Lean Enterprise Institute hosts a Lean Transformation Summit

The lean movement is transitioning from a tools based approach that has dominated implementation efforts to one that implements lean as it was originally intended — as a complete business system.

While deploying individual tools, such as one-piece flow, value-stream mapping, standardized work, or kaizen have produced results – often dramatic results – sustaining the gains have been difficult. In fact, the most recent survey of the Lean Community by the Lean Enterprise Institute revealed that “backsliding” to the old ways of working was the main obstacle to lean transformations.

This conference is designed to help you learn from leaders and implementers who are pioneering new applications in lean thinking and moving beyond isolated islands to create lean enterprises.

Summit Visual Flow

In plenary sessions, you'll hear company executives describe the essential business cases for launching a lean transformation, whether to improve profits and profitability or to create customer intimacy. They will also discuss why they use lean as a strategy and the experience of transforming the entire business. In subsequent breakout sessions, implementers from each company will follow up on the plenary discussion by providing detailed descriptions of how to's, what obstacles were overcome, and what results were achieved.

You'll also have the opportunity to explore methods that might be missing from your toolkit at the Learning Sessions. Each highly interactive session includes a practical exercise to give you experience using tools, teach you the basics, and then allow you to do one yourself, with the help of an experienced instructor.

Pre-Summit Workshops For those who want to make the most out of this opportunity to learn, LEI is offering pre-summit intensive workshops February 26th and 27th. Workshops include: Getting the Right Things Done Lean Product Development Value Stream Management A Gold Mine Workshop: Experience Lean Transformation
Summit Program
Keynote Speaker
John Shook Lean Enterprise Institute Senior Advisor President, TWI Network, Inc. Former deputy general manager of the Toyota Supplier Support Center; former co-director of the University of Michigan’s Japan Technology Management Program; co-author of Learning to See (Lean Enterprise Institute, 1999) Transforming the Enterprise and the Role of Lean Management Creating a sustainable lean transformation requires a lean management system focused on managing processes rather than managing the numbers, problem solving rather than problem hiding, and getting people to think and take initiative instead of telling them what to do. John will explain the organizational practices, management methods, and operational structure essential for effective lean leadership as well as the keys to the leadership behaviors needed to make lean management work.
Plenary Speakers
Scott Heydon Vice President, Global Strategy and Corporate Shared Services Starbucks Coffee Company	Todd Waterman General Manager of Lean General Electric	Dan McDonald Lead Manager, GM Technical Knowledge Office, New United Motor (NUMMI) General Motors	John Wilson Executive Vice President Manufacturing Operations New Balance
On average Starbucks will open several stores per day globally over the next five years. To help enable such rapid growth, Starbucks is applying lean to major strategic processes including roasting, distribution, hiring, product development, store development, and operations planning. Discover the compelling case for a lean transformation at this very successful service industry company. Understand how lean links to corporate growth strategy and enhances it. You’ll also hear about early wins in the lean conversion and how lean principles fit in with the company’s famous people-oriented culture.	General Electric has set a bold objective -- to grow organically 2 to 3 times faster than world GDP. To achieve this goal, the company adopted a focus on process excellence to create the customer value that will drive aggressive growth. GE began by bringing customer perspectives inside the company then using lean and six sigma to reduce the cycle times of processes that drive customer satisfaction. You’ll also hear how “lean showcases” are becoming so good at improving cycle times that they are generating millions in additional revenue.	Get an insider’s analysis of how the giant automaker is reinventing itself by systemically introducing and integrating lean thinking into more and more areas. You’ll hear about the process GM is using for deploying lean to all functional areas, how it sustains the gains, and how the lean journey is evolving as the need for structural cost reduction remains a “burning platform” for change.	When competitors decamped to Asia, New Balance launched a lean transformation that kept a large portion of production in the U.S. Learn how this unique company began lean in manufacturing then spread it upstream and downstream to respond to customers faster and with much greater variety than competitors. You’ll also get specifics about New Balance’s next steps: cut domestic lead time in half again, boost productivity significantly by cutting work content, and schedule plants two or three times daily to drive to its “true north” goal of making footwear to actual customer demand.

Breakout Sessions
You’ll find out how lean principles shortened production lead time, improved first-time quality, eliminated handoffs, and reduced the volume of the workbooks from the size of a telephone directory to that of a magazine while making them more useful to managers. You’ll also understand how value-stream mapping made service processes visible and how innovative “service level agreements,” two-way performance contracts between internal customers and providers, improved processes and distinguished normal from abnormal conditions.	Learn the details about how hundreds of lean activities help GE see processes from a customer’s perspective, engage team members to create solutions, and power revenue growth. You’ll understand how GE is creating customer intimacy within its businesses, especially the non-manufacturing business units, such as Consumer Finance, to improve speed and quality. For instance, cycle time to approve a deal in the specialized Real Estate business used to be 168 days with 117 steps in the process. Lean helped cut the cycle by 70%. And lean helped cut the time to install an MRI machine from 65 days to just 15.	Hear the details of how value-stream mapping was introduced into GM’s design center and how it is being used today to prioritize work, make design processes visible, and flow projects faster and more efficiently. You’ll also learn how GM is rapidly moving the organization away from implementing standalone applications of lean tools, such as mapping or kaizen, to applying lean thinking as a system throughout the organization with the help of such techniques as a “war room” and “discovery process.”	You’ll learn how New Balance has achieved remarkable results over the last 15 months by applying the lean concepts, mindsets, and tools from their manufacturing area to their product development process. The repeatable, yet flexible process that they have created has given company decision makers the tools to make optimum product decisions in one of the world’s most competitive industries. New Balance now as the ability to accurately respond to customer needs at a greatly reduced cost, while eliminating 45 days from its product development cycle.


A3 101	Provision and Consumption Mapping	Enterprise Mapping	Creating A Lean Culture
John Shook, Senior Adviser, Lean Enterprise Institute 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 large paper, often with graphics. more	Guy Parsons, Faculty Member, Lean Enterprise Institute David Brunt, Senior Faculty Member Lean Enterprise Academy Learn to see the current state of your customers’ experiences when acquiring your service or products so you can design a leaner and much better consumption/provision cycle. more	Kirk Paluska, Faculty Member Lean Enterprise Institute Tom Shuker, Faculty Member Lean Enterprise Institute Discover a tested and proven methodology for extending value-stream mapping from the shop floor into key support processes. more	Michael Ballé, co-author of The Gold Mine (Lean Enterprise Institute, 2005) Explore the lean culture change model and learn how to avoid a "tools-only" process by using a practical approach that deals with the people, process, and planning issues in any Lean Transformation. more

Registration:
Register for the Summit online at www.lean.org or call 617-871-2900 between 8:30 AM EST and 5:00 PM EST Monday through Friday.

Fees:
$2,500 USD
The registration fee includes participation in the Summit, participant materials, networking events, and meals for both days. Pre-Summit workshops are $1,100 for the 2-Day workshops and $700 for the 1-day workshop.

Payment:
We accept credit cards (American Express, Master Card, Visa) and checks. If you are paying by check please call LEI at 617-871-2900 to confirm availability and register. Purchase orders are not accepted for summit registrations.

Confirmation, Cancellations, and Substitutions:
Once registered, you will receive a confirmation by email. To receive a full refund, notice of cancellation must be received by February 1, 2007. Cancellations received after this date are not eligible for a refund; however LEI will provide a credit for the full amount paid, good for one year toward LEI workshops. Substitutions may be made at any time before the Summit begins.

Summit Program