UK Lean Summit 2016 - Learning Lean, Lean Learning

Grasping the Situation at the Gemba using the Lean Transformation Framework

Only 18 places available

Workshop Introduction

The Lean Enterprise Academy have teamed up with GE Power Services, Service Centre in Rugby, to hold a pre-summit masterclass where attendees will need to use all of their senses to understand the work, current condition and potential problems on a real gemba. This workshop combines walking the process with grasping the situation by utilising our Lean Transformation Framework to gain a greater understanding of what is Lean, and potential gaps that the organisation should solve to move to an improved level of performance.

GE Power Services, Service Centre in Rugby are leaders in providing repair solutions and spare parts for steam turbines to the power industry world-wide, the product & equipment is very large, can be slow moving and the work very technical and is therefore not obvious to see flow or performance. The facility, formerly Alstom Power started its Lean journey a number of years ago and is still at the early stages of their Lean transformation, and like many other business they employed a Lean leader and conducted a number of improvement activities.

 

Creating Lean Learning Experiences

Only 26 places available

Workshop Introduction

There have been lots of approaches to Lean. These range from teaching tools, running rapid improvement or kaizen events, mass training in groups, introducing consulting led management systems or developing expert groups within organisations. One question that continues to be asked is how do we develop everyone to think Lean - after all "Lean Thinking" is the title of the book in which Lean principles were articulated to a wide audience.

For the last couple of years I've been researching how to create "Lean Learning Experiences" - asking the question "what does it take to get each person we interact with to 'understand' think Lean and then actively take part in implementing improvements?" And "what would it take to develop a plan for each individual with the aim of implementing Lean right first time, on time - whilst increasingly deepening each individual's learning and knowledge?

In this pre-Summit Masterclass I will share the research and walk people through the process we've been using to create a series of "Lean Learning Experiences" and discuss the benefits of such an approach for both organisations and individuals.

 

Lean Leadership Shaping Principles - SOLD OUT

Only 26 places available

Workshop Introduction

This presentation will center on ten shaping principles for becoming a better Lean Leader in terms of delivering results and developing people. The ten principles are based upon the experiences of the presenter during his career at Toyota Motor Corporation in Japan. There will be no foreign buzzwords or industry specific jargon utilized in this presentation. The principles are fundamental concepts which work in any environment or any size of team. Each principle will be presented with an example and then time will be reserved for discussion. This material is applicable to leaders at any level of an organization however it is mostly aimed at audiences who have direct line responsibility for performance results and personnel management. 

Welcome and Introduction

Learning Lean, Lean Learning

Lean thinking as a strategy – dynamic gains from cumulative Kaizen

Learning by doing with people centric solutions

Distinctiveness of Lean Thinking – more than PDCA

Leading from the ground up – finding deeper problems

TPS as a learning framework

Organising for Learning – delivering results

Unlearning and Re-Learning Lean at Delphi

Peter will explain and show how Delphi is re-learning lean using the “Lean Transformation” framework as a basis for driving change and achieving better business results. This presentation will show how they are adapting and using the framework to develop a strategy around the 5 points and give practical examples as follows:

1. Purpose - Using accurate data & information, to determine which problems we are trying to solve? and then use the scientific practical problem solving method to close gaps to targets
2. Process Improvement
1. Process Stability , define stable, capable & repeatable processes & make problems visible
2. Continuous Improvement - Make practical changes to improve the way work is done to achieve Business Results, improve value for customers and create a self-healing process.
3. People Capability - Sustainable Improvement capability in all people at all levels
4. Management System - Ensure process & people development through designed management routines
5. Lean Tools and methods - Drive Lean thinking, tools, techniques & share knowledge

Peter will focus on how they are developing Leaders’ capability to teach and coach others.

Learning through Problem Solving - The Four Types of Problems

This presentation will focus on the upcoming LEI workbook entitled “The 4 Types of Problems”. One size does not fit all cases in problem solving and effective leaders must pick the right framework and approach to each problem depending upon the severity, time available, resources, and other key constraints.  The material will present the background of 20^th century problem solving history and present an overall framework for 4 basic types we all face in our organizations.  A high level summary will point out the similarities and differences for each type and what organizations pursing lean must understand about each type.

Lean at the BBC

Created in 2013, Spark is the BBC's in-house Lean transformation team. Spark brings resources, skills and ideas to help other parts of the BBC think differently about the way they work and change it for the better. We’ve worked with teams all over the BBC – including Blue Peter, Songs of Praise, Radio 1, BBC regional news and the Today programme. Spark projects quickly lead to changes which have tangible results, making a real difference for audiences.  

In 2015, a three day ‘Lean for Leaders’ course was launched to create a network of champions and embed a culture of change across the BBC. Over 200 members of staff have attended to date and demand has led to the development of online ‘Lean Awareness’ training modules.

Today’s session will take you on BBC Spark’s journey – from introducing teams to Lean, a term not widely known and often met with confusion or distrust in creative environments, to making the tools and theory relevant to content makers.

Lean at 365 Café

In this unique Learning Session, the 365 Café team will explain how they have applied Lean in a pure service environment. The Barcelona-based 365 Café is a chain of little cafés and bakeries with one production centre supporting all 78 of them. After applying Lean in the bread and pastry factory, team 365 quickly realized that it could apply the same approach to every shop.

Lean techniques have allowed the company to not only grow in a competitive market, but to beat the competition on service, quality, and price, applying such methods as pull systems, supermarket management, standardized work, A3s, and visual management of the entire supply chain.

You will learn:

• How stock in shops and facilities was drastically reduced by 50 to 80%.
• How productivity was increased without working more.
• How leader standard work was implemented.
• How visual management in the shop was established.
• What the team has learned after one year into a formal hoshin process.
• How the unique "zero space for waste" policy works in both facilities and shops.

Read more about their story via the Lean Global Network's web jounral Planet-Lean.com

 

Practical Strategy Deployment - Hoshin Kanri

Wiebe sees many examples of organizations that are struggeling with the translation of strategies to operational actions. There must be another way! Wiebe developed a practical way to implement strategy deployment. How do you choose the priorities for the necessary improvements and the right KPI’s and to track them? How do you use A3 to solve problems? How do you monitor progress and how can Kata-coaching help to start the right dialogue with your people? In this break-out session you will experience strategy deployment in a practical way and learn to implement it in your own organization and start to improve your results form an aligned perspective on what is really important for your organization.

Learning through Problem Solving - The Four Types of Problems

This presentation will focus on the upcoming LEI workbook entitled “The 4 Types of Problems” and go beyond the basic framework presented in the plenary session. One size does not fit all cases in problem solving and effective leaders must pick the right framework and approach to each problem depending upon the severity, time available, resources, and other key constraints.  The material will present the background of 20th century problem solving history and present an overall framework for 4 basic types we all face in our organizations.  The rationale for each type, main applicability, examples, key points, strengths, and weaknesses for each type will be summarized.  Time allowing discussion will also about each type and what typically occurs in most organizations. 

Standardised Work at Toyota

Why Standardised Work?

It forms the basis of our training whilst allowing confirmation of the process method. It allows us to make improvements (Kaizen) while maintaining Safety, Quality, Capacity and Cost through identification of Muri - overburden, Mura - unevenness and Muda - waste.

We will also take you through the three types of standardised work

Type 1 - Repetitive single cycle

Type 2 - Variable cycle linked to different part variant

Type 3 - Long cycle variable work content

We will also explain how we create Type 3 standardised work

Barcelona Healthcare

The story of Lean implementation in accident and emergency.

In this workshop, Dr. Sanchez will explain the key points to develop good leadership of a Lean improvement project from the collegial area autonomously. We explain the methodological steps followed to achieve good results not only at the technical level but also at the level of involvement of a team of people.

This session will reach the root of aspects such as:

• How management have to manage the time within transformation.
• How to sustain and strengthen the momentum after initial leap.
• Making learning iterations (PDCA) effective.

Read more about their story via the Lean Global Network's web jounral Planet-Lean.com

Learning to Lead with Respect

Using Lead with Respect to help people understand behaviour changes needed to support lean transformation

• Introduction - Steve & Louise
• Background 
• AkzoNobel and the business challenge 
• How we got it wrong on the past
• Current situation 
• CI Activity 
• The transformation we are trying to achieve 
• The problem to solve
• Managing people though the change curve, avoiding the same mistakes 
• The countermeasures / approach
• The Change Leader Workshop
• Lead with Respect 
• Exercise: 7 Practices of Lead with Respect – table discussions and plenary
• What happens next: Implementing processes which require Lead with Respect behaviours to get full value
• Our own reflections and how we improve

Unlearning and Re-Learning at Delphi

In this interactive “learning by doing session” you will experience how Delphi Functional (Office) & Manufacturing Leaders are beginning to re- learn lean and how we develop them to teach and coach others in lean methods & tools.

First Half of session – Teaching Practical Problem Solving (PPS) - Learning by doing

• Short Introduction to Delphi Problem Solving Frame Work - using information an based A3
• “Join in” practical problem solving Poster and case study teaching session (based on the Toyota 8 Step Approach)
• Review the practical materials and methods used to teach Leaders to teach Team Members
• “Have a go” at learning some of the 8 steps of practical problem solving and complete an A3 story board

2nd Half of Session – Learning to Coach Practical Problem Solving

• Quick teach on coaching skills
• Role play PPS A3 Coaching session
• Get feedback on your own coaching skills
• Review Materials and methods to help leaders coach PPS

Learn and share your experience with others!

Learning Lean at Ngami

In this plenary talk you will be taken into one of the wildest parts of Africa to meet a Toyota Franchise that was purchased by the Halfway Group towards the end of 2013.

This franchise had been owner managed for over 26 years. You will learn how this business coped with the change of ownership and how it managed to meet the expectations of its new ownership.

We will show you how we have coped and shown growth in this unique environment.

We will show you how we use lean principles creatively to overcome education and communication barriers in a third world country.

We believe that the simple solutions are almost always the best and most cost effective.

We would like to inspire others to revisit the work that is being done and get back to a basic understanding of the work, how we do it, why we do it and find the easiest way to do it.

Introduction to Day 2

From Bricks to Clicks – The Autotrader Transformation

Learning and the Lean Transformation Framework

 

 

eHoshin, The Open Collaborative Hoshin Platform - Story of the Experiment

Pierre Masai’s talk is titled "eHoshin, the open collaborative Hoshin platform - story of the experiment".

Pierre will describe how the eHoshin collaborative platform has improved the way we practice true 'catch ball' (= top down AND bottom up at the same time), at Toyota.

Standardised Work at Toyota

Why Standardised Work?

It forms the basis of our training whilst allowing confirmation of the process method. It allows us to make improvements (Kaizen) while maintaining Safety, Quality, Capacity and Cost through identification of Muri - overburden, Mura - unevenness and Muda - waste.

We will also take you through the three types of standardised work

Type 1 - Repetitive single cycle

Type 2 - Variable cycle linked to different part variant

Type 3 - Long cycle variable work content

We will also explain how we create Type 3 standardised work

Practical Strategy Deployment - Hoshin Kanri

Wiebe sees many examples of organizations that are struggeling with the translation of strategies to operational actions. There must be another way! Wiebe developed a practical way to implement strategy deployment. How do you choose the priorities for the necessary improvements and the right KPI’s and to track them? How do you use A3 to solve problems? How do you monitor progress and how can Kata-coaching help to start the right dialogue with your people? In this break-out session you will experience strategy deployment in a practical way and learn to implement it in your own organization and start to improve your results form an aligned perspective on what is really important for your organization.

Lean Learning Session

We asked the Lean community to provide their stories. Each organisation will share what they have been doing and will reflect on their lessons learned.

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Zehnder

Zehnder is a worldwide provider of solutions to deliver the best indoor climate, with 14 production sites in Europe, China and North America.

Under the slogan Zmile, Zehnder has been working with lean methodologies for the past 4 years to make customers & employees smile.

This session explains the Zmile journey, with a focus on the learning experience. Initially the initiative was launched in production under the name Kaizen and used an external consultant to “train the trainers”. The journey has been more like navigating a mountain pass than a smooth ascent. The simultaneous implementation of SAP; diverse national cultures; profit warnings and general resistance to change, have caused the odd rock fall. But the solid support of Group management, innovative use of simulations and a chance meeting on an aeroplane have kept the push for the summit going.

Lean administration, Agility and Quick Response Manufacturing have now become part of our journey. The session gives participants a chance to experience the Zmile spirit and learn from an International Group’s successes and failures.

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Performance Solutions by Milliken / Milliken European Airbag Products (Milliken Industrials Limited)

Milliken & Company is a global Textile and Chemical manufacturer and provides Performance System Excellence support to organisations through its Performance Solutions by Milliken consultancy business based on the Milliken Performance System. This session will provide an insight into the journey of the Milliken European Airbag Products business’s Wellington Plant, based in Bury, Greater Manchester, which manufacturer’s fabric for the European Airbag market. Through Learning Lean, Lean Learning the operation has truly engaged with all of its associates through practical teaching of the spirit of lean and hands-on lean tools and techniques. This enables associates at all levels within the organisation to play key roles in achieving the strategic aims of the business through daily incremental improvements. Highlights of the session include Lean Purposeful Play (Learning Lean), Bronze through to Gold (Lean Learning), coaching & mentoring and standard work for leaders. This session will offer the attendees the opportunity to discuss the journey with Ian Gabrielides, Advanced Practitioner with Performance Solutions by Milliken and Brian Stott and Colin Hampson who are Lean Champions at the Milliken European Airbag Products business. 

Learning and the Lean Transformation Framework

Lean at the BBC

Created in 2013, Spark is the BBC's in-house Lean transformation team. Spark brings resources, skills and ideas to help other parts of the BBC think differently about the way they work and change it for the better. We’ve worked with teams all over the BBC – including Blue Peter, Songs of Praise, Radio 1, BBC regional news and the Today programme. Spark projects quickly lead to changes which have tangible results, making a real difference for audiences.  

In 2015, a three day ‘Lean for Leaders’ course was launched to create a network of champions and embed a culture of change across the BBC. Over 200 members of staff have attended to date and demand has led to the development of online ‘Lean Awareness’ training modules.

Today’s session will take you on BBC Spark’s journey – from introducing teams to Lean, a term not widely known and often met with confusion or distrust in creative environments, to making the tools and theory relevant to content makers.

Learning to See, Learning to Coach

This workshop is aimed at developing both technical skills required to develop an effective Value Stream Map/ Transformation based on the techniques from ‘Learning to See’ and the coaching skills needed to facilitate and lead the transformation and navigate common challenges of Value Stream Mapping and Value Stream Transformation.

The aim of this breakout session is to help develop a greater understanding of:

• The 4-step process of Value Stream Mapping
• And specifically how we develop future state maps and ‘What makes a Value Stream Lean!’
• Understanding of the common challenges of Value Stream Mapping and Value Stream Transformation
• Learn tips to help navigate the common pitfalls and develop your coaching capability.
• Learn about routines and feedback loops that help deepen our knowledge & capability of Lean and VSM.

Learning to Lead with Respect

Using Lead with Respect to help people understand behaviour changes needed to support lean transformation

• Introduction - Steve & Louise
• Background 
• AkzoNobel and the business challenge 
• How we got it wrong on the past
• Current situation 
• CI Activity 
• The transformation we are trying to achieve 
• The problem to solve
• Managing people though the change curve, avoiding the same mistakes 
• The countermeasures / approach
• The Change Leader Workshop
• Lead with Respect 
• Exercise: 7 Practices of Lead with Respect – table discussions and plenary
• What happens next: Implementing processes which require Lead with Respect behaviours to get full value
• Our own reflections and how we improve

Lean IT

The start of the session will see Dan Jones summarise the different things he’s seen in the Lean/IT space - the Lean Startup, Agile, Dev Ops, LeanUX etc. This will introduce the session and be about his observations on what is going on with Lean and IT. We are aware that there are lots of flavours to improvement in the IT space. 

Next up, AutoTrader will run a highly interaction session where participants take a customer problem then build and test a solution. At the end of the session participants will experience how instead of sitting around a table talking about a problem, using design thinking can unlock potential at speed. This will help you to understand why it is good to fail; how an illustration of a user interface isn’t a commitment to build something, rather an artefact to test and learn from. In this 30 minutes you'll experience listening, failing, drawing, design thinking, empathising, prototyping, usability testing, binning, pivoting, iterating and showcasing. (All of which is pretty much business as usual at Auto Trader!)

The Pierre Masai from Toyota Europe will encourage participants to draft their hoshin and there is a possibly to use the open source version of eHoshin to start involving their teams, with a focus on the catch ball hoshin process to help them 'do the right things', not the usage of the system.

The session will then be an open forum to discuss what you have learnt and probe the persenters for further details.

Lean Learning – Reflections on the Next Challenges for the Lean Community