Lean Leadership Skills, Lean Culture & Lean Management

Leading Change: Lean Culture, Lean Manufacturing, Continuous Improvement & Toyota Production System

What you'll learn

It is about leadership - you will know how to lead a change process in your organization.

How to implement continuous improvement and lean culture (Toyota Production System) in your organization.

You will design a system of natural work and management teams who engage in continuous improvement.

The student completing this course will know the essential problem solving methods employed in continuous improvement and will be able to lead his or her team in continuous improvement.

You will be able to eliminate waste and engage your team members in an on-going process of continuous improvement (kaizen).

Requirements

There is no knowledge required to take this course other than a very fundamental understanding of the manager's job.

Description

This course now includes two complete ebooks, Getting to Lean and Team Kata, more than 670 pages of case studies, exercises, and illustrations. Mastering lean leadership and lean culture is essential to your success as a manager and your company's success. There are two major principles of lean: Respect for People and Continuous Improvement. This course, based on years of field experience, shows you how to implement both principles in your organization. Lean is eliminating waste and the disciplined method of optimizing value to customers. It is creating a culture that brings out the best in all employees. If you do this… you will succeed as a leader in your organization!The instructor has been engaged in implementing lean culture and leadership for more than forty years, working with companies like Honda, Toyota, Shell Oil Company, Corning, Merck and dozens of others. This course is based on his practical field tested knowledge of lean culture and leadership. The course introduces the history of lean, the essential principles and practices, and the important functions of the lean leader. It also presents the two critical paths to lean implementation: first, the redesign of processes, systems and structure to create the foundation that enables teams to engage in continuous improvement; second, it presents the essential habits of teams and team leaders engaged in problem-solving and continuous improvement. Some comments from previous students:"Amazing everything makes so much sense… I loved it, wasn't expecting it to be that powerful … Thank-you for spreading your knowledge :)" Waleed Mousa  "Love how this guy communicates. Love the course so far!" Ren Cooper"Excellent! Larry Miller is the teacher everyone would love to have. Knowledgeable, laid back, funny. Real anecdotes and experiences from Toyota and the companies that later embraced the Lean philosophy. If you wanna understand the right attitude of a leader this course is the right stop. If you wanna know the House of Lean and how to live it properly look no further. Plenty of additional material available, including two of his books I would buy again with NO hesitation. I will check asap also the other courses and resources from the same author because this was high quality content Well done Larry! greetings from Melbourne!" Antonino"Great Professor, Great Course!" Fabiano Bonomini"Very good course for any manager. This was my first course and I didn't know what to expect but I was pleasantly surprised but how much knowledge I did gain. I am a first time manager at my company. We had a zoo in here. People coming in late all the time, music blasting, very disorganized. By implementing items slowly it did turn things around and I know I have the respect of all the employees here. Larry is fun and has a lot of experience." Kevin Mohammed"I really like the short and to the point lectures; the diagrams are great for the visual learners (me!) as well the sheet for identifying your clients, goals will be useful. This was round one as I find reviewing these programs more then once helps in establishing a game plan for my work place." Sherry Jackson"I have had the pleasure of working with and learning from Larry Miller. This course was very informative and has given me some great ideas and tools to strengthen my coaching abilities." Jane McDonald

Overview

Lecture 1 How to Get the Most from This Course

Section 1: Introduction to Lean Leadership and Culture

Lecture 2 Why Lean Culture and Leadership

Lecture 3 What is Lean?

Lecture 4 The Lean Leadership Curriculum

Lecture 5 What is Culture and Why Does it Matter?

Lecture 6 The Drivers of Culture and Change

Lecture 7 Recommended Reading and Books to Download

Lecture 8 Activity 1: Lean Self-Assessment

Section 2: The House of Lean

Lecture 9 The House of Lean

Lecture 10 Evolution and Integration

Lecture 11 Lessons from Shigeo Shingo

Lecture 12 Lessons from a Trip to Honda

Lecture 13 Activity 2: My House of Lean

Section 3: Lean Culture Principles & Practices

Lecture 14 Just-in-Time and Respect

Lecture 15 Kanbans and the Pull vs Push System

Lecture 16 Continuous Improvement & Leadership

Lecture 17 Eliminate Waste

Lecture 18 The Seven forms of Waste

Lecture 19 The Six forms of Management Waste

Lecture 20 Activity 3: Eliminate Waste

Lecture 21 The Scientific Method

Lecture 22 Go-And-See (Genchi Genbutsu)

Lecture 23 Level Production Flow (Heijunka)

Lecture 24 Visual Display

Lecture 25 Activity 4: Assess Your Visual Workplace

Lecture 26 Kaizen Problem-Solving

Section 4: The Job of the Lean Leader - To Challenge and To Serve

Lecture 27 Lean Leadership: To Challenge and Serve

Lecture 28 The Mind of the Lean Leader - Perspective

Lecture 29 The Mind of the Lean Leader - Transitions

Lecture 30 1. Develop External/Business Strategy

Lecture 31 2. Develop Internal/Culture Strategy

Lecture 32 Activity 5: The Challenge

Lecture 33 3. Lead Whole-System Architecture

Lecture 34 4. Be the Model

Lecture 35 5. Coach and Develop Others

Lecture 36 6. Motivation & Accountability

Lecture 37 Reinforce Your Strategy & 4 to 1

Lecture 38 Activity 6: Making Strategy Real - the Line of Sight

Lecture 39 The Intrinsic Reinforcement of Lean Culture

Section 5: Getting to Lean - Designing the System for a New Culture

Lecture 40 The Two Paths to Lean

Lecture 41 The Habitat for Humanity Principle

Lecture 42 Lean Design Thinking

Lecture 43 The Process of Whole-System Architecture

Lecture 44 Capability Analysis

Lecture 45 The Work of the Leadership Team - The Charter

Lecture 46 Activity 7: Design Thinking and the Design Charter

Lecture 47 The Work of the Design Team

Lecture 48 Discover the Current Reality

Lecture 49 Discover the Work Process

Lecture 50 Dream the Ideal Future State

Lecture 51 Design the Future Technical System

Lecture 52 Design the Future Structure

Lecture 53 Design the Social Systems

Lecture 54 Activity 8: Redesign the Structure

Lecture 55 Developing and Deploying the Design for Continuous Improvement

Lecture 56 Case Study - VON Canada

Lecture 57 Summary of Whole System Design

Lecture 58 Activity 9: Write Your Design Charter

Section 6: The Habits of Continuous Improvement - The Team Kata

Lecture 59 Why Teams?

Lecture 60 Different Types of Teams for Different Tasks

Lecture 61 Your Team's Charter

Lecture 62 Build Team Maturity

Lecture 63 Team Roles & Responsibilities

Lecture 64 The Team Agenda

Lecture 65 Activity 10: Develop Your Team's Agenda

Lecture 66 Team Facilitation

Lecture 67 Team Facilitation 2

Lecture 68 The Team Scoreboard and Visual Display

Lecture 69 Activity 11: Your Team's Scoreboard and Visual Display

Lecture 70 Map Your Team's Process

Lecture 71 Attitudes of Problem-Solving

Lecture 72 Root Cause Analysis - The Five Why's

Lecture 73 PDSA - Problem Solving

Lecture 74 PDSA Problem Solving continued

Lecture 75 PDCA Example

Lecture 76 Activity 12: Complete a PDSA

Lecture 77 A3 Problem Solving - Tell the Story

Lecture 78 Define Standard Work

Lecture 79 Leader Standard Work

Lecture 80 Activity13: Institute Leader Standard Work

Lecture 81 Summary - And Additional Resources

Any manager, team leader, or anyone aspiring to improve the performance of his or her organization.