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Workshop
details:-
Start 9.00 am. Finish 5.00
pm. Coffee served
from 8.45 am
Description:
A fundamental element of a Lean enterprise is an environment of
continuous improvement. Most organizations attempting a lean
transformation have struggled with creating such environment. Too
often we find that the gains of kaizen are not sustained. If they
are sustained, it is difficult to drive continuous improvement
above and beyond what has already been put into place. In many
cases, the inability to move beyond spot kaizens is a result of a
disconnect between Visual Management and Leadership Standard Work.
Implementing visual management tools without commensurate
leadership standard work results in extra work and useless wall
paper. Leadership standard work without visual management tools
results in a marginally effective social event at the Gemba. Only
when used together, visual management tools and leadership standard
work set a foundation for a sustainable, self-correcting,
continuous improvement environment that is characteristic of true
Lean.
In a traditional environment,
at the end of each month or quarter there is a great deal of data
gathering, analysis, synthesis, and deliberation over what just
happened and what will be done during the coming period. This
generally turns into a communication activity to share
contingencies and corrective actions that may be required as more
of the enterprise is engaged in course corrections. This has
sometimes been characterized as steering a boat by looking at the
wake.
In a Lean organization,
managing the business is critically focused on managing processes
in real time at the place of work (gemba). The effect of this is
that the end of the month is old news and essentially a non-event.
To achieve this, important business process information must be
recorded and displayed in simple visual terms throughout the
company for all to see and react to as it happens. The areas of
emphasis should have a direct connection with company strategy, and
all visual management tools must be integrated into the repetitive
aspects of management standard work. These same tools are used by
the rest of the enterprise ensuring coordinated objectives and
visibility. Thus the principle of conventional management what gets
measured gets managed , in a lean environment gets transformed into
what gets measured visually gets managed in real time.
This workshop deals with
designing and executing an implementation plan to migrate your
company from one of gather data, synthesize, meet, and react to one
of see waste, manage exceptions, and improve processes . It will
show you how to tie together the tools of Policy Deployment, Value
Stream Mapping, Kaizen, Visual Management, and Leadership Standard
Work. The emphasis of the course will be on the development of
Visual Management tools and Leadership Standard Work. It will be
based on a case study of a company that has developed strategy,
gone through Policy Deployment, and Value Stream Mapping, and now
wants to develop a visual management plan and management standard
work to more effectively lead the enterprise.
Benefits:
This workshop will
demonstrate to you how to connect company strategies with
leadership standard work through the use of visual management tools
and techniques and will emphasize the benefits of incorporating
visual management systems into leadership standard work. As a
result you will be able to:
• Improve
business performance by reacting to abnormalities in real time at
the local level
• Improve
productivity by eliminating waste from critical
processes
• Get everyone
in your organization aligned and involved with what is important to
your customers and you business
• Improve
front line leadership skills through better awareness
• Improve
morale through transparency and involvement
• Keep the
enterprise motivated to stay on course through the Lean
transformation process as they see the impact of process
improvements faster
Workshop
Outline:
This workshop is based on a case study of a fictitious company
which has both knowledge flow and manufacturing processes. At the
end of each section, time is allotted to carry out exercises on how
concepts can be applied in your specific company.
• What is
visual management and why change?
• The parts of
a visual management system
• The
attributes of successful visual management tools
• What are the
benefits of visual management
• Visual
management and traditional management methods
• Basic
operating performance reports and methods of tracking performance
visually
• How
successful visual management systems replace traditional methods
rather than just add to the overall work load.
• Integration
of visual process control, visual process performance monitoring
and leadership standard work
• The tools of
visual process control
• Leadership
standard work
Price: $800 per
participant, payable in advance.
Discount of $100 each if
one person registers for two or more workshops at the same
location.
Discount of $100 each if two or more people from the same company
register for the workshop.
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