Lean Problem Solving (1 Day Class)
Sustaining a lean transformation requires continuous problem solving by everyone in the company. Success hinges on how well we teach and apply a robust, shared problem-solving method at all levels to incorporate "evolutionary learning" into the company culture.
In order to build the culture of problem solving, an organization needs a "Community of THINKERS", working together on continuous improvement and the A3 problem-solving process which aligns with organization's business objectives. Their goal is to design a sustainable rigorous problem-solving process that is, in effect, an experimental test of any proposed changes.
In this workshop we will practice several of the problem-solving steps. We will also briefly discuss the infrastructure required to develop and sustain problem solvers, and touch on areas such as strategy deployment, standardized work, visual management and Go and See. "Go and See" will be a key component discussed within ALL the steps of the lean problem-solving process.
We will also discuss how to "bring to life" the Values a Company has set as their guiding principles or mission statements. We will do this by explaining the specific steps/actions to consider while using problem-solving process in daily activities.(i.e. – communication, buy-in, engagement, purpose, customer satisfaction and more). We will discuss each participants "Line of Sight" to the company goals or business plan (Hoshin), normally centered around the key performance indicators (i.e. Quality, Cost, Productivity, Safety, and HR Development).
Benefits:
This workshop introduces Lean Problem Solving as a teachable, scalable approach based on the scientific method (PDCA), which can be applied to the vast majority of your problems. When linked to core management systems, it helps to strengthen standards and build your lean management system organically, based on your needs. It becomes the nervous system of the learning organization.
Course Outline:
- The lean problem-solving process
- How each step ties into PDCA
- How to use a Problem-Solving Flowchart
- "Line of Sight" Activity in order to align value added activities in your daily work.
- Tangible actions required to support and "bring to life" organizational values/principles.
- Relating problem solving and core lean activities
Learning Objectives:
At the end of this workshop you should be able to:
- Follow the steps of the lean problem solving process (PDCA)
- Know how to use different problem solving methodologies in different circumstances (Problem Solving Flowchart, A3)
- Understand what it takes to develop concise problem solving A3's and or Problem Solving Flowcharts
- Understand and be able to explain the "thinking process" and infrastructure needed to sustain problem solving at all levels
Who Should Attend:
- Managers at all organizational levels and change agents
- Organizations that want to institute company-wide change
Instructors:
Tracey Richardson
Tracey has over 21 years experience in different roles within Toyota and learned lean practices as a Group Leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from the Japanese trainers. As a Group Leader and Quality Circle Advisor, she learned first-hand about lean tools and culture development. Now, as President of Teaching Lean, Inc. Tracey currently works within Toyota Motor Manufacturing plants and suppliers and other companies on their lean journeys, helping them develop the capabilities of employees - from the team-member level up to company leadership - through problem-solving and aligning daily activities with company business plans (PDCA-hoshin), enabling these companies to create a lean culture that is the foundation for success and long term sustainability.
Mike Kobashi
Mike has over 21 years manufacturing experience, including holding a variety of senior management positions in Operations Management, Lean and Six Sigma Deployment, Sales and Marketing, Business Unit Management and Information Technology. Mike was trained in TPS by the Toyota Logistics Group and is also a certified Six Sigma Master Black Belt. He has taught executive level classes and has worked with companies in the pharmaceutical, medical diagnostic and device, computer, aircraft, footwear and personal care industries. Mike received his Bachelors of Science degree in Computer Systems from Arizona State University in 1985.
Sammy Obara
Samuel learned the Toyota Production System while working in Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. For thirteen consecutive years, he implemented lean in several of the Toyota facilities in Japan, Brazil, the United States, and Venezuela. Samuel has gained experience in other industries, including healthcare, construction, retail, and government, helping over 300 companies in their lean journey. Samuel is also a faculty member with the Lean Institute in Brazil and in Mexico. He holds a Masters Degree in Technology Management and has lectured in universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
David Verble
David applied his organizational skills at Toyota's Georgetown,
KY, plant where he worked in
management and organizational development during the facility’s startup phase
and beyond. During his 10 years at Toyota, David
became the manager of Human Resource Development at Georgetown
and then manager of Human Resource Development for North American Manufacturing
at Toyota's manufacturing headquarters in Erlanger, KY.
Before his tenure at Toyota, David was
responsible for organizational development as assistant to the Dean of the College of Education,
University of Kentucky. He currently aids companies
implementing lean through Lean Transformations Group.
Pascal Dennis
Pascal is a professional engineer, author, and advisor to companies making the lean leap. He developed his lean skills at Toyota Motor Manufacturing Canada and by working with lean masters in North America and Japan. In leadership positions at TMMC, he supported the launching of several new models and the hiring and training of 2,000 new team members. He has supported lean implementation at leading international companies in sectors as diverse as automotive, process industries, heavy equipment, construction, and health care. The focus of his lean implementation work is strategic planning and execution (strategy deployment), quality, delivery and cost management, health and safety, and business process improvement. Pascal is author of Lean Production Simplified, Andy & Me – Crisis and Transformation on the Lean Journey, and the LEI publication Getting the Right Things Done – a Leader’s Guide to Planning and Execution, which all won Shingo Research Prizes. Pascal aids companies implementing lean through Lean Pathways, Inc.
Tracey Richardson
Tracey has over 21 years experience in different roles within Toyota and learned lean practices as a Group Leader at Toyota Motor Manufacturing Kentucky from 1988-1998. She was one of the first team members hired, with the fortunate opportunity to learn directly from the Japanese trainers. As a Group Leader and Quality Circle Advisor, she learned first-hand about lean tools and culture development. Now, as President of Teaching Lean, Inc. Tracey currently works within Toyota Motor Manufacturing plants and suppliers and other companies on their lean journeys, helping them develop the capabilities of employees - from the team-member level up to company leadership - through problem-solving and aligning daily activities with company business plans (PDCA-hoshin), enabling these companies to create a lean culture that is the foundation for success and long term sustainability.
Suggested Reading for this Workshop:
Price: $800.00
($700.00 if the participant is taking 2 or more workshops at one location)
Price includes all participant materials, breakfast, lunch and snacks each day.
Cancelation Policy
Our educational events are designed to cater to a limited number of participants. If you must cancel a
registration, refunds can be issued until the set refund date (20 business days prior to the start of the
workshop series). After that date, no refunds will be processed. If you cancel after that date, you will be
given a credit for the full amount paid, good for one year (for either yourself or someone else in your
organization). You are responsible for contacting LEI to facilitate receiving the credit. To cancel please
call LEI at (617) 871-2900.
