TRAINING „COACHING LEADERSHIP for a LEAN CULTURE TRANSFORMATION“

About

Coaching Leadership for a Lean Culture transformation
Enterprise Management Development System

Learn how to implement the “Systems” Toyota utilizes to create a culture of both motivated and capable problem solvers at every level throughout the entire enterprise

Training themes:

The Lean Leadership System – PURPOSE True North and Strategy Deployment
The Lean Work System – PROCESS The Foundational Tools and Systems
The Lean Development System: PEOPLE Systematic Problem Solving at all levels
The Lean Management System: PROBLEM SOLVING as Daily Work
Three Level Problem Solving
Self Assessment Gap Analysis and Action Plan

Training is dedicated to: CEOs, lean managers, middle level managers that are responsible to strategy’s implementation

Max number of participants – 36.

Training’s language – English.

Speaker

MICHAEL HOSEUS

Executive Director for the Center for Quality People & Organizations (CQPO)

Mike is Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999 as a vision of Toyota Motor Manufacturing to share Lean Quality philosophy and human resource practices with education, business, and community organizations. CQPO current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels.
Mike is co author with Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture
Mike is an adjunct professor with the University of Kentucky’s Center for Manufacturing, the University of Dayton’s Center for Competitive Change and a member of the faculty of Lean Enterprise Institute
Prior to CQPO, Mike was a corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing. As Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing.

Schedule

8.15 - 9.00

Registration of participants

9.00-10.30

The Lean Leadership System – PURPOSE True North and Strategy Deployment

Confirm True North – Cascade
Group Exercise: Everyone on the same page for True North
Why – Mission , Purpose
How – Values and Operating System
What – Vision and True North Goals
Philosophy and Beliefs
Roles and Responsibilities for each Level
Servant Leadership in action
Job Security Philosophy

10.30-10.45

Coffee break

10.45-12.10

The Lean Work System – PROCESS The Foundational Tools and Systems

ID “Current State” of Lean Culture and ID Gaps in relation to foundations of DMDS:
5-S, Standardization, Training Method, Visualization
Value Stream Organization and Management Structure
Group Exercise – Gemba Walk – Report Out

The Lean Development System: PEOPLE Systematic Problem Solving at all levels

Attracting, Selecting, On Boarding, and Engaging your People
Executive to Value Added Member

12.10-13.00

Lunch

13.00-14.30

The Lean Management System: PROBLEM SOLVING as Daily Work

Key Performance Indicators
Enterprise – Business and Financial
Vertical Cascade – Tiered approach “Pillar” KPI’s
Horizontal – Functional Support Indicators
Main, Sub and Process KPI’s
Group Exercise: Recommend KPI Structure for all three levels of the organization. Include all pillars of Safety, Quality, Service/Delivery, Cost and People (other)
Each Pillar team give quick report out of progress:

14.30-14.50

Coffee break

14.50-16.30

Three Level Problem Solving

Strategic, System and Daily (Boulder, Rock and Pebble)
Lean Leader Standardized Work
“Leader Standardized Work” for each Level of Leadership
Daily Huddle Standardized Work
PDCA for the Enterprise – Business and Financial
Idea Implementation and Escalation & Problem Solving Teams
Linkage to Performance Management, Evaluation, and Company Performance Award
Leadership Follow Through – Discipline, Accountability and PDCA
Group Exercise – Check status of these three levels “at the gemba” for all levels and all pillars
Recommend a system and form to capture these at each “huddle board

Group Report Out – Three Level Problem Solving and Leader STW

Self Assessment Gap Analysis and Action Plan `
Assess your organization in terms of Lean Leadership and Lean Human Systems and identify next steps for “improvement action”