LEAN SUMMIT 2011 - Solving Business Problems
November 2011, Kenilworth, Warwickshire, UK
The Lean Summit 2011 brought together a distinguished set of experts and practitioners to take stock of progress so far, to debate where lean should go next and to give you inspiration for the next steps on your lean journey.
Day 1 Thursday, 10th November
BUILDING A LEAN MANAGEMENT SYSTEM
Learning from the Lean Pioneers
James P Womack
Senior Advisor, LEI
Learning from Toyota’s Management System
Takashi Tanaka
Principal Consultant, Q-V System / Toyota Engineering Co
REDESIGNING COMPLEX PROCESSES
Calderdale & Huddersfield NHS Foundation Trust - HSJ Best Acute Hospital 2010 :
The Executive’s perspective
Mark Partington
COO
A Doctor’s perspective
Paul Jarvis
Consultant in Emergency Medicine
The Visual Hospital perspective
Tania King
Service Improvement Manager
Harvard Medical School, Beth Israel Deaconess Medical Centre, Boston, USA :
Enabling Lean Patient Journeys and Supply Streams
Eric Buehrens
Chief Operating Officer and Alice W Lee, Vice President Business Transformation
RECONFIGURING SUPPLY CHAINS
Rethinking the Logic of Location
Peter Watkins
Global Lean Enterprise Director, GKN
The Lean Footprint of Nike
Dave Kelley
Lean Director Europe, Nike EMEA
(Presentation not available)
DISCUSSION WORKSHOPS
Gemba Walks: helping management to see
James P Womack
Senior Advisor, LEI
What do you look for, what do you ask and what should they learn?
Lean Healthcare: streamlining patient journeys
Marc Baker & Ian Taylor
Senior Fellows, LEA
How can you improve healthcare performance by
reducing length of stay?
Seeing the Whole: creating lean supply chains
Dave Brunt
Senior Fellow, LEA
How do you analyze the opportunities from
compressing value streams?
Toyota’s Management System: tools and behaviours
Takashi Tanaka & Sharon Tanner
Q-V System
How can you create the right behaviours and select
the management tools you need next?
Building a business case for lean
John Darlington, LERC
How can we see the financial consequences of process improvements?
KEY PLENARY THEMES
1. How to build our own versions of Toyota’s lean management system?
Creating the context to drive the behaviours to make use of the tools to focus effort, improve management effectiveness and achieve superior performance.
2. What can we learn about redesigning complex end-to-end processes from lean healthcare?
Giving value stream managers the responsibility for creating stability, synchronising flow with demand and resolving issues quickly to improve quality and safety while saving effort, time and cost.
3. What can we learn from compressing lean supply chains?
As low-wage globalisation unwinds how to rebuild and manage a lean supply base in each region to bring jobs back and respond to customers cost effectively in high wage locations.
4a. How to respond to the web enabled consumer?
What new business models, channels and relationships will be required to help consumers managing their own data to solve problems in their lives??
4b. How can lean organisations prepare for the web era?
What would it take to combine lean value stream analysis and IT to create an organisational infrastructure that enables value streams to flow
5a. What are the most successful ways of transforming an organisation and a whole industry?
Lean spreads across the economy by mobilising the will, demonstrating results from controlled experiments and sharing learning through mentoring, communities of practice and intranets.
5b. What will it take to spread lean across the public sector?
As the government launches it’s performance improvement strategy to maintain services as budgets are cut, what will be key to making this successful and how will we assess the results?
6. What are the most important next steps for the lean movement to address?
Pushing out the frontiers of lean thinking – including new business models for the web era and the right IT infrastructure for lean – while not losing sight of the fundamentals.
What you said ...
The whole conference opened my mind about Lean as an organisational management culture, rather than just a tool for process reviews. I hope now to use this learning in developing the management culture within my own organisation.
Sarah Wooledge talks to Jim Womack on Gemba Walks
Peter Gray talks with Dan Jones about the success of Lean within Tesco
It reinforces for me about: leading from the top, everyone should use PDCA, vital few etc… I need to go back and repeat these messages to management.
Maureen Overton,
Calderdale & Huddersfield NHS Foundation Trust
Alice Lee,
Beth Israel Deaconess Medical
It has given me a clearer understanding of the tool and how they can be used in any scenario. Reaffirmed my beliefs that leadership has to be on board ...
Sharon Tanner, QV System, Inc.
Tracy Burns, RBS International
Day 2 Friday, 11th November
LEAN THINKING FOR THE WEB ERA
Building a Lean Infrastructure with IT
Klaus L Petersen
Group Process Manager, Solar Group
Responding to the Empowered Consumer
Alan Mitchell
Co Founder, Mydex and Ctrl-Shift
TRANSFORMING ORGANISATIONS AND SECTORS
The Deployment of Lean across the UK
Daniel T Jones
Chairman, LEA
The UK Government’s Performance Improvement Strategy
Kate Silver, Deputy Director, Efficiency & Reform Group, The Cabinet Office
Understanding Government’s Business Problems
Alec Steel and Kevin Summersgill
Process Management Team, National Audit Office
THE FUTURE OF LEAN
Pushing the frontiers: the next challenges for lean thinking
Daniel T Jones
Chairman, LEA
Deepening the fundamentals: embedding the practice of lean
John Shook
CEO, LEI
More video feedback ...
Further understanding of the lean approach and how to apply in practice. Keen interest in implementing medicine visual boards to support and improve patient flow ...
Sam Bax, Lean Coordinator and Sally Huxham, PA at Wrigley Company Ltd
Philippe Berthelot and Michelle Guerber, Eurostar
Healthcare is not unique. Problem solving strategies used in other organisations can be adapted to help the plight of the NHS. I came away from the summit feeling inspired and motivated to continue working to make a difference in the operational management of the NHS, including care in the maternity service.
John Shook, LEI
Brendan Hindle, Rolls Royce
Excellent summit. extremely thought provoking, very well organised, lovely location
thought provoking, enjoyable, idea generation, diverse, stimulating, good flow over the days,
John Frankish, Aneurin Bevan Health Board
Lissi Kaag, Novo Nordisk
I learnt that the gemba walk should be part of my ops management and will ensure this happens every day not just when I find the time. Loved the oobeya room ...
More Lean videos are available on our YouTube site ...
Richard Cornell, Mongstad Elektro
Wednesday, 9th November 2011
Pre-Summit Masterclasses
MASTERCLASS SESSIONS
Managing to Learn: Mentoring A3 Thinking
John Shook, LEI & Dave Brunt, LEA
Leading using the Oobeya Room
Takashi Tanaka & Sharon Tanner, Q-V System
The Progress of Lean Management
James P Womack, Senior Advisor, LEI and
Daniel T Jones, Chairman, LEA