We will be in Vancouver, Canada in 2018!

MASTERING LEAN LEADERSHIP (Vol.1)

Lean Construction Institute Canada - Speakers

Great projects are Lean — yet, the great majority of our Lean initiatives fail miserably.  Lean leadership is wanting. How do you develop the important work of Lean leadership when you’re constantly fighting the urgent fires of the day — fires that  consume your project and your attention?  Come learn how to develop your own Dojo and Lean Leadership while, when, and where you perform your work.

MASTERING KAIZEN (Vol.2)

WORKSHOPS & TRAINING @ LCIC

What you will learn in Pop-Up Dojo - Mastering Kaizen

  • essential elements / aspects of a successful Kaizen culture

  • how to direct Kaizen initiatives toward mission-oriented improvements

  • the practices to avoid in a Kaizen system and culture

  • practices that can get them off to a good start, and how to use this book to maintain those practices.

Kaizen initiatives are failing — not due to the lack of tools or flawed problem-solving approaches. But, companies that are successful at continuous improvement and Kaizen show results of at least two adopted improvements per person per month. Why are there so few good examples of this basic practice outside of the automotive industry and its supply chain. How can that be so?

We’ve been paying attention to the wrong things!

In 1978, Ohno published Toyota Production System, Beyond Large-Scale Production. There was no mention of Kaizen. In 1981, Shingo published Study of Toyota Production System from an Industrial Engineering Viewpoint. There was no mention of Kaizen. Finally, in 1986, Imai published Kaizen, The Key to Japan’s Competitive Success, emphasising Quality Circles and Small Group Improvement Activities. Then, in The Machine that Changed the World (Womak, Jones, Roos, 1990), the word Kaizen appeared only twice, describing a process for incremental improvement. Eventually, in 2003, Liker published The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. Suddenly, there are seven references to Kaizen, where the most important is that: Toyota pursues flow improvement to develop their people.

Aha! The purpose of Kaizen is not the elimination of waste, rather it is the development of human potential.

In this workshop we provide the highlights of what is necessary to succeed with Continuous Improvement & Kaizen. We give examples and demonstrate exercises and situations from the book. Some of this include:

  • PDSA thinking & learning that comes about from

  • People improvement vs process improvement

  • Better problem finders

  • Improving as team sport - no horenso - responsible autonomy

  • Solution sharing - yokoten

  • Mission-driven improvement - hoshin

  • Emphasis on personal development

  • Finding waste in your own work setting

  • Helping others develop

Calayde Davey