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.
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.
Implementing process improvements to post-secondary education
In this presentation, you will hear how the Red River College started their LEAN journey and the steps they have taken on a college-wide basis to implement process improvement. You will learn about the drivers for change and the staff training and process improvement projects that are being undertaken to build a culture to facilitate change. You will also hear about the challenges that come with implementing improvements in academic programs and college-wide administrative functions.
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.
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
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.
Bridging the Gap Between Accounting, Operations and Strategy
Accountants typically do not understand Lean, do not know how to measure Lean improvements and generally have not been asked to participate in Lean activities that usually focus on the shop floor. On the other hand, Operations’ professionals typically achieve great gains and are surprised their efforts are not recognized by the Accountants. It is imperative that Accounting and Operations work together to develop new metrics and “plain English” financial reporting. This presentation will illustrate what can be done to eliminate the disconnect between Accounting and Operations.