FedEx Office 
Beginner level
Value Stream 6 Achieving Business Results

Navigating the lean road trip

Thursday, Oct. 22 Location Code
10:45am-11:45am Room 206/207, 2nd floor ThP/48

Investing in people to overcome bumps in the road and drive sustainable business results

Move forward in your lean transformation, effectively overcoming obstacles in your path; invest in people development, nurturing engagement and helping to foster cultural change; leadership and respect for people contributing to sustainable business results.


Learn how to successfully progress along your lean journey, despite any bumps in the road. As lean leaders, engage your team to keep those bumps from becoming mountains. Travel with the FedEx Office Manufacturing Network through its lean transition, including hurdles such as fragmented tool implementation, to a strategic, people-focused approach. Discover how investments in people development spark engagement and create a foundation for a cultural transformation. Examine how process plus results leadership and respect for people enable employee-driven, sustainable business results. See examples of methods used to overcome obstacles and earn employee trust and engagement. Hear about leadership development’s impact on lean advancement.


FedEx Corporation provides customers and businesses worldwide with a broad range of transportation, e-commerce and business services. With annual revenues of $46 billion, the company offers integrated business applications through operating companies competing collectively and managed collaboratively under the FedEx brand. FedEx Office has more than 1800 stores/locations throughout the United States and Canada. Its network features retail stores, centralized production centers, corporate on-site printing centers and on-site business centers in hotels, convention centers and universities.

Speaker: Jamie Parker

Jamie Parker, a district manager, Manufacturing Network, for FedEx Office, leads a team responsible for safety, quality, delivery, P&L performance, process execution and improvement, as well as people development for six commercial print manufacturing plants. In her role, Parker partners with the Manufacturing Network leadership team to develop lean implementation strategy and leads the efforts across 18 plants in the United States and Canada. Parker focuses on people-centric leadership, lean learning/development and cultural transformation.