Objectives:

• Learn and understand the Shingo Model™
• Explore how the Guiding Principals inform ideal behaviors that ultimately lead to sustainable results
• Apply your learning with a call to action

A foundational, two-day workshop that introduces The Shingo Model™ the Guiding Principles and the Three Insights to Enterprise Excellence™ With real-time discussions and on-site learning at a host organization, this program is a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.

Presented by:

• Val Liberman, co-instructor
• Josh Ebert, co-instructor

Objectives:

• Learn and understand the Shingo Model™
• Explore how the Guiding Principals inform ideal behaviors that ultimately lead to sustainable results
• Apply your learning with a call to action

A foundational, two-day workshop that introduces The Shingo Model™ the Guiding Principles and the Three Insights to Enterprise Excellence™ With real-time discussions and on-site learning at a host organization, this program is a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.

Presented by:

• Val Liberman, co-instructor
• Josh Ebert, co-instructor

Through instruction, small group discussions and exercises, the workshop participants will:

• Understand the five basic dimensions of organization change
• Gain insights into key elements of a Lean organization and the Lean Transformation Model
• Reflect upon your own organization and/or project according to the LTM
• Use key questions to begin creating a framework to guide your organization’s transformation

We’re all trying to transform. At the company level, a transformation is a very big experiment indeed, at both the macro level, and at the very granular level of the daily, hourly, immediate work itself. To transform the way people think and behave within an organization to be more of a problem solving mindset is no easy task and varies from industry to industry, company to company and person to person. It requires disipline, investment and a belief that we can make things better.

Successful transformation calls for a situational approach that is based on innovating key dimensions of any organization through addressing a series of questions. These questions are fractal, meaning the same questions apply whether working at the macro enterprise level or the level of individual responsibility as you dive progressively deeper into each dimension. But, while the transformation that has emerged through years of experience is situational, the nature of the questions represent a clear point of view: If an organization fails to address each question, and with a sense of how each relates to the others, the transformation is headed for trouble.

Presented by:

• Karen Gaudet

Would you like to collaborate with other executives that have started a learn transformation and implemented Last Planner® within their company? If so this roundtable will give you the venue to ask those and many more questions to executives that may be further down the path of lean implementation and can share their lessons learned.

Learning objectives:

1. How to implement last planner within the framework of a lean culture and other lean tools.
2. Key processes and/or behaviors have to change at the leadership level of a company to implement last planner and lean within the company.
3. Metrics that are important to track with Last Planner and metric that you should not track.
4. What specific actions and behaviors are required from leadership for successful implementation of lean and Last Planner®.

Presented by:

• Katherine Copeland