Lean Summit 2015 - Lean Transformation: Developing the Capability to Improve the Work

16th - 18th November 2015 Chesford Grange Hotel, Kenilworth, UK

UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Logo

As part of our mission to help organisations with their Lean journeys the Lean Enterprise Academy is holding its annual UK Lean Summit at Chesford Grange Hotel, Kenilworth, UK.

The purpose of the Summit is as follows:

  • To raise consciousness of the latest developments in Lean Thinking and Practice
  • To provide insight into practical ways to get started, deepen or enhance your Lean journey
  • To enable participants to build their own network of Lean Thinkers

We do this by:

  • Bringing together the best Lean practitioners and sensei in the Lean world for participants to learn from
  • Building time into the programme for participants to network
  • Providing a variety of learning situations – including pre-Summit workshops on leading edge topics, keynote talks, interactive learning sessions and panel discussions
  • Enabling groups from the same organisations to come to the Summit to learn together

Key questions for this year’s UK Lean Summit 

  • What are the models of Lean transformation?
  • How do you use Lean Transformation Framework (LTF) to transform your business?
  • How do I lead and coach the transformation?
  • What are the fundamentals required to develop a Lean organisation?
  • How do the best companies develop and coach leadership to build capability?
  • How can we apply Lean to ourselves?
  • How do you apply Lean Thinking beyond operations to sales environments?
  • What can the start up and more traditional Lean movements learn from each other?

This is a unique opportunity for the Lean Enterprise Academy’s community to come together.

Scroll down for the full programe or download the PDF Brochure

Click the headings below to expand the section 


Delegate Login

Click LOGIN o (Found on the top right of the website on a PC/Laptop or under the menu icon on smart phones / tablets)

Enter your EMAIL ADDRESS and PASSWORD for your LEA Account (Enter your email and click the forgot password link if you have not yet set this up)

Click UK Lean Summit 2015 Presentations

Some comments from previous Summits

Here's what the attendees of the 2014 event told us:

  • The best place I know to learn about lean
  • Chance to see some of the most inspiring and future shaping people in Lean
  • The opportunity to network and learn from others is incredibly valuable. To be able to share successes and also to get advise when you are facing setbacks cannot be measured
  • This was inspirational for one. Got more out of these two days than I could imagine. Great way to re-invigorate
  • Taking time out to surround oneself with the passion and expertise gives both knowledge and renewed enthusiasm for helping other to learn
  • I learned so much. It gave me so much energy to be with like minded people and provided motivation to continue to. Its given me space to see my own value and what I need to focus on in the next 12 months too

Photos from the Event

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  • Masterclasses
  • Day 1
  • Day 2
  • Pre Summit Masterclasses

    Monday 16 November

    8.00 – 9.00

    Registration

    9.00 – 17.30

    MASTERCLASS SESSIONS (choose one)

    Includes coffee / tea breaks, lunch, one Masterclass session, Drinks & Canapés plus Dinner

    A Factory of One

    Daniel Markovitz Author Factory Of One UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Markovitz - Author, Factory of One - CRC Press

    Only 26 places available

    A Factory Of One Daniel MarkovitzManagerial time and attention - not money - is the scarcest resource any organization has. Yet when you look at most companies (even Lean ones), managerial workflow is riddled with waste and inefficiency.

    Up to now, Lean tools have been applied business processes. But what about the waste in the way managers work within those processes? The latitude that managers have to determine their actions each day, and the high degree of unpredictability in their daily work content, is a recipe for waste and inefficiency.

    Through lecture, discussion, and exercises, this workshop will teach participants how to apply Lean concepts and tools to their own work to reduce the waste in their day, and increase the amount of time and attention available for creating value. By blending classic organizational and time management techniques with Lean thinking, it will create a seamless extension of what’s being done on the shop floor with what’s being done in the office. These techniques will help drive your company’s Lean initiative from a collection of tools to a way of life - from something you do to something you live.

    Topics:

    • Normal and abnormal conditions in individual knowledge work
    • Value vs. waste: which activities create value, and what’s the best way to perform them?
    • 5S: it’s about the information, not the desk.
    • Standard work for repetitive work and for communication
    • Flow, and the folly of multitasking
    • Visual management and kanbans

    Note: bring your laptops to this session so that you can immediately apply learning points and ideas to your electronic files and email. 

    Lean Transformation Framework

    John Shook Chairman And CEO Lean Enterprise Institute UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work John Shook - Chairman and CEO, Lean Enterprise Institute

    SOLD OUT

    Lean Transformation Framework Picture By The Lean Enterprise AcademyWe are all trying to transform. That's what Lean thinking and practice are all about: challenging us to reflect deeply on how we can improve this situation, improve my organization, or improve myself (and of course, all three.) Each of us knows from experience that this work is never easy. Whether you are toiling at the gemba, struggling with your mid-level team, or fighting to transform your organization, this is tough work.

    The Lean Transformation Framework

    Better understanding the nature of transformation is core to the mission of LEI today. Sharing this framework with you, and helping others practice and develop it, enables us at LEI to narrow a gap regarding our aim.

    Observing efforts in the community over many years – often working with you side-by-side – we have learned that 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 that 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 framework 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.

    Questions of the Lean Transformation Framework

    1) What is the purpose of the change–what true north and value are we providing, or simply: what problem are we trying to solve?
    2) How are we improving the actual work?
    3) How are we building capability?
    4) What leadership behaviors and management systems are required to support this new way of working?
    5) What basic thinking, mindset, or assumptions comprise the existing culture, and are we driving this transformation?

    Fundamentally, the process of successful Lean transformation rests on applying PDCA cycles of experimentation (the art and craft of science) at every level, everywhere, all the time. Being situational means that every story is going to be specific and different (each situation has a different aim or purpose). Being grounded in a common set of principles yet situational in application provides rich opportunity for the development of truly profound wisdom. But, Lean thinking and practice, and Lean transformation, entail more than PDCA alone; the Lean approach to transformation carries some specific value judgments as well.

  • Day 1

    Tuesday 17 November

    08.00 - 09.00

    Registration

    09.00 - 10.30

    FIRST PLENARY SESSION

    Welcome and Introduction

    David Brunt CEO Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Dave Brunt - Chief Executive, LEA

    Learning from the History of Lean Transformations

    Daniel T Jones Chairman Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Jones - Chairman, LEA

    We now have three decades of experiments in creating lean organisations in all kinds of activities. What can we learn from different approaches to lean transformation? How should we evaluate them? Where do they succeed and where do they get stuck? How should we respond to these challenges and obstacles? How does this change the role of leaders, front-line management and the lean team? 

    Using the Lean Transformation Framework to Transform Organisations

    John Shook Chairman And CEO Lean Enterprise Institute UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work John Shook - Chairman and CEO, Lean Enterprise Institute

     

     

    10.30 - 11.00

    Coffee, Tea & Networking

    11.00 - 13.00

    LEARNING SESSIONS 1 (choose one)

    Developing Lean in Secondary Education

    Tony Lamberton Academy Principal Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Tony Lamberton - Executive Headteacher, Christleton High School

    Sarah Williams Head Of Student Services Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Sarah Williams - Head of Student Services, Christleton High School

    Share your expertise and shadow the information gathering and methodology in a Lean educational project which transformed a whole learning area  and which is being used with DFE support to establish a brand new self improving Studio School. The session will be highly interactive drawing out common themes between participants contexts relating to greater sense of purpose, efficiency and human resource.  It will challenge delegates to apply Lean to the most complex human problems in the workplace, visiting core purpose, structure, waste and outcomes.

    Lean Transformations: Learning for the Future

    Darren Walsh - Lean Coach, Lean Enterprise Academy - UK Lean Summit 2015 Lean Transformation - Developing the Capability to Improve the Work Darren Walsh - Lean Coach, LEA

    It’s now been over 25 years since thepublication of ‘Machine that Changed the World’, and whilst Lean Thinking has become a proven and effective strategy for improving organisational capability, profitability and competitiveness and most Lean improvement programs almost always deliver some level of improvement (small or large),  the majority of businesses still struggle with Lean transformation and creating long term capability to improve the work.

    After being involved in numerous improvement journeys from a variety of business sectors, we have developed a greater understanding of an order of approach that supports effective transformation and 3 common pitfalls that must be avoided should you wish to improve the effectiveness of your Lean business system and increase your business performance.

    This learning session will provide delegates with:

    • An overview of the common approaches to Lean transformation and business improvement
    • An understanding of the 3 common pitfalls to Lean transformation
    • Examples of good and bad practices employed by some on their Lean journeys
    • A greater understanding of the key elements of the Lean Transformation Framework in relation to their Lean journey
    • Identify where they are on their Lean Journey and what common pitfalls lie ahead

    Simplifying Lean and Applying it to Yourself

    Daniel Markovitz Author Factory Of One UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Markovitz - Author, Factory of One - CRC Press

    This learning session will introduce participants how to apply Lean concepts and tools to their own work to reduce the waste in their day, and increase the amount of time and attention available for creating value. By blending classic organizational and time management techniques with Lean thinking, it will create a seamless extension of what’s being done on the shop floor with what you do on a daily basis in your office. These techniques will help drive your company’s Lean initiative from a collection of tools to a way of life - from something you do to something you live.

    Topics:

    • Normal and abnormal conditions in individual knowledge work
    • Value vs. waste: which activities create value, and what’s the best way to perform them?
    • 5S: it’s about the information, not the desk.
    • Standard work for repetitive work and for communication
    • Flow, and the folly of multitasking
    • Visual management and kanbans

    How to do Lean Transformation Yourself in Healthcare – The Garraf Healthcare Consortium, Barcelona

    Rosa Simón Lean Manager Consorci Sanitari Del Garraf UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Rosa Simón - Lean Manager, Consorci Sanitari del Garraf

    Dr Llorenc Mateo Head Of Service For Traumatology Consorci Sanitari Del Garraf UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Dr Llorenç Mateo - Head of Service for Traumatology, Consorci Sanitari del Garraf

    Oriol Cuatrecasas Founder And Lean Development Instituto Leean Management UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Oriol Cuatrecaasas - Founder and Lean Development, Instituto Lean Management

    The CSG, part of the public healthcare network, was created in 2009, as a result of the union of 3 long-history institutions. Nowadays is formed by two hospitals, one social care center, one chronic care center and a rehabilitation center. The first strategy was to expand and become bigger and better and start the construction of a new hospital, but in 2010 the government reduces the salaries by 5% and the CSG budget by 5 million euro. At the end of 2011 and bearing in mind this situation, we start to work on a new Strategic Plan to redirect our activities.

    How to tackle this strategic challenge we had set ourselves? Lean could help us as it integrated and took into consideration everything we were looking for. The effectiveness, the Just In Time, the safety and above all the respect for people.

    Moreover, included in its principals are all the aspects we had in our strategic plan: Direct the processes to the needs of the patients, efficiency in the processes, continual improvement and everything that had to be done from below, in other words it had to be the professionals themselves who were implicated and capable of doing it.

    In all the projects we followed the same process of the Lean principles:

    First understand what is happening, what is the problem?, second Standardize and stabilize ensure the sustainability of the project and the start the continuous improvements.

    How did we do? What steps did we take?

    1. Creating am internal team of experts
    2. Training:
      • Advanced Lean Healthcare Training [Team of experts (15 people)]
      • Basic Lean Healthcare Training [all Intermediate managers (80 people)]
      • 30 minutes Lean Healthcare [All professionals]
    3. Identify the areas for improvement ad the road map.
    4. A3 process for each area with a team mixed with internal experts and unit professionals. Mapping Initial State, observations, analysis, proposals… and DO!
    5. Continuous Check and Act, to sustain.

    This session will explore which areas we have reached, the results we have achieved and how.

    13.00 - 14.15

    Lunch

    14.15 - 16.15

    LEARNING SESSIONS 2 (choose one)

    Applying Lean Thinking in Sales Environments

    Terry Odonoghue COO Halfway Group UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Terry O'Donoghue - Chief Operating Officer, Halfway Toyota

    David Brunt CEO Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Dave Brunt - Chief Executive, LEA

    Developing Leadership Capability for the Digital Age

    Cliff Hazell Agile Coach Spotify UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Cliff Hazell - Agile Coach, Spotify

    Daniel T Jones Chairman Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Jones - Chairman, LEA

    What can we learn from the pioneering Spotify example, which has grown very rapidly based on agile and Lean practices?

    Join the discussion with Cliff Hazell to understand their story in depth and its relevance for managing knowledge work in our own organisations.

    Daniel Jones will then share his observations on the growing convergence of agile and Lean as we build organisations for the Digital Age. 

    Developing Capability

    John Shook Chairman And CEO Lean Enterprise Institute UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work John Shook - Chairman and CEO, Lean Enterprise Institute

    TPS Fundamentals, the Role and Development of Standardised Work

    Toyota Motor Manufacturing UK UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Ian Hurst - Principle Engineer, Toyota Motor Manufacturing (UK)

    Keith Edwards, Section Manager, TLMC photo Keith Edwards - Section Manager, Toyota Motor Manufacturing (UK)

    Standardisation and Kaizen form the platform that supports the Toyota Production System. Without clear standards it is impossible for people to judge if a situation is normal or abnormal. In this situation how can we ever be certain our actions are adding value to a process and not just creating more waste? Without a clear standard how can an employee be certain they are meeting the expectations of their supervisors?

    Standardised work is one of the tools of standardisation and creates the opportunity for Kaizen. It organises and defines process steps and human movements. This is important because when a process is disorganised there is no baseline for evaluation, improvements are unclear and difficult to monitor and true Kaizen is impossible!

    Form the workshop delegate will:

    1. Understand what to study at the worksite
    2. Identify waste, value added and non value added activities
    3. Elements how to redesign the worksite to ensure Safety, Quality and Productivity
    4. Understand what's required to create a Kaizen plan to eliminate waste

    16.15 - 16.50

    Coffee, Tea & Networking

    16.50 - 17.30

    SECOND PLENARY SESSION

    Leadership, Coaching and Improvement at Spotify

    Cliff Hazell Agile Coach Spotify UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Cliff Hazell - Agile Coach, Spotify

    Spotify was founded with an agile and Lean mindset already from the start. Since then they have grown quickly as a company - and they've put a lot of effort into not only building a great product, but also building and maintaining a great culture and find new ways of working that helps them become more effective.

    Cliff will share some of his key learnings and also personal reflections from that journey.

    19.00 - 23.00

    NETWORKING RECEPTION

  • Day 2

    Wednesday 18 November

    08.30 - 10.00

    THIRD PLENARY SESSION

    Introduction to Day 2

    David Brunt Dave Brunt - Chief Executive, LEA

    Start with Youself - Applying Lean to Our Own Work

    Daniel Markovitz Author Factory Of One UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Markovitz - Author, Factory of One - CRC Press

    The typical Toyota assembly line makes thousands of operational changes each year. How much have you changed the way you work in the past decade? If you want to drive Lean through your organization, you’ve got to start with yourself—and that means fundamentally changing the way you work. This plenary talk will provide a different perspective on how and what you do each day at the office, and challenge you to apply Lean concepts and Lean thinking to increase the value and reduce the waste in your daily activities.

    Using Lean Thinking in Secondary Education - The Christleton High School Story

    Tony Lamberton Academy Principal Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Tony Lamberton - Executive Headteacher, Christleton High School

    Sarah Williams Head Of Student Services Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Sarah Williams - Head of Student Services, Christleton High School

    The application of Lean methodology to  complex educational problems. Christleton High School a large and successful academy has worked under the guidance of Toyota Lean Management Centre UK to completely restructure the implementation of student services. The work involved analysis of service and job function of the staff to better serve the needs of our most vulnerable students. It included training, self analysis workflow analysis and identifying key metrics in a very subjective area of the schools function. Hear how staff changed their own core purpose following analysis, how they willingly took hold of leading change and some of the successes and learning from applying Lean to such a human production enterprise.

    10.00 - 10.30

    Coffee, Tea & Networking

    10.30 - 12.30

    LEARNING SESSIONS 3 (choose one)

    Developing Lean in Secondary Education

    Tony Lamberton Academy Principal Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Tony Lamberton - Executive Headteacher, Christleton High School

    Sarah Williams Head Of Student Services Christleton High School UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Sarah Williams - Head of Student Services, Christleton High School

    Share your expertise and shadow the information gathering and methodology in a Lean educational project which transformed a whole learning area  and which is being used with DFE support to establish a brand new self improving Studio School. The session will be highly interactive drawing out common themes between participants contexts relating to greater sense of purpose, efficiency and human resource.  It will challenge delegates to apply Lean to the most complex human problems in the workplace, visiting core purpose, structure, waste and outcomes.

    Lean Transformations: Learning for the Future

    Darren Walsh - Lean Coach, Lean Enterprise Academy - UK Lean Summit 2015 Lean Transformation - Developing the Capability to Improve the Work Darren Walsh - Lean Coach, LEA

    It’s now been over 25 years since thepublication of ‘Machine that Changed the World’, and whilst Lean Thinking has become a proven and effective strategy for improving organisational capability, profitability and competitiveness and most Lean improvement programs almost always deliver some level of improvement (small or large),  the majority of businesses still struggle with Lean transformation and creating long term capability to improve the work.

    After being involved in numerous improvement journeys from a variety of business sectors, we have developed a greater understanding of an order of approach that supports effective transformation and 3 common pitfalls that must be avoided should you wish to improve the effectiveness of your Lean business system and increase your business performance.

    This learning session will provide delegates with:

     

    • An overview of the common approaches to Lean transformation and business improvement
    • An understanding of the 3 common pitfalls to Lean transformation
    • Examples of good and bad practices employed by some on their Lean journeys
    • A greater understanding of the key elements of the Lean Transformation Framework in relation to their Lean journey
    • Identify where they are on their Lean Journey and what common pitfalls lie ahead

     

    Developing Capability

    John Shook Chairman And CEO Lean Enterprise Institute UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work John Shook - Chairman and CEO, Lean Enterprise Institute

    TPS Fundamentals, the Role and Development of Standardised Work

    Toyota Motor Manufacturing UK UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Ian Hurst - Principle Engineer, Toyota Motor Manufacturing (UK)

    Keith Edwards, Section Manager, TLMC photo Keith Edwards - Section Manager, Toyota Motor Manufacturing (UK)

    Standardisation and Kaizen form the platform that supports the Toyota Production System. Without clear standards it is impossible for people to judge if a situation is normal or abnormal. In this situation how can we ever be certain our actions are adding value to a process and not just creating more waste? Without a clear standard how can an employee be certain they are meeting the expectations of their supervisors?

    Standardised work is one of the tools of standardisation and creates the opportunity for Kaizen. It organises and defines process steps and human movements. This is important because when a process is disorganised there is no baseline for evaluation, improvements are unclear and difficult to monitor and true Kaizen is impossible!

    Form the workshop delegate will:

    1. Understand what to study at the worksite
    2. Identify waste, value added and non value added activities
    3. Elements how to redesign the worksite to ensure Safety, Quality and Productivity
    4. Understand what's required to create a Kaizen plan to eliminate waste

    12.30 - 13.30

    Lunch

    13.30 - 15.30

    LEARNING SESSIONS 4 (choose one)

    Applying Lean Thinking in Sales Environments

    Terry Odonoghue COO Halfway Group UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Terry O'Donoghue - Chief Operating Officer, Halfway Toyota

    David Brunt CEO Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation Developing The Capability To Improve The Work Dave Brunt - Chief Executive, LEA

    Developing Leadership Capability for the Digital Age

    Cliff Hazell Agile Coach Spotify UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Cliff Hazell - Agile Coach, Spotify

    Daniel T Jones Chairman Lean Enterprise Academy UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Jones - Chairman, LEA

    What can we learn from the pioneering Spotify example, which has grown very rapidly based on agile and Lean practices?

    Join and discussion with Cliff Hazell to understand their story in depth and its relevance for managing knowledge work in our own organisations.

    Daniel Jones will then share his observations on the growing convergence of agile and Lean as we build organisations for the Digital Age. 

    Simplifying Lean and Applying it to Yourself

    Daniel Markovitz Author Factory Of One UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Daniel Markovitz - Author, Factory of One - CRC Press

    This learning session will introduce participants how to apply Lean concepts and tools to their own work to reduce the waste in their day, and increase the amount of time and attention available for creating value. By blending classic organizational and time management techniques with Lean thinking, it will create a seamless extension of what’s being done on the shop floor with what you do on a daily basis in your office. These techniques will help drive your company’s Lean initiative from a collection of tools to a way of life - from something you do to something you live.

    Topics:

    • Normal and abnormal conditions in individual knowledge work
    • Value vs. waste: which activities create value, and what’s the best way to perform them?
    • 5S: it’s about the information, not the desk.
    • Standard work for repetitive work and for communication
    • Flow, and the folly of multitasking
    • Visual management and kanbans

    How to do Lean Transformation Yourself in Healthcare – The Garraf Healthcare Consortium, Barcelona

    Rosa Simón Lean Manager Consorci Sanitari Del Garraf UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Rosa Simón - Lean Manager, Consorci Sanitari del Garraf

    Oriol Cuatrecasas Founder And Lean Development Instituto Leean Management UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Oriol Cuatrecaasas - Founder and Lean Development, Instituto Lean Management

    Dr Llorenc Mateo Head Of Service For Traumatology Consorci Sanitari Del Garraf UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work Dr Llorenç Mateo - Head of Service for Traumatology, Consorci Sanitari del Garraf

    The CSG, part of the public healthcare network, was created in 2009, as a result of the union of 3 long-history institutions. Nowadays is formed by two hospitals, one social care center, one chronic care center and a rehabilitation center. The first strategy was to expand and become bigger and better and start the construction of a new hospital, but in 2010 the government reduces the salaries by 5% and the CSG budget by 5 million euro. At the end of 2011 and bearing in mind this situation, we start to work on a new Strategic Plan to redirect our activities.

    How to tackle this strategic challenge we had set ourselves? Lean could help us as it integrated and took into consideration everything we were looking for. The effectiveness, the Just In Time, the safety and above all the respect for people.

    Moreover, included in its principals are all the aspects we had in our strategic plan: Direct the processes to the needs of the patients, efficiency in the processes, continual improvement and everything that had to be done from below, in other words it had to be the professionals themselves who were implicated and capable of doing it.

    In all the projects we followed the same process of the Lean principles:

    First understand what is happening, what is the problem?, second Standardize and stabilize ensure the sustainability of the project and the start the continuous improvements.

    How did we do? What steps did we take?

    1. Creating am internal team of experts
    2. Training:
      • Advanced Lean Healthcare Training [Team of experts (15 people)]
      • Basic Lean Healthcare Training [all Intermediate managers (80 people)]
      • 30 minutes Lean Healthcare [All professionals]
    3. Identify the areas for improvement ad the road map.
    4. A3 process for each area with a team mixed with internal experts and unit professionals. Mapping Initial State, observations, analysis, proposals… and DO!
    5. Continuous Check and Act, to sustain.

    This session will explore which areas we have reached, the results we have achieved and how.

    15.30 - 16.00

    Coffee, Tea & Networking

    16.00 - 16.40

    FINAL PLENARY SESSION

    Tying the Learning from the Last Two Day Together

    John Shook Chairman And CEO Lean Enterprise Institute UK Lean Summit 2015 Lean Transformation – Developing The Capability To Improve The Work John Shook - Chairman and CEO, Lean Enterprise Institute