The document discusses action learning and lean manufacturing. It defines action learning as working on real business problems in cross-functional teams to both solve issues and develop participants. The document outlines the benefits of action learning and a typical project structure. It then discusses how action learning was applied in a case study to help a company implement lean manufacturing principles to eliminate 30% waste through a plan-do-check-act approach and aligning training with critical business needs.

1. Action Learning Case Studies of Implementing Lean Manufacturing

2. Action Learning Definition WORKING ON BUSINESS PROBLEMS IN TEAMS FOR DEVELOPMENT PURPOSES Centerpiece: A real business problem or opportunity

3. Expanded Action Learning Definition WORKING ON (REAL, IMPORTANT) BUSINESS PROBLEMS (OR OPPORTUNITIES) IN (DIVERSE, CROSS-ORGANIZATION) TEAMS FOR DEVELOPMENT PURPOSES (TO IMPROVE THE BUSINESS & DEVELOP PARTICIPANTS)

5. Action Learning Address significant business challenges Develop leadership, teaming & business tools, techniques & skills

6. Action Learning Framework Evaluation Implementation Sponsors Participants Teams Projects Roles Program Education

9. Team Structure Example Team 1 8 Participants Action Learning Program – 24-32 Participants Team 2 8 Participants Team 3 8 Participants Team 4 8 Participants Sponsor Sponsor Sponsor Sponsor

13. PLAN Address Organization Concerns Lean Manufacturing to eliminate 30% waste

15. Lean Tools

17. Books by James Womack and Daniel Jones

18. Books by Jeffrey Liker

19. about LEAN 3 Things Elimination of waste Improve in productivity Create values for customer

20. Leaning to Compete

21. Leaning to Compete

22. Elimination of waste A Member of the Hong Leong Group

27. „ The most dangerous kind of waste is the waste we do not recognize. .“ ~ Shigeo Shingo 新郷 重夫 Toyota Production System (1909-1990) Shingo is the author of numerous books including: A Study of the Toyota Production System ; Revolution in Manufacturing: The SMED System ; Zero Quality Control: Source Inspection and the Poka-yoke System ; The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement ; Non-Stock Production: The Shingo System for Continuous Improvement ; and The Shingo Production Management System: Improving Process Functions.