Integrating Visual Management Tools and Leader Standard Work (2 Day Class)
By the end of this workshop participants will be able to:
- See and begin to understand abnormalities in order to respond and improve business performance
- Identify and begin to remove waste from critical processes, resulting in improved productivity
- Support efforts to align the organization around what is most important to customers
- Improve transparency through involving others
- Demonstrate an understanding of the impact visual management has in support of Leader Standard Work
This engaging and highly practical workshop will demonstrate how to connect company strategies with leadership standard work through the use of visual management tools and techniques. It will show how to tie together such tools as policy deployment, value-stream mapping, kaizen, visual management, and leader standard work. Participants should identify an area in their organization for which a VMS and Leader Standard Work can be developed to help overcome existing challenges in the area. It can be a specific department, a particular value stream, even an entire organization. Throughout the workshop they will use their learnings to design customized visual systems and accompanying leader standard work for that area.
This workshop will be unique to each participant, based on the real-life business area they have identified. At key points of the workshop, time is allotted to carry out exercises on how learned concepts can be applied to the identified area.
Day 1 – Visual Management
What is visual management and how does it support a Lean Management System?
- Elements of Lean Management System
- The role of Visual Management and Leader Standard Work
The case for visual management
- Selecting a ‘starting point’
Elements of a comprehensive visual management system:
- Providing purpose and direction
- Making the ‘work’ visible
- The triggering of work
- Standardized work
- Making performance visible
- Process and Outcome metrics
- Other techniques
- Escalating non-standard conditions
- Other techniques
- Driving Continuous Improvement
Day 2 – Leadership standard work
- What is leadership standard work & why is it necessary?
- Creating Leader Standard Work – the process
- ‘Running the business’
- ‘Improving the business’
- Planning the implementation of both the visual management system and leadership standard work throughout the organization
- Tiered systems
- Finalizing participants’ action plans for implementation
Who Should Attend:
- Anyone in a leadership role - from supervisor to C-suite level
- Lean practitioners desiring to achieve next-level results through sustained gains and subsequent change efforts
The Murli Group
Mark brings experience gained from a successful 19-year career in industry and almost a decade as a lean implementation coach. An award-winning author, he has played a transformative role in lean implementations across a broad range of industries including aerospace and defense, automotive, building products, business services, chemical, durable goods, electronics, insurance, healthcare and transportation. Mark has successfully coached lean leaders and associates at both the strategic and tactical level. He has facilitated many hundreds of kaizen events and conducted numerous training sessions and workshops.
Mark's pre-consulting career encompassed executive and senior positions within operations, strategic planning, business development and finance. His most recent industry roles included that of COO, VP of Operations and Director of Strategic Planning. Mark’s lean education and experience began in the early 1990’s when he conceptualized and helped launch what resulted in a Shingo Prize winning effort at the Ensign-Bickford Company.
Mark holds a BS in Mathematics from Trinity College in Hartford, CT, MS in Professional Accounting from the University of Hartford and a MA in Theology from Holy Apostles College and Seminary. Mark is a national Shingo Prize examiner. He helped develop exam questions for the AME/SME/Shingo/ASQ Lean Certification. Mark authored the Society of Manufacturing Engineers published book, Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events. The Fieldbook was a recipient of a 2010 Shingo Research and Professional Publication Award. Mark is also the founder of the lean blog, Gemba Tales and a regular columnist for Quality Digest.
Drew began developing and implementing continuous improvement initiatives while working for General Electric in the 1980s. Since leaving GE in 1990, he has helped a variety of industrial and service companies with organizational development and lean implementations. Drew helped the National Institute of Standards and Technologies’ Manufacturing Extension Partnership (MEP) develop a Lean University, providing training to roughly 1,000 MEP field engineers helping small to medium-sized manufacturers throughout the country. He has helped companies in a wide variety of industries, including healthcare, transportation, distribution, education, financial services, and manufacturing implement lean and organizational redesign.
He is co-author with Beau Keyte of The Complete Lean Enterprise: Value-Stream Mapping for Administrative and Office Processes, which received a Shingo Research Award in 2005. Drew is also the author of Value Stream Mapping for Lean Development: a How-to Guide to Streamlining Time to Market. His book Lean Office and Service Simplified: The Definitive How-To Guide was a 2010 Shingo Research Prize recipient. His latest book is The Complete Lean Enterprise: Value Stream Mapping for Office and Services.
He currently aids companies implementing lean through Change Management Associates.
The Murli Group
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.
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