Lean Transformation Pre-Summit Agenda

LEI is offering Pre-Summit Workshops on March 2nd & 3rd 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. Pre-Summit workshops are only available for 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 2nd and 3rd they will receive a $100 discount on each workshop. Workshops start at 8:00 AM (breakfast is served at 7:00) and adjourn at 4:00 PM.

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

• Managing to Learn, The A3Workshop (THIS WORKSHOP IS SOLD OUT)
• Supporting Leader Standard Work with Visual Management Tools
• Managing Value Stream Improvement Projects
• Developing People with Capability for Lean
• Coaching Skills for Lean Implementation Leaders (THIS WORKSHOP IS SOLD OUT)
  

2-Day Workshop
(March 2nd - 3rd)
Price: $1,200

Instructor:
John Shook

Learn how to use A3 reports to implement and sustain lean management, based on creating a deep problem-solving culture of plan-do-check-act.  You’ll not only develop your skills in writing A3s, but also learn how to read and respond as a mentor to the A3s of others.

Since the purpose of this workshop is to explore the lessons and insights of the Lean Enterprise Institute’s book Managing to Learn by John Shook from four perspectives, we recommend reading the book prior to attending to get the most benefit.

First, you’ll explore the requirements of sound A3 thinking and management by following the stages of learning illustrated by the Managing to Learn story.  Then you’ll develop eyes and ears to recognize effective A3 stories by reading several A3s and discussing how to improve them.  Next, you’ll create the Title, Background, Current Situation, Goal, Analysis and Recommendations sections of an A3 for a problem-solving responsibility in your work.  (Bring your A3s or a real problem from work to tackle during this exercise.)  Finally, you’ll learn various forms and uses of the A3 format.  Examples from Managing to Learn will be highlighted, along with others. 

Workshop Benefits: 
Through instruction, small-group discussions, and exercises, you will learn: 

• The basic types of A3 stories and how the format differs for each,
• The role of A3s in the nemawashi process for gaining alignment with the stakeholders to a problem.
• How the A3 functions as a change management tool, a general management tool, a human development tool, and a knowledge sharing tool.
• The three basic roles of the A3 process:
• Writing an A3 (as the author/owner),
• Reading A3s (as the responder),
• Coaching others about their A3s (as the coach). 
  
  

2-Day Workshop
(March 2nd - 3rd)
Price: $1,200


Instructors:
Joe Murli

Under traditional management systems, the end of each month or quarter brings a flurry of data gathering, analysis, and deliberation over what just happened and what to do during the coming period.  This has been characterized as “steering a boat by looking at the wake.”

Under lean management, the business focuses on managing processes in real time at the “gemba” so information at the end of the month or quarter is old news and essentially a non-event.  This requires important business process information to be recorded and displayed in simple visual terms throughout the company for all to see and react to as it happens. 

This workshop uses a case study to show you how to design and execute an implementation plan to migrate your company from one that gathers data, meets, and reacts to one that sees waste, manages exceptions, and improves processes.

Workshop Benefits: 
This workshop will show you how to tie together company strategy with policy deployment, value-stream mapping, kaizen, visual management, and leadership standard work, so you can:

• Improve business performance by reacting to abnormalities in real time at the local level.
• Improve productivity by eliminating waste from critical processes.
• Get everyone in your organization aligned and involved with what is important to your customers and your business.
• Improve front-line leadership skills through better awareness.
• Improve morale through transparency and involvement.
• Keep the enterprise motivated to stay on course through the lean transformation process as they see the impact of process improvements faster.

2-Day Workshop
(March 2nd - 3rd)
Price: $1,200

Instructor:
Jim Luckman

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 organizations 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 2)
Price: $700

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 3)
Price: $700

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 lean efforts.

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.