sHOOk OBARA 15 th ORZEN LEAN mANAgEmENT CONFERENCE for manufacturing and services 16–18 June 2015, Wroclaw NEw pRACTiCAL FORmuLA FERRO CHECk iT OuT! VOgEL leankonf.pl 15 th WHY CHOOSE US? for manufacturing and services Lean practice in bitesizes sessions for presidents and executives open space discussion 5 guests speakers JUNE 2015 WrocLaw Lean Management CONFERENCE for manufacturing and services 4 practical workshops 5 different thematic tracks networking with experts vast amount of knowledge and inspiration for action practical topics wealth of knowledge and experience focus on practical knowledge valuable take-away materials lean plant trips great atmosphere “meet-theauthor” sessions 15 years of tradition THE LEAN CONFERENCE the most important annual meeting with WORLD CLASS lean experts Day 1 th 15th Lean Management Conference Program 16 June 2015 Conference opening – Tomasz Koch, Lean Enterprise Institute Polska, Poland 09:00–11:00 PL Lean Transformation – John Shook, Lean Enterprise Institute, USA EN Lean culture, the burning platform – Samuel Obara, Honsha, USA 11:00–11:30 Stream Coffee break PRESIDENTS/DIRECTORS Strategy and leadership EN Case study NOWY STYL GROUP The evolution in Nowy Styl Group – from piecework to continuous improvement process Dariusz Frydrych, Andrzej Adamkowski more on p. 12 PL more on p. 13 PL Discussion 7 Mike Orzen Connecting with the customer to create greater value Case study CAPGEMINI Creating competitive advantage based on LEAN principles Łukasz Ulaniuk, Łukasz Stefanik, Paulina Walczyńska more on p. 14 EN 10 EN Discussion Coffee Break 15:30–17:00 Open space discussion in 10 thematic groups Managing by gemba walks Remigiusz Horbal, LEI Polska Krzysztof Drozd, LEI Polska EN Discussion 15:00–15:30 Presentation with the use of mock-ups PL more on p. 15 13 Chris Vogel Changing role of leadership and management in Lean culture L ean practice in bitesi z es PL Samuel Obara Mental Models – Key areas where traditional organizations collide with the lean model SERVICES Managing in Lean Culture L ean practice in bitesi z es lunch 12:45–13:45 4 Andrzej Bielewski LEI Polska Lean for a good start or how a Lean factory works SERVICES Transforming processes L ean practice in bitesi z es Bosch and Siemens Home Appliances Leadership in a Lean Transformation Oliver Giersberg MANUFACTURING Managing in Lean Culture seminar 11:30–15:00 1 L ean practice in bitesi z es John Shook The role of Leadership in Lean Transformation MANUFACTURING Transforming processes more on p. 16 Discussion Day 2 17th June 2015 Stream PRESIDENTS/DIRECTORS Strategy and leadership 09:00–12:00 PL more on p. 12 PL WAGON SERVICE OSTRÓDA Developing Leadership Styles on each Organizational Level on the Lean Transformation Journey. Anna Kamieniak, Grzegorz Olsztyn PL more on p. 13 Discussion EN Case study Case study ING ING behind the scenes. A few hints for a successful improvement project Barbara Pękała-Piecyk, Maciej Fornal Discussion PL 14 Mike Orzen Developing Manager as Lean Coaches PL more on p. 15 Discussion EN 11 Remigiusz Horbal LEI Polska, Krzysztof Drozd LEI Polska How the Big Three has changed Service Companies in Poland more on p. 14 12:00–13:00 Stream 8 EN seminar CHASSIS BRAKES INTERNATIONAL How to build a new factory within limited resources Wojciech Śliwiński, Sławomir Szczuplak José Ferro Leadership and culture SERVICES Managing in Lean Culture L ean practice in bitesi z es Case study 5 SERVICES Transforming processes L ean practice in bitesi z es John Shook Creating a world class factory MANUFACTURING Managing in Lean Culture L ean practice in bitesi z es break 10:15–10:45 2 seminar Robert Kagan, LEI Polska Małgorzata Jakubik, LEI Polska Learn from the mistakes of others, or what NOT to do if you are leading your organization along a path of lean. MANUFACTURING Transforming processes more on p. 16 Discussion lunch PRESIDENTS/DIRECTORS Strategy and leadership PL EN more on p. 12 Discussion VW POZNAŃ TPM reactivation in the case of BodyShop VW Poznań Szymon Budny, Daniel Muszyński, Michał Karwacki PL more on p. 13 Discussion EN 9 more on p. 14 Discussion PL 16:00–16:30 12 Chris Vogel Transforming Lean for Service Business Wells Fargo Bank more on p.15 EN Mike Orzen Principle-based Leadership and the Shingo Prize Discussion 15 L ean practice in bitesi z es DeLaval Operations Changes in Milking Factory layout as driving force in operational improvements Aleksander Borowiec, Waldemar Dżusajew, Paweł Grehl Case study Bartosz Misiurek, LEI Polska Mateusz Danek, Nidec MOTORS & ACTUATORS How to win operators’ engagement in doing more for the effective implementation of the Lean Management Principles SERVICES Managing in Lean Culture L ean practice in bitesi z es Case study 6 José Ferro TPM SERVICES Transforming processes L ean practice in bitesi z es break 14:15–14:45 MANUFACTURING Managing in Lean Culture L ean practice in bitesi z es 13:00–16:00 3 L ean practice in bitesi z es Samuel Obara Gemba Walk – A pictorial trip through different perspectives. MANUFACTURING Transforming processes Winner of case study competition PL EN more on p. 16 Discussion COFFEE BREAK Plenary presentation – Dariusz Mikołajczak, Vice President of Toyota Motor Manufacturing Poland PL 16:30–17:15 EN Closing remarks – Tomasz Koch, Lean Enterprise Institute Polska Day 3 18th June 2015 WORKSHOPS 16 17 Understanding Lean Transformation 8:00–16:00 John Shook Samuel Obara Mike Orzen PL more on p. 18 EN more on p. 18 EN 19 Engaging managers in a daily improvement process through Leader Standard Work and Visual Management – workshop on the premises of KRUK S.A. Lean coaching in a Service Environment – workshop on the premises of HP Lean Problem Solving PL EN 18 more on p. 19 Chris Vogel EN more on p. 19 Lean plant trips Factory Visit 1: Factory visit to Toyota Motor Manufacturing Poland – Wałbrzych and Electrolux Poland - Świdnica more on p. 17 PL 20 Factory Visit 2: Factory visit to Toyota Motor Industries Poland and Faurecia – Jelcz-Laskowice more on p. 17 PL 21 08:00–17:00 CHOSE YOUR LEAN PRACTICE IN BITESIZES SESSIONS, SEMINARS AND WORKSHOP PRESIDENTS/ MANUFACTURING MANUFACTURING services SERVICES DIRECTORS Transforming Managing in Lean Transforming Managing in Strategy and leadership processes Culture processes Lean Culture See the descriptions of new formula on page 10–11 SPECIAL GUESTS SPECIAL GUESTS SAMUEL (SAMMY) OBARA MIKE ORZEN Starting in the early 80’s, Sammy learned and implemented the Toyota Production System (TPS) at Toyota facilities in Japan, brazil, Venezuela and in the United States. He has taught Lean to a multitude of consulting firms, educational organizations such as Harvard and Stanford, and in humanitarian missions thru Asia and Africa. With close to 30 years of Lean experience, he has helped more than 350 companies. These include TPS projects in environments ranging from schools, to hospitals, to military and many others and in a variety of countries, including China, Philippines, Indonesia, brazil, Japan, Austria, Lithuania, Kenya, the U.K., and the U.S. He currently aids companies implementing lean through www.Honsha.org , an alumni association of former Toyota professionals. Mike Orzen has been working with Lean and Six Sigma for over 24 years and applying Lean to IT environments for over 14 years. Considered a pioneer in the field of Lean IT, Mike is coauthor of the award-winning book “Lean IT: Enabling and Sustaining Your Lean Enterprise” which was awarded the Shingo Prize for research. An internationally recognized consultant, trainer, and keynote speaker, Mike is a facilitator and assessor with The Shingo Institute for Operational Excellence, and faculty member of the Lean Enterprise Institute and ThedaCare Healthcare Value Network; he also teaches at several universities. A life-long learner of Lean, Mike is a coach to various people including C-level leaders, managers, and Lean coaches in many different industries. JOSÉ R. FERRO CHRIS VOGEL José r. ferro is a senior advisor to the Lean Enterprise Institute and president of Lean Institute brasil, a nonprofit organization founded in 1999 to disseminate the principles and practices of Lean Thinking in Brazilian companies. Ferro has worked with Autosector, an association of labor, industry, and government that aided the auto industry in brazil. He also has worked with the National Association of Automotive Manufacturers, the brazilian Association of Vehicle Importers, and the Union of Metallurgy Companies, and the State of bahia government. Over the course of his career, he has worked with dozens of organizations in brazil and beyond, helping them with their Lean transformations. Chris Vogel specializes in the Development of Lean Leaders and Administrative Lean. He has over 15 years of Lean Administrative and Process Improvement experience including holding a variety of senior management positions in Operations Management, Lean Deployment, financial Analysis & Planning and Information Technology. During his 15 years at Wells fargo, Chris led and used Lean to transform a division of Wells fargo with 1,200 staff members. Starting in 2002 new costs of imaging and data lifting in Wells fargo were rapidly rising due to independent growth across organizational lines. The Document Management department was formed to control costs through focused vision, consistent technologies and reduction in redundant processes. Taking the leadership of this department Chris saw the opportunity for Lean / Six Sigma / Operational Excellence and began to drive culture, knowledge, and tools learned from the Toyota Production System. The actions undertook created a transformation of processes, physical environment, and most importantly, mindset. JOHN Y. SHOOK John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap. Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyota’s headquarters, he became the company’s first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See John helped introduce the world to value-stream mapping. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership. leankonf.pl 15th Lean Management Conference Lean Management www.leankonf.pl NEw FORmuLA While designing the structure of this year’s conference we decided to combine: • the voice of the experienced foreign experts and practitioners • with the experience of companies that have successfully implemented Lean Management principles. The former are going to present the latest management trends and share a wealth of experience from their Lean implementation involvements. The latter will present the best practices as part of their case study presentations. combination of those two, summarized by a half-hour discussion and a Q&A session has been called by us a LEAn pRAcTicE in BiTESiZES. LEAN pRACTiCE iN BiTEsiZEs The conference focuses solely on practical aspects of Lean Management. The organizers aim at providing participants access to the state-of-the-art knowledge and best management practices in a 2.5-hour condensed form. Each participant will be able to choose 3 out of 15 specially designed practical sessions. Time planned for discussion will create an opportunity to receiving answers to practical problems participants struggle with. The entire event was designed in such a way that it combines a unique opportunity to confront expertise of foreign experts with practical experience of the participants representing various business and sectors (both manufacturing and service). A practical aspect of the topics that will be discussed will be brought into major focus and each case study will be presented by a senior representative of a company (president or senior executive) and his or her team. OpEN spACE – exchanging experience, source of inspiration, networking Open Space is our response to the need for the discussion in a smaller, focused groups of participants interested in certain topics. The main theme will be related to specific, practical aspects of Lean Management implementation. What is even more important the topics will be selected from proposals put forward by the participants themselves. By organizing this 1.5-hour session we intended to involve participants into shaping conference program. This way the need for exchanging experiences between practitioners who are searching for answers to the same, or at least similar (yet always based on real implementation issues) questions has been addressed. Another advantage of this session will be an opportunity to get to know people who share similar interests and who look for answers to the same questions. We are hoping that the discussions among practitioners initiated as part of Open Space will mark the beginning of a less formal exchange of ideas that will be continued during the evening conference party. Partners: 10 11 15th Lean Management Conference Lean Management www.leankonf.pl thematic track for PRESIDENTS/DIRECTORS Strategy and leadership 16th June 1 day thematic track for MANUFACTURING sector Transforming processes lean practice in bitesizes [11:30–15:00] JOHN SHOOK The role of Leadership in Lean Transformation We are all trying to transform. At the com- BSH Leadership in a Lean Transformation Oliver Giersberg 1 ance: Be patient but consequent. Let 16th June 1 day change happen by moving the organisation as a whole. Implement a lean system not only lean hot spots which fade away shortly after being implemented. [11:30–15:00] Andrzej Bielewski LEI Polska Lean for a good start or how a Lean factory works The interaction between these ele- Manufacturing concept, which contrib- ments is analyzed as well as their influ- utes to radical improvements, will be de- ence on the effectiveness of the whole scribed: value stream. The practical directions • continuous flow cells and lines, on how to implement the subsequent • pull system based on kanban signals, elements of the Lean system will be • standardized work, given. All problems are explained us- level, and at the very granular level of the In this presentation Oliver Giersberg, This session explains the next steps which • Lean material handling organization, ing the simulated manufacturing com- daily—hourly—immediate—work itself. Member of the Board of Bosch and Sie- cus on the empowerment of the shop have to be undertaken after value stream • frequent deliveries, etc. pany. To transform the way people think and mens Home Appliances Poland and floor by making them responsible but behave within an organization to be more Head of Factories in Łódź as well wash- giving responsibility as well. Take care of a problem-solving mindset is no easy ing machine factory Plant Manager will that the value generator shop floor is task and varies from industry-to-industry, highlight the importance and the role the No. 1 customer in your branch. company-to-company, person-to-person. top management plays in a lean turn It requires discipline, investment and around. Having 15 years’ experience on a management system and leadership be- various executive-level positions within haviors that support the new way of work- Bosch and Siemens Home Appliances ing. This talk will describe the role of Group Oliver Giersberg will provide the Leadership in Lean Transformation. audience with several hints and guid- 17 June th 17th June 2 day [9:00–12:00] ROBERT KAGAN MAŁGORZATA JAKUBIK LEI Polska Learn from the mistakes of others, or what NOT to do if you are leading your organization along a path of lean. seminar JOHN SHOOK Creating a world class factory principles of Lean Production and Man- 2 agement to create factories that produce excellent quality, are responsive to As no true lean person should walk by reflect and learn so they are forewarned customer and engage the workforce in waste and ignore a chance for improve- and able to avoid the tripping hazards solving problems and continues improve- ment, we felt obliged to create a learning others have struggled with. The case ment. session that would summarize our reflec- 17 June What do you see when you go on a gemba walk? What do you seek? Sometimes we mistakenly think we are gemba walkers where in reality we are Section Manager MSF2 How to keep your all customers (incl. premium segment) happy enough to congratulate and celebrate with you the success? If you didn’t face this situation yet, let us share with you how we did it, and why we are proud to speak about it. This is the story not only about project, this is the story about transformation of entire organization towards Lean. This is also a great picture how the Lean Leadership brought up Chassis Brakes International into the remarkable level of brakes manufacturers across the tions on things big and small that we have be just tool-related but they have one How to create an efficient organization, ma- world. found to be slow-downs or even show- thing in common – they are our “war sto- stoppers in the lean implementation ries” we want to share. projects we work on with our customers. 17th June During the session we will interactively engage the participants in the analysis 2 and discussion over selected typical im- day DeLaval Operations Changes in Milking Factory layout as driving force in operational improvements Aleksander Borowiec José Ferro TPM 3 started with the re-design of the layout, the availability is fundamental making Factory Director, Board Member Waldemar Dżusajew tunities to create sense of urgency, to coach Paweł Grehl Logistic Manager ples and overcoming resistance to change. which became a trigger for big-scale improvements in the flow from the storage to production areas. The new layout required several modification and additions in the plant’s infrastructure. It was, however, just the “outer” part of the whole change. What had to change as well, and had an equal or even bigger lean practice in bitesizes [13:00–16:00] improve the performance of any business. lean practice in bitesizes Szef Produkcji In areas or activities machinery intensive, TPM a critical tool to guarantee the required levels of machine availability. Practices such as Autonomous Maintenance are very important and require some basic shifts in the basic thinking about the role, responsibility and capability of the employees and leaders involved and the implementation of some tools and con- VW POZNAŃ TPM reactivation in the case of BodyShop VW Poznań Szymon Budny TPM coordinator in Body Shop Daniel Muszyński Production manager of hangings parts Caddy and side walls, platform parts T5/T6 Michał Karwacki Technical specialist of Platform parts Caddy 6 strengths and weaknesses of its operation, implementation problems and on methods of solving organizational/jurisdictional problems/issues on intersection of different service departments. Following conclusions has been drawn from the experiences so far: the necessity of further TPM development in Volkswagen Poznań, the need of better maintenance organization, better visualization, transparent TPM notifications, faster information flow and clear division of competences. Therefore new concept of continuous machine efficiency improvement was created. It relies on: new visual TPM cepts such as visual management, daily This presentation describes how the TPM instructions, SAP PM system adapted, in- management etc. evolved and has been developed in the fo-kiosks network, training, TPM notifica- of the Logistics and Production depart- Volkswagen Poznań. Our way of TPM im- tions reports and OEE indicator. This new ments, people’s competencies, levels of plementation will be explained with spe- concept allows for step by step growth of the production in process stock, utiliza- cial focus on Autonomous Maintenance, production line availability index. impact on the success of the whole endeavor, was the structure and activities How can you lead transformation from cur- The presentation will walk the audience tion of the shop floor space, working rent state to ideal state, if you don’t have a through the 2010 changes in DeLaval conditions of the teams and a whole good grasp about where you are? This can Milking Factory in Wrocław, introduced range of other small, yet meaningful be one of the key and often forgotten steps with the launch of a new product – a ro- items. in aligning the team. tary milking system. The whole process 12 Sławomir Szczuplak building ? sources (people, time, money) ? merely industrial tourists. We miss opporteam members, to capitalize on good exam- Plant Manager terial flow, layout, while moving into new studies might be systemic or they might [13:00–16:00] SAMUEL OBARA Gemba Walk – A pictorial trip through different perspectives CHASSIS BRAKES INTERNATIONAL How to build a new factory within limited resources Wojciech Śliwiński 5 How to build a new factory within limited re- Process improvement is fundamental to th lean practice in bitesizes [9:00–12:00] The key question while considering plementation case studies, to help them day mapping. The main elements of the Lean towards training and remuneration. Fo- incentives and install a strong approach world class factory is: How to apply the 2 4 Work on HR topics like remuneration, experiment indeed, at both the macro 2 seminar Head of Factories Łódź, Member of the Board pany level a transformation is a very big day LEAN PRACTICE IN BITESIZES SESSIONS AND SEMINARS 13 15th Lean Management Conference Lean Management www.leankonf.pl thematic track for manufacturing sector Managing in a Lean culture 16th June 1 day Whenever lean is perceived like a tool box, we risk forgetting that lean goes well beyond techniques, practices and tools. To better understand what it takes for a solid transfrom traditional to lean environment, we must understand the prin- 2 The long term sustainability of a lean relies on rethinking some fundamental beliefs ad assumptions such as the vision about problems (hide x expose them), use of team work and cooperation, dissemination of scientific method and thinking (PDCA), challenging mentality etc. in all levels and all functions. The company is present in 44 countries plore how technology can be used in with more than 140 000 employees help- Service environments to better under- ing organisations to transform, improve stand the needs of the customer and their operations and competitiveness. drive greater value creation. In the search for the best methods ensur- internal company needs. 5S, SMED, Standard- We all know Lean about creating customer value while eliminating waste. tions developed during periodically per- Creating greater value is about provid- formed Toyota Kata workshops will be ing the right service in the right format discussed. Presented activities will allow par- at the right time for the right price. It is ticipants to notice how important for the con- also about not doing work and providing tinuous improvement the change of employ- services customers do not value. Timely CAPGEMINI Creating competitive advantage based on LEAN principles Łukasz Ulaniuk ing competitive advantage in a highly ized Work and examples of concrete solu- ees’ mentality was. Peoples’ attitude has and accurate information is the factor been developed through employees’ sugges- that enables a business to learn, under- tion system, Toyota Kata workshop and Train- stand, and respond faster than the com- ing Center adapted to internal requirements petition. industry. The transition from piecework to engagement culture. continuous improvement processes while However, those cultural changes have to be connected with the proper management tools that reinforce and strengthen those changes. day meeting business goals within relatively NOWY STYL GROUP The evolution in Nowy Styl Group – from piecework to continuous improvement process Dariusz Frydrych Metal Production Plant Director short time required adapting Lean tools to The sooner we can confirm what we lean practice in bitesizes [9:00–12:00] José FERRO Leadership and culture transformation tion technology and outsourcing services. willing to pay for. This session will ex- tant workforce and how Toyota fosters the Andrzej Adamkowski 17 June 1 WAGON SERVICE OSTRÓDA Developing Leadership Styles on each Organizational Level on the Lean Transformation Journey. Anna Kamieniak Customer Service Manager Grzegorz Olsztyn Production Manager 8 This presentation describes the process of developing and changing leadership styles in the company from railway industry within 10 years of Lean transformation. Wagon Serv- 2 day ice Ostróda (WSO) provides periodic maintenance inspection and modernization of railcars, reconditioning of railcars parts and produces tank wagons for variety of products. The company developed and consistently implements operational excellence program that integrates organizational cul- 2 day lean practice in bitesizes and business process mining allowed us to create a unique offer – Intelligent Service Centre. During our presentation we will introduce along with associated risks and lessons learned. Remigiusz Horbal Krzysztof Drozd LEI Polska How the Big Three has changed Service Companies in Poland programs for employees. However, even in these methods there is still surprisingly big potential for improvement of capacity, quality and time of realization. This poten- 11 lean practice in bitesizes [9:00–12:00] and started improvement idea generation 9 and skills with systems thinking, statistics companies offering consulting, informa- companies advanced in application of [13:00–16:00] The combination of acquired knowledge our services and products to learn more tools (e.g. known from SixSigma concept) leader level up to managing director level. services. you to the Capgemini way to innovation process mapping) or statistical analysis with different leadership styles on all organ- Paulina Walczyńska set of the latest methods for LEAN Capgemini is one of the leading global used process optimization methods (e.g. experiences in the area of experimenting Business Value Manager on a transformation journey in the mind- preferences, the sooner we can adjust which wanted to improve their efficiency processes. WSO will share at this session its Łukasz Stefanik Capgemini Polska embarked 4 years ago Delivery Manager Throughout the years, service companies ture changes with the transformation of key Thought Leader and Architect – new user services commoditised IT outsourcing business, know and don’t know about customer 17th June izational levels from the production team 17th June 10 lean practice in bitesizes [11:30–15:00] about what the customer wants and is lution in the company representing furniture and beliefs that are preventing serious th 16th June LEAN PRACTICE IN BITESIZES SESSIONS AND SEMINARS Mike Orzen Connecting with the customer to create greater value This presentation will describe the Lean evo- tal models, a case study of the most reluc- This presentation will highlight key myths transformation from taking place. You will 7 see comparative examples of common men- Member of the Board / Chief Operation Officer ciples and the philosophy behind it all. day lean practice in bitesizes [11:30–15:00] Samuel Obara Mental Models – Key areas where traditional organizations collide with the lean model formation thematic track for SERVICE INDUSTRIES Transforming processes presentation we want to show what re- ingredients in a recipe, give your dish sults were achieved by service companies a chance to succeed and their versatility which implemented The Big Three for the makes them applicable in every (service) past 2 years. We will also tell you how ap- kitchen. During the presentation we will plication of these methods increased in- discuss in the detail the following: volvement of managers and leaders in con- – Work and flow organization the case tinuous improvement. of inquiries from external institutions. ING ING behind the scenes. A few hints for a successful improvement project Barbara Pękała-Piecyk Operational Processes Monitoring Department Manager Maciej Fornal Process Management Quality Leader Take Productivity Study, perform measurements, go to Gemba and necessarily apply pull system; – Two birds with one stone – how TWI methods used in the correspondence team in foreign trade transactions increased both process quality and employees’ involvement in improvements; – The wing or the thigh? Value or productivity? Project success paradox (based on A3 method) which effected in productivity decrease. And, what is most important, the con- BARTOSZ MISIUREK LEI Polska Mateusz Danek Nidec MOTORS & ACTUATORS Implementing Lean Management means supporting process, tial can be used by three methods which that operators will have to start doing without taking an easy path of just pay- we half-jokingly named The Big Three: Mix Productivity Study, A3 reports, TWI meth- crete results in relation to bank efficien- some things that have so far not been ing them more. The seminar will be co- Model Capacity Study, TWI and A3. In this ods – these tools, just like properly chosen cy KPIs. included in their regular job descrip- presented by LEI Polska and Nidec Mo- tions. On top of running their machines, tors & Actuators. We will show the issue assembling or grinding, they will have from two perspectives – in a traditional to accept that reporting safety near company transforming into Lean Man- How to win operators’ engagement in doing more for the effective implementation of the Lean Management Principles misses or problems with their equip- agement and a greenfield plant build- ment, or recording hourly results will ing its organizational culture on Lean now be a part of their daily routine. And Management principles from the start. Maintenance Manager 14 all that without an obvious, direct, positive influence on their pay check! In our session we will discuss how to effectively motivate operators to engage in task the production 17th June 2 day lean practice in bitesizes [13:00–16:00] 12 Chris Vogel Transforming Lean for Service Business – Wells Fargo Bank years, fragmented departments were spective (the role of management, con- forged into an enterprise utility using the necting strategic objectives to front line Lean principles, processes and tools. The team members). presentation will address the following – The transformation from team member topics: perspective (involving of all team mem- – The changes implemented on the level of bers at every level, communicating the Chris Vogel will share his journey of Lean processes and the results achieved. purpose of the Lean Approach, employee transformation at Wells Fargo. Over seven – The transformation from leadership per- idea generation) 15 15th Lean Management Conference Lean Management www.leankonf.pl THEmATiC TRACk FOR sERViCE iNDusTRiEs Managing in a Lean culture 16th June 1 day – Alignment between the organizational to present principles of managers’ daily silos and value stream thinking (Leading work based on Gemba Walk rules. Eve- across value streams – why?, Who?, rything will be set in modern service When?, Engaging leaders in support processes reality. We will present the functions technologies, following elements of Gemba Walk and HR systems, audit practices, and their leader standard work in a very practical This presentation will cover the topics of leadership) way: evolving roles of leadership and manag- – Walk through process combined with – Understanding the traditional behav- REMiGiUSZ hORBAL kRZySZTOF DROZD LeI polska Managing by gemba walks iors of leaders vs. Lean principles and val- This presentation should give “an after- – Standardized work audit and its con- ues. (from dictating solutions to under- taste” of practical aspect of manager’s clusions for manager. standing problems on gemba, reinforc- work based on Lean Management ap- Manager’s work based on Gemba Walk ing behaviors, creating the problem proach in which managers are involved is the key driver of successful Lean solving culture) in improvement on daily basis. Such im- transformation. Organizations can ad- – Recognizing the maturity levels of Lean provement becomes a part of their rou- mittedly realize numerous good im- across the organization and developing tine work. A Mock-Up (1:1 model) of se- provement initiatives (Lean projects steady growth toward the evolving cul- lected elements of Visual Management and ture (Leader standard work, organiza- will be built in the seminar room. These practice but they will never become tional development, developing people) elements will be used during role-play “Lean Enterprise”. ing Lean (knowing when and how to start taking action and what needs to be communicated) 17th June 2 to evolve [9:00–12:00] process condition assessment including problem-solving and daily improvement. – Monitoring of problem-solving. implementations) without this What are the most common barriers to successfully introducing coaching by ing on making the numbers? Why is Managers and what can be done to over- coaching so important in a Lean transfor- come them? This presentation will at- For years, the Lean books have said, mation? What does a Manager need to tempt to address these issues and an- “Managers need to become coaches sup- know to become a successful coach? Do swer questions you may have! porting the Lean journey.” But what does all Managers need to become coaches? lean practice in bitesizes Where many organizations are caught in an what it takes to drive Enterprise Excel- endless cycle of developing new tools and lence.What is the Shingo Prize and how can systems to achieve their ideal results, oth- it help accelerate cultural change towards ers are experiencing sustained improve- a Lean workplace? Learn how your compa- ment and are consistently delivering new ny can benefit from the teachings of the levels of success to all their stakeholders. Shingo Model zation providing training and assessment services to those companies interested in challenging for the Shingo Prize (called the Noble Prize of Lean). The Shingo Model 20 14 busy fi re fi ghting all day long and focus- The Shingo Insitute is a non-profit organi- The tour will cover: Toyota Motor Manufacturing plant in Wałbrzych, producing manual transmissions and 1.0 liter engines and Electrolux plant in Świdnica, manufacturing kitchen ovens. and this really mean to Managers who are MIKe OrzeN principle-based Leadership and the Shingo prize Lean plant Trip 1 – Meeting at Visual Management Board seminar [13:00–16:00] pLANT TOuRs problem analysis. MIKe OrzeN Developing Managers as Lean Coaches 17th June day 13 CHrIS VOGeL Changing role of leadership and management in Lean culture – The fundamental approach to introduc- 2 lean practice in bitesizes [11:30–15:00] ers within Lean Transformation: day LEAN pRACTiCE iN BiTEsiZEs sEssiONs AND sEmiNARs 15 Lean plant Trip 2 The tour will cover: Toyota Motor industries poland in jelcz-Laskowice, producing diesel engines and Faurecia plant in jelcz-Laskowice, manufacturing automotive seating. WinnER OF ThE cOMpETiTiOn Winner of case study competition and pronciples provide key insights on 21 16 17 15th Lean Management Conference Lean Management www.leankonf.pl DEsCRpTiON OF wORksHOps understanding Lean Transformation wORksHOps 16 18 Lean coaching in a Service environment Successful transformation calls for a situational approach that is based on innovating key dimensions of any organization through addressing a series of questions. These questions are fractal— meaning that the same questions apply whether working at the macro enterprise level or the level of individual responsibility as you dive progressively deeper into each dimension. But, while the transformation model that has emerged through years of experience is situational, the nature of the questions represent a clear point of view: If an organization fails to address each question, and with a sense of how each relates to the others, the transformation is headed for trouble. In order to effectively introduce and sustain new thinking and behaviors that support Lean, effective coaching is essential. In a Service setting, coaching becomes even more of a challenge due to the reactive nature of the job, the complexity of the work, and uniqueness of skills sets. If you are wondering how to develop yourself and others to be an effective coach – this workshop is for you! Understand and apply the core skills of effective coaching with Service professionals. Practice developing your people in Lean behaviors and practices. The hands-on workshop will leave you with a great experience to know what Lean coaching is like and the skills you need to become a great coach! Speaker John Shook Lean problem Solving 17 We will practice the PDCA problem-solving method as it was created by Toyota. Through a hands on exercise you will solve the issues happening in a simulated popular service company. You will learn several techniques that are crucial to understand prior to starting a problem solving effort. You will see inside examples from Toyota and how they use this effective methodology to solve problems ranging from mosquitoes in the factory to team member satisfaction. We will also briefly discuss the infrastructure required to develop and sustain problem solvers and the common mistakes and pitfalls to avoid when bringing this methodology to full deployment. Engaging managers in a daily improvement process through Leader Standard Work and Visual Management 19 Please join us, as we take a gemba walk at KRUK S.A. and explore the use of leader standard work in a service environment. We dive deep into a live service process to understand the daily operations management needs, we will build and implement a daily Huddle/Performance board, then perform the daily huddle. In this hands on experience you will also learn the purpose, value, and execution of performing daily huddles and their role in the leader standard work system. After this workshop you will know how to use all the mentioned tools and methods to engage managers in a daily improvement process to achieve sustainable growth of operational performance of your company. Speaker Samuel Obara 18 Speaker Mike Orzen Speaker Chris Vogel 19 15th Lean Management Conference Lean Management www.leankonf.pl CONfERENCE Fee 16th, 17th JUNE 2015 selected day* REGISTRATION Early registration fee Upon registration until 16.04.2015 Regular Conference fee upon registration after 16.04.2015 3200 PLN 3600 PLN + 23% VAT + 23% VAT 2000 PLN 2600 PLN + 23% VAT + 23% VAT Registration Process in 2 steps: STEP 1 Initial registration Registration of the company and participants on www.leankonf.pl Confirmation of initial registration will be e-mailed immediately after registration. STEP 2 Guaranteed registration Fee for participants of the entire Conference Persons not taking part in the first two Conference days Workshop John Shook 1800 PLN 2800 PLN + 23% VAT + 23% VAT Workshop Samuel Obara 1800 PLN 2800 PLN + 23% VAT + 23% VAT Workshop Mike Orzen 1800 PLN 2800 PLN + 23% VAT + 23% VAT Workshop Chris Vogel 1800 PLN 2800 PLN + 23% VAT + 23% VAT WORKSHOPS 18th JUNE 2015 lean plant trips 18 th JUNE 2015 Toyota Motor Manufacturing Poland, Wałbrzych i Electrolux Poland, Świdnica Toyota Motor Industries Poland – Jelcz-Laskowice & Faurecia Jelcz-Laskowice Fee for participants the entire Conference Notes 700 PLN + 23% VAT Transport and lunch included Confirmation of initial registration through payment of the Conference fee. Only payment of the Conference fee guarantees availability of chosen seminars, workshops and factory visits and it is a condition for participation in the Conference. After the payment is made you will receive an advance invoice. The payment should be transferred to the following bank account: Lean Enterprise Institute Polska Sp. z o.o., Raiffeisen Bank 16 O. Wrocław PL94 1750 1064 0000 0000 2011 7238, SWIFT: RCBWPLPW Reference: 15th Conference Additional information Conference languages are Polish and English. Cancellation of participation needs to be submitted to organizers until 31st May 2015 in writing ([email protected]). If the registration is cancelled, handling fee of 250 PLN net will be charged. There will be no refunds if a cancellations is made after 31st May 2015. However, in justified cases you can offer another person in your place. Conference Place HASTON CONGRESS CENTER at Haston City Hotel Irysowa Street 1-3, 51-117 Wrocław Phone: +48 (71) 322 55 00 Room reservation: [email protected] www.haston.pl 700 PLN + 23% VAT • Factory visits are only available for participants of the first two days of the Conference. • The fee for the factory visits organized during the Conference covers only and exclusively the costs incurred Accommodations on organization of these visits (transport, meals). The conference fee for consultants is 25% higher than the listed prices. Haston City Hotel **** +48 71 322 55 00 +48 71 735 03 50 Diament **** +48 71 797 98 00 Qubus Hotel Wrocław **** +48 71 787 00 00 Scandic Wrocław **** Wrocław Hotel Park Plaza ****+48 71 320 84 00 • In exceptional cases organizers reserve the right to refuse registration without giving any reason. * Participation in the one day of the conference (16 or 17 June) 20 A list of additional hotels in Wroclaw available on: www.booking.com LEI Polska does not guarantee room availability in above listed hotels. 21 OrGANIzer LEAn EnTERpRiSE inSTiTUTE pOLSkA LEAN.ORg.pL ul. Muchoborska 18, 54-424 Wrocław tel. +48 71 798 57 33, fax +48 71 798 57 34 [email protected] Business Improvement Leaders
© Copyright 2024