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.
Tying Lean into Sustainability in a Practical Implementation
Whether you are getting started or have the basics of a company sustainability program, this presentation will guide you towards a practical implementation of the process by providing awareness of what you may already be doing, utilizing LEAN tools to advance the process, and providing documentation for your organization in an environment with an increasing emphasis on sustainability. Crown Equipment Corporation, a leader in material handling equipment manufacturing and sustainability, has been successful in implementing ISO 14001, achieving zero landfill and receiving recognition for sustainable manufacturing. Crown has made significant progress in sustainability using LEAN which we share with our customers, our communities and employees throughout the world.
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.
It Starts with a Plan
Cummins Mid-Rage Engine Plant (CMEP) is very similar to every manufacturing plant in existence today - we are all striving to survive to stay in business to keep our jobs and the jobs of those around us. As front line supervisors and team coordinators, we are given one of the most important jobs within the plant: leading out team in the battle of survival and the success of this battle is the battle of the fittest that is the name of the game. Those that can will and those that can’t won’t. In order to be successful at this you will need to involve everybody in this fight, improving every day to serve the customer better than the day before with a minimum of waste. Your key indicators will be your KPI’s (S-Safety – protect our greatest asset – our people, Q-Quality – protect our customers, P-Production – protect our business).
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.