It all starts with a Plan
BAE Systems has embarked on a journey to strengthen its supply chain by training their senior leaders on how to lead a LEAN culture. In this session, learn how BAE is working with six critical suppliers to implement Jishuken (18-month plan – Toyota Method of training their Suppliers). This process moves the senior leaders' role from the delegation of LEAN to involvement as coaches and teachers through identifying and closing gaps in knowledge. 400% improvement in throughput and 100% reduction in reject rate on critical lines has been achieved through the projects that the senior leaders have undertaken as part of the Jishuken process.
Aligning and Executing Lean with Corporate Strategy
Applied successfully at Accuride, winner of four AME Excellence Awards, Hoshi Kanri is being utilized by organizations in many different industry sectors. In this interactive presentation, attendees will learn how to develop an aligned Lean Systems strategy by transforming business strategies into tactical action plans. They will see how they can visualize, articulate and execute a plan to meet goals and objectives via Hoshin Kanri and supporting system tools. They will also have the opportunity to create and take home working samples relevant to their own work environment.
Rating: Beginner, Intermediate, Advanced
Lessons learned by former private sector leaders starting a LEAN journey in a public sector organization
As former private sector aerospace technical leaders, we worked for many years in a culture of continuous improvement and LEAN transformation. After we moved to new leadership careers in the public sector, we advocated to start our new organization down its own LEAN journey. Join us as we walk you through our lessons learned through the initial stages of our LEAN transformation at Manitoba Housing. We will share a conceptual model that we have developed that we believe is crucial for the senior leadership to follow, if the LEAN journey is to be possible. The presentation will focus on the importance of the senior leader role in the Lean transformation, and the tendency for the leader to be the key obstacle to success.
How We Confronted Our Biggest Issues and Beat Them Back Using Hoshin KanrI
Your organization has started on the LEAN journey. You are working hard to develop a LEAN culture and your teams are removing waste through continuous improvement. But wait! Despite all of this, your organization is still struggling with the same big and complicated issues. Continuous Improvement is important, but it isn’t enough. Setting Breakthrough Goals through Hoshin Kanri changes the game. Hear how New Flyer used Hoshin Kanri to move to the next level, the challenges and lessons learned and the importance of setting five-year goals and defining "True North" in a busy, dynamic and growing business.
Regular folks doing cool things
Combine World is a survivor in the used agricultural machinery parts business. Competitors in the last 30 years have gone from 30 to 3. People who attend this session will experience a thought-provoking presentation that puts forward a compelling case for a candid, respectful and fun workplace that fosters a culture of commitment and family. Starting with people first, you will see how LEAN helps create this culture.
Standardization of variable environments and attitudes
Bockstael is a 105 year old Manitoba based Construction Management firm with a mission to build a better experience for customers, employees and supply chain partners, through a strong belief in LEAN, Innovation, Safety, People and Clients for Life. Hear about Bockstael’s LEAN journey in an industry that faces variable conditions and a traditional command and control culture. Every project and every job site different. Each project can have more than thirty subcontractors who can each have multiple supply chain partners. Learn how Bockstael’s leadership has used LEAN thinking to successfully navigated and addressed these challenging conditions.
Perspective on an 18-Year Journey
When the Seattle Children's Hospital began using LEAN 18 years ago, they were among a handful of healthcare organizations to do so. Their experience since then has provided numerous important learning opportunities; some discovered, as a result, wonderful success and some as a result of significant failures. This presentation will reflect on the Seattle Children's Hospital journey discussing what they've learned through the years, including persevering through senior leadership changes, adjusting to changing business environments, engaging employees, integrating different Quality Improvement initiatives, and defining the leaders' role in a LEAN journey.
Rating: Beginner, Intermediate, Advanced
Transforming a Credit Union One Process at a Time
LEAN values are co-operative values too! Come learn about a ground up LEAN implementation within a non-manufacturing environment. Learn how LEAN is being used to transform workplace culture within a large Manitoba based Credit Union and how Kaizens are driving improved member and employee experiences.
Building a Culture of Engagement at Intermountain Healthcare
One of the challenges in healthcare is to ensure that front-line team members are engaged in continuous improvement. Physicians are key front-line leaders that must be engaged. Dr. Matt Pollard will give examples of how the Intermountain Continuous Improvement Method provides the processes, tools and environment where physicians help identify problems, participate in problem-solving and drive standards to improve clinical outcomes, patient satisfaction and flow. This Method has generated thousands of ideas from front-line staff and physicians and contributed to Intermountain Healthcare's position as a leader in the healthcare industry.