2-Day Workshop
March 1st - 2nd
8:00 AM - 6:00 PM
Price: $1600

Instructors:

Jim Luckman

Margie Hagene

To sustain an organization's continuous improvement efforts and be most effective leading change, lean leaders need to not only champion the deployment of lean tools but to look beyond the tools to the supporting management systems. They need to create an environment for effective and comprehensive problem-solving at all levels of the organization, and model the behaviors that support this open problem-solving environment.

We will provide first-hand leadership experience to help senior leaders learn to create the environment for effective and comprehensive problem solving by conducting a series of rapid Plan-Do-Check-Adjust (PDCA) cycles. Going through two rounds of an organizational simulation, participants get to better understand their individual and collective leadership styles and learn to apply lean thinking patterns to move toward a more effective leadership model required to support a lean transformation.

Learning Objectives:

• Uncover the assumptions (thinking patterns) that form the foundation of an organizational culture and drive leaders' behaviors
• Create a new lens that lean leaders can use to address and change these thinking patterns and support a lean transformation
• Develop experiments that will create a new problem-solving culture to implement in your home organization
• Assess the gaps in their leadership systems and organizational structure that need to be addressed to allow the culture of problem-solving and continuous improvement to develop
• Identify core behaviors and practices that characterize lean leaders
• Develop an action plan that addresses identified gaps

2-Day Workshop
March 1st - 2nd
8:00 AM - 4:00 PM
Price: $1200

Instructor:

Michael Hoseus

Most companies embarking on a lean journey soon become frustrated with kaizen events and isolated improvement projects that yield great short-term results but have no sustainability. They are searching for something more: the culture of continuous improvement with its philosophy, processes, and people aligned to cultivate problem solving.

In this program we attempt to explore the unique culture of Toyota:

• What is it?
• How to get it?
• How to keep it?

The course is intended to demonstrate how connecting and simultaneously developing the "Product" and the "People" value streams helps accelerate your lean implementation setting a foundation for a sustainable lean culture.

Learning Objectives:

• Understand key components of lean culture: mutual trust, respect, and continuous improvement
• Specify and understand the skills and behaviors required to build and manage a lean system
• Understand how to attract, select, develop, and engage competent, able, and committed team members
• Learn the importance and roles of standardization and problem solving in establishing a lean culture
• Understand how to develop leaders who sustain and improve lean systems

Benefits:
Understand what you and your team will need to change in your current role to successfully lead a lean transformation:

• Learn how to create management systems and infrastructure that make problems visible and engage team members at all levels in a rigorous problem-solving and continuous-improvement process
• Complete an assessment of your organization revealing gaps in terms of its leadership, technical, and human systems that need to be addressed in order to build a lean culture
• Develop a clear action plan to address the prioritized gaps utilizing hoshin kanri and A3 tools

2-Day Workshop
March 1st - 2nd
8:00 AM - 4:00 PM
Price: $1200

Instructor:

Tracey Richardson

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. 

Learning Objectives:

• 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 1st - 2nd
8:00 AM - 4:00 PM
Price: $1200

Instructor:

David Meier

You will learn the lean business system philosophy designed to continuously improve competitiveness by achieving the highest quality, lowest cost, and shortest lead time. You'll understand why lean is fundamentally different from and superior to business models based on mass production.

This workshop will demonstrate the step-by-step thought process for implementing a lean transformation and how to extend it beyond your organization to improve supplier performance and customer satisfaction. You will discover new insight into lean management philosophy and its methods as well as the organizational structure and change management methods you'll need for implementing lean in your business.

Learning Objectives:
Focusing on three key areas - People, Process and Purpose - the program explores the entire Toyota Production System and how it creates a Lean Enterprise.

People
The Toyota Production System is at heart a people-based system and successful lean transformations must be based on a people system. In the course of the workshop, we will discuss selection, training, involvement, and supervisory practices that create the foundation for lean.

Process
In order to get real sustainable results in safety, quality, cost, delivery, and morale, one must bring all the tools of the Toyota Production System to work together as a system. Items covered include:

• Stability, flow, leveling, pull, and kaizen
• The PDCA (plan, do, check, act) discipline that holds the process together and improves it on a continuous basis

Purpose
How all the functions, individuals, and systems work together to deliver true value to customers creating competitive advantage and lasting business results. Items covered include:

• The role of management in creating and supporting a lean enterprise
• Hoshin Planning / Policy Deployment and its role as a management system in a lean enterprise
• The challenges organizations face in implementing a lean transformation and suggested methods to deal with those challenges

2-Day Workshop
March 1st - 2nd
8:00 AM - 4:00 PM
Price: $1200

Instructor:

David Verble

The nature of lean implementation is changing. Previously the focus was on implementing lean tools and practices in a manufacturing value stream or small portion of it. Now companies increasingly are trying to create integrated lean operating systems and to implement lean throughout the entire enterprise.

Two new roles are emerging in response to these changes. The first is that of the manager or specialist with experience in lean manufacturing who is now expected to be the leader or change agent for lean implementation across the company. The second is the individual who either has done some lean implementation in manufacturing or has done process improvement work but has no lean experience who is assigned to role of lean change agent on the office or administrative side.

Change Agent Skills for Lean Implementation Leaders is designed to introduce skills and practices in four critical areas where lean change agents must be effective:

1. Creating persuasive business cases for improvements and changes
2. Gaining agreement, commitment, cooperation and support
3. Influencing without power and position
4. Responding to resistance productively

The emphasis throughout the workshop is on presenting a few fundamental guidelines and behaviors for each set of skills and providing numerous opportunities for exploration and hands-on practice.

This workshop will provide you with:

• Basic knowledge of Toyota change management practices and tools and a sense of how and why they are used
• Better understanding of the ways we try to influence the decisions and behaviors of others and some proven techniques for increasing your impact

As a result, you will be able to:

• Use the PDCA learning cycle to present and engage others in proposed improvements and changes as experiments
• Create effective business cases for lean projects or overall initiatives through the use of the PDCA story and A3 proposal format
• Understand the nature of influence, identify your preferred influence style and recognize the preferences of others