Lean Management System (2 Day Version) (2 Day Class)
This two-day course is an overview of the elements that comprise the Lean Management System and an examination of how they work together to create a system of continuous improvement through collaborative problem solving.
Traditional management systems are largely based on disaggregating the functions of the organization and managing performance of each piece in short time increments. This approach assumes the performance of the whole is the sum of the parts. Abnormalities are largely perceived as performance shortfalls and managers are expected to lead the problem analysis and demonstrate proficiency at knowing the answers.
Lean organizations depend of developing the problem solving capabilities of the entire workforce allocating specific categories of problems to each layer of the organization. While there is still a need for deep expertise in specialty departments the emphasis is on the performance of the entire value stream and the customer which it serves. Leadership in this type of organization is less focused on being the problem solver and more focused on building the problem solving muscle of the workforce. While traditional organizations delegate problem solving within 10-20% of the workforce, lean organizations endeavor to have the entire organization actively engaged in problem solving.
The course is structured as repetitive cycles of Learn-See-Do. First we will teach a principle, then you will see how this principle is put into practice in three sectors; manufacturing, office & services, and healthcare. After that the class will participate in implementing the principle at Whishmaker, Inc. (a generic company created to illustrate the application of principles to a business) fulfilling the "do" cycle.
We will repeat these Learn-See-Do cycles until each element is covered and then examine how the pieces work together to support a problem-solving culture typical of a mature lean organization
- An overview of popular management systems and their origins
- Characteristics of Lean organizations, the target condition
- Summary overview of the Lean Management System, the conditions under which it was developed, and overview of contemporary mature examples in various segments
- Deep dive into each element of the Lean Management System
- Lean strategic planning and deployment
- Standard work
- Visual management
- People development
- The work of leadership
- Follow up/accountability processes
- Lean leadership behaviors
- An examination of how the elements work together to build the culture of continuous improvement.
- You will understand how to go beyond the application of lean tools and create an organization that embodies the culture of continuously improving customer value and eliminating waste
- You will learn how to distill the elements that have made you a successful leader and disseminate these skills throughout the entire workforce leveraging capability
- You will recognize how to unlock the potential demonstrated in the islands of improvement in your company and tie them together into an entire value stream of people focused on improving flow each and every day
- As a leader in your organization, you will learn what you have to do to personally engage in the lean transformation process, beyond delegation and project management, so that performance improvements don't plateau and true cultural transformation takes place
Who Should Attend
Leaders at any level of the organization from front line Team Leader to CEO.
Intact teams encompassing a cross-section of leadership in your company are especially effective.
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.
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