Lean Enterprise Academy
27th - 29th March 2017
For the first time in history, the Lean Enterprise Academy, UK and the Lean Enterprise Institute, USA will bring you our collaborative workshop programme.
How to Implement Lean, Create Value and Grow Your People
Whether you are seeking to address repetitive performance problems, reduce process variability, streamline your core business processes to improve customer and business performance, embark on an organisation wide step change with a Lean Transformation or develop your organisations improvement
20 years ago Lean Thinking was published. Join the authors, Jim Womack and Daniel Jones, at our UK Lean Summit 2016 on Tuesday 15th and Wednesday 16th November, as they reflect back and look forward to the next challenges for Lean and it's implementation.
No doubt you have walked many a process, department or organisation and seen the vast improvement opportunity that Lean thinking could make if only the non-value added activity was removed and the customer value increased.
The UK Lean Summit 2016 is set to be one of our best events yet! We've developed the theme of Learning Lean, Lean Learning and this year will bring you 3 Pre-Summit Masterclasses that devlop your understanding of learning in different areas. Places on each Masterclass are limited
The theme for our UK Lean Summit 2016 is Lean Learning, Learning Lean. Learning is fundamental to a successful Lean transformation. So join our Chairman Daniel Jones, and his co-author Jim Womack plus Art Smalley, author of “Creating Level Pull” and co-author of “Understanding A3 Thinking”
At our 2015 UK Lean Summit, John Shook shared the Lean Transformation Framework. In one sense, the Lean Transformation Framework is an articulation of individual and organisational learning that has occurred across the Lean community, learning by reflecting on attempts to implement Lean.
Improving the work is the work. Whilst many organizations have some sort of improvement activity many fall foul of the first of the 3 Common Pitfalls to Lean. Many organisations use the wrong improvement tools, at the wrong time, by the wrong people or are not using them effectively.