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    Lean Leadership Event
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    Leadership Development Public Educational Events

    Leading Lean

    The Four Cornerstones of Transformation - Oct 13th, 27th, Nov 3rd, 17th

    A Consultant-Led Virtual Leadership Curriculum
    Using lessons learned from 4 decades of transformational experiences, we will explore the 4 dimensions to becoming a lean company, not just a company that does Lean things.

    Register Now

    Keeping an enterprise in motion™ requires engaged leaders.




    DAY 1
    Thursday – Oct 13th




    DAY 2
    Thursday – Oct 27th




    DAY 3
    Thursday – Nov 3rd




    DAY 4
    Thursday – Nov 17th




    Integrating Lean into Leadership
    Internalize the Why, How, and What, enabling a culture of continuous improvement.



    Hoshin Kanri (Policy Deployment)
    Identifying and deploying the “vital few” initiatives that will drive organizational change.



    Daily Management System
    Ensuring sustainment through organization-wide operational governance.



    Develop the Problem-Solving Mindset
    Developing a culture of A3 Thinking problem-solvers.


    (click on the above day or learning to be taken to more information below)

    Day 1

    Integrating Lean into Leadership
    Internalize the Why, How, and What, enabling a culture of continuous improvement.

    Lean transforms the way processes and people work, and it generates at each level a brand-new company operating and innovating model making long term strategy possible. Executives and leaders should have clarity of the fundamental elements underlying this transformation, so that they can constantly act, behave and support the efforts to keep their enterprise in motion.

    At the beginning of any change or initiative, there should be a clear sense of the “Why” and the “How”, before moving on to the “What” needs to be done. The purpose of this session is to share with leaders the essentials of a Lean transformation (Why, How and What), and to build the understanding of their role in this journey.

    This session combines simulations, lectures, fun and reflection to share ideas and instill a desire to start or continue the Lean journey, and how this path will:

    • tremendously benefit the organization.
    • greatly benefit your personal development, career and legacy.


    Participants will learn:

    • how to engage their organization in change, through a subtle balance between rational attitudes and emotions
    • how value stream improvement is the focus of Lean efforts
    • what empowerment really means and how collaboration in the workplace is the engine that changes the overall company mindset
    • how visibility is central in a Lean organization and is fundamental to building a Lean Management System
    • how to influence and align people in the shared vision of continuous improvement

    Catherine Converset, Senior Partner of Productivity Inc, and Instructor at The Ohio State University and Bill Maxwell, Senior Leadership Consultant and Instructor at the University of Maine, combine their practical experience in leadership development and organizational transformation in this powerful session.


    • Introduction to the continuous improvement mindset: how the Golden Circle leadership principles apply to Lean transformation.
    • Change is difficult: the balance between scientific reasoning based on data and the emotional side of change. Building the path to change.
    • Learn to see Value and Failure Demand, and the huge improvement potential in the organization.
    • The Six Areas of Influence: How Leaders can influence and lead a continuous improvement mindset.
    • The fundamental Lean concepts.
    • In Lean, rhythm is Key.
    • Making it Visible: an essential part of Operational excellence.
    • The art of asking the right questions to develop a company-wide problem solving and improvement mindset.
    • The Leadership Five practices to lead Lean continuous improvement organizational change.
    • Wrap up and Review

    Day 2

    Hoshin Kanri (Policy Deployment)
    Identifying and deploying the “vital few” initiatives that will drive organizational change.

    Transforming an organization into one that is operationally excellent requires a long-term customer-focused, company-wide strategy. Management committees must define and continuously refine the strategic drivers of the organization and deploy them to ensure everyone is aligned and working toward the same goal. This process is known as Hoshin Kanri.

    The fundamental purpose of Hoshin Kanri is to focus a company’s efforts on very well-defined initiatives to align and mobilize SBU’s, plants, departments, operational teams and all supporting personnel. It is a leadership-driven strategic process which gives clarity to everyone on where the company is going and what is important to the long-term, while creating the structure for regular review and renewal.

    In this session, we will share our practical experiences of Hoshin Kanri in the context of a Lean transformation, calling upon experience acquired in a variety of business environments. Learn how to build the plan, starting at the Executive committee level and to cascade it down to the team level. We will also introduce the Catchball process, a key component which creates local ownership by allowing for plan feedback and adjustments.

    We will demonstrate how the plan highlights the need for enterprise-wide waste elimination and review and discuss the key performance indicators, targets to improve, and countermeasures that will ensure you remain on course and that your improvement initiatives are meeting your strategic goals.

    We will then illustrate the Hoshin Kanri deployment process in a real case study, presenting its impacts and the difficulties encountered, and we will suggest some practical recommendations to start and implement the process.
    Participants will learn:

    • key concepts and principles of Hoshin Kanri (policy deployment)
    • the 5 steps of policy deployment and how to use the X-Matrix at each level
    • the link between Hoshin Kanri and daily management
    • the connection between Hoshin Kanri and team empowerment
    • the link between workplace metrics and strategic objectives
    • the 4-level performance review system ensuring success



      • Interactive presentation on Policy Deployment and its structure
      • Presentation of the Catchball process
      • Capture themes on participants’ current state
      • Desired state, what’s missing?
      • Breakout discussion – agreement on gaps, creating the case for change
      • Case Study – participants organize and work in teams focusing on a real-time case study to identify the main strategic issues and develop the Executive Committee X-Matrix, and an example of the level 1 deployment
      • Teams report on proposed solutions
      • Examples of the actual implemented Policy Deployment processes
      • Example of the link between the X-Matrix and the visual management in the workplace
      • Discussion on effective implementation; what is the recommended course of action?
      • Next steps – 90-day action plan

      Day 3

      Daily Management System
      Ensuring sustainment through organization-wide operational governance.

      Operational Excellence initiatives often fail when leadership fails to engage and provide support through high quality workplace management systems and routines. An effective Daily Management System enables the building of leadership capabilities at multiple organizational levels, through teaching, coaching, and establishing standard work routines, while ensuring daily accountability for actions that eliminate waste.

      In essence, DMS is the establishment of real-time monitoring of performance/activities in every department, and the most effective way to ensure that daily work is tied directly to organizational goals, that targets are being met and that changes are being sustained.

      Using real-world examples, we’ll share a disciplined approach to DMS that drives line leadership behavior away from ‘firefighting’ mode to proactive problem-solving, while building organizational capability for the long term.
      Inside the day’s activities:
      Tailored as a discovery session, the day’s agenda includes questions and gap analytics that will be captured and built into an action plan for each participant, for reflection and creation of next steps.

      The agenda will cover:

      • The Why – the compelling business case for change
      • The How – The Role of Leadership – Servant Leaders, Learn/Do/Teach/Coach-Tactics – Standard Work, Visual Management, Metrics, Daily Routines
      • The What – An effective Daily/Workplace Management System – the attributes of a good system?
      • Behavioral – Importance of daily routines and sticking to the process
      • Reflection/Action Plan – define current state, next steps and immediate opportunities
      • Organizational integration of support functions through Daily Management

      Participants will learn:

      • The importance of DMS in sustaining all CI efforts
      • Key components to build an effective DMS across the organization
      • Importance and role of a visual management system
      • Direct connection between Daily Management, employee engagement, and productivity
      • Role of performance management and metrics in linking organizational goals to strategic deployment
      • • How leaders in a company-wide cultural / behavioral transformation support DMS, build organizational capability at all levels of the organization using Gemba walks, servant leadership, leader standard work, leaders as coaches, etc.



      • Interactive presentation and Q&A on Daily Management and its structure
      • Tiered rollups…connectivity to plant objectives and how best to manage them day-to-day (cultural, technical)
      • Capture themes on participants’ current state of daily management
      • Case Study – participants organize and work in teams focusing on a real-time case study to detect and identify problems and develop solutions to implement a DMS
      • Examples of DMS ideal state
      • Maturity Assessment – leadership, policy deployment, metrics and tiered daily management processes
      • Discussion on effective implementation; the recommended course of action?
      • Next steps – 90-day action plan

      Day 4

      Develop the A3 Problem-Solving Mindset
      Developing a culture of A3 Thinking problem-solvers.

      Lean transformation is problematic. That is to say, there will be problems along the implementation path. Problems highlight opportunities. As such, no organization can ignore problem solving. The challenge is to develop a problem-solving community, where employees at all levels of the organization understand the cause and effect relationship and have the same way of approaching problems and solving them, without jumping to ready made solutions. This workshop has been designed to show you how you can make that happen.

      What is problem-solving? On one end of the spectrum, it is often viewed as techniques used by technicians, engineers, or specialists to attack technical problems using methods such as Six Sigma. On the other end, it is a simple team process of building an action plan and getting it done. But there are those tricky “middle” issues that negatively impact teams’ daily work and process performance that require a different approach.

      It is here, tackling these “middle” issues, that having a structured disciplined, problem-solving capability will enable your employees (supervisors and teams) to identify problems and work together to fix them.

      The session will explore, how to make problems visible, categorize and prioritize them, apply a step-by-step process to understand the issue, measure it and its impact, identify where it comes from, and develop countermeasures and solutions.
      Inside the day’s activities:
      In this interactive session, through presentation, examples, and reflections, participants will learn the importance of A3 thinking and understand how teams should act, behave and integrate problem-solving in their daily activities to generate discipline and focus on actual problems.
      The agenda will cover:

      • The Why: Problem-solving fits into the overall Lean management system
      • The How: Capturing problems – Categorizing problems and defining the corresponding problem-solving process
      • The What – understand the A3 problem solving process, how it integrates Lean methodologies and principles and connects with performance management.
      • Behaviors – Importance of engaging the right people, measuring and sticking to the process
      • Reflection/Action Plan – understand current state and identify the process which will trigger in the organization the new way of dealing with problems.

      Participants will learn:

      • the importance of problem solving in sustaining all CI efforts
      • the step-by-step A3 thinking and acting process
      • the questioning process that leaders should master to ensure proper problem solving
      • the role of leaders in a company-wide cultural / behavioral transformation
      • problem solving and KPI’s
      • building problem solving capability at all levels of the organization using Gemba walks, Daily Management System and all other opportunities.



      • From Visual management to Problem visibility and categorization
      • Interactive presentation on A3 problem solving: examples in different environments and types of problems
      • Case study – Practicing A3 problem solving
      • Case Study – participants will build the questioning process corresponding to each phase of A3 thinking
      • The different types of A3’s
      • Integrating A3 questioning into leaders’ standard work
      • Next steps – 90-day action plan



      “[I] Wanted to reach out to you personally to thank you for the excellent training in October. I have used it heavily in my communication to our organization including completing our first bonafide CEDAC yesterday. The mind shift on problem solving has helped my leadership style and coaching tremendously. Thank you for your excellent program.”
      Heather F., Director of Operations, Composite Advantage

      “Thank you, Catherine. It was wonderful to learn and stretch my thinking with such an impressive team.”
      Jessica J. Operational Manager for Performance Improvement, Nemours

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    Cancellation Policy

    Cancellations received within 10 business days of the start of a program will be assessed a fee equal to 10% of the registration fee; the remainder of the fee will be held on account for up to one year for use at a future event. If no notification of cancellation is provided, registration fees will be forfeited. There is a $50 processing fee for all cancellations. No refunds or credits will be issued once a session is underway.

    Consultants and academics may not be eligible to attend.

    Any individual attending this program hereby acknowledges and agrees that any photographs or videos taken during the event may be used in marketing efforts (web/print) including, but not limited to news and promotion without compensation to the participant.