Lean Leadership: Through the Transformation and Beyond (1 Day Class)
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
- 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.
Lean Enterprise Institute
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
Lean Transformations Group, LLC
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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