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Each year lean thinkers from dozens of industries, at every stage of their journey, gather the Lean Transformation Summit to learn, share, and network. Last year's summit in New Orleans was the largest and highest rated summit in LEI's 20-year history.
Our goal is to improve our summit every year. We do this by listening to attendees, and the lean community at large. The two biggest requests from last year were more time for networking and more learning sessions. So this year we've designed a summit with just that, plus many of the surprises attendees get when attending an LEI learning experience.
The 2016 Lean Transformation Summit is taking place on March 17-18 at the Red Rock Resort in Las Vegas, NV.
Intentionally, we are not on 'The Strip', but close enough that you can easily get there or enjoy the beautiful views of the Red Rock Canyon.
What can you expect from the 2016 Lean Transformation Summit?
- Learning you can apply when you return to work Monday morning.
- Unbeatable networking opportunities
- Motivation to improve/charge your battery
We intentionally limit the size of our summits so they maintain an intimate feel and allow for unique network opportunities. Last year we sold out in record time and we expect this year will sell out even faster. So please register while we still have space.
It has been 25 years since the release of The Machine That Changed the World, a book that actually helped change the world. We are still seeing that change, in new industries, applications, and learning. Join LEI’s CEO and Chairman, John Shook as he shares his unique views of what lean truly is, how it’s spread, and explore how we can make it better.
Plenary & Breakout Sessions
In Plenary sessions companies and special guests share unique insights into their lean transformations, as well as challenges, next steps, and lessons learned. After the presentations Breakout sessions take place where the people doing the work share more details on what was accomplished, how it is done, and give you something that you can apply on Monday morning when you return to work.
“Nationwide is On Your Side” is not a tagline. It is a promise to Nationwide’s customers, and that promise is kept through a lean journey that started in 2009. Six years ago, Nationwide embarked on building industry leading software engineering capabilities. This lean journey has enabled and engaged the 9000+ person IT organization to deliver great solutions to customers and partners with industry-leading quality.
Guru Vasudeva, SVP & CIO, Application and Data Services, and Tom Paider, AVP, Build Capability Leader, will discuss with the audience a lean system that guides all aspects of software engineering, including a lean management system from the frontline to the C-suite, a focus on problem solving, visual management, accountability, and what is possible when technology and lean collide.
Legal Sea Foods
Legal Sea Foods is dramatically changing the way restaurants work. For 60 years this family-owned group of restaurants (don’t call them a chain), has relentlessly focused on freshness and the guest experience. From menu to atmosphere, each restaurant is unique. That means diners have a distinctive experience at each restaurant – but each restaurant has unique problems.
Solving them starts with staff and managers at each location truly understanding their work and roles. It doesn’t end there, but extends across the entire value stream -- from fishing boat to your belly. In this plenary session, President and CEO Roger Berkowitz will share what Legal is learning during its continuing lean transformation. Later, at the breakout session, company change agents will share how-to details about how lean principles are being implemented in restaurants.
Phase 2 Medical Device Manufacturing
Imagine you are a small contract manufacturer. You have two major customers that have just merged to become the majority of your business. And now that newly formed single customer needs you to reduce your price by 50% - or you lose them!
This is the situation Phase 2 Medical Manufacturing, a contract manufacturer for single-use medical devices, was in. In this Plenary presentation, you’ll hear from Phase 2 President Adam Prime on how they partnered with their customer to adopt lean techniques and were not only able to meet their customer’s needs, but expand their business too.
Joining Adam in the Breakout session will be Dave Errico and Mark Johnson of Medtronic, Phase 2’s customer, where they will explain more about how they were able to create change, and improve the work. You’ll also hear how they are taking what they’ve learned on the shop floor and spread it to the back office.
SunPower believes in changing the way our world is powered, and that’s exactly what they are doing. They are a global solar technology leader and energy services provider with a history of delivering high-efficiency solar cells and panels with unmatched long–term reliability and guaranteed performance, all while eliminating the environmental impact of manufacturing.
Chief Operating Officer Marty Neese will describe the Circular Economy and share SunPower’s “CLean” (Circular + Lean) energy transformation model of moving from an economy of "take, make, waste" to one of responsible, circular design using lean principles and the SunPower Production System. Through the CLean model, SunPower drives waste elimination, material and natural resource closed loops and the broader use of renewable energy to enable “Triple Certified Factories” that are LEED certified, Zero Waste to Landfill certified, and manufacture Cradle to Cradle certified products.
This session, based on the new book, Building the Fit Organization, distills the lessons from the Toyota Production System into six core concepts, and coaches them in the easily understandable language of physical fitness and athletic excellence—no Japanese or English jargon, no hackneyed, off-putting references to Toyota. By the end of the session, your team will be ready to make your company faster, more competitive, and better able to win in your market.
Trying to be Toyota is a mistake. What leaders need to do instead is learn from Toyota — learn how to convert their moderately competent organizations into dynamic, constantly improving, profoundly customer-focused entities. A "fit" organization, led by a "fit" leader, has the ability to continuously improve in a manner that delivers superior performance and results over the long haul.
Topics you'll cover:
- Commit to improvement;
- Increase value, don't reduce costs;
- Think horizontally, not vertically;
- Define the right way to work;
- Visual management and real time feedback ;
- The coaching triangle.
- Learn a new way to frame and explain lean.
- Understand six key factors needed for organizational excellence.
Tasked with designing new facilities for their multi-site healthcare organization, Alice Lee and her team knew they would have to think outside the box. The original questions posed by her leaders in tackling the design were:
- Who works in the space?
- What is the impact of virtual work on space?
- How many exam rooms?
- How many patients?
As is often the case with complex problems, this project was initially perceived as a need to answer four specific questions, seemingly simple on the outside, but filled with assumptions and bias with a narrow organizational orientation.
Alice’s and her team’s final solution to this challenge involved combining two schools of thought – Lean Thinking and Design Thinking – and using them to revamp their approach. What came out of this new approach was a human-centered solution to the challenge, grounded in serving the customers’ needs. They were able to produce a holistic, empathetic design that made it easier for staff to provide a better experience and outcome for their customers.
In this thought-provoking learning session, Alice will go deeper into this blend of Design Thinking and Lean Thinking, how it helped her team arrive at their solution, and how you can use it to deliver next-level customer value too. You will also learn how revelatory insights were gleaned from user research and were translated into actionable 2D, 3D, and then full-scale prototype models for testing and evaluation.
In this unique Learning Session, the 365 Café team will explain how they have applied lean in a pure service environment. The Barcelona-based 365 Cafe is a chain of little cafés and bakeries with one production center supporting all 78 of them. After applying lean in the bread and pastry factory, Team365 quickly realized that it could apply the same approach to every shop.
Lean techniques have allowed the company to not only grow in a competitive market, but to beat the competition on service, quality, and price, applying such methods as pull systems, supermarket management, standardized work, A3s, and visual management of the entire supply chain.
You will learn:
- How stock in shops and facilities was drastically reduced by 50 to 80%.
- How productivity was increased without working more.
- How leader standard work was implemented.
- How visual management in the shop was established.
- What the team has learned after one year into a formal hoshin process.
- How the unique “zero space for waste” policy works in both facilities and shops.
Whether we're in business, government, or healthcare, we tend to seek to optimize our processes, but no team can be optimized while the individual team members remain in a state of chaos. Unclear direction, overwork, lack of collaboration, and process fatigue can weigh down individuals and teams, causing sluggish performance, increased defects, and low morale.
This 90-minute class will introduce lean principles and tools to better manage personal and project work so it circumvents chaos, communication breakdowns, and low morale. Creator of Personal Kanban, Jim Benson, author for of the Shingo Award-winning book Personal Kanban: Mapping Work | Navigating Life, will introduce this lean tool to understand, plan, and act on the options available to us, our teams, and our organizations.
The course will discuss:
- The System of Profound Knowledge
- Understand systems thinking, variation, and psychology as they apply to knowledge work.
- Personal Kanban as a Personal Framework
- Discover Personal Kanban as a framework for understanding value-stream maps, work-in-process limits, and cognitive theories such as single-loop and double-loop learning.
- Visualizing Work
- Learn the benefits of using a visual system for work completion, quality, reporting, collaboration, and peace of mind. We cover value-stream mapping and the identification of work item types resulting in the creation of your own Personal Kanban.
- Limiting Work-in-Process
- Learn how to visualize the impacts of overwork, multitasking, context switching, and repetitive tasks. We discuss the Lean concept of flow, valuing completion with quality over simply starting tasks.
- The Psychology of Work
- Recognize the impacts of overwork, multitasking, context switching, and repetition on knowledge workers, as well as cognitive biases that impact effectiveness and planning.
Many of us have applied basic lean concepts in our manufacturing environments, creating much improved processes and measurable results. Herman Miller recognized that it had gotten into a cycle of launching products and processes, then using lean principles on the shop floor to improve the new processes. The company realized that a way to move beyond this cycle of launch then improve was to apply lean to the product development process itself.
During this Learning Session, Ted and John will share some of the struggles that Herman Miller had and the countermeasures it developed to engage manufacturing earlier in the development process to influence product design before concepts were too far along to change. You’ll have a chance to share the gaps you see in your own organization between manufacturing and product development, and then develop some ideas to take back about what to try in order to reduce these gaps.
Lean thinking has spread from manufacturing to services, to healthcare, and now mining? And not just to the process of mining, but to the entire town built around the mine, from drilling and blasting to loading and hauling of material, crushing and processing of ore, equipment maintenance, the local child daycare facility, healthcare clinic, golf course, and grocery store.
In this session, members of the Kinross team with support from Ernie and Tracey Richardson will walk you through the real-life case study of the gold mine’s journey to an extraordinary continuous improvement culture. A gold mine in the middle of nowhere Nevada that has limited ore reserves empowers its workforce to identify opportunities to stay in business. The price of gold will determine the mine life unless changes can be made to the way we do business. Challenged to produce more with less money, it achieved and sustained long-term improvement in performance by supporting the development of a high-performance culture.
In this session, you will learn:
- How lean applies to mining and how any process can benefit.
- Pull vs. push for lean cultural beliefs and training.
- How to capture improvement ideas from the people and knock down the walls of suggestion boxes.
- How to shift mindsets and behaviors using the often neglected practice of coaching and True North aligning.
- What key performance indicators often mask the truth and how to bridge the gap.
- The power of fundamental principles for successful improvement and key results.
- Cross-functional benefits to optimization with lean facilitation.
- Common pitfalls to help you plan how you will apply lean principles and practices.
For over 30 years, Thrustmaster of Texas, Inc., has been designing and manufacturing marine propulsion equipment in Houston, Texas. Thrustmaster serves customers all over the world with thrusters ranging from 35 to 10,000 horsepower for all types of marine vessels.
After experiencing tremendous growth and the opening of a new plant, Thrustmaster struggled with low on-time delivery and high product cost. In 2014, Thrustmaster started its lean journey. Within 18 months, it saw dramatic results, including 100% on-time delivery and reductions in cost. In this session, you will learn:
- How the vision was set and communicated to the organization.
- How visual management helped establish flow on the shop floor, unlocking the true bottlenecks.
- How cellular based manufacturing was accomplished in a low-volume, high-mix, custom manufacturing environment.
- How the MRP scheduling module was replaced by a FIFO, visual card-based scheduling approach.
- How problem solving was implemented on the manufacturing floor.
- How lessons learned on the manufacturing floor are now being implemented in product development.
Operations and business management want help from accounting – not only audit and policing -- but value-adding consulting. Jean Cunningham will share her view of the new role of the lean finance organization with examples of actions to take right now to make accounting matter. Topics will range through material cost, new products, process stability, and transformation support.
This Learning Session will provide fresh and innovative guidance on how to focus on your company’s need for financial and accounting expertise applied in a way that creates value for the overall organization. You’ll also get ideas on how to bust out the silos of Accounting, IT, and HR to create value streams that support the organization around the needs of business intelligence, infrastructure, and control.
- Innovative work for the finance and accounting function in a company with lean strategy.
- How to move beyond waste elimination but creation of value as a target for lean accounting.
- A practical step forward in your personal lean transformation.
Most companies embarking on a lean journey soon become frustrated with improvement events and isolated projects that yield great short-term results but have no sustainability and no major innovation. They are searching for something more: the culture that goes beyond “just managing” continuous improvement.
The EMDS gets everyone in the organization on the same page through its “True North” and cascade of KPIs that go both vertically and horizontally through the organization. The resulting alignment gets everyone going in the same direction, focusing on the prioritized and major problems in the organization.
The process then taps into the creativity of teams to address these problems by focusing not only on results but on the “process,” which will not only help to achieve the results, but allow the organization to standardize, sustain, and share them.
EMDS will help your organization in:
- Going beyond “Lean Tools” to align the entire organization.
- Creating, implementing, and measuring key performance metrics and targets in the areas of safety, quality, delivery, cost, and people (SQDCP).
- Connecting operations and all functions across the organization.
- Identifying and coaching improvement (small steps) and innovation (large leaps) focused on value to the customer on a daily basis.
- Understanding what plan-do-check-adjust (PDCA) looks like at each management level and what processes are required to support it.
- Setting the “framework” for:
- Lean Leadership System – alignment and cascading of hoshin KPI’s;
- Lean Work System – Drive PDCA of foundational processes of 5-S, Standardized Work, and Job Instruction Training;
- Lean Development System – Coach and develop members to their current role and then the next;
- Lean Management System – Leader standard work and driving a problem solving culture at all levels.
In this learning session, you’ll learn how The University of Michigan Health System’s 10 year lean journey, has engaged its IT department led by former CIO Sue Schade to increase the focus on teamwork and leadership huddles coupled with visual management. In this session, you’ll examine the lessons she and her team learned as they:
- Established visual boards for joint projects and all major initiatives.
- Engaged with leaders at multiple locations.
- Debated electronic vs. manual boards.
- Incorporated visual boards into management meetings and virtual leadership huddles.
- Dealt with resistance to a duplicative effort to maintain a manual board.
Creating and maintaining a lean culture is a struggle all lean companies face. Part of this is due to the fact that the topic of “culture” can be vague and difficult to concretely describe. In essence -- culture refers to normative behaviors. Influencing how people typically respond is a tall task and challenging to undertake.
This session outlines an initial seven common lean values as a place to begin and encourages participants to define their own lean values for their own organizations even if your company already has stated corporate values.
- The Importance of having stated values in building cultural norms (behaviors);
- Steps to apply lean values to a wide variety of work efforts (mostly outside lean projects)
- Maintaining a lean culture requires pervasive changes in behavior
- Teaching team members lean values provides basis for any and all work situations
- Descriptions of common lean values (customer focus, measurable improvement, broad participation, process, team-based factual problem solving, visuality, inspirational leadership)
- How applying one or more lean values to any type of work is what creates a lean culture and are worth making the basis of any type of business practice.
- How to ensure “lean” values are fully integrated into daily work practices, especially if you organization already has stated “values.”
Art Smalley, author of the new book The Four Types of Problem Solving will outline how Toyota approaches the topic of management development and team leadership at the workplace. The approach is the same whether the location is the office or the shop floor. There is an important distinction between daily management and team leadership that most lean organizations are failing to decipher and model correctly.
The session will explore Toyota’s shop-floor management development system, the fundamentals of team leadership, and how to engage all members in problem solving and continuous improvement. You’ll cover Toyota’s 3 Pillar System for developing leaders through workplace improvement activities and how it functions in conjunction with KPI management boards. You will also learn about the four types of problem categories:
- Gap from Standard
- Target State Oriented
- Vision / Innovation
The summit is designed to be the best networking venue in the Lean Community by providing formal and informal ways for you to connect with counterparts facing the same challenges as you:
- March 16: Welcome Happy Hour (get to know fellow attendees prior to the start of the Summit)
- March 17: Networking Reception (continue conversations and compare notes after the first day)
- Networking Breaks (30 minutes to allow time for a phone call, cup of coffee, and conversation)
- Lunch Roundtables (attendee-led discussions on topics you've told us are important to you)
Saturday, March 19th
Last year LEI and over 50 summit attendees had the opportunity to volunteer their time and elbow grease to help a good cause in New Orleans. This year we are going to carry-on that tradition.
Join us in assisting the 140 veterans living at Veteran’s Village in the Las Vegas area. You will be lending a helping hand and beautifying the campus as well as boosting morale by creating inspirational and encouraging notes for the residents. Learn more »
In-depth sessions help you build practical skills for addressing fundamental issues as well as new ones you will encounter during a lean transformation. For more information on Pre-Summit Workshops click here.