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Lean Enterprise Institute Announces 6 Lean Management Workshops for Indianapolis

Cambridge, Mass., April 8, 2010 -- The nonprofit Lean Enterprise Institute will run workshops June 22-24, 2010, in Indianapolis on how to implement and sustain lean management methods in manufacturing, service, and office processes.

The sessions, which will run from 8 a.m. to 4 p.m. at the Hyatt Regency Indianapolis, address how to apply basic and more advanced lean concepts. The schedule of lean management workshops is:

Tues., June 22

Key Concepts of Lean - Understanding the Toyota Production System (2 days)

Individuals and teams will gain a better understanding of the components and underlying philosophy of lean, based on the Toyota Production System (TPS), and how the elements and philosophy work together to create a Lean Enterprise.

Managing to Learn: The Use of the A3 Management Process (2 days)

Using lessons from the popular Managing to Learn book, you’ll learn how to write A3s and respond as a mentor to the A3s of others. You’ll examine the different types and formats of A3 stories, the role of A3s in gaining alignment with stakeholders, and how A3s function as tools for change management, general management, people development, and knowledge sharing. (Bring an A3 or a real problem from work to tackle during exercises.)

Value-Stream Mapping for the Office and Service (1 day)

Learn how to apply value-stream mapping to administrative, professional, and transactional activities. Through instruction, hands-on exercises, and case studies, you’ll learn how to document and analyze a current-state map of nonproduction value streams, then design and implement a future-state map.

Wed., June 23

Change Agent Skills for Lean Implementation Leaders (2 days)

Learn how the plan-do-check-act (PDCA) cycle serves as the basis for an effective change management process for implementing an integrated lean operating system. You'll discover techniques for proposing lean initiatives and building commitment by using influence, negotiation, teaching, and the A3 report (or storyboard) as a way to present a logical business case for lean changes.

Thurs., June 24

Lean Problem Solving (1 day)

Harness the DNA of successful, sustainable lean implementations by learning to apply the plan-do-check-act (PDCA) problem solving method. PDCA problem solving can solve the vast majority of your problems. It also teaches clear thinking, reinforces lean concepts, and engages team members at all levels. You will also learn how to link problem solving to core management systems to create a learning culture.

Optimizing Flow in Office and Service Processes 

Take the next step after the “Value-Stream Mapping for Office and Service” workshop. Through a simulated office kaizen event, you’ll develop a deeper understanding of how key lean concepts of standard work, visual management, flow, and pull apply to information-intensive processes. You’ll identify improvement opportunities, implement them, then measure the impact.

One-day workshops are $800. Two-day workshops are $1,600. Price includes tuition, all training materials, breakfast, lunch, and snacks each day. Discounts are available for taking multiple classes or sending multiple persons.

For complete details about content, instructors, discounts, and to register, go to https://www.lean.org/workshops/workshopcalendar.cfm?cureventid=66, call 617- 871-2900, or email registrar@lean.org.

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What is Lean?

The terms lean manufacturing, lean production, or lean management refer to a complete business system for organizing and managing product development, operations, suppliers, customer relations, and the overall enterprise that requires less capital, material, space, time, and  human effort to produce products and services with fewer defects to precise customer desires, compared with traditional modern management.

Lean Enterprise Institute

Lean Enterprise Institute, Inc., was founded in 1997 by management expert James P. Womack, Ph.D., as a nonprofit research, education, publishing, and conference company with a mission to advance lean thinking around the world. We teach courses, hold management seminars, write and publish books and workbooks, and organize public and private conferences. We use the surplus revenues from these activities to conduct research projects and support other lean initiatives such as the Lean Education Academic Network, the Lean Global Network and the Healthcare Value Leaders Network. Visit LEI at https://www.lean.org for more information.

Media: Chet Marchwinski, cmarchwinski@lean.org, (617) 871-2930