3 Day Lean Training - for Managers & Supervisors
| Class Overview |
Relevant Links:
Course Size & Length:
- (8) – (12) people
- (3) Days
Complimentary Reading:
- Creating a Lean Culture, Mann
- Lean Production Simplified, Dennis
- Better Thinking Better Results, Emiliani
- ToyotaKata, Rother
- The Fifth Discipline, Senge
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| Frequently managers & supervisors are hired into companies and allowed to run the business with extremely small amounts of training. Typically we concede to “we’ll see if s/he works out.”We know that we can predict the results if we simply, measure, manage, and know the normal conditions of our processes. The same applies to managers and this crucial tool yields immediate positive operational, financial and cultural results when implemented. |
| What You Will Learn |
Fly a $ 1MM aircraft without an SOP?
We wouldn’t either. Yet **every** day business who’s value trumps a private jet allow middle managers to operate the business without a clearly defined process.
LSW are daily checklists for line production leaders, team leaders, supervisors, value stream managers – that state explicit expectations for what it means to focus on the process
Stop rewarding expert fire-fighters
Why do we continually reward management that swings in on a vine wearing a cape? When will we understand that empowering our employees requires a vacancy? Our most successful managers are ones that coach, mentor, answer questions with questions and grow our internal leaders. The days of the ‘dream management team’ are over and out dated.
Decades later – Deming & Senge are still right
- I am my position – our responsibilities are limited by boundaries of our position
- The enemy out there – new problems are ‘externally’ caused – it couldn’t be ‘us’
- The Illusion of Taking Charge – proactiveness is reactiveness in disguise. Fighting the symptom
- The Fixation of Events – our thinking is dominated by short-term events
- The Parable of the Boiled Frog – learning to see slow, gradual processes require us to slow down & pay attention to the subtle
- The Delusion of Learning from Experience – we learn best from experience, but what happens if the ‘learning horizon’ is very long?
- The Myth of the Management Team – maintaining the appearance of a cohesive team. We find collective inquiry inherently threatening
Plan, manage, control. And I might add – suffer bismal results.
For our management teams of tomorrow to break through to high performance teams we must leave this thinking of the past.
This class will show you some of the most current methods used by great companies yielding results within a very short period of time. In addition to LSW, we use Rother’s “ToyotaKata” approach to mentoring & coaching. Please contact us for more information.
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| Agenda |
- History of Lean
- What is Lean?
- Lean Roadmap
- Policy deployment
- Mechanics of Change (Q x A = E)
- Kaizen!
- The Shingo model
- Leaders standard work & associated construction exercises
- Numerous learning simulations
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Contact us for more information regarding custom delivery of this class for your industry or specific need.
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