Practical Lean Leadership For Team Leaders and Managers

Sessions are very interactive with delegates working on practical activities to gain insight, create practical leadership agendas and communicate with meaning to guide teams to success.

The workshop approach is designed to support different learning styles to maximise the learning opportunity and support transfer of ideas on return to the workshop. That includes visual, practical, case studies and hands on team based exercises

• The first part of the workshop covers skills to map out and visualise their manufacturing process, identify the current state, its issues and the classic 7+1 Lean wastes and then formulate a future state and action plan to make the step change to the future and address the identified issues.
• The second part of the workshop works on how to improve flow in the value stream. This includes the most popular tools used in manufacturing improvement - Visual management, 5S and job instruction.
• The final sessions of the workshop involve work by Delegates on the development of action plans to apply Lean Leadership lessons learned to resolve specific problem areas and improve value stream performance.

These plans can be supported by on site coaching to accelerate the pace of improvement and identify further opportunities.

Delegates are encouraged to bring along details of specific problem areas and challenges that can be used to develop personal action plans and workplace learning projects.

The first part of the workshop covers tools to map out and visualise the manufacturing process, identify the current state, its issues and the classic 7+1 Lean wastes and then formulate a future state and action plan to make the step change to the future and address the identified issues.

The second part of the workshop works on how to improve flow in the value stream. This includes the most popular tools used in manufacturing improvement - Visual management, 5S and job instruction.

The final sessions of the workshop involve work by Delegates on the development of action plans to apply Lean Leadership lessons learned to resolve specific problem areas and improve value stream performance. These plans can be supported by on site coaching to accelerate the pace of improvement and identify further opportunities.

Learn about Lean:

• how the 5 Lean principles apply to your operation
• Lean as a strategy
• Lean as a business process

Shop floor mapping

• “how to see” waste using Value Stream Mapping
• Practical application of VSM at the course venue
• Current state and future state maps
• Surfacing issues and opportunities

Visualisation

• how to communicate “in an instant”
• what to share,
• what to show ,
• how to highlight problems
• How to facilitate positive reactions to performance challenges

Create a visual board for the hotel process

Draft visual board for the venue process
Real live example for the venue team!

Problem Solving

• Understand why problem solving is important in Lean How problem solving fits into Lean and flow improvement
• 4 Attributes of successful Lean companies
• Problem solving benchmarks– Spears 4 attributes

Practical problem solving

• 8 Step approach to practical problem solving
• Problem solving case study
• Applying the practical problem solving tools to a case study
• Learn and do approach to applying the 8 steps using practical application.

Workplace learning

• Solving my problem – sharing and coaching
• Application of Lean Tools to your problem
• Learning how to coach

Using Lean tools

• 5S, Tool and application to hotel process
• Workplace organisation, what its good for, when not to use it

Training Within Industry (TWI) method for

• Job design
• Easy to do right, difficult to do wrong, simple to learn
• Job instruction
• Ensuring the learner has learnt
• Practical exercise on venue case study

Action Planning

• Personal learning and action plan
• 100 day plan

Workplace learning project

Review of the workshop

Workshop is led by Neil Trivedi

The workshop will be led by Neil Trivedi

Neil is a respected Lean specialist and change agent within the Automotive, Aerospace, Food, FMCG, Transportation, Biomedical, and Public Sectors. He has spoken at many lean conferences including the respected LEI conference.

Neil’s early career in operational management progressed through team leader and project roles to site management. This led on to an international lean improvement role with Mars and GKN.

The practical nature of the resulting Lean Leadership approach bears witness to his grounding in operational reality as well as his understanding of how to align shop floor action with strategic business drivers.