
Enterprise Lean Consultant
Results Washington, Office of the Governor
Executive Director, Strategy and Administration
Lean Enterprise Institute
Continuous improvement leader and coach Alice Lee is executive director, strategy and administration, and a member of LEI’s executive team. Her responsibilities include:
- Collaborating with universities and other research communities.
- Leading long-range strategic planning, administration, finance, and HR functions.
- Developing educational content in traditional and new media.
- Coaching executives in creating continuous improvement cultures.
Lee served as vice president and special assistant to the president, business transformation, at Beth Israel Deaconess Medical Center (BIDMC), a major teaching affiliate of Harvard Medical School, from December 2004 to June 2014. During that time, she approached problems holistically, collaborating with senior leaders, doctors, nurses, and staff, to design care systems that flowed at the needs of patients. The continuous improvement effort at BIDMC was the subject of an article in the Boston Business Journal.
Lee is a strategic advisor to the ThedaCare Center for Healthcare Value, the Healthcare Delivery Institute at Worcester Polytechnic Institute, and a faculty coach at the Fisher College of Business at The Ohio State University. She writes for The Lean Post, Planet Lean, the Lean Management Journal, and is a frequent speaker at national and international conferences on lean management and lean healthcare. She has taught lean management to executives and physicians at workshops in the U.S., Australia, and Egypt. Previously, Lee worked as a management consultant for Ernst & Young. She holds a bachelor’s degree in Medical Laboratory Science from Northeastern University.
Community Resource Manager
Lean Enterprise Institute
As community resource manager, Matt slices and dices data to capture insights about customers in order to improve LEI’s products and services.
Before coming to the Institute, he lived in Japan for five years where he taught English and managed operations at a start-up travel company. When he is not figuring out how to better serve customers or deepening his knowledge about lean management, Matt probably is cooking, reading, or drinking coffee.
He has a bachelor’s in East Asian Studies from Bates College and a master’s from the Isenberg School of Management at the University of Massachusetts Amherst.
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