Building and maintaining the culture of Lean

In many organizations, most people don’t have the opportunity to realize their true talent. The day-to-day grind often absorbs a person's creativity and ingenuity. Learn how Duxton Windows & Doors is striving to instill a culture of continuous improvement every day, is celebrating improvements to encourage more of them and carrying the improvement spirit into the office. Hear how Duxton is getting everyone pulling in the same direction and how continuous improvement is changing the way business is done at Duxton Windows & Doors.

Rating: Intermediate

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Why workplace safety is TMMC’s top priority.

Toyota Motor Manufacturing Canada (TMMC) is a world-class automotive facility, producing the best-selling Toyota RAV4, RAV4 Hybrid and the Lexus RX 350 and RX 450h. Over the last five years TMMC has achieved tremendous improvements in workplace safety. Hear how a focus on safety culture not only improved safety, but also improved quality and productivity. Learn how TMMC measured safety culture and made a plan to improve, how simple activities implemented in a Lean environment can make a huge difference and how engaging the entire workforce in improving safety culture is the key.

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How a government program administration team cut turn-times by 90%

Hear how the Manitoba Government Department of Families coached the Income Supplement Program service delivery team processing hundreds of applications per month to achieve incredible results that sustained the eventual transfer of the coach to another department. Learn how an office team can be coached to embrace Lean principles and problem solving to make it a part of their everyday work culture and how the team leadership learned alongside their team to be able to support the culture change and performance improvements.

Rating: Beginner

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Why workplace safety is TMMC’s top priority.

Toyota Motor Manufacturing Canada (TMMC) is a world-class automotive facility, producing the best-selling Toyota RAV4, RAV4 Hybrid and the Lexus RX 350 and RX 450h. Over the last five years TMMC has achieved tremendous improvements in workplace safety. Hear how a focus on safety culture not only improved safety, but also improved quality and productivity. Learn how TMMC measured safety culture and made a plan to improve, how simple activities implemented in a Lean environment can make a huge difference and how engaging the entire workforce in improving safety culture is the key.

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Failure can be one of our greatest teachers

Based on beautiful Vancouver Island, British Columbia, VMAC has grown over 35 years to become a leader in the manufacture of air compressors. Learn about VMAC's journey to achieving a daily improvement culture using Toyota Kata coaching and process improvement practices. Hear how VMAC is using Kata to create a culture that embraces failure, continuous learning, and scientific thinking and create problem solvers at every level of the organization who can overcome obstacles as they arise, drive waste out of their processes and focus on delivering value to their customers.

Rating: Intermediate

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Kata is not about change, it’s about evolution

IMP Aerostructures manufactures fight-critical assemblies and components, providing everything from program and engineering services to finishing and assembly. Learn how IMP Aerostructures has used Toyota Kata to create an environment where people are engaged and feel empowered to improve. Learn how it has evolved from one Kata board and two employees to multi-departmental empowered teams achieving results such as one-day turnaround of purchase orders and two-day assembly. It’s KATA-mazing!

Rating: Beginner

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Experimenting with Models for Daily Improvement

The Boldt Company, headquartered in Appleton, WI, a construction company founded more than 130 years ago, is now a national leader in markets as diverse as healthcare, industrial, education and renewable energy. Hear how Improvement Kata and the Coaching Kata to is used to develop and enable employees to improve their processes, how they have added an element of fun and the lessons they have learned along the way.

Rating: Intermediate

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Driving positive change through employee engagement

McCain Foods Canada is a privately owned family company with sales in over 160 countries. From humble beginnings in the rural community of Florenceville, Canada, McCain Foods is now a global leader with operations on six continents and plant sites and offices across the world. Learn how McCain Foods Carberry has leveraged the managing for daily improvement (MDI) process to deliver positive results in Safety, Quality, Cost, Delivery, People and Environment through front-line team member engagement, leadership engagement and accountability.

Rating: Intermediate

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Validating and Reporting of Lean Benefits

As the City of Mississauga’s Lean journey took off, the importance of accurate, transparent benefits reporting became paramount in communicating the success of the program. Without a consistent, trusted method to quantify the benefits of Lean engagements, the benefits derived from the Lean program would not be effective in supporting project selection, resource allocation and adjustments to the operating budget. Learn about the City of Mississauga’s journey in developing its Money Belt program to deliver a “single source of the truth” to validate the benefits of Lean engagements.

Rating: Intermediate

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