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Transcript of Lean Deployment Executive Program Winnipegmb.cme-mec.ca/download.php?file=gmj71k2r.pdf · Business...
Lean Deployment Executive Program Winnipeg
Lean Sensei International In partnership w ith CME Manitoba
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Lean Deployment: How do you successfully deploy lean?
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. . . and still embrace vision and deployment?
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How does transformation help companies become lean?
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. . . without hampering idea creation and innovation?
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Lean Deployment
Lean Sensei and CME Manitoba are proud to host a two-day course on Lean Deployment in Winnipeg on April 19th and 20th.
The Executive Lean Deployment program is specifically designed to bring executives, business owners, senior managers, and CEOs a fresh perspective on how to develop a cutting-edge lean deployment.
For busy executives, this program also provides an important – but often ignored – opportunity to get re-energized by spending some time away from the day-to-day challenges of the business and focus on the most important aspect of the business: deployment.
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Lean Deployment
Drawing from years of experience dealing with some of the best companies in the world, Lean Sensei will provide insights on how lean deployment can be developed and sustained. Hands-on session will provide executives a rare opportunity to “reflect” on their
strategic style and compare their approach to other leading companies’ style of deployment.
Executives attending this program will leave the program with a renewed energy for vision, and more importantly, a new understanding of how to steer their company to higher levels of lean success using proven methods.
Because the program is designed to allow executives to “concentrate for a full day” on nothing but lean deployment and benchmarking, deliverables will be specific, tangible, measurable, and value-added.
This is a working session – not a conference, not a lecture, and definitely not a static one-way speaking engagement. This session provides executives with dedicated time to develop their own lean deployment style by following simple methodology with the support of Lean Sensei specialists.
This is also a great opportunity to network with other lean executives.
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Lean Deployment Executive Program
Key Objectives To learn what lean deployment is all about To learn how to apply the key concepts of lean deployment To develop thinking and mindset of a first-class lean company To develop your own lean deployment framework
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Key Topics Covered
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Real Definition of Deployment
What you want to do . . . or more importantly, what you don’t want to do!
Provides a foundation for shared direction and alignment Deployment is about making difficult, hard choices that are
sustainable Deployment is about DOING THINGS
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Design (D)
Naturalize (N)
Educate (E)
Engage (E)
Manage (M)
Yokoten (Y)
Participate (P)
Leverage (L)
Teach (T)
Brain Wings
Eye Heart
Muscles
Bones
Blood
Skin
Mouth
Organize (O) Hand
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DEPLOYMENT
D
E
P
L
O
Y
M
E
N
T
DESIGN
EDUCATE
PARTICIPATE
LEVERAGE
ORGANIZE
YOKOTEN
MANAGE
ENGAGE
NATURALIZE
TEACH
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Think of a Lean Organization as a Planned
Community
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Building a community of “Lean Houses”
Foundation built
Foundation built
Foundation built
Foundation built
Foundation built
Foundation built
Lean Committee
Step 2) Create a Lean Center of Excellence (Lean Committee & Lean Sponsors) Create a Lean Center of Excellence, which
consists of Lean Committee and Lean Sponsors
Lean Center of Excellence (LCE) functions as a “hub” to direct and support the various “houses”
Lean Committee is supported by Lean Sponsors, which provides “energy” through funding, corporate direction, and removal of barriers
Lean Sponsors provide “energy”
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Use of Hoshin to Build Common
Direction and Plans
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Hoshin Kanri (Shared Vision Deployment) vs. Balanced Scorecard
Financial
Learning & Growth
Customer Business Processes Vision
& Strategy
Hoshin Kanri (Shared Vision Deployment) and Balanced Scorecard (BSC) are often used in conjunction with each other. Hoshin Kanri is used to set visions and goals of a company and cascade them throughout the organization, while Balanced Scorecard (BSC) is used to measure performances.
CEO
Manager and Supervisor
Work Center
Team and Individual
Executives
Hoshin Kanri
(Shared Vision Deployment)
Balanced Scorecard
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Process Ownership
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Standardization Methodology (Tab 2, page 39)
Select Process to standardize. Look for processes with inconsistent results, recurring problems, or lack of sustained gains. Identify appropriate supervisor to facilitate standardization
Normalize the method. Achieve consensus on the best way, and prove it works. Identify steps, sequence, forms, tools, hand / eye motions, safety items, key points, etc.)
Team Work Gather together team members who work with the process, and others who have knowledge or skill about the best way to do the work
Arrange Training Plan and check off that everyone on all work shift and at all locations know about the new standard and can perform it properly
Roll Out Standard Officially launch the standard. Post it at the worksite(s). Have people involved in developing the best practice explain the key points. State clear expectation to use the new standard. Obsolete and remove old versions.
Arrange Training
Select Process
Team Work
Assess Best Way
Normalize Method
Develop SOP
Roll Out Standard
Decide Changes
Develop SOP
Document the agreed way to do the work using a visual Standard Operating Procedure (lots of pictures, few words, highlight key points for quality at source, productivity, safety, etc.). Use a visual SOP template
Assess
the way the work is being done. Have top performers share their techniques and discuss variations and work challenges openly. Review known problems together
Decide Changes Decide who owns the standard and confirm the process for how changes and better way challenges will be handled. Keep it alive!
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Mentoring
Senpai
Kohai
Mentor
Mentee
What is Mentoring?
An analogy of Senpai-Kohai can be used to describe the relationship between Mentors and Mentees.
A mentor can be regarded as Senpai, and a mentee as Kohai in that a mentor had “been there, done that” before.
Mentors share their experiences and knowledge with mentees in order to help the mentees do a job more effectively and to progress in their career.
Mentors might use a variety of approaches such as coaching, training, discussion, and counseling.
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KPI Team Huddle
P rocess Owner
Process Ownership
PROCESS Synergy Circle
Lean Spiral Up Approach
Value Stream Kaizen
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Andrew McFadyen
Executive Coach, Lean Sensei International Andrew McFadyen has over 20 years of lean experience, including 4 years
with Toyota and 15 years with Teleflex (a Tier 1 conglomerate). After becoming a supervisor early in his career, Andrew studied business administration and moved progressively through management and executive positions. Andrew has extensive leadership experience in product and service development, process innovation, and lean operations. He is a highly regarded trainer. Equally comfortable in the boardroom or at the gemba, Andrew has real-world experience that he can easily relate to a wide range of organizations and situations.
Andrew enjoys teaching and speaking about lean and green at conferences, associations, and workshops, in addition to leading on-site kaizen events. With tremendous experience applying lean thinking, leading environmental programs, and transforming organizations, Andrew brings a rich perspective to organizational challenges and business solutions. He is passionate about strategic planning and deployment, problem solving, value stream mapping, and training. Andrew pushes boundaries when implementing lean programs, tackling broad changes, or pursuing human development. The organizations he has worked with have progressed rapidly in capability and performance. Andrew currently works as an executive coach, develops renewable energy solutions, and is active in community service.
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Lean Deployment in Winnipeg Program Fees
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Program Details
The two day seminar will be held in Hilton Winnipeg Airport. A USB of reference materials will be given to all participants,
including the powerpoint presentation of the speaker. Meals included:
April 19tth – breakfast and networking lunch April 20th - breakfast and networking lunch
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Program Fee
Program fee: Active Lean Sensei Clients and/or CME members: $849 for both days
(for current clients of who have been involved with Lean Sensei in the last 3 months)
Non-Lean Sensei Clients and/or Non-CME members: $999 for both days (for new or first time clients who have not been involved with LS in the past)
The program fee does not include flights to and from Winnipeg or hotel accommodation.
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Additional Details
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Outside think ing
The program will be hosted in Winnipeg on April 19th and 20th. Both days will be held at a venue in Hilton Winnipeg Airport, to bring executives
outside of their day-to-day environment
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To register . . .
To register for this program, please send an email to: [email protected] or call our office at 604-264-1000
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Executive Certification Background Information
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Executive Lean Certification Introduction
Executive Lean Certification (ELC) commands the highest respect above and beyond standard programs because its primary focus is to equip executives and senior managers with knowledge and experience in lean deployment and lean management
ELC program provides complete freedom and flexibility to allow executives to take various programs at their convenience, and complete the certification once the required number of executive credits (ECs) are completed
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ELC Tracks
Executive Lean Certification program offers three “tracks,” each track providing different levels of lean methodology and education
With as few as 6 executive credits (6 ECs), participants can obtain the Executive Lean Leader Certification (ELL), or continue to obtain further credits toward higher certification levels
At the highest level, the participant can achieve the Chief Lean Officer (CLO) designation
Three levels of Executive Certifications are: Chief Lean Officer Certification Executive Lean Director Certification Executive Lean Leader Certification
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Different Levels of ELC
Executive Lean Leader (must obtain a total of 6 executive credits)
Executive Lean Director (must obtain a total of 10 executive credits)
Chief Lean Officer (must obtain a total of 15 executive credits)
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An example of the certificate
You will receive 2 Executive Credits (ECs) in level A from this program.
You will only need 4 more credits to receive the first level of Executive Lean Certification.
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LSI Contact Info David Koichi Chao, P.Eng.
President, Lean Sensei
#101-1001 W. Broadway Box 364 Vancouver, BC
Canada V6H 4E4 TEL (604) 264-1000
DIRECT (604) 785-1800
1-888-LSI-LEAN
www.leansensei.com