WEBINAR: Visual management at the gemba in a product development setting

May 3, 2018 | 1:00 pm to 2:00 pm
Contact AME: 224-232-5980 | conference@ame.org
Non-Member Fee: $50
Member Fee: $25


1:00 p.m. - 2:00 p.m. EDT,

"Go to gemba” is a phrase that most lean students, practitioners, and teachers are quite familiar with. Gemba means “the real place where the work is being done.” This concept is simple to understand in a factory… if there is a problem, we can go to the shop floor where the work is actually done to observe the problem and engage with the associate, machines, methods, and materials to solve the problem. However, in product development this is not so easy. For example, if we have trouble with the design phase of a new product launch and we say “Go to gemba,” the normal response is “Where’s that?” 

In this Webinar:
• See how 4 simple “Rules of Work” can be used to bring order to knowledge work
• Learn how Rexnord created “the real place,” or gemba, for a large scale product development effort
• See how making work visible drives organizational alignment, individual ownership, and results
• Learn how lean tools, techniques, and thinking can apply in a knowledge work environment
• Prepare yourself to try something new when you return to the office on Monday morning



Dan Glusick

Dan Glusick, vice president of engineering and innovation at Rexnord. Dan began his career at the Harley-Davidson Motor Company where he spent nine years learning, teaching, and applying lean techniques in a variety of operational roles. Dan also worked at Intermatic Incorporated where he served as the director of global manufacturing and continuous improvement, integrating lean thinking and tools into operations centers in the US, Mexico, China, and Germany. Ten years ago, Dan joined Rexnord and has been leading efforts to embed lean principles into office, transactional, and knowledge work. In his current role, Dan continues the journey as the leader of the Rexnord Innovation Center, a corporate group with the mission to create value through innovation, technology, and continuous process improvement.


Leaders who are responsible for helping cross functional teams collaboratively work through initiatives. The case study is specific to a Product Development example but messaging and principles apply more broadly.

• Lean/continuous improvement leaders
• Engineering leaders
• Project management leaders
• Marketing/Product management leaders
• Operations/Supply chain leaders


A way to see how visual management techniques can help solve the following typical business problems:
• Meetings that are too long and inefficient
• Too much debate about project status and what should be done next
• Lengthy e-mail chains with misinterpretations and unclear signals
• Problems that are hard to see and often become visible so late it is impossible to recover
• Accountability/ownership for work is poor, frustration with having to chase people down to get action or updates
• Opinion and emotion dominated discussions
• Problem solving feels adhoc, difficult to tell if we were learning
• It takes too long to make decisions
• It's difficult to tell when someone really needs help
• Collaboration/engagement is average at best
• Inconsistent delivery of the results


You can become an AME member during the registration process for $150 per year. Your annual membership will also entitle you to a registration discount for all future AME conferences, seminars, workshops, and webinars for one year. Additionally, you will receive a subscription to the award winning Target magazine and much more. 

AME reserves the right to cancel any webinar due to unforeseen circumstances. If so, every effort will be made to reschedule the webinar and provide a recording.

Cancellation Policy: Enrollment fee will be refunded up to one week before the event. Substitutions may be made anytime prior to the start of the webinar. 

Note: You will not receive the webinar information until the registration is paid for.