How do you create and sustain a lean culture when starting from an existing conventional organization? This webinar covers the core elements of the lean management system (visual controls, daily accountability process, leader standard work) and then goes beyond to clarify and emphasize making the case for lean management. It is critically important to address the unasked-but-ever-present question when we ask others to do new or different things: "What's in it for me?" The answer rests with the real-world value proposition in lean management at the tactical level (from front line workers through leaders up to unit managers, plant managers, directors, etc.), and crucially, for strategic leaders (senior executives). At its heart, lean management’s value proposition is clear and persuasive. At the tactical level it is easy to explain how lean management sustains the improvements from lean tools, keeps "solved" problems from recurring, and makes for a better day at work. For executives, because the health of lean production is reflected in the health of lean management, their ability to assess lean management applications allows them to directly assess performance in two critical responsibilities unique to executives: the fidelity of their chain of command’s execution of the lean strategy, and the health of the lean strategy itself which they have been persuaded to support, and upon which depends meeting their performance goals.
David Mann is the author of the best selling Shingo Prize winner "Creating a Lean Culture" in which he first articulated the importance of lean management to sustain lean production, and described the elements and application of a lean management system. The book is now in its 3rd edition and has been translated into six languages. Mann has 25+ years of lean implementation experience across sectors of the manufacturing economy as well as in technical, professional, administrative, service, and healthcare organizations. He has trained, spoken, and consulted widely on lean management in North America, Europe, and Asia.
Anyone with an interest in sustaining or resuscitating lean initiatives in any organization and those interested in further understanding how to implement or revive a lean management system.
Understanding the sequence of implementation, relationships among, and critical aspects of the tools, behaviors, and practices of lean management, and especially its value proposition: how to make the case for lean management at all levels in an organization from front line workers and managers, and crucially, to executives.
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