The Lean Management System
Date: Wednesday, September 13, 2017
Location: Savannah, Georgia
Often in a Lean transformation there is a focus on the processes and artifacts that we have come to associate with Lean. Strategy Deployment, Value Stream Mapping, Standardized Work, TWI, Visual Management, Flow, Waste Identification, etc. are all critical. However, on their own we have observed that they do not constitute a sustainable continuously improving environment. More recently there has been increasing awareness and an influx of information on the coaching methodologies of Lean thinking leaders. While this represents a core element of a Lean thinking culture, the coaching and problem solving methods that Lean leaders utilize are difficult to sustain and propagate in an environment where the management system encourages a different behavior. There may be dedicated leaders coaching continual improvement in an exceptional manner through hard work, passion, and skill. However traditional organizations are structurally designed in a manner that imposes a head wind that will ultimately erode sustainability and continual improvement. Utilizing the elements of the Lean Management System to identify and close gaps will remove those opposing forces and encourage the adoption and growth of a broad based collaborative problem solving culture. This is the precursor to transforming an organization where individual learning exists into one where organizational learning capturing the minds of the many is predominant mode.
There are six elements to the Lean Management System that interact with one another to create the context within which everyone every day can come together to identify and solve problems. This all-inclusive collaborative problem solving model is the key characteristic that separates Lean from all other process improvement methodologies. It simply can’t exist for long in the wrong management environment for very long.
We have learned since the early days of Lean adoption in the United States the simple model of repetitive Kaizen does not work to transform a culture. We have surveyed thousands of people who have actively tried this approach and almost universally found it to be costly and ineffective. Through those years we have learned the steps to transformation that provides the framework for understanding what has to be considered in developing an effective transformation plan that is specifically targeted to the unique attributes of your organization. While no two transformations are alike they all have to consider the same components in their planning or risk backsliding along the way.
“In this session you will learn…”
- What is the construct for characterizing and contrasting various management systems?
- What are the elements of a Lean Management System?
- How do the elements build upon one another and ultimately create a synergy that encourages sustainability and continual improvement?
- What are the key elements to consider in designing a transformation plan?
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.
*NOTE: This workshop is run in affiliation with the Lean Leadership Week, which includes the Lean People Development Summit and Lean Accounting/Management Summit. You are not required to attend the Summit to participate in this workshop. Simply select only the workshop, and not the Summit, when registering.