What is this program and why is it different?
To sustain an organization's continuous improvement efforts and be most effective leading change, lean leaders need to not only champion the deployment of lean tools but to look beyond the tools to the supporting management systems. They need to create an environment for effective and comprehensive problem-solving at all levels of the organization, and model the behaviors that support this open problem-solving environment.
These leadership behaviors cannot be learned without practice; leaders must go through their own Plan-Do-Check-Adjust (PDCA) learning cycles of experimentation to understand the basic underlying drivers of the existing performance and develop a new model for organizational learning and change.
Our Transformational Leadership program uses an experiential approach to provide first-hand leadership experience and help senior leaders learn to create the environment for effective and comprehensive problem solving by conducting a series of rapid PDCA cycles. Going through two rounds of an organizational simulation, participants get to better understand their individual and collective leadership styles and learn to apply lean thinking patterns to move toward a more effective leadership model required to support a lean transformation.
What can I expect to learn?
Through participation in a realistic business situation (simulation) followed by deep reflection, you will:
- Uncover the assumptions (thinking patterns) that form the foundation of an organizational culture and drive leaders' behaviors.
- Create a new lens that lean leaders can use to address and change these thinking patterns and support a lean transformation.
- Develop experiments that will create a new problem-solving culture to implement in your home organization.
What will this program do for me?
This program will help attendees:
- Understand the current thinking behind their organizational behaviors.
- Assess the gaps in their leadership systems and organizational structure that need to be addressed to allow the culture of problem-solving and continuous improvement to develop.
- Identify core behaviors and practices that characterize lean leaders.
- Clarify their role as a leadership change agent.
- Develop an action plan that addresses identified gaps.
How is this program structured?
- Introduction to experiential learning.
- Organizational simulation, Round 1:
Participants will analyze their own leadership styles and develop an understanding of the thinking patterns that form the foundation of any organizational culture.
- Debrief and reflection.
There will be a reception after Day 1 from 5:00 p.m. to 6:30 p.m.
- Learning session: leadership that supports problem solving.
- Organizational simulation, Round 2:
Participants will be challenged to apply lean thinking patterns introduced in the program to move toward a more-effective leadership model.
- Debrief and reflection.
- Debrief and reflection continued.
- Developing a plan for personal and/or organizational transformation to create an open problem-solving culture.
Who should attend?
This program is specifically designed to show senior executives, functional leaders, and executive change agents the individual and organizational adjustments in culture, behaviors, and thinking needed to successfully sustain their improvement efforts.
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
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’s 30+ years of manufacturing experience began with Fortune 100 electronics firms. As a Plant Manager, Supply Chain Manager, Director of Engineering and Lean Consultant, Tom has had the opportunity “to see” many factories in a variety of industries. His experience and clientele include electronic assembly and fabrication, composites, metal fabrication, aircraft manufacturing and many business processes. Tom’s background includes process flow, job shop manufacturing, set-up reduction, reducing engineering development time to market and business process re-engineering. Broadly capable, his training ranges from conducting shop floor kaizen’s to updating the Board of Directors; this provides him with the vision needed to establish a rapport teaching the shop floor worker or the executive manager.
Margie has over 20 years experience in helping executives and senior leaders realize their changing roles and responsibilities, and develop appropriate skills, for leading in a lean environment. For 18 years, Margie was a global internal consultant for Ford Motor Company at all levels within the organization - from team leaders to the COO - in Product Development, Design, and Manufacturing. Since exiting Ford, Margie has worked in a variety of service and manufacturing industries helping organizations effectively blend the social and technical elements in complex systems to ensure the sustainability of their lean transformation. Margie is also active with university programs in areas of leadership development, organizational learning, and lean thinking.
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