Finding stability after 6 years of double-digit growth
“You need a change agent.” “You need buy-in from upper management.” “You need training.” “You need LEAN involvement beyond the shop floor. You need…” Degelman Industries has collected and acted upon LEAN advice from many sources over many years. Their implementation projects, programs and efforts have ebbed and flowed depending upon the actions of a few people. Many things have gone wrong, but they are still on the LEAN journey, because of noticeable, significant results. Follow the Degelman experience to find out what barriers they encountered and how they have blasted past all of them to become one of the fastest growing manufacturers in Saskatchewan and North Dakota.
Rating: Beginner, Intermediate
Invest in up front training of your team
At Loewen Windows, LEAN training starts before new hires start their new job. Loewen has learned that investing in the training of newly hired employees prior to starting in their new position, makes them stronger and positively impacts the work culture. Hear how simple techniques can teach new employees to see waste before they start work at their station or office desk, making them ‘LEAN waste hunters’ and how engaging team members and empowering each of them to continuously fix ‘what bugs them’, makes their life easier and improves productivity and morale.
The Goal of Huddle Boards is Daily Improvement
Sports teams huddle prior to the big game - they amp up team's enthusiasm, review their game plan and set their sights on the ultimate GOAL of winning the game. POS Bio-Sciences uses huddle boards for the same purpose:
G - Good start to the day
O - On target?
A - Awareness
L - Load Leveling
Attendees will learn how to run a standardized, efficient huddle that meets the GOAL of improving health and safety, quality and production in all areas of their company.
Establishing a “single source of the truth” for benefits reporting
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. This presentation highlights 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, Advanced
Expanding the Investigation into Waste
This presentation focuses on the expansion of LEAN in the Winnipeg Police Service and how it has increased employee engagement and enhanced service delivery. Hear examples from across the organization, how customized LEAN application in administrative, mechanical and investigative value streams is building organizational buy-in, how police vehicles are repaired quicker and at less cost, how crime scene management has been improved and how court disposition data entry cycle time has been reduced by eighty percent.
Engaging our team at all levels in the problem-solving challenge
Management in North America has been taught to have the answers to the problems faced on a daily basis. But what if the problems aren't going away? What if we were to admit to ourselves that we really don't know how to fix the problems? What if we took it one step further and gave our front line leaders the freedom to make changes to test an idea as a way of eliminating those problems once and for all? And, what if all the front line leaders were pulling in the same direction while they test ideas to eliminate problems? This is one company's experience of walking down that unknown road and the pitfalls we encountered along the way.
3E's for Lean Execution
At JELD-WEN Windows and Doors we choose Greatness, but to achieve this we first have to get good at what we do... and do so consistently. The JELD-WEN Excellence Model (JEM) is the foundation we are using to build the right Lean culture, live our values and improve every day. We are being careful not to implement change by doing things ‘to’ our people, but rather implement change by working 'with’ our people. In this presentation, you will hear how the 3E's: Engage, Empower and E(i)nvolve (spelling error intentional) are used to engage all members of the team and drive out fear. We will discuss the importance of communication and how the 3E's improve teamwork, drive alignment, create accountability and ensure our purpose and values are ‘alive’ throughout the organization.
Rating: Beginner, Intermediate
How a VSM kaizen had a profound impact on shaping the future of our organization
The Property Registry is privately-owned and operated by Teranet Manitoba LP and is a service provider to the Province of Manitoba, providing certification of titles to land and maintenance of land and survey records. In the past two years, The Property Registry has undergone its largest transformation in 133 years: evolving from a paper-dependent processing system to an organization that now leverages world-class technology to electronically-process documentation amongst six different offices. In this presentation, you will hear how it all started and how collaboration, lean thinking, project management and software development supported this transformation and changed the way we work!
Rating: Beginner, Intermediate, Advanced
Hear how a decision to implement LEAN has driven improvement in culture and the bottom line. The Superior Cabinets LEAN journey began in 2012, with a decision to embrace continuous improvement on the shop floor. Positive changes were made through a homegrown concept called the “Quick Kaizen”. The momentum quickly spread to other areas of the organization including Finance, Corporate Services, Sales and Operations, and applying the fundamental LEAN concepts of 5S and waste elimination has shown real bottom line savings. Anyone contemplating their own journey as well as seasoned LEAN practitioners will find value in the how the concepts were adopted and success measured.