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Lean Leadership: Through the Transformation and Beyond (1 Day Class)

Description:

In his book ‘Gemba Walks’ (Chapter ‘From Lean Tools to Lean Management’), Jim Womack noted that the lean transformation, when it is applied to all elements of an enterprise, is a multi-dimensional undertaking of great magnitude. Hence “it’s understandable that in many organizations, lean tools came to the foreground. The attraction of tools, continues Jim, is that they can be employed at many points within an organization, often by staff improvement teams or external consultants. Even better, they can be applied in isolation without tackling the difficult task of changing the organization and its fundamental approach to management. I often say that managers will try anything easy that doesn’t work before they will try anything hard that does, and this may be a fair summary of what happened in the Tool Age”…

As LEI is leading the lean community out of the Tool Age and into the Era of Lean Thinking and Management, we invite leaders to share experiences, discuss their current organizational challenges, and explore alternatives for engaging the entire organization in building a new operating model in order to create the culture of problem solving and collaborative learning.

The objective of this workshop is to help leaders understand conceptual differences between applying lean to their organization vs. integrating it into the business system with the expectation of creating a new problem solving culture, and what changes in their own thinking and behaviors are required so they can effectively support their organizational transformation.

In the course of the workshop, we will facilitate reflection sessions to help you clarify the current state of your organization and define the gap between where you are today and where you need to be. As you complete this organizational problem solving loop, we’ll engage you into thinking about your personal leadership habits and practices, what you have done as the leader to help your organization make business improvements, and what your individual “gaps” are that need to be closed.

Topics to cover

  • What is “Lean” and what does it mean to your organization?
  • Why is it so hard to introduce and sustain lean?
  • Aligning Purpose, Process, People and the scientific method of PDCA to build the culture of continuous improvement
  • Modern versus Lean Management  (thinking about how you run your business)
  • The leader’s role in providing direction and aligning the organization
  • Leadership skills, competencies and capabilities required to build the lean culture
  • Issues around creating change and improving business results

Course Outline

  • Overview of the company culture, structure and management system in participants’ organizations.
  • What obstacles have you experienced in your efforts to implement lean?
  • What do you need to successfully deploy lean?
  • Building a problem-solving organization
  • Modern vs. Lean Management
  • Executive's role in leading an organization through the transformation and beyond
  • Getting alignment across the organization
  • Creating a horizontal flow of value
  • The A3 Management Discipline

Who Should Attend?

Those who should attend this workshop include:

  • Senior leaders and line managers with some experience in lean transformations who are ready to move from the Tool Age to the development of a problem-solving culture.
Instructors:
Dave LaHote Dave LaHote
Faculty Member
Lean Enterprise Institute
dave@davelahote.com

Dave LaHote is a retired senior executive who is currently an educator and advisor to organizations making the lean leap. From 2006 to 2011, Dave served as the president, Lean Education, for the Lean Enterprise Institute in Cambridge, MA.

Dave came to LEI with over 35 years of experience in manufacturing and service companies. Dave ran business units in Parker Hannifin, Eaton, and Aeroquip-Vickers Corporation and previously held senior management positions in marketing, business development, and human resources. He is a "shop rat" having grown up in the family manufacturing business. In the early 1990's he was responsible for  lean implementation across a diverse $2 billion manufacturing company and began his long-term relationship with Jim Womack, founder and chairman of LEI.

Dave has taught executive education classes on a wide variety of lean manufacturing, strategy development and management topics. He is currently on the faculty of the University of Michigan's Lean Healthcare program and has been a part of Ohio State University's Masters in Operational Excellence program.

Dave holds a bachelor's degree in liberal arts and a master's degree in Organizational Development from Bowling Green State University

Jim Luckman Jim Luckman
Partner
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
Joe Murli Joe Murli
CEO
The Murli Group
Joe has developed the knowledge of lean concepts and principles over the past 18 years while he held senior leadership positions in domestic and international settings. Through extensive coaching by retired executives from Toyota Motor Company in the early 90’s, Joe developed an aptitude for maximizing product velocity and managing operations through simple visual means. This knowledge was further applied as Joe became General Manager of Chengdu Aerotech, China’s first aviation industry joint venture, and was able to integrate the elements of strategy deployment, organizational development, facility design and Lean into one cohesive business management approach. As Director of North American Operations for Ensign Bickford, he led the Company to win the Shingo Prize for operational excellence. He effectively utilized his knowledge of lean manufacturing to help Sterling Collision Centers grow from a startup to a company with 50 locations nationally (now part of Allstate Insurance Company). As Vice President of Manufacturing for the Kamatics division of Kaman Corporation, he restructured operations to double on-time delivery performance while reducing lead times by 88% for 2/3 of products. Since 2003 The Murli Group LLC has been helping clients achieve superior operating gains through the transformation process of Lean Management Systems. Joe has undergraduate degrees in Manufacturing Engineering and Accounting from the State University of New York, and Post University respectively. Additionally, he holds a Master’s degree in Business Administration from the University of Connecticut.
Chris Vogel Chris Vogel
Compass Affiliates.
Prior to joining LEI faculty, Chris worked for Wells Fargo as Divisional Operations Senior Vice President. During his last 10 years at Wells Fargo, he focused on forming a new division based on the blend of lean principles, culture and tools. Over a 5-year period, this division achieved the following results: Productivity Increase 136%, Lead Time Reduction 65%, Quality Increase 54%, Annualized Team Member Turnover of less than 6%. The Wells Fargo lean transformation included institutionalizing a lean learning model, establishing standardized work and process flow, integrating employee process improvement, transforming the management culture from directive / hierarchal to Socratic problem solving, standardized work for leadership, and making office processes visible and visual. Chris currently works directly with business leaders to drive customer value using the principles and tools of lean through his company Compass Affiliates.

Workshop Suggestions:
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.
Suggested Reading for this Workshop:
Locations and Dates for Lean Leadership: Through the Transformation and Beyond

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Price: $800.00 ($700.00 if the participant is taking 2 or more workshops at one location)
Price includes all participant materials, breakfast, lunch and snacks each day

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Cancelation Policy
Our workshops are designed to cater to a limited number of participants.  If you must cancel a workshop registration, you will be given a full refund up to four weeks before the workshop. A cancelation occuring within four weeks of the workshop will be subjected to a $350 cancelation fee.  Substitutions may be made at any time prior to the start of the workshop. To cancel a workshop registration, please call LEI at (617) 871-2900.