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Lean Leadership Event
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Leadership development Public Educational Events

Lean Leadership - The Four Dimensions of Transformation - Chicago, IL

4-day Lean Leadership Event - April 21-24, 2020

Building and sustaining a Lean enterprise requires a shared vision and an understanding that everything must change – mindsets – processes – work – customer relationships – in order to generate short and long-term growth in a continuously changing environment.

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Keeping the Enterprise in Motion

A well-led Lean program will uncover considerable financial gains and social/cultural benefits for the organization and its people. This 4-day event is designed to step you through the processes needed to make that happen.

We begin the event looking at sustainable lean/agile transformation, an outcome of developing savvy leaders who can drive quick results through managing step-by-step change even in legacy organizations. Then, we look at how Leaders form new collaborative ways of working, develop lean/agile means to manage processes and build a culture of empowerment and trust that allows both the organization and its people to grow.

Using lessons learned from our transformational experiences over the past 4 decades, we will explore the 4-essentials to becoming a lean company and not just a company that does lean things:


WEEK AT A GLANCE

LEADERSHIP ALIGNMENT DAILY MANAGEMENT PROBLEM SOLVING
TUESDAY
APRIL 21

8am-5pm
WEDNESDAY
APRIL 22

8am-5pm
THURSDAY
APRIL 23

8am-5pm
FRIDAY
APRIL 24

8am-3pm
Lean for Leaders
Internalizing the Why, How and What of a Lean transformation

 
Hoshin Kanri (Policy Deployment)
A top-down process critical to deploying a true company wide-strategy of excellence.

 
Daily Management System
Creating bottom-up collaborations across the entire organization

 
Develop the Problem-Solving Mindset
Creating Leadership credibility through problem solving

 

 

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

 

Tuesday – April 21

Lean for Leaders
Internalizing the Why, How and What of a Lean transformation

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 workshop 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 their organization.
  • greatly benefit their 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.
 

Agenda

  • Introduction to the continuous improvement mindset
  • Why, How, What: how the Golden Circle leadership principles apply to Lean transformation. Why Lean – Practice the “Why” statement.
  • Change is difficult: how to engage the path to change
      By understanding the balance between scientific reasoning based on data, the emotional side of change, and the actions that remove obstacles in organizational processes, participants will see how to do things differently to make change happen.
  • Learn to see Value and Failure Demand
      Understanding these concepts show participants the huge improvement potential in their organization, and how addressing them will generate empowered people satisfaction and enthusiasm.
  • The Six Areas of Influence:
      Understand the 6 ways Leaders can influence and lead a continuous improvement mindset.
  • The fundamental Lean concepts
      Understand the overall Lean perspective in order to build a clear consistent company-wide Lean strategy supported by a solid management system.
  • In Lean, rhythm is Key
      In this exercise, participants will learn that Lean is not about working faster, but about generating a regular rhythm based on demand and managed by teams.
  • Making it Visible
      In all environments, making activities and measures visible with daily routines is an essential part of operational excellence. We will present examples showing how this will benefit any business environment.
  • The art of asking the right questions to develop a new mindset
      We will introduce the Kata questioning concepts and present its power, benefits for employees, and how it helps to build leaders’ ‘legacy’ in the organization.
      Participants will practice Kata questioning.
  • The Leadership Five practices
      The 5 practices leaders need to lead Lean continuous improvement organizational change. Participants will create their own 5 Leadership supporting practices
  • Wrap up and Review
      A review of what we learned and a chance for participants to network.


     


Wednesday – April 22

Hoshin Kanri (Policy Deployment)
A top-down process critical to deploying a true company wide-strategy of excellence

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 workshop, 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 the:

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

Agenda

  • Introductions, workshop goals and objectives
  • Interactive presentation on Policy Deployment and its structure
  • Presentation of the Catchball process
  • Capture themes on participants’ current state – what’s being practiced today? What’s working, what’s not?
  • 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

Thursday – April 23

Daily Management System
Creating bottom-up collaborations across the entire organization

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, driving team members autonomy through teaching, coaching, and establishing standard work routines, while ensuring daily accountability for actions that eliminate the top 7 wastes.
 
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 – what are 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

 
Key learning objectives include:

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

Agenda

  • Introductions, workshop goals and objectives
  • 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 – what’s being practiced today? What’s working, what’s not?
  • Desired state, what’s missing?
  • Breakout discussion – agreement on gaps, creating the case for change
  • Summarize
  • 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
  • Teams report on proposed solutions
  • Examples of ideal state
  • Maturity Assessment – leadership, policy deployment, metrics and tiered daily management processes
  • Discussion on effective implementation; what is the recommended course of action?
  • Next steps – 90-day action plan

Friday – April 24

Develop the Problem-Solving Mindset
Creating Leadership credibility through problem-solving

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 easy to use, highly effective tools to help them drive to root cause. 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 they 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.

 
Key learning objectives include:

  • 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.

Agenda

  • Introductions, workshop goals and objectives
  • 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
  • Summarize
  • 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

 
Participants will get an A3 guide-lines manual, with examples and questions
 
Who Should Attend?
Operational Leadership, Plant/Business Unit Management, Functional Leaders


ACCOMMODATIONS

SpringHill Suites Marriott at O’Hare
8101 West Higgins Road
Chicago, IL 60631
(773) 867-0000

The hotel offers a discounted sleeping room rate of $132 single or double occupancy. The cut-off date for this special rate is April 2, 2020. After this date the sleeping room rate will not be guaranteed. The SpringHill Suites Chicago O’Hare is just minutes from O’Hare International Airport (ORD). The hotel offers a complimentary full hot breakfast buffet, complimentary wired and wifi internet service, and a convenient, complimentary 24-hour shuttle service with pick-up and drop off to O’Hare. Parking is available at the hotel for $17 per night, per vehicle. Reservations can be made by contacting the hotel and telling them you are attending the Productivity Inc. Lean Leadership event or click the link below to make your reservations online.

reservations
 


REGISTRATION

 
Below rates reflect our EARLY BIRD pricing. Early bird pricing is good through March 1st; afterwards standard pricing applies (standard pricing 1-day $795; 2-day $1,590; 3-day $2,385; 4-day $2,495)
 

For groups of five or more, please call for our group pricing (203-225-0451).


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Cancellation Policy

Prior to the start of the program, registrations may be transferred to another colleague without charge. To be considered for a refund, we must receive notification of cancellation in writing no later than 30 days prior to the event. Cancellations received within 30 days of the start of the program are subject to the full registration fee and this money will be held on account for up to one year for use at a future workshop or conference. Cancellations received within 10 business days of the start of a program will be assessed a fee equal to 20% of the registration fee; the remainder of the fee will be held on account for up to one year for use at a future workshop or conference. If no notification of cancellation is provided, registration fees will be forfeited. There is a $200.00 processing fee for all cancellations. No refunds or credits will be issued once a program is underway.

On rare occasions circumstances may make it necessary to cancel or postpone an event. We encourage attendees too book refundable/reusable airline tickets. We are not responsible for incidental costs incurred by registrants. By registering for this meeting, the registrant hereby acknowledges and agrees that any photographs or videos taken during the event may be used for our purposes, including but not limited to news and promotion without compensation to me.

Consultants are not eligible to attend.