Just as the companies presenting at the Transformation Summit have found a way to be more effective in sustaining their lean efforts, LEI has found a more effective way for you to learn from them by using a unique Summit design that delivers high-quality, in-depth learning:
- In Plenary Sessions, you hear executives describe the essential business cases for launching lean transformations, explaining why they view lean as a growth strategy and how it is impacting the entire business.
- In subsequent Breakout Sessions, change agents from each company build on the plenary discussions by providing detailed descriptions of how and why particular methodologies were used, what challenges they overcame, and what results were achieved.
- Concurrent Learning Sessions offer new applications and practical methodologies in small interactive sessions where you can learn, discuss, and reflect. Sessions are repeated so you don't have to miss a topic you need to learn about.
- Limited attendance gives you ample time for discussions and follow-up questions.
- Pre-Summit Workshops build skills or introduce concepts that you'll need to make your transformation long-lived.
- Summit networking is designed to be the best in the Lean Community with breaks, receptions, and luncheons providing many formal and informal ways for you to connect with counterparts who are tackling the same challenges that you face today. Don't forget your business cards!
Many companies begin lean transformations, but far too many succumb to the inevitable cultural, management, and leadership challenges or the harsh realities of an uncertain economy.
But transformations at a handful of businesses have endured for a decade or more, and other companies have consciously built foundations for long-term success.
What did these companies and their managers do? What are they doing now to sustain this "lean longevity"?
Your chance to find out occurs March 3-4 at the 2010 Lean Transformation Summit in Orlando. You'll learn:
Why Lantech, whose rapid and dramatic success was documented in Lean Thinking (1996), began backsliding; how it reversed the slide by implementing a management system that supports sustainable daily improvements by operators and managers.
How Goodrich steadily advanced a lean effort that began in 1995 with basic value streams organized on a shop floor to a complete lean business system, including strategy deployment at every level, implementation of lean concepts in product and process development, and the transformation of purchasing into a lean supply management operation.
How Grainger executives are using a learning-doing-coaching model to take a hands-on approach to building a lean culture and spreading a transformation that began in distribution.
How leadership behavior and employee training at FedEx Express in a matter of months turned airplane mechanics, parts specialists, and other staff from skeptics into change agents, who contribute nearly 1,000 suggestions annually that have dramatically trimmed overhaul time, adding capacity and saving millions of dollars.
Jim Womack PhD - Founder & Chairman, Lean Enterprise Institute
Management expert and lean thought leader Jim Womack will bring lean thinking up to date in this important keynote address.
Womack, co-author with Dan Jones of the landmark book Lean Thinking, will advance the book's action plan based on his latest research and gemba experiences. The enhanced plan shifts focus from making initial breakthroughs with lean tools to the problem of how to introduce an enduring lean management system. Making the shift requires managers and executives to dramatically change how they act and think. Lean management is the successor to existing "modern management" systems descended from methods perfected by Alfred Sloan at GM during the 1920s.
Womack, who led the MIT research team that coined the term "lean," founded the Lean Enterprise Institute in 1997 as a nonprofit research, education, publishing, and conference company with a mission to advance lean thinking around the world.
Pioneering leaders from a cross-section of industries will make the business cases for their companies' lean transformations by beginning where transformations should begin - by examining the biggest point of need for business improvement. In this year's summit you will hear and learn from executives from Goodrich, Grainger, FedEx Express, and Lantech.com. In the Breakout Sessions you have the opportunity to dig deeper into the topics discussed by the Plenary speakers. These sessions are designed to deliver more detail and engage in discussions with the people at the gemba, about what has been done, what's left to do, and what mistakes were made along the way.
Michael A. Pulick
When lean efforts in local branches and distribution centers got the attention of senior managers, they decided to begin their own lean journey centered on the plan-do-check-act (PDCA) cycle. Their goal: "learn CI by doing CI" to lead the transformation and build a culture of continuous improvement that will sustain the organization for the long-term.
They decided to use the PDCA framework as an over-arching umbrella for the overall transformation effort and answered the critical question: how can a senior management team lead an organization through a lean transformation based on facts, real need, agreement, engagement and pull rather than simply dictating by push command and control?
They started by analyzing and reflecting on the corporate culture and a visual timeline of the company's improvement history and mistakes of the past then deliberately practicing basic lean thinking.
Now executives at this leading supplier of facilities maintenance products are learning and applying lean principles, A3 problem solving, value stream mapping, visual management and standard work. One improvement project significantly cut bad debts by reframing the problem from "Why can't we get our customers to pay their bills on time?" into the question, "What are we doing that causes people not to pay bills on time?"
Grainger's current hypothesis is that giving executives hands-on experience with continuous improvement will help them develop into continuous improvement leaders, teachers and coaches who can guide others as the transformation spreads.
- How the powerful PDCA method was used as the framework for the conversion, including behavior and culture change
- How lean principles were applied in distribution and customer service and how they are being spread to other operational and support areas
- How Grainger executives apply the learning-teach-coaching model
- What Grainger is doing to lay the groundwork for a long-running, sustainable transformation
- How Grainger executives and staff support the company's lean effort
Personalize your Summit experience by exploring topics that you told us were important. Each learning session gives enough practical information to apply to your work. These sessions will be offered three times during the Summit so you will have the opportunity to participate in multiple sessions.
Lean Thinking Driving Behaviors
Over the past few decades, many companies have engaged in applying lean tools and principles in their operations. Many of these efforts have produced uneven results because the approach has been limited to applying tools to the existing systems and culture of the organization. The transformation to a "Toyota-like thinking" company requires a very different approach.
Leaders play a significant role in creating the environment for their organization to execute and perform. Behaviors that determine how leaders react to problems are a result of a long history of actions. In all organizations, there are a set of rules that are so engrained that the organization cannot recognize their existence. These hidden rules guide behaviors and need to be discussed so that true change can take place.
An effective approach requires some deep reflection about the organizational rules that are affecting performance. Leaders need to uncover the hidden rules and implement countermeasures in order to improve performance and move to a more supportive problem-solving culture. Join LEI faculty member Jim Luckman to discover:
- The typical hidden drivers of behaviors
- A successful model for culture change
- How to draw a connection between organizational behavior and performance
- How to begin the process of developing countermeasures that really change organizational behaviors
Break bread with other lean thinkers and share substantial insights into the lean-related issues that are most important to you. Each day at lunch we'll have tables set aside for Lean Thinkers who want to exchange information about particular topics, such as employee involvement, leadership, and A3. Or create your own topic of interest by submitting it during registration.
Other Networking Opportunitites
The Summit is designed to be the best networking venue in the Lean Community by providing many formal and informal ways for you to connect with counterparts facing the same challenges as you.
- Networking Breaks
- Welcome Reception March 2nd
- Networking Reception March 3rd
These in-depth 2-day programs will help you move beyond individual "tools" and isolated improvement projects to build leadership capabilities and develop management skills needed to create the complete lean enterprise and the culture of problem solving. For more information on Pre-Summit Workshops click here.
This year's Pre-Summit Workshops are:
- Transformational Leadership: A Program for Senior Leaders
- Lean Thinking in a Virtual Environment
- Sustainable Lean Culture: Connecting the "Product" and the "People" Value Streams
- Managing to Learn
- Key Concepts of Lean
- Change Agent Skills for Lean Implementation Leaders
Register for the Summit online by clicking the button above or call 617-871-2900 between 8:30 AM and 5:00 PM Monday through Friday.
Repeat Attendee Discount
If you attended the Lean Transformation Summit in 2007, 2008, or 2009, you will receive an additional $100 off registration as a small token of our appreciation for your continued support. No code needed - the discount will automatically be applied to your registration.
For groups from the same company, every 5th person's summit registration is free! Pre-summit workshops are not included. Please call 617-871-2900 to register your group and receive this discount.
The registration fee includes participation in the Summit, participant materials, and food for both days.
Pre-Summit Workshops are available for Summit attendees on March 1st & 2nd for an additional fee. Breakfast and lunch are included.
Confirmation, Cancellations, and Substitutions
Once registered, you will receive a confirmation email. To receive a full refund, notice of cancellation must be received by February 4, 2010. Cancellations received after this date are not eligible for a refund. LEI will provide a credit for the full amount paid, which expires one year after the date issued. Substitutions may be made at any time before March 1, 2010.
If you have any further questions please contact the Lean Enterprise Institute at 617-871-2900 or email@example.com.