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.
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.
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Managing to Learn: Mentoring A3 Thinking
Managing to Learn Mentoring A3 Thinking from Lean Enterprise Academy
Dave Brunt - Chief Executive, Lean Enterprise Academy Limited
John Shook - CEO, Lean Enterprise Institute
Leading Lean using the Oobeya Room
Leading using the Oobeya Room from Lean Enterprise Academy
Takashi Tanaka - Senior Business Consultant, Dassault Systems K.K
Sharon Tanner - Senior consultant, Q-V System
Learning from the Lean Pioneers
Jim Womack - Founder and Senior Advisor, Lean Enterprise Institute
Learning from Toyota's Management System
Takashi Tanaka - Senior Business Consultant, Dassault Systems K.K
Tea / Coffee
Redesiging Complex Processes
Calderdale and Huddersfield NHS Foundation Trust
Mark Partington - Director of Operations, Calderdale and Huddersfield NHS Foundation Trust
Dr Paul Jarvis - Consultant in Emergeny Medicine, Calderdale and Huddersfield NHS Foundation Trust
Tania King - Service Improvement Manager, Calderdale and Huddersfield NHS Foundation Trust
Beth Israel Deaconess Medical Centre
Alice Lee - Vice President Business Transformation, Beth Israel Deaconess Medical Centre
Eric Buehrens - Chief Operating Officer, Beth Israel Deaconess Medical Centre
Lunch
Rethinking the Logic of Location
Peter Watkins - Operational Systems & Business Excellence Director , GKN Land Systems
The Lean Footprint of Nike
Apologies but unfortunately we are not permitted to show the details of this presentation.
Dave Kelley - Lean Director Europe, Nike EMEA
Tea / Coffee
Gemba Walks: Helping Management to See
Jim Womack - Founder and Senior Advisor, Lean Enterprise Institute
Lean Healthcare: Streamlining Patient Journeys
Marc Baker - Lean Coach, Lean Enterprise Academy Limited
Ian Taylor - Lean Coach, Lean Enterprise Academy Limited
Seeing the Whole: Creating Lean Supply Chains
Dave Brunt - Chief Executive, Lean Enterprise Academy Limited
Toyota's Management System - Tools and Behaviours
Takashi Tanaka - Senior Business Consultant, Dassault Systems K.K
Sharon Tanner - Senior consultant, Q-V System
Building a Business Case for Lean:
Dinner
Building a Lean Infrastructure with IT
Klaus Petersen - Group Process Manager, Solar Group
Responding to the Empowered Consumer
Alan Mitchell - Co Founder, Mydex and Ctrl-Shift
Tea / Coffee
Deployment of Lean across the UK
Daniel Jones - Chairman, Lean Enterprise Academy Limited
The UK Government's Performance Improvement Strategy
Kate Silver - Deputy Director, Efficiency & Reform Group, The Cabinet Office
Understanding Government's Business Problems
Alec Steel - Audit Manager, National Audit Office
Kevin Summersgill - Audit Manager, National Audit Office
Lunch
Pushing the Frontiers: the Next Challenges for Lean Thinking
Daniel Jones - Chairman, Lean Enterprise Academy Limited
Deepening the Fundamentals: Embedding the Practice of Lean
John Shook - CEO, Lean Enterprise Institute