What style of leadership is required to promote collaboration, trust and teamwork? Why is it difficult to change the culture of an organization in order to successfully implement lean and Six Sigma?
Join IndustryWeek contributing editor and author of "The Façade of Excellence; Defining a New Normal of Leadership" John Dyer as he discusses a simulation and case study that demonstrates the impact of management vs. leadership. This interactive session is for everyone who wants to learn more about how culture, leadership and trust impact lean and Six Sigma sustainability and expansion.
- Discuss the difference between management and leadership and explore the four styles of leadership required to drive a successful improvement initiative.
- Review a case study that will help drive home the need to change the culture to a team based, empowered organization built on trust.
- See the difference “enthusiastic productivity” can make in motivating workers at all levels within the organization to achieve excellence.
- What role does mission, vision, strategy, and values play in developing a culture that supports lean and Six Sigma.
John Dyer is an author, coach, and trainer with 35 years of experience in the field of improving processes. His just-published book “the Façade of Excellence; Defining a New Normal of Leadership” examines the four leadership styles required to move an organization’s culture to one of trust, collaboration and teamwork. Dyer started his career with General Electric and then worked for Ingersoll-Rand before starting his own consulting company. He has had the opportunity to study with the leaders in the continuous improvement field such as Dr. W. Edwards Deming, Brian Joiner and Stephen Covey.
Dyer has an electrical engineering degree from Tennessee Technological University as well as an international Master's of Business from Purdue University and the University of Rouen in France. He is a contributing editor for IndustryWeek magazine and a judge in the annual “Best Plants” contest.
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