The Harley-Davidson Continuous Improvement System and What Your Role is in a Successful Problem Solving Culture

Event Descripton

2007-2009, saw tough times hit the manufacturing segment and Harley-Davidson was no exception. With a new CEO, bold decisions were made to restructure a manufacturing environment that saw one site go from 42 buildings to one and win an Industry Week Best Plant award in four short years. The first part of the presentation will give a high-level view of the H-D Continuous Improvement System.

Culture: Why do some companies succeed and others fail with Lean policy deployments? Economy? Work force? Generational? Union? Non-union? Government? The second part of the presentation will speak to the importance of culture and how individual responsibility of the leader makes all the difference in the success of a Process Problem Solving Environment.

Learning objectives

• The Change Equation
• The Congruence Model
• One company’s version of a Lean Manufacturing System
• Sustaining and Improving a System
• What is culture
• Who makes a culture work

About your presenter:

Michael Loomer,

Harley-Davidson Motor Company

Michael has been in and around manufacturing for over 30 years with over ten spent at H-D in multiple roles. A life time users of flow principles, Michael is a catalyst in getting people and organizations thinking about and acting on culture and process improvement thinking.

From a gas pump jockey in high school to a training NCO in the Marine Corps to a drill press operator to a plant supervisor to a school board president to a Focus Factory manager to an OpEx Manager to a job riding motorcycles every day, Michael has touched many fields and has the desire to share his experiences to help others improve their square of responsibility. Servant leadership and selflessness is at the heart of all success and Michael is ready to give some thoughts on the subject. Are you ready?