Learn how Capital One came to the realization that in a transformation, the role of the leader is less about improving processes and more about the improvement of people's ability to think.
Hear how Capital One discovered that the primary role of leaders is to improve people's ability to think. The primary role of associates is to apply thinking to improving processes. Discover how Capital One reset the paradigm of leadership to focus on this continuously improving people so that process improvement moved from a few leaders to the entire associate population to unleash the innovative power of all the people. Learn what leaders must do differently, how the flow of work is established, a new definition of the success factors of leadership and how this is causing a net positive effect to customer outcomes and value related to safety, quality, speed, associate engagement and cost.
Capital One is a diversified bank that offers a broad array of financial products and services to consumers, small businesses and commercial clients. A Fortune 500 company, Capital One has one of the most widely recognized brands in America. As one of the nation's top 10 largest banks based on deposits, Capital One serves banking customers through branch locations primarily in New York, New Jersey, Texas, Louisiana, Maryland, Virginia and the District of Columbia. www.capitalone.com
Ron Oslin is a leadership coach/therapist at Capital One. He joined Capital One in 2007 with more than 20 years of lean application in manufacturing and service. He began his process learning journey in 1982 as an intern with Dr. Edward Deming and honed his leadership skills as a leader at Toyota. Oslin has held roles as CEO, COO and transformation leader in several organizations and has applied lean methodologies in printing, auto manufacturing, marine heating and air conditioning manufacturing, health care, education and banking. He specializes in organization change and transformation. Oslin co-authored ‘Motivational Interviewing and Lean Coaching' (Target magazine, 2015). He received his bachelor’s degree from Virginia Commonwealth University.
Larry Anderson is a gold-certified (SME/AME/ASQ/Shingo) lean senior management and training professional with over 40 years of experience. He has a strong lean manufacturing and improvement background that includes a variety of functional experience. He serves as a senior examiner/team lead for both the Shingo Prize for Operational Excellence and the AME Excellence Award. He is certificed by the Shingo Institute to facilitate all institute workshops, is past chair of the SME/AME/ASQ/Shingo Lean Certification Oversight and Appeals Committee, and serves as president of the Southwest Region of AME. Anderson pursued the masters in engineering management program at the University of Louisville and holds a BSME degree from Texas Tech University. He is a registered professional engineer in Texas and Kentucky.