LEAN CULTURE 360

FECHA Y SEDE

Por definir

LEAN CULTURE

Sistemas que ayuden a desarrollarse a sí mismo y a su organización en uno de alto rendimiento que pueda ofrecer resultados empresariales sostenibles. El liderazgo es con mayor frecuencia la mayor oportunidad de la organización hacia la clase mundial. Este taller integral explorará el papel del liderazgo en la transformación de una cultura, facilitará la identificación de vacíos en su organización y luego brindará metodologías prácticas y procesos para abordarlos.

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OBJETIVOS

Aprenda acciones para mejorar inmediatamente sus ganancias y flujo de efectivo
Cómo desarrollar una Estrategia basada en los Principios Lean y cómo los Líderes Lean producen los resultados a largo plazo basados en la Cultura requerida en el entorno empresarial actual
Averigüe por qué “delegar lean” a otros no funciona, y puede perjudicar su resultado final.
Comprender e implementar procesos y sistemas para sostener su actividad de mejora.

DIRIGIDO A

General Managers, Gerente de Planta o niveles superiores, Gerencias Staff que participan en la estrategia de la organización

PROGRAMA

Día 1	Día 2

Day 1 AM (8:00 – 12:00) Hoshin Kanri – Lean Leadership System Establishing Mission, Values and Vision (Who, How & What) for our organization Servant Leadership & Determining Organizational Roles Identifying top issues and needs for your customers and your business Environmental scan of the market and competition Performing internal Assessment of organization Establishing Long and Mid Term Strategic Objectives Day 1 PM (1:00 – 5:00) Daily Management System – (EMDS) – Lean Development System Daily Management and Leadership focused to fix and improve the process to maintain and elevate the KPI standards. Build a framework that engages all members or your organization in continuous improvement on a daily basis Identify Key Performance Indicators for Enterprise wide for both business and financial Vertical organizational tiers and establish “Pillar KPI’s” Horizontal “support functions” Visual Control Main and Sub Processes that are both Leading and Lagging Establish Leader Standard Work and “follow up and accountability process” Formulate Daily Huddle Standardized Work	Day 2 AM (8:00 – 12:00) Toyota Kata – Problem Solving at all levels – Lean Management System Coaching for Improvement, how the Leadership and Scientific thinking is aligned to the Hoshin and EMDS for better results improve the process while you develop your people. Build Problem Solving Capability Strategic, Systemic, and Daily Define escalation process to each level of management Idea implementation and Problem Solving Teams Link to Performance Management Process, Evaluation and Company Performance Award Day 2 PM (1:00 – 5:00) Impact your KPI’s with Lean Tools – Lean Work System What tool, how to use it, the big impact in the process and why to use it. The Leadership allow you or block you to get superior results depending in your thinking. Understand the purpose of the Lean Tools and how to leverage them to your advantage Processing your Quality Product Value Stream Review and connect your Production & Operating Systems Wrap up the workshop Perform Self-Assessment and Gap Analysis for your organization and formulate action plan going home

Día 1

Día 2

Day 1 AM (8:00 – 12:00)

Hoshin Kanri – Lean Leadership System

Establishing Mission, Values and Vision (Who, How & What) for our organization

Servant Leadership & Determining Organizational Roles

Identifying top issues and needs for your customers and your business

Environmental scan of the market and competition

Performing internal Assessment of organization

Establishing Long and Mid Term Strategic Objectives

Day 1 PM (1:00 – 5:00)

Daily Management System – (EMDS) – Lean Development System

Daily Management and Leadership focused to fix and improve the process to maintain and elevate the KPI standards.

Build a framework that engages all members or your organization in continuous improvement on a daily basis

Identify Key Performance Indicators for

Enterprise wide for both business and financial
Vertical organizational tiers and establish “Pillar KPI’s”
Horizontal “support functions” Visual Control
Main and Sub Processes that are both Leading and Lagging

Establish Leader Standard Work and “follow up and accountability process”

Formulate Daily Huddle Standardized Work

Day 2 AM (8:00 – 12:00)

Toyota Kata – Problem Solving at all levels – Lean Management System

Coaching for Improvement, how the Leadership and Scientific thinking is aligned to the Hoshin and EMDS for better results improve the process while you develop your people.

Build Problem Solving Capability

Strategic, Systemic, and Daily
Define escalation process to each level of management
Idea implementation and Problem Solving Teams

Link to Performance Management Process, Evaluation and Company Performance Award

Day 2 PM (1:00 – 5:00)

Impact your KPI’s with Lean Tools – Lean Work System

What tool, how to use it, the big impact in the process and why to use it. The Leadership allow you or block you to get superior results depending in your thinking.

Understand the purpose of the Lean Tools and how to leverage them to your advantage

Processing your Quality Product Value Stream

Review and connect your Production & Operating Systems

Wrap up the workshop

Perform Self-Assessment and Gap Analysis for your organization and formulate action plan going home

EXPOSITORES

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.

Francisco Ocejo ALFRA GLOBAL DIRECTOR

Liker Lean Advisors Vice President
Toyota Kata Ambassador
Former VP IISE
Former Lean Manager at Celestica

Education
B.S. Industrial Engineering at Tec de Monterrey
Several Lean Certifications for international Institutes
SEE CURRICULUM

Francisco is a Toyota Kata Ambassador and Pioneer to spread the Toyota Kata in Mexico, he has been applying TK with his colleague Dr. Jeff Liker ( author of the best seller the toyota Way) and many other Coaches in companies with the hieghest TPS people development. Francisco presents experience in Toyota Kata for the last 5 years within Automotive, Oil & gas, Plastic, Medical, Electronics, in Assembly, Machining and Machine and Autonomation. Is leading Alfra Lean Advisors a Consulting firm with over 1,500 customers companies from 7 countries. He also is the Vice President of Alfra Institute, a education organization to develop the top Management under a Lean MBA degree formed with Former Toyota executives and Top worldwide Management.

He has been learning, applying, and teaching the Toyota Production System in Canada, USA, Mexico, Latin America & Europe. He has taught and applied Lean from the senior management level to the operational levels closest to Gemba fro over 150 companies from international corporations, to mid-size and small family businesses from diferent industry sectors such as: Service, Logistics, Aerospace, Automotive, Electronic, Bank, Ceramic, Education, Defense Electronic, Food & Beverage, Gas & Oil, Electric Manufacturing, and several manufacturing sectors.

Francisco is a Toyota Kata Ambassador and Pioneer to spread the Toyota Kata in Mexico, he has been applying TK with his colleague Dr. Jeff Liker ( author of the best seller the toyota Way) and many other Coaches in companies with the hieghest TPS people development.

For over 5 years he has been constantly trained by the Best Seller “Toyota Way (800 hrs),” the Ex President of JV Toyota China Mr Shingo (360 hrs), and various Toyota top Management ( + 1000 hrs).

His best expertise is in: Coaching Toyota Kata, Lean Manufacturing ,Lean Office, Lean Culture and Business Transformation.

He is an Industrial and Systems Engineering at the Monterrey Technical Institute. He has taught classes for students in over 15 Universities, lecturing in various Congresses in Mexico. Certified as Black Belt Six Sigma at Institution of Industrial Engineers, and the Theory of Constraints and Thinking Process at the EGADE of the Monterrey Technical Institute.

Francisco is a former Celestica leader & manager of the Lean Culture Transformation, with BlackBerry (RIM), Palm, HTC as Principals customers, with sales of over 1 billion dollars. This transformation involved over 5,000 people.

SERVICIOS INCLUIDOS

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