Topic(s)
- People-centric leadership
Many of us have been introduced to lean methodologies—Six Sigma, Lean, Continuous Improvement (CI), Kata—and felt energized by their promise. A learning organization that’s resilient in the face of uncertainty? Let’s go!
In 2019, we were introduced to Toyota Kata, which strongly resonated with our management team. But when we attempted to roll it out to our broader leadership team (with good intentions), we encountered unexpected resistance. Through that experience, we learned some valuable lessons about deploying CI efforts in a way that builds momentum instead of friction.
Three Questions this session will answer for a participant:
1. How do we avoid CI burn out?
2. How has Kaas learned from their botched rollout?
3. How would we do it again if we could have a do over?
1. Understand why CI rollouts can face resistance despite leadership enthusiasm.
2. Learn practical strategies to introduce CI tools in a more adaptive and people-centered way.
3. Identify common pitfalls in early CI deployments and how to avoid them.
Kaas Tailored is a manufacturing facility located in Mukilteo, Washington. The company wants its workplace to be one of joy and learning, which is why it is committed to developing people through a culture of continuous improvement. To fund these efforts, it produces high-quality upholstered goods and design services for line-minded customers. https://kaastailored.com
Tucker Kaas is the HR and Learning & Development manager at Kaas Tailored, where he is responsible for future-proofing the organization through the development of their people by instilling a mindset of perpetual growth and adaptability that keeps them resilient. With over 12 years of experience within the organization, he has spent time working in nearly every department. This has helped him develop the breadth of knowledge and empathy necessary to sustain and improve the Kaas operating system. 
