Coaching Leadership for a Lean Culture Transformation – Minnesota

Special full-day workshop

Most companies embarking on a lean journey soon become frustrated with kaizen events and isolated improvement projects that yield great short-term results but have no sustainability. They are searching for something more: the culture of continuous improvement with its philosophy, processes and people aligned to cultivate problem solving.

Description:

In this program you will address the top barriers to your lean transformation and what to do about them. These barriers include

• Overemphasis of “lean tools” and not developing and engaging the people
• Lean being isolated to operations and not connecting functions across the organization
• Taking strategic, aligned and clear action steps throughout the organization

Objectives:

• Learn actions to immediately improve your profits and cash flow and get the business results your leaders are requiring
• Establish systems to get your people the development and growth they are looking for
• Understand and implement processes and systems to sustain your improvement activity
• Understand how to attract, select, develop and engage competent, able and committed team members and leaders

Workshop Outline – Enterprise Management Development System (EMDS):

The Lean Leadership System – PURPOSE True North and Strategy Deployment

• Confirm True North – Cascade
• Group Exercise: Everyone on the same page for True North
  • Why – Mission , Purpose
  • How – Values and Operating System
  • What – Vision and True North Goals
  • Philosophy and Beliefs
    • Roles and Responsibilities for each Level
      • Servant Leadership in action
      • Job Security Philosophy

The Lean Work System – PROCESS The Foundational Tools and Systems

• ID “Current State” of Lean Culture and ID Gaps in relation to foundations of DMDS:
  • 5-S, Standardization, Training Method, Visualization
  • Value Stream Organization and Management Structure

The Lean Management System: PROBLEM SOLVING as Daily Work

• • Key Performance Indicators
    • Enterprise – Business and Financial
    • Vertical Cascade – Tiered approach “Pillar” KPI’s
    • Horizontal – Functional Support Indicators
    • Main, Sub and Process KPI’s

The Lean Development System: PEOPLE Systematic Problem Solving at all levels

• Attracting, Selecting, On Boarding, and Engaging your People
  • Executive to Value Added Member

• • Lean Leader Standardized Work

• • •  “Leader Standardized Work” for each Level of Leadership

• • • Daily Huddle Standardized Work
    • PDCA for the Enterprise – Business and Financial
  • Idea Implementation and Escalation & Problem Solving Teams
  • Linkage to Performance Management, Evaluation, and Company Performance Award
  • Leadership Follow Through – Discipline, Accountability and PDCA

• Self Assessment Gap Analysis and Action Plan ~        `
  • Assess your organization in terms of Lean Leadership and Lean Human Systems and identify next steps for “improvement action”

Program Benefits and Outcomes:

• Understand what you and your team will need to change in your current role to successfully lead a Lean Transformation
• Understand how to create management systems and infrastructure that make problems visible and engage team members at all levels in a rigorous problem solving and continuous improvement process
• Complete an assessment of your organization revealing gaps in terms of its leadership, technical and human systems that need to be addressed in order to build a lean culture

Who should attend:

Executive Leaders, General Managers, Supervisors, Lean Leaders, and any one facilitating change within your organization who understand the importance of going beyond tools to creating effective management systems and processes in order to set the basis for creating a sustainable lean, problem solving culture across the entire organization.

About the presenter:

Mike Hoseus is co-author of the Shingo Award-winning book Toyota Culture, Executive Director for the Center for Quality People & Organizations (CQPO) and Senior Consultant for Lean Consulting Associates. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business and community organizations.

Hoseus was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky plant both in Human Resources and Manufacturing. His responsibilities included personnel, safety, HR development, employee relations, benefits and training manufacturing/human resource teams for a plant of 8000 team members.

Special thanks to our current sponsors: