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

Copyright Lean Sensei International

Lean Deployment: How do you successfully deploy lean?


. . . and still embrace vision and deployment?


How does transformation help companies become lean?


. . . without hampering idea creation and innovation?


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.


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.


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


Key Topics Covered


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


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


DEPLOYMENT

D

E

P

L

O

Y

M

E

N

T

DESIGN

EDUCATE

PARTICIPATE

LEVERAGE

ORGANIZE

YOKOTEN

MANAGE

ENGAGE

NATURALIZE

TEACH


Think of a Lean Organization as a Planned

Community


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”


Use of Hoshin to Build Common

Direction and Plans


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


Process Ownership


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!


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.


KPI Team Huddle

P rocess Owner

Process Ownership

PROCESS Synergy Circle

Lean Spiral Up Approach

Value Stream Kaizen


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.


Lean Deployment in Winnipeg Program Fees


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

http://faculty.msb.edu/prog/cmrc/images/Networking Photo.jpg


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.


Additional Details


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


To register . . .

To register for this program, please send an email to: [email protected] or call our office at 604-264-1000


Executive Certification Background Information


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


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


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)


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.


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

[email protected]

www.leansensei.com

lean deployment executive program winnipegmb.cme-mec.ca/download.php?file=gmj71k2r.pdf · business...

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