The Lean Management System
The Lean Management System
A fundamental attribute of a lean management system is an environment of continuous improvement. Most organizations attempting a lean transformation have struggled with creating such an environment. Too often we find that the gains of process improvement are not sustained and even if they are sustained, it is difficult to drive continuous improvement above and beyond what has already been put into place. In many cases, the inability to move beyond spot improvement is a result of the management system elements not being focused on the behaviors we seek in the organization. Only when all six of the elements are used together do we set a foundation for a sustainable, self-correcting, continuous-improvement environment that is the distinguishing characteristic of lean.
This session is a companion to the text “The Lean Management System” and deals with designing a management system that is unique to your situation while adhering to the principles of a Lean Management System. It also deals with creating and executing an implementation plan to migrate your company from one of a few experts identifying opportunities and making improvements to one of comprehensive collaborative problem solving. Everyone every day coming together in small teams asking how did we do yesterday? Where was the waste? How can we do it better today?
Capturing the minds of the many in continually improving the business. .
“In this session you will learn…”
- In this session you will learn the elements that characterize various management systems used throughout history
- In this session you will learn the six elements of a Lean Management System and how they work in concert with one another to create a learning organization
- In this session you will learn the fundamentals of how to develop a Lean transformation plan and manage its implementation
About the Facilitator:
Author of “The Lean Management System”, Lean Enterprise Institute faculty member, and founder of The Murli Group-People Centered Lean.
Joe’s started his Lean journey 1989 in what Jim Womack called “the acid case” of the Lean transformations he described in his book “Lean Thinking”. Ever since that time he has been dedicated to understanding the people side of Lean. Initially, in the onslaught of rapid fire improvement events there was excitement over how much could be improved in five day increments. Then as time went on and the lack of sustainability was obvious he searched for deeper understanding of how to capture the hearts and minds of people in pursuing the three simple questions of Lean.
Everybody, every day, everywhere asking:
How did we do yesterday?
Where was the waste?
How can we do it better today?
He studied organizations that had highly engaged teams doing exactly this and distilled the basic elements that separated truly Lean thinking organizations from the rest. He was able to put these systems into play in the businesses he led at Pratt & Whitney, Kaman Aerospace, and Sterling Autobody.
As founder of The Murli Group he is dedicated in helping organizations of all kinds through every phase of the Lean transformation process especially as it deals with integrating technical and people systems into sustainable learning organizations.
“People Centered Lean is at the heart of everything we do”