Value-stream maps are the blueprints for lean transformation but there is more to a value-stream improvement project than value-stream mapping. Value-stream improvement projects enable companies to identify the critical process areas needing change and begin the process of continuous improvement. However the impact of these projects generally depends most on preparation before mapping, problem solving to design the future state, project management during implementation, and continuing support and problem solving of the value stream after implementation. This workshop shows you how to define and scope value-stream improvement projects, problem solve to create lean future-state designs, use lean tools to implement and sustain the future state, and manage implementation of a lean transformation to plan.
Our experience suggests that while most organizations are able to produce “current-state” maps many struggle with the process for creating “future-state” value streams that are truly lean systems rather than a collection of “spot” improvements. Many also struggle to create and execute implementation plans that truly impact business goals and performance. All too often, the future-state map is just a drawing of a preconceived solution rather than the result of a rigorous lean thinking process. In addition, many organizations struggle to implement their future state and fewer still are able to truly sustain a system-level problem solving effort during and beyond implementation.
Through instruction, discussions, and hands-on exercises, learn how to:
- Define and scope projects tied to business performance and objectives
- Create future state designs based on analysis, synthesis, and advanced lean principles
- Develop implementation plans that have agreement and commitment
- Manage implementation to plan through shared responsibility and continuous problem solving
- Lay the foundation for creating a value-stream focus in your organization
This workshop uses case studies and application exercises to help you get beyond mapping and into implementing and managing. Workshop topics include:
- Scoping (value proposition), preparation (workshop participants & logistics), executive engagement, and cascade of responsibility
- Problem-solving thinking to move from the current state map to the design for a future state with improved flow, delivery, quality, lead time, and efficiency
- Using lean tools to make and sustain value-stream improvements
- Planning, implementing, and managing value-stream improvement projects using the Plan-Do-Check-Act cycle (PDCA)
Who Should Attend:
Those who would benefit from attending the workshop include:
- Managers, supervisors, technical support personnel, lean coordinators, and change agents.
- Individuals from any industry with multi-step processes
- Individuals and teams from organizations with some experience along the lean journey, particularly (though not exclusively) those that are struggling to implement value-stream changes
James (Beau) Keyte
The Keyte Group
Beau is President of The Keyte Group. In this role, Beau teaches, coaches, and facilitates on two important transformation fronts: changing the work processes and changing the roles and responsibilities of leadership to support new work processes. This work keeps him happy as he guides systemic learning and change. Teams learn how to understand, prioritize, and solve performance problems while management learns how to coach the staff in a way to develop them into better thinkers and employees. His operational excellence focus began in 1986 and his work has expanded to include support in healthcare, financial services, and manufacturing.
Beau also has been active in designing ways to help organizations learn in highly leveraged collaborative models, including working with 62 emergency departments across Michigan to simultaneously improve patient outcomes. He has two Shingo Prize-winning publications: The Complete Lean Enterprise and Perfecting Patient Journeys. In addition to being on LEI’s faculty, he is a contributing author to Huffington Post and an adjunct faculty member of Ohio State University’s Masters of Business in Operational Excellence program.
Lean Transformations Group, LLC
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
Karl Ohaus received a BS in Mechanical Engineering from Duke University, School of Engineering, in 1980. For the first 10 years of his career he worked in product testing, design and development for American Standard. During this time, as a Senior Design Engineer, Karl had responsibility for new projects from concept to delivery to the customer. This exposure to manufacturing and design in both the US and Europe was excellent training and provided Karl with a deep understanding of a wide range of processes and technologies. He was awarded 10 patents during this time.
In 1991 Karl joined a company manufacturing machined parts for the automotive industry. Starting in 1995 as President, Karl led the company’s transition to Lean manufacturing.
Karl began educating and consulting in Lean implementation and process improvement in 2003. He draws on his experience using the Lean principles and tools to help client companies create process flow, improve operational performance and better address the needs of the business. Karl’s coaching stresses the management development and employee engagement aspects of change to a Lean enterprise.
Kirk got his start at JDS Uniphase where he served in several roles, including managing lean deployment and wafer fab operations. He also helped four other JDS Uniphase plants begin lean initiatives. Kirk has held operations and engineering positions with National Semiconductor Corporation and has seven years experience as an internal ISO/QS/TL 9000 auditor.
Kirk is co-author of Mapping to See, a kit for lean practitioners to improve value-stream performance in office and service settings. Kirk now helps companies in a variety of industries including service, healthcare, as well as manufacturing through the Lean Transformations Group, where he is a founding partner. He specializes in coaching managers as they lead value-stream improvement implementation and use it as a way to incorporate continuous improvement practices into their regular work.
Kirk received his MBA in Operations and Accounting from the University of Michigan and a BS in Electrical Engineering from Swarthmore College.
Tom is a 30-year veteran in various manufacturing environments within General Motors Corporation. Tom has also spent two-years at New United Motors Manufacturing Inc. (NUMMI), the GM-Toyota joint venture, working within the Toyota Manufacturing System and performing lean assessments of Toyota facilities in Kentucky and Japan. Tom has co-authored two books on Lean, Value Stream Management and Value Stream Management for the Lean Office, both published through Productivity Press, Inc. Tom is also a co-author of Mapping to See – A Value-Stream Improvement Kit for Office and Service, published by the Lean Enterprise Institute. He has a Bachelor of Science degree from Michigan State University, and an MBA from Western Michigan University. He currently aids companies implementing lean through an investment group that purchases small manufacturing firms and helps turn them around and as a member of the consulting group Lean Transformations Group.
Lean Transformations Group
David applied his organizational skills at Toyota's Georgetown,
KY, plant where he worked in
management and organizational development during the facility’s startup phase
and beyond. During his 10 years at Toyota, David
became the manager of Human Resource Development at Georgetown
and then manager of Human Resource Development for North American Manufacturing
at Toyota's manufacturing headquarters in Erlanger, KY.
Before his tenure at Toyota, David was
responsible for organizational development as assistant to the Dean of the College of Education,
University of Kentucky. He currently aids companies
implementing lean through Lean Transformations Group.