A Lean organization understands customer value and focuses key processes to continually meet those needs with the least amount of resources. In this workshop attendees will receive foundational knowledge of Lean manufacturing concepts and tools. The training combines a classroom setting with hands-on simulation. The simulation gives participants the opportunity to manufacture products in a simulated factory and see the benefits of Lean manufacturing firsthand. Participants will learn about one-piece flow, cellular production, pull and Kanbans, point-of-use storage, quick changeover, quality at the source, batch reduction, teams, standardized work, workplace organization, and visual controls. Each concept will build an individual’s ability to identify and eliminate manufacturing waste.
Leader Standard Work and Theory of Constraints
This workshop covers two key concepts that significantly influence the effectiveness of leaders and the throughput of custom manufacturers. The first half of the workshop introduces the concept of Leader Standard Work, which is a core part of a Lean Management System. LMS is a fundamentally different way of thinking and managing. Leaders must replace their tendency to “firefight” or delegate and instead incorporate a regular cadence of daily tasks to ensure that processes and systems are working. LSW also has built-in mechanisms to ensure accountability and engagement with all levels from the shop floor to the GM. Participants will get a chance to prepare a draft LSW for themselves. The second half is devoted to how the theory of constraints applies to the printing industry. TOC is a philosophy introduced by Eliyahu Goldratt in his best-selling 1984 book The Goal. TOC views any manageable system as being limited by a very small number of constraints. There is always at least one constraint, and the instructors will present a short simulation to show the benefits of TOC on a business enterprise. An approach to identify the constraint and restructure the rest of the organization around it will also be shared. [The workshop is delivered by TMAC, the Texas affiliate of the Manufacturing Extension Partnership, a public-private partnership that delivers comprehensive, proven solutions to U.S. manufacturers.]
Developing and Coaching a Team of Frontline Problem Solvers
You see the potential that continuous improvement can have to help your organization stay competitive and innovate in the changing print industry landscape. But you know you’re just scratching the surface. The truth is that none of those Lean tools “work” without employees making the magic happen. For CI to be effective, you need effective leadership. And leading in a Lean or CI environment is different than what most managers are taught or shown. In this workshop, you’ll discover why it’s so hard to get CI systems to stick and what you should do differently. You will learn and experience the 5 Cs to Develop a Team of Problem Solvers. This is a hand-on workshop, so come prepared to actively participate. Attendees will also walk away with training exercises and a model to develop other leaders. The workshop is appropriate for operations/production managers, CI/quality managers, and team leads—with or without direct reports—who want to leverage CI to improve their business.
The Improvement Kata
How does an organization change the way its employees think? By changing the way the leaders think and behave. Toyota has succeeded in doing this, in part, because of their devotion to a coaching “kata.” In Japan, kata originally meant a detailed and choreographed pattern of movements that prepared one for self-defense and hunting. Kata has since come to describe any precise routine that is practiced so much it becomes habit forming. In the case of businesses, kata can be applied to problem solving and other CI-related activities. A former Toyota manufacturing executive will explain not only the efforts that Toyota goes through in creating and sustaining its continuous improvement culture, but also the types of kata that its leaders are expected to perfect. Gain insight into effective improvement habits and take away a couple of immediate actions that can begin to change the mindset of leaders, and subsequently your entire organization.
Leading Change — Managing Teams to Build a Lean Organization
As a leader looking to implement Lean concepts in your company you will face a number of hurdles when it comes to people and attitudes. This session will explore how companies and Lean leaders have successfully overcome employee resistance and continue to work towards embedding a Lean culture in their operations. Generational attitudes; how to recruit and develop a successful Lean team; and the importance of communication to alleviate employee fears and misconceptions will be covered in this session. Real world examples highlighting issues other Lean leaders face will be used so you can learn from the journey others have already started.
Culture Eats Strategy
Do you believe that the engagement level of your employees has a profound impact on the success of your business? If you’re frustrated that more team members aren’t committed to your company and willing to put forth extra effort to deliver superior performance, then this session will help you do something about it. Discover the universal priorities that drive employee engagement and build a strong culture. Using real examples from Booster Spirit Wear, an international school focused apparel sales and printing company, he and his team will reveal how to evaluate the level of your employees’ engagement and, importantly, how to build a culture based on integrity, enthusiasm, leadership, results and care. Addressing the human side of your workplace is absolutely key to achieving operational excellence.
Unleash Your Workforce with Robust Systems to Improve Quality and Innovate
Steven Haedrich had a wakeup call to quality when he took charge of this 140-year-old converter—its largest customer was threatening to take its business elsewhere. In his search for answers he read Out Of The Crisis, W. Edwards Deming’s powerful book on how to manage for quality and avoid short-term thinking. Soon, Deming’s 14 points that underpin his philosophy became the company’s key tenants. Understanding how to apply these at a deep level took time and a boatload of commitment. This is Steven’s story of going against the grain of traditional thinking and the results it produced.
Sustaining a Culture of 5S
Did you hear the joke about the company that achieved 15S? It repeated the first 3S's five times … Let’s face it, sustaining 5S is a real challenge. While most companies can initially excel at sorting, straightening and shining, not long after, momentum is lost. With the experience of leading a sector-wide implementation of 5S in 33 business units across Canada, the U.S., and Mexico, Paula Bozzer will share proven tools and concepts that have kept 5S as an integral part of Transcontinental Printing's manufacturing efficiency strategy. No matter the size of your facility, the tips and tricks offered by this dynamic duo will bridge the gap from concept to culture and will help in ensuring that your 5S system is a solid one.
Simple Process Improvement Measurement Tools
Your approach to communicating production goals and performance levels will determine employee trust, buy-in, and motivation. Pollard Banknote has refined its approach over the last decade and come up with a system easily understood by production crews that focuses on the process not the person. It emphasizes the difference between normal variation and special cause variation that compels corrective action. When and how corrective action is applied makes all the difference. This case study reveals the methodology and thinking at one of North America’s leading producers of instant lottery tickets.
Blame the Person or the Process? You Make the Call
Lean thinking and practices are fast becoming established as the prime improvement strategy in the printing industry. The twin pillars of “continuous improvement” and “respect for people” form the basis of continuous improvement practices. But what do you do when human error causes a quality failure? How do you respond? Human error is a fact of life, but the way you respond can have a profound impact on the ability of your company to accelerate its improvement. This interactive presentation will provide a framework for improvement and root cause analysis that focuses on the influence of processes and systems as significant contributors to human error.
A3 has become a popular problem-solving methodology because of its simplicity, effectiveness, and visual nature; however, the real power of the A3 report comes from exposing the problem solver’s thinking and process. This report is fueled by an environment of trust, teamwork, collaboration, coaching, and development. This session will help you understand what A3 is and how it helps develop your organization’s culture of continuous improvement.
Rethinking Your Makeready Efficiency
Beating the competition requires steady gains in production efficiency. This session defines how to cut makeready time through the single-minute exchange of die (SMED) system, a vital component of Lean production. You’ll learn the concepts behind SMED, such as the distinction between internal and external tasks, and a specific multi-step process. Importantly, learn the tactics to conduct an improvement blitz, over just a few days, which dramatically reduces your makeready time on a press or any other production equipment.
Standard Work: The Foundation of Continuous Improvement
Standard work is a collection of the best practices known at any given point, or “how we currently do things.” Standard work creates calm. It reduces chaos, it’s organized, it’s useful, it empowers associates to problem solve on their own, and it fosters a culture of collaboration. If this sounds too good to be true, you’re wrong! While the thought of developing standard work may seem daunting, without it you can’t measure the success of any given task. If you are unclear about how something is done, you can’t improve it. In this presentation, you’ll learn about the benefits of standard work, some simple methods to tackle the beast of developing standard work, and how you can easily maintain standard work through a culture of continuous improvement.
Bringing People into a Sustained CI Experience – Tools and Inspiration
Sustainable. Personal. Inspiring. These are all hallmarks of a CI journey—seeking perfection even when we know it doesn't exist. As individuals and professionals who appreciate the value of this journey, our biggest challenge is often the same as that which brings about our greatest success: the people involved. This session will give you valuable insight into how to encourage and inspire your management team, win over challenging people, support those who are already walking with you, and ultimately lay a foundation for continuous improvement throughout your organization.
Developing Better Coaching Habits
One of the most important traits of a leader is the ability to be a good coach to your team. During this interactive session, we will review how to listen better and ask more effective questions to build your coaching skills. Participants will learn and practice the core components required of basic coaching skills and take away an action plan suitable to building better coaching habits on a daily basis.
Enraged to Engaged: Fixing Frustration with Team Performance
Team dysfunction is a common but often overlooked problem in the workforce. It’s the leader’s job to ensure the team runs effectively and efficiently. Often, team leader’s lack the knowledge to truly get their teams performing at their full potential. This presentation will explain the four missing pieces that lead to dysfunction and how to take your team from frustrated and disorganized, to engaged and performing at their best.
How to Lead with Respect
Building a great organization requires effective leadership. A key element that is often misunderstood is what it means to lead with respect. This involves awareness of a leader’s focus and intention, and how well the leader connects with people to create an environment of mutual trust and sustained high levels of performance. This is accomplished through the application of seven core practices. We’ll explore why leading with respect is essential in a successful transformation, what respect looks like in practice, the seven core practices, and how they impact people to drive lasting change for the better.
Changing Your Leadership Approach to Create CI Momentum
Several years ago, with growing frustration about his business, Rick Egelin took the definition of insanity to heart, remade himself as a leader, and transformed the company through Lean concepts. A Lean leaders group was formed, morning meetings were instituted, and Rick spent time everyday studying successful companies. Morale and trust slowly improved and goals were met. Four years later, this manufacturer of fire training equipment and facilities is a testament to the power of everyday improvement. Come learn what it takes.
Practicing the Behaviors of a Servant Leader
A chance meeting with management expert Ken Blanchard in 2003 caused the CEO of this multi-million dollar communications company to forever think about leadership differently. Training its entire staff to become “Servant Leaders” became central to how Datron built a culture that engages the hearts and minds of its associates in improvement, but also meets the company’s mission to positively impact the lives of others today and in the future. As part of that commitment, the company sets aside 10% of its operating profits for employee donations to charity. Learn why the right leadership style is so critical to having a successful CI program, the key elements that differentiate servant leadership from traditional, hierarchical leadership, and how servant leaders practice and model their behaviors.
Leading a Successful Waste Walk
You’ve embarked on a Lean Journey, done some training, introduced tools, and conducted a few kaizen events. Now momentum has stalled due to the resources required to conduct major events. What do you do? This session introduces you to the concept of the waste walk. When used properly, this approach help leaders “see waste” in a way that identifies CI opportunities, both large and small. The smaller wastes can be dealt with quick, low-resource-requiring mini Kaizens. Learn how waste walks will not only fill the funnel but allow your leadership team to be integral in leading the charge.
Kata in the Classroom
CI expert Ron Pereira will run a hands-on exercise that introduces the scientific-thinking pattern of the Improvement Kata. After this session, you will be able to run and use the exercise yourself. Scientific thinking is a basis for creativity and successfully pursuing seemingly unattainable goals. The Improvement Kata (IK) is a four-step scientific striving pattern that is practiced in many top Lean organizations. It makes scientific thinking a teachable skill anyone can learn. Participants will work in teams and go through each step of the Improvement Kata pattern: (1) face a challenge, (2) measure where you are, (3) establish the next goal, and (4) experiment toward that goal. [Note: space is limited to 80 people.]
Capturing and Managing Improvement Opportunities
Are the continuous improvement projects visible to everybody in our organization? Does our system not only help us reach our goals, but also encourage participation and teamwork? These are some of the questions that The Standard Group, a print management and marketing logistics company, had when it began to invest more resources into its continuous improvement effort. One night while shooting pool in a back alley joint, Standard’s CI director was introduced by a regular to a tool that drastically changed Standards’ pace of improvement. Standard team members will explain how the company’s new electronic project management tool is configured, used, and helps discover improvement opportunities that went overlooked before.
The Seven Quality Basics
What does a comprehensive and well executed quality system look like? The Seven Quality Basics are a proven approach for delivering exceptional product quality, which has significantly reduced manufacturing defects and driven higher levels of customer satisfaction at Vistaprint. This initiative has also helped create a “culture of quality” across the workforce. The Seven Quality Basics help promote greater team member involvement in assuring quality, provides effective controls for the leading sources of waste, and delivers state of the art approaches for proactively identifying problem areas in the manufacturing process. This session should be of interest to all organizations who are serious about improving product quality regardless of the maturity of their current quality practices.
Cultivating Your Emotional Awareness to Gain Frontline Buy-In
For a company to gain value from an improvement effort, the person leading the initiative must be relatable, empathetic, and able to meet frontline team members on a human level. Thus, the emotional intelligence of the coach is a critical aspect in determining whether frontline team members will take ownership and sustain an effort. Learn how to use your emotional awareness to address the social side of change and understand the needs, concerns, and emotions of the individuals who will ultimately determine how fast your company improves.
Our Quest for Operational Excellence
Shingo Prize-winning organizations demonstrate a culture where principles of operational excellence are deeply embedded into the thinking and behavior of all leaders, managers, and associates. Among the principles they demonstrate: respect every individual, assure quality at the source, focus on process, and create constancy of purpose. This is your chance to hear how one recipient company has created an operational approach that puts it at the forefront of manufacturers around the globe.
How a Suggestion System Changed Our Company
Six years ago, Superior Lithographics transitioned away from a traditional “top down” managed organization to one centered on employee empowerment and continuous improvement. Its ability to capture employee ideas for improvement was a pivotal part of the transition. To date, over 1,600 employee ideas have been implemented. Superior’s CEO and operations head explain the development of the system, its costs and rewards, and how they overcame early resistance and persevered. There have been huge improvements in production processes and workflow, but the biggest change from the system is in the company’s culture—people feel better about themselves and are diligently working to making Superior a better supplier to its customers.
Connecting with People through Purpose and Character
Today there appears to be a subtle drift as to how people, in general, understand leadership. The confusion stems from two opposing points of view regarding what it means to be a leader. On one side is the idea of “Forced-Authority”; on the other, “Authentic-Influence.” In the multi-generational workforce of today, leaders should be equipped to not only engage the hands and feet of their people but, more importantly, engage the hearts and minds through Authentic-Influence. Tony gives insight into how to connect with your employees in a meaningful way and offers specific actions to help you elevate your leadership influence.