Coaching Leadership in Sustaining a Lean Culture Transformation

FECHA Y SEDE

11 de Septiembre 2018

En Monterrey, Nuevo León.

La mayoría de las empresas que se embarcan en un viaje ligero pronto se frustran con eventos kaizen y proyectos de mejora aislados que producen grandes resultados a corto plazo pero no tienen sostenibilidad. Están buscando algo más: la cultura de la mejora continua con su filosofía, procesos y personas alineado para cultivar la resolución de problemas. En este programa abordamos las principales barreras para su transformación Lean y qué hacer con ellas. Estas barreras incluyen:

  • Exagerado énfasis en las “herramientas lean” y no desarrollar e involucrar a las personas
  • Lean estando aislado de operaciones y no conectando funciones en toda la organización
  • Tomar pasos de acción estratégicos, alineados y claros en toda la organización

OBJETIVOS

  • Aprenda acciones para mejorar de inmediato sus ganancias y flujo de caja y obtenga los resultados comerciales que sus líderes requieren
  • Establezca sistemas para que su gente tenga el desarrollo y crecimiento que está buscando
  • Comprender e implementar procesos y sistemas para sostener su actividad de mejora
  • Comprender cómo atraer, seleccionar, desarrollar e involucrar a los miembros y líderes del equipo competentes, capaces y comprometidos.

DIRIGIDO A

Líderes Ejecutivos, Gerentes Generales, Supervisores, Lean Leaders y cualquiera que facilite el cambio dentro de su organización que comprenda la importancia de ir más allá de las herramientas para crear sistemas y procesos de gestión efectivos para establecer las bases para crear una cultura de resolución de problemas y cultura sostenible toda la organización

PROGRAMA

 

Sistema Lean de Liderazgo – Norte Verdadero Lean y Hoshin Kanri con filosofía

Course Outline – Enterprise Management Development System (EMDS)
The Lean Leadership System – PURPOSE True North and Strategy
Deployment

o Confirm True North – Cascade
o Group Exercise: Everyone on the same page for True North
 Why – Mission , Purpose

Handout #1

 How – Values and Operating System
 What – Vision and True North Goals
 Philosophy and Beliefs
 Roles and Responsibilities for each Level
o Servant Leadership in action
 Job Security Philosophy

 

 

The Lean Work System – PROCESS The Foundational Tools and Systems

ID “Current State” of Lean Culture and ID Gaps in relation to foundations of DMDS:

 5-S, Standardization, Training Method, Visualization
 Value Stream Organization and Management Structure

The Lean Management System: PROBLEM SOLVING as Daily Work

Key Performance Indicators
 Enterprise – Business and Financial
 Vertical Cascade – Tiered approach “Pillar” KPI’s
 Horizontal – Functional Support Indicators
 Main, Sub and Process KPI’s

The Lean Development System: PEOPLE Systematic Problem Solving at all levels

-Attracting, Selecting, On Boarding, and Engaging your People
o Executive to Value Added Member
o Lean Leader Standardized Work
-“Leader Standardized Work” for each Level of Leadership
– Daily Huddle Standardized Work
– PDCA for the Enterprise – Business and Financial
o Idea Implementation and Escalation & Problem Solving Teams
o Linkage to Performance Management, Evaluation, and Company Performance Award
o Leadership Follow Through – Discipline, Accountability and PDCA
– Self Assessment Gap Analysis and Action Plan ~ `
o Assess your organization in terms of Lean Leadership and Lean Human Systems and identify next steps for “improvement action”

 

Program Benefits and Outcomes

Handout #1
o Understand what you and your team will need to change in your current role to successfully lead a Lean Transformation
o Understand how to create management systems and infrastructure that make problems visible and engage team members at all levels in a rigorous problem solving and continuous improvement process
o Complete an assessment of your organization revealing gaps in terms of its leadership, technical and human systems that need to be addressed in order to build a lean culture.

EXPOSITOR

mikehoseus

MICHAEL HOSEUS

ALFRA Toyota Team Director Former Executive Plant Manager of Toyota Kentucky

  • Best Seller of the Toyota Culture
  • Associate Executive Advisor for ALFRA Lean Advisors
  • Former Toyota Assistant General Manager
  • Former Assistant General Manager and Human Resources
  • Executive Director CQPO

Mike is Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. CQPO current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels. Mike is an adjunct professor with the University of Kentucky’s Lean Manufacturing Program. Mike is co author with Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture. Mike is an adjunct professor with the University of Kentucky’s Center for Manufacturing and a member of the faculty of Lean Enterprise Institute. Mike is also president of Lean Culture Enterprises. Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing Mike’s operational responsibilities in manufacturing started in 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations. With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering. He is a Certified Trainer in Global Problem Solving & Waste Reduction, Standardized Work and Kaizen Events.

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SERVICIOS INCLUIDOS

  • Manual a Color.
  • Coffee Break y comida.
  • Certificado de curso
  • Servicio de Traducción Simultánea (costo extra).
  • Exclusivo 25 participantes.
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