Providing Governance Throughout a Lean Transformation
Does your Lean transformation sometimes feel like this?
Large scale Lean transformations require active governance carried out by senior leadership in order to assure that the overall direction of the transformation is consistent with the business goals set out for it. Without this it is quite common to see pervasive kaizen activity and at the end of the day the business impact hoped for proves elusive. Throughout the transformation process there are several processes working in parallel with one another that will drive the overall direction of Lean in the organization. Understanding the role of each of these and the responsibilities of those executing these processes will lead to transformations that meet the overall business goals of the organization.
In a mid to large sized organization and even in smaller ones as well that are moving fast there are many activities being carried out in parallel to one another. If governance is not carefully thought through and managed throughout, you risk being among the majority of organizations that attempt Lean transformations and repeatedly fail.
“In this session you will learn…”
- The elements to consider in planning for a Lean transformation
- What roles and responsibilities have to be considered in managing the transformation
- What are the signs of success and early warning of impending failure
- What are the processes of governance at each level that will keep things in check throughout the transformation and into maturity
About the Facilitator:
Joe Murli has developed the knowledge of lean concepts and principles over the past 18 years while he held senior leadership positions in domestic and international settings. Through extensive coaching by retired executives from Toyota Motor Company in the early 90’s, Joe developed an aptitude for maximizing product velocity and managing operations through simple visual means. This knowledge was further applied as Joe became General Manager of Chengdu Aerotech, China’s first aviation industry joint venture, and was able to integrate the elements of strategy deployment, organizational development, facility design and Lean into one cohesive business management approach. As Director of North American Operations for Ensign Bickford, he led the Company to win the Shingo Prize for operational excellence. He effectively utilized his knowledge of lean manufacturing to help Sterling Collision Centers grow from a startup to a company with 50 locations nationally (now part of Allstate Insurance Company). As Vice President of Manufacturing for the Kamatics division of Kaman Corporation, he restructured operations to double on-time delivery performance while reducing lead times by 88% for 2/3 of products. Since 2003 The Murli Group LLC has been helping clients achieve superior operating gains through the transformation process of Lean Management Systems. Joe has undergraduate degrees in Manufacturing Engineering and Accounting from the State University of New York, and Post University respectively. Additionally, he holds a Master’s degree in Business Administration from the University of Connecticut.