What does a lean organization really look like? What are the differences between controlling costs and processes to actually being a lean organization? Has your organization even gone down the path of implementing lean practices but attained mixed results?
This session provides leaders with a complete review about what ‘Lean’ is and is not. Many people know of the ‘tools’ for lean and have been educated on the ‘tools’ but would be considered a lean organization. Learn about the systematic approach to implementing cultural and attitudinal change that is required for success with being lean.
Course Content
- Where do lean practices apply – the case for all work environments
- The three pillars of Lean
- Lean – what does it really look like when implemented
- Common mistakes implementing lean practices
- The leadership role
- Engaging employees to commit to lean practices
- The changes in structure and communication processes that make lean work
- Where the tools of lean fit during an implementation – applying the 21 keys
- First steps for implementing lean
- Working through resistors to change after the initial launch
Who Should Attend
All leaders who manage processes and particularly those who have work that overlaps with other areas or count on other areas for their work should attend this session. Most importantly, senior leaders need to attend the session to determine their own level of commitment to really implementing a lean culture.
Pre-Work
Participants will complete a short web-based, confidential survey prior to the session to provide added information during the delivery of the program.
Length of Program
This session is best delivered in two half-days with at least one week in between sessions so that participants can gather additional information for the next session. There is a key-note presentation for this topic as well.
Presenter
Kenneth Barclay is an experienced lean implementer. He has assessed many organizations for their readiness to implement a lean culture and provided organizations front-line support for implementation of the changes. He is able to bridge the gap between intellectually knowing what lean concepts are and actually translating them into every day applications of lean.
