Management PDCA: Aligning Individual Initiative and Organizational Development (2 Day Class)
Join John Shook, Lean Enterprise Institute CEO and Mark Reich, LEI director of strategy and operations, in this 2-day session.
The path to improvement is paved with questions not answers.
First, answer the following questions:
- What is your company's mission?
- What is the purpose of your role/department?
- What are your customer's needs?
Were you able to answer the questions above?
If so, how do your answers above fit together?
It isn't until you make the effort to answer the questions above that you find out just how difficult it is.
Managing to Connect Each Person with Purpose
In this very unique workshop Toyota Veterans John Shook, and Mark Reich help you understand and align your activities to connect roles with missions and ultimately your customer. Often referred to as Hoshin Kanri, but for the sake of this workshop let's call it Management PDCA. It is a tested way to connect people with purpose and process with the mission of the company.
This is not the class were they review Company X's problems and we send you on your way. This is a workshop where you bring your problem with you, in fact it's required. There are no pedestrians in this class. After you register, you will be given a series of questions that you are required to answer.
- How to build organizational alignment
- What role you'll take to make things better
- The interactions of dialogue and authority
You will start by getting an understanding of your current status and identifying your target status. There is almost certainly a gap between the two. Management PDCA is what bridges the gap between current and target status, connecting company missions with every person in your department and organization.
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See John helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
Shook is an industrial anthropologist with a bachelor’s degree from the University of Tennessee, a master’s degree from the University of Hawaii, and is a graduate of the Japan-America Institute of Management Science. He is the former director of the University of Michigan, Japan Technological Management Program, and faculty of the university’s Department of Industrial and Operations Engineering.
He is the author of "Toyota’s Secret: The A3 Report"; Sloan Management Review, July 2010 and "How to Change a Culture: Lessons from NUMMI"; Sloan Management Review, January 2010, which won Sloan’s Richard Beckhard Memorial Prize for outstanding article in the field of organizational development.
Shook is a sought-after conference keynoter who has been interviewed on lean management by National Public Radio, Bloomberg News, The Wall Street Journal, Entrepreneur, and numerous trade publications.
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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