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Lean Transformation Models from Different Companies are the Focus of the Annual Lean Transformation Summit

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SOURCE: Lean Enterprise Institute

Lean management expert Jim Womack and former CEO Art Byrne will conduct a special post-summit workshop for senior managers.

Cambridge, MA (PRWEB) February 25, 2013

Lean management practitioners will converge on Orlando, March 13-14, 2013, for the annual Lean Transformation Summit to hear manufacturing and service leaders from a cross-section of industries share their lean transformation models, according to the nonprofit Lean Enterprise Institute (LEI), Summit organizer.

Managers and executives from the Toyota Production System Support Center, GE Appliances (The Insourcing Boom), Herman Miller, Capital One, IBM, and Medtronic among other companies, will explain their change strategies. The Summit and nine pre-conference workshops will take place at The Peabody Orlando, 9801 International Drive, Orlando.

“Presenters will describe the strategy and tactics of their lean transformation models with a special emphasis on how their organizations are developing people’s capability for continuous improvement,” said Rachel Regan, LEI director of lean events and community support.

“For companies implementing lean management systems, there is no one right path to follow,” Regan said. “Different organizations develop unique transformation models to suit the needs of their own businesses. That’s the focus of this year’s Summit.”

Summit highlights include:

Inspiring keynotes by:

  •     John Shook, LEI CEO, author of Managing to Learn and co-author of Learning to See, who helped Toyota bring its transformation model to North America.
  •     Art Byrne, author of The Lean Turnaround, and who led a nine-year transformation and lean culture change as CEO of The Wiremold Company.

Learning sessions addressing critical implementation challenges such as:

  •     How to engage people in daily problem solving
  •     How to uncover organizational and personal gaps in performance
  •     How to spread the use of A3 Reports to support continuous improvement culture
  •     How to develop people’s ability for lean thinking by using the scientific method of plan-do-check-act for problem solving
  •     How to use “katas” for culture change
  •     What is the role of leaders in creating a problem-solving culture
  •     How to use the Training Within Industry program to develop leaders

Preconference workshops for building the skills and behaviors needed to advance a lean transformation:

  •     Management Standard Work
  •     Product Development: Lean For a Creative Mind
  •     From Fire Fighting to Continuous Improvement: Sharpening PDCA Problem-Solving Skills
  •     Lean Leadership for Executives
  •     Managing High Mix/Low Volume Operations
  •     Improving Operations in High Mix/Low Volume Organization
  •     Managing to Learn (Using A3 Reports)
  •     Developing People with Capability for Lean
  •     Coaching Skills for Lean Implementation Leaders

Lean management expert Jim Womack, LEI founder, and former CEO Art Byrne, will conduct a special post-summit session for senior managers who want to create action plans for tackling their toughest lean transformation challenges.

The 2013 Lean Transformation Summit provides formal and informal ways for attendees to network with lean-thinking colleagues at networking breaks, lunch roundtables, a catered welcome reception, a catered networking reception, and more

For more information, visit: http://www.lean.org/Events/2013_lean_transformation_summit.cfm or call 617-871-2900. LEI also is offering flexible pricing for watching summit sessions online through live streaming.

Lean Enterprise Institute
Lean Enterprise Institute, Inc., was founded in 1997 by management expert James P. Womack, PhD, as a nonprofit research, education, publishing, and conference company with a mission to advance lean thinking around the world. We teach courses, hold management seminars, write and publish books and workbooks, and organize public and private conferences. We use the surplus revenues from these activities to conduct research projects and support other lean initiatives such as the Lean Education Academic Network, the Lean Global Network and the Healthcare Value Network. Visit LEI at http://www.lean.org for more information.

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