Lean Transformation Pre-Summit Agenda

LEI is offering Pre-Summit Workshops on March 3rd & 4th for those who want to make the most out of this opportunity. These in-depth one and two-day workshops will help you build practical skills for addressing "people" issues as well as technical ones you will encounter during a lean transformation. For more information on Pre-Summit Workshops. Pre-Summit workshops are available for only Summit attendees. The two-day pre-summit workshops are $1,200 and one-day Pre-Summit workshops are $700, breakfast and lunch are included. If an attendee takes a one day Pre-Summit workshop on the 3rd and 4th they will receive a $100 discount on each workshop.

Several of the Pre-Summit Workshops are nearing capacity, if you are interested in attending please act soon.

• Building the Lean Supply Stream
• Managing Value-Stream Improvement (SOLD OUT)
• Introduction to the A3 Management Method
• Coaching Skills (SOLD OUT)
• Developing People and Capability for Lean (SOLD OUT)
  

2-Day Workshop
(March 3rd - 4th)
Price:$1200

Instructor:
Robert Martichenko

Modeled after Building the Lean Supply Stream, the new LEI workbook by Robert Martichenko, this two-day workshop teaches how to apply lean to the extended enterprise. This workshop will fully define logistics and supply-chain management and discuss what organizations need to do to build a lean supply stream.

Beginning with understanding the current condition of your logistics and supply-stream networks, this workshop will show how to create a value-stream map for the extended enterprise, isolate areas of waste, and uncover opportunities for cost reduction through lean principles. “Total cost of ownership” is a common theme through the workshop.

Workshop Benefits and Overview:
By applying the knowledge of lean principles gained at the workshop to your organization’s supply chain, you will be able to:

• Reduce inventory levels by 25%
• Reduce the total cost of ownership by up to 15%
• Reduce logistics costs by 15%
• Reduce space by 40%
• Reduce Lead Time by 30%
• Increase fill rates by 15%
• Improve supplier performance and accountability
• Improve customer satisfaction and  customer relationships
• Drive lean supply stream management and lean logistics through your organization

2-Day Workshop
(March 3rd - 4th)
Price: $1,200 (SOLD OUT)


Instructors:
Jim Luckman

Kirk Paluska

While most organizations are able to produce current-state maps, many struggle with the process for creating future-state maps and corresponding implementation plans. All too often, the future-state map is just a drawing of a predisposed solution rather than the result of a rigorous thinking process. In addition, many organization struggle to implement their future state and fewer still are able to truly manage their organizations by value streams.

Through instructions, discussions, and hands-on exercises, this workshop will guide you through the development of future-states based on analysis and lean principles. This workshop also will cover the methods used to implement the future state and for creating a value-stream focus in your organization.

Workshop Benefits and Overview:
This workshop uses studies to help you advance beyond mapping to implementing leaner future-state processes. Topics include:

• A review of value-stream mapping techniques
• What is the most appropriate usage of the mapping process in the overall lean implementation
• Methods and techniques for doing the analysis required to arrive at a future-state map
• Planning implementation of the future state, using plan-do-check-act (PDCA) thinking and A3 process
• Organizational structures and management processes needed to manage by value streams

1-Day Workshop
(March 3 & 4)
Price: $700

Instructor:
Dave LaHote

This workshop is offered twice (once March 3rd and March 4th)

Toyota pioneered the use of A3 Reports as a way of getting the problem, analysis, corrective actions and action plan on a single sheet of paper (often using graphics more than words). A3's have evolved to become Toyota's standard format for problem solving, proposals, plans, and status reviews.

What is important about an A3 is not the format, but the thought process behind creating the document. As a standard way of communicating the Plan-Do-Check-Act process, the A3 makes it easier for people to gain understanding and support for new ideas and changes.

Workshop Benefits and Overview:
This workshop provides a thorough, hands-on introduction to how the A3 thinking process creates decisive dialogue within organizations. This workshop will give you:

• A historical overview of the use of A3 reports within Toyota
• A model for the thinking process that generates A3 reports
• An interactive opportunity to develop and refine an actual A3
• Methods for ensuring that the A3 process goes beyond being just a tool to becoming a way of thinking and managing
• The ability to create A3 reports and to use those documents as a way of focusing dialogue and action in their organization.

Bring a real problem or business proposal to the workshop to work on!

1-Day Workshop
(March 3)
Price: $700 (SOLD OUT)

Instructor:
David Verble

Organizations that fail to sustain lean improvements usually have made this critical mistake: while lean coordinators, facilitators, and kaizen teams are invaluable resources for implementing lean tools, managers and executives must create the environment and systems that let employees take responsibility for advancing the improvements.

This workshop will introduce you to the concept of a supportive management environment for lean performance. You’ll explore the manger’s role in people development and responsibilities in creating a learning environment. You’ll also have the opportunity to assess how well the culture and systems of your own organization supports the development of people and successful lean operations.

Workshop Benefits and Overview:
Through a combination of observations, descriptions, examples, exercises, and discussions, you will:

• Identify the type of management environment necessary for successful and sustained individual and operational performance.
• Describe the role and behaviors of the manager that create and maintain a lean environment and contrast them to those that undermine it.
• Identify and prioritize the core competencies needed by people working in a lean operation.
• Recognize the management behaviors that take away responsibility and hinder employee thinking and initiative.
• Consider the difference between On-the-Job Training and Development and classroom education and recognize the function of each in a lean context.
• Identify and assess the capabilities they need to develop to perform successfully in their own current roles and identify OJD responsibilities and assignments that could help them develop those capabilities.
• Reflect on recent attempts to coach a direct report or mentor a co-worker and identify ways their actions and assumptions either supported or hindered the development of the other person.

1-Day Workshop
(March 4)
Price: $700 (SOLD OUT)

Instructor:
David Verble

As a change agent, you have to implement lean improvements through the work of people you don’t manage. But too often getting people to complete tasks or meet schedules requires constant attention, encouragement, cajoling, and even taking the lead on these activities yourself.

There is a better way. Learn how to switch from being the person out front leading the charge to being the person who uses knowledge and experience to coach implementers while they retain responsibility for making and sustaining.

Workshop Benefits and Overview:
Through instruction, discussions, group activities, and hands-on exercises, you will learn how to:

• Recognize the function of a coach and the limitations of the role.
• Develop the thinking and decision making skills of lean implementers, increasing their ability for executing immediate changes.
• Understand the “sensei approach” to coaching and recognize how the perspective and techniques contribute to successfully implementing and sustaining lean.
• Understand the four key coaching practices for developing the effectiveness of lean implementers and practice the skills needed for each one.
• Assess your own effectiveness as a coach.
• Describe how the activities of preparation, practice, adjustment, and review can be used to lead others through implementing lean improvements.