Transformational Leadership: An Experiential Program for Lean Leaders
Lean Transformation Summit
2013 Transformation Summit Content
2011 Transformation Summit Content
2013 Lean Healthcare Transformation Summit
2013 Lean Coaching Summit
Before you address the problems in your value stream to make it more lean, you’ll find it helpful to have a clear picture of what a truly lean value stream looks like.
A lean value stream exhibits the following characteristics:
Your future-state map will follow guidelines to establish value, flow, work, and management. Translating the guidelines into questions that you and your team collectively answer will help you begin to define your future state. Step through the guidelines and questions provided in order.
Perfecting Patient Journeys, from which these guidelines are taken is taken, is a guide to value-stream improvement for leaders of healthcare organizations who want to implement lean thinking and engage employees in solving problems in order to deliver better and more efficient care. Readers will learn how to identify and select a problem in the performance of a value stream, define a project scope, and create a shared understanding of what's occurring in the value stream. Readers will also learn to develop a shared vision of an improved future, and hopefully work together to make that vision a reality.
"Begin from need" is attributed Taiichi Ohno, a key developer of the Toyota Production System. It means, as shown on these charts, what does the customer (the organization, the worker, the gemba) need right now? It's another way of articulating the principle of PDCA, plan-do-check-act. It helps us begin problem solving by grasping the situation, and avoid jumping to conclusions.
A graphic of the Shingo Prize model for principle-centered operational excellence.
For many companies, the most important problem is not doing lean; it is becoming lean. How can they advance beyond realizing isolated gains from deploying lean tools, to fundamentally changing how they operate, think, and learn? In other words, how can companies learn to go beyond lean turnaround to achieve lean transformation?
The Lean Manager, by lean experts Michael and Freddy Ballé, addresses this critical problem. The sequel to the Ballé’s international bestselling business novel The Gold Mine, The Lean Manager tells the compelling story of plant manager Andrew Ward as he goes through the challenging but rewarding journey to becoming a lean manager. Under the guidance of Phil Jenkinson (whose own lean journey was at the core of The Gold Mine), Ward learns to use a deep understanding of lean tools, as well as a technical know-how of his plant’s operations, to foster a lean attitude that sustains continuous improvement.
LEI’s e-letter subscribers report that their lean efforts are getting more attention during the recession. The brief online survey was conducted in March 2009.
With single-item orders 80% of the time, adopting single-piece flow and cellular production made sense to management at Landscape Forms, a low-volume, high-mix producer of outdoor furniture in Kalamazoo, MI. Find out how the company continued to spread the lean conversion by taking on the harder challenges of reinventing the production schedule through leveling, implementing lean financial management, and creating culture that embraced change and