What learn by doing does not mean – Slides from the keynote delivered minutes ago by LEI CEO John Shook at the GBMP annual conference, Oct. 5, Worcester, MA.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
LEI CEO John Shook, who helped Toyota transfer its lean business system to the US, gave the audience some background on lean’s development and its key concepts. He also noted that whether it is established or startup, lean organizations share 2 traits.
Coaching: A Core Skill for Lean Transformational LeadershipChet Marchwinski
LEI CEO John Shook, author and lean practitioner since working at Toyota, describes the skills needed to be a master lean coach in this presentation from the 2015 Lean Coaching Summit.
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org)
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0)
Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
State of Lean Management, AME Conference keynote by LEI CEO John ShookChet Marchwinski
Shook offered whats he has learned about cultural change, the rise and fall and resurrection of various production facilities – and about what’s working soundly at GE’s appliance manufacturing facility in Kentucky.
LEI CEO John Shook, who helped Toyota transfer its lean business system to the US, gave the audience some background on lean’s development and its key concepts. He also noted that whether it is established or startup, lean organizations share 2 traits.
Coaching: A Core Skill for Lean Transformational LeadershipChet Marchwinski
LEI CEO John Shook, author and lean practitioner since working at Toyota, describes the skills needed to be a master lean coach in this presentation from the 2015 Lean Coaching Summit.
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org)
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0)
Lean is about learning, John Shook told a crowd of 200 managers from manufacturing, healthcare, government, and service organizations who had gathered for a learning session sponsored by the Iowa Lean Collaborative on Oct 2, 2012.
To be successful, he said lean learning needs these characteristics:
• All learner partners actively participate
• Mutual Respect: Openness in sharing experience, knowledge, challenges, struggles;
• Teachers are learners; learners are teachers
• Problems to be addressed are important and challenging to all partners
In a keynote session at the 2011 IndustryWeek Best Plants Conference, LEI Founder James Womack explains the purpose and practical details for taking a “gemba walk,” a walk across a value stream to grasp the current state. Watch a video of the presentation at: http://www.industryweek.com/videos/Womack-Best-Plants-2011.aspx
Read excerpts from Gemba Walks, a collection of Jim’s essays on visiting companies implementing lean management, or post a question to learn more.
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Lean's First 25 Years -- and the Next 25 by Jim WomackChet Marchwinski
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org).
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0 ).
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
During a keynote at the Northeast Shingo Prize Conference, Jim Womack, LEI founder, explains why businesses with shared processes face a “prisoner’s dilemma.”
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
How to Improve Your Business Agility with Flawless ExecutionAfterburner
To be successful and profitable in a turbulent business environment, it’s critical for you to effectively create and respond to change. However, many individuals and organizations struggle with Agility - but you don’t have to be one of them! In this webinar, Tom Friend provides the tools to balance flexibility and stability while remaining Agile.
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Lean IT is defined by Mike Orzen, a Lean Enterprise Institute faculty member.
Orzen will teach the Lean IT full-day workshop, May 17, in Chicago: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
This excerpt from the workshop slide deck also has questions for you to answer in order to have an information technology operation based on lean management principles.
Among other topics, the workshop will address how to apply lean startup thinking and behavior to every activity in every business function in any industry. The session also includes case studies and exercises.
Learn more about Mike, the workshop's benefits, and what past attendees have said about it here: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
Business Agility: Leadership, Teams & the Work - Jude Horrill - AgileNZ 2017AgileNZ Conference
This session covers the ‘why’ of the changing business landscape and how to make sense of it, the 'what' of the new leadership skills required and the 'how' of whole of business agility centred around fundamental shifts across three domains – Organisational Thinking, Design and Engagement.
About Jude Horrill:
Jude is a speaker, consultant, coach, translator and trainer on how we approach engagement in an era of disruption, complex social networks and increasingly uncertain and chaotic environments.
Passionate about better ways of working, she works with clients to adapt their approach to leadership, collaboration, change and communication so they can deliver change in a more responsive and collaborative way.
As Founder and Director of The Change Agency, Jude is the Principle Engagement Design Consultant, Business Agility Coach and Lean Change Facilitator and partners with others to build and deliver thought-provoking events and learning programmes.
In July 2017, she co-founded The Agility Collective in Australia and New Zealand, a boutique agency helping organisations build adaptive business. Her career has included senior executive roles working across Australia/NZ/Asia and the Pacific in financial services, technology, education, consumer services, community services, environmental services, tourism and broadcast media.
Jude is also a Founder of the Change Disruptors & Business Agility Forums in Melbourne, Sydney and Wellington.
Lean's First 25 Years -- and the Next 25 by Jim WomackChet Marchwinski
Lean management has crossed many frontiers, including business sectors, functions, countries, and a region, since Machine That Changed the World was published 25 years ago, kicking off the effort to move lean thinking out of the auto industry, out of Japan, and across the world.
But besides a few “poster children” like Toyota and Lantech, sustaining and spreading lean thinking and practice has been very difficult, according to co-author Jim Womack, founding CEO of the nonprofit Lean Enterprise Institute (www.lean.org).
In this presentation from the March 2016 Lean Transformation Summit, Womack reflects on what worked and what didn’t in spreading lean management. And he explores what needs to be done in the next 25 years to sustain and spread lean management. (Lean more and follow Jim’s thinking by subscribing to his free monthly e-letter, Yokoten: http://planet-lean.com/womack-s-yokoten/#start-0 ).
Becoming Agile: Agile Transitions in Practice - Rashina Hoda - AgileNZ 2017AgileNZ Conference
Agile adoption has been typically understood as a one-off organisational process involving a staged selection of Agile development practices. This does not account for the differences in the pace and effectiveness of individual teams transitioning to Agile development.
About Rashina Hoda:
Dr Rashina Hoda is an internationally renowned researcher and senior lecturer at the University of Auckland. She has 10+ years' experience studying Agile teams and is the author of 60+ publications on Agile self-organisation, project management, knowledge management, reflective practice, task allocation and more.
Rashina served as the Research Chair of the Agile India 2012 conference and recently received a Distinguished Paper Award at the flagship international conference on software engineering (ICSE2017) for her ‘grounded theory of becoming Agile’ that explains the multiple dimensions of Agile transitions in practice.
She created and teaches the Agile course at UoA in close collaboration with industry and loves to present the 'voice of Agile research' to industry and academia alike.
During a keynote at the Northeast Shingo Prize Conference, Jim Womack, LEI founder, explains why businesses with shared processes face a “prisoner’s dilemma.”
INNOVATION ROOTS | Webinar | Three Secrets of Agile Leaders | Peter StevensInnovation Roots
Overview:
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets, and three tips to apply agility to your life and work and unlock your potential as an executive or a manager.
Learning Objectives:
1. Connect agility at the personal, the team and the organizational level
2. Experience how the same challenges that led to poor performance in software development 30 years ago still plague the management of most organizations today.
3. Learn 3 simple techniques to unlock the potential of management.
4. Learn the key concepts and principles of Personal Agility
Being Agile vs Agile Doing - Luke Hohmann - AgileNZ 2017AgileNZ Conference
The Agile Community loves to talk about 'leadership' and how better 'leaders' can bring project success. And most of the popular Agile methods love to frame 'leadership' as the essential ingredient of success. Unfortunately, too many teams spend too much time discussing these topics without fully appreciating their deeper meanings.
About Luke Hohmann:
Luke Hohmann is the Founder and CEO of Conteneo, Inc. Known globally as The Prioritization Company, Conteneo's platforms help identify, shape and align on priorities and customers' priorities, increasing engagement and improving effectiveness. Luke is also co-founder of Every Voice Engaged Foundation, a 501(c)(3) non-profit that helps citizens and governments tackle technical and wicked social problems.
How to Improve Your Business Agility with Flawless ExecutionAfterburner
To be successful and profitable in a turbulent business environment, it’s critical for you to effectively create and respond to change. However, many individuals and organizations struggle with Agility - but you don’t have to be one of them! In this webinar, Tom Friend provides the tools to balance flexibility and stability while remaining Agile.
7 steps to coaching agile non software development teamsEduardo Nofuentes
This is the pack we used during our session at LAST Conference in Melbourne, Sydney, Canberra and Brisbane in 2017. We outlined the 7 steps approach we use at The Agile Eleven to coach agile non-software development teams.
Lean IT is defined by Mike Orzen, a Lean Enterprise Institute faculty member.
Orzen will teach the Lean IT full-day workshop, May 17, in Chicago: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
This excerpt from the workshop slide deck also has questions for you to answer in order to have an information technology operation based on lean management principles.
Among other topics, the workshop will address how to apply lean startup thinking and behavior to every activity in every business function in any industry. The session also includes case studies and exercises.
Learn more about Mike, the workshop's benefits, and what past attendees have said about it here: http://www.lean.org/Workshops/WorkshopDescription.cfm?WorkshopId=52
The four pillars of Lean Enterprise ExecutionMarco Tedone
In this presentation, Marco Tedone and John Ferguson Smart present the four pillars of Lean Enterprise Execution. This deck was presented at our first London Lean Enterprise Meetup event.
LEAN AND SUSTAINABILITY: How Can They Reinforce Each Other?Rudy Gort
Abstract
The purpose of this dissertation is to find out whether sustainability can introduce lean to companies in situations other than a crisis. The project also looks at how lean, as a proven management system, can support sustainability in becoming economically more attractive.
This dissertation starts with an extensive literature review, first about lean, followed by sustainability. It looks at: definitions, reasons why, how to, and barriers. Then a combined literature review focuses on: the communalities, potential conflicts, and how lean and sustainability can support one another. Each chapter concludes with a conceptual framework where findings are summed.
The research approach is both deductive (literature review to develop a theoretical position) and inductive (data collection and analysis). The main research design is an exploratory study based on comparative case studies. For this both a Lean Change Agent and an Environment, Health & Safety Manager were interviewed at three multinationals.
The findings show that lean is mainly used for its practical guidance, by using its tools and techniques, while also helping to make the broad concept of sustainability more tangible. However, without adopting lean’s long-term philosophic base, its utilisation remains superficial and is less likely to have a long lasting impact.
Sustainability hardly provides any other incentives for lean than financial ones. Although an extra constancy of purpose is not offered by sustainability, the emerging economic urgency may create a useful tide for lean.
As such this dissertation still provides enough arguments for both lean and sustainability implementers to stand stronger together facing mutual issues.
The problem of Change has every company's full attention. This study translates the 2016 content agenda for the annual Pink Elephant conference on ITSM into a reference knowledge catalog of key ideas about IT-enablement of adaptability.
The Vertically Integrated Apple Pie: How vertical integration drives the need...jmarkwort
How vertical integration drives the need for Standard Work and enables improvement. Using vertical integration to reduce costs, increase efficiency and develop staff.
Continuous is the word you must define to get the perfect blend of Agile, Lean & ITSM culture for business technology creation, delivery, management & improvement
Leading IT Service Management from Scrum to KanbanIan Jones
Case study presentation of an IT Service Management team who used Agile Scrum and then switched to Lean Kanban as their way of working.
Discover more at http://www.ianjones.co
Lean IT katsaus. Lean teollisuustuotannossa, palveluisssa, IT palveluissa, tuotekehityksessä ja ohjelmistotuotannossa. Lean IT käytännössä, Kanban, Scrum, Scrumban.
Scrum Deutschland 2018 - Wolfgang Hilpert - Are you agile enough to succeed w...Wolfgang Hilpert
How do digital innovation and the adoption of Agile methods within the enterprise fit together?
What prerequisites are needed to achieve Business Agility?
What influence does the leadership culture have on the success of the Agile transformation?
What features of a modern leadership role are needed to win in the age of digitization and agility? What does „Leadership Agility“ mean and why is this a critical success factor for the transformation?
What do typical hurdles of an Agile transformation look like?
How can we measure the success of the transformation?
Three Secrets of Agile Leadership: From Working Hard to Working SmartPeter Stevens
Updated Version. Keynote Talk at Agile Business Day 2020. Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
Agile practices have proven to help software teams develop better software products while shortening delivery cycles to weeks and even days. To respond to the new challenges of cloud computing, mobility, big data, social media, and more, organizations need to extend these agile practices and principles beyond software engineering departments and into the broader organization. Adaptive leadership principles offer managers and development professionals the tools they need to accelerate the move toward agility throughout IT and the enterprise. Jim Highsmith presents the three dimensions of adaptive leadership and offers an integrated approach for helping you spread agile practices across your wider organization. Jim introduces the “riding paradox” and explores the elements of an exploring, engaging, and adaptive leadership style. Learn about the good things that can happen when you coherently articulate why agility is so critical today and then follow up with a plan of action. Find out how to build a continuous delivery capability within your company-at the team, department, and organization levels.
200229 PMDays Kharkiv 3 Secrets of Agile LeadersPeter Stevens
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility to your life and work. As presented at PMDay 2020 in Kharkiv
Future of Agile - Keynote at Agile for Business Conference Nov 2019 Edwin Dando
I was asked to deliver a keynote on my views of the future of Agile. I see agile organisations using a decentralized model, empowering teams to work directly with customers and in this talk reference the Haier micro-enterprises model as a successful implementation of this.
The Future of Agile | Closing keynote at the 2019 Agile for Business Forum Edwin Dando
I was asked to present on The Future of Agile - a reasonably dubious topic at the best of times. I only had 30 minutes so it was a very quick-fire presentation. In essence, my message was the future is bright, but "agile" has become highly fragmented and means many things to many people. The word "agile" is tainted and meaningless, as it has been twisted and bent by Johnny-come-lately's intent of cashing in on the latest trend, without actually understanding it.
Adopt Adapt and Apply IT Best Practices - David RatcliffePink Elephant
Adopt. Adapt. Apply!
No, this is not just a cute play on words. These particular three words strung together help to convey the notion that successful business results happens when there has been a “fit for purpose” approach applied to Continual Service Improvement (CSI).
The magic of successful execution of any business framework or model happens when organisations become experts at “adopting” and “adapting” best practices to solve their organisation’s challenges. Whether it’s ITIL®, COBIT®, or whatever, this means that to be a highly effective IT manager you need to understand the needs of your business first, and then what processes and guidance would be most valuable to help address those needs. When you boil it down, the challenge to IT organisations is to know the value of a particular framework, and how it can – and more importantly should – be adapted and applied to your environment. That’s when the magic happens!
David is on hand to take you through very important considerations for dealing with the realities of leveraging best practices and delivering business value. He’ll discuss the dangers of “implementing by the book”, and also highlight several important factors to consider for adopting, adapting and applying the guidance to deliver the desired business value.
The Secrets of Agile Leaders at BU Agile Innovation LabPeter Stevens
Agility as a movement started with software developers uncovering better ways of doing what they do. Today that movement is driving even business leaders to rethink how they lead their organizations. What does it mean to "be" agile? How can agility be applied to leading organizations? Where do successful agile leaders start? Three stories, three secrets and three tips to apply agility for more impact in your life and work.
These slides also include background information on the Personal Agility System and why you might want to be certified in The Personal Agility System™
Toyota key questions and OSKKK par René Aernoudts, Lean Global Network - Lean...Institut Lean France
Toyota has a logic in implementing Lean: depending of the type of questions they choose the right analytical
methods and possible countermeasures. Always starting with Observe, Standardize, Kaizen 1, Kaizen
2, Kaizen 3. René Aernoudts President of Lean Management Instituut Netherlands, ExCom member of the Lean Global Network presents the 8 key questions in more detail and OSKKK and how to use these methods yourself.
Are you unsure if your organization is getting value from your employee engagement initiatives? Has “action planning” become a check-the-box activity? Does everyone in your organization clearly see how employee engagement efforts impact organizational culture and business results? Or maybe you're getting ready to measure employee engagement in a new or different way, and want to make sure the initiative will be seen as highly valuable -- especially to your senior stakeholders.
This all-day workshop puts Eric Ries's Leader's Guide into practice through a series of 9 hands-on activities. The introductory talk makes the case that Change is the greatest threat to business today, and Lean Startup is emerging as the leading Management Practice enabling companies to adapt.
Product and Service Development Council - Prosci PresentationTim Creasey
April 30, 2015 presentation on change management to The Conference Board Product and Service Development Council.
Tim Creasey @timcreasey tcreasey@prosci.com
What’s most difficult in production often isn’t making the product but organizing all the parts and materials that go into it, notes LEI CEO John Shook in the presentation “Learning To See:
Making Value Flow From End to End.” He covers how lean management developed to solve this problem from Henry’s Ford Highlight Park, MI, assembly line to the development of the Toyota Production System. He covers key TPS elements and methods such as value-stream mapping, built-in quality, one piece flow, waste elimination, total system efficiency, and developing people as problem solvers.
Lean Counting Keynote, Jim Womack, Lean Accounting Summit, September ...Chet Marchwinski
“Accountants should learn how to take a walk in order to see value from waste and envision a better way to create value,” Womack told roughly 275 financial managers and executives during his keynote presentation at the seventh annual Lean Accounting Summit, Sept. 15, Orlando, FL.
Womack said the goal of the lean accounting movement should be to do “the least possible counting” since no customer thinks accounting is valuable. Customers want products and services that work, are cost efficient, and, most importantly, solve their problems.
“I have never bought a product and asked, ‘Is there a lot of accounting in this product? If there is a lot of accounting in it, I’d like to pay more.’”
Remarkable safety is a given in the airline and aerospace industries, which are increasingly focused on costs in a time of high fuel prices and intense competition. Lean Thinking can help these industries fly through the turbulence, if they can shift the focus on continuous improvement efforts from lean tools to lean management, explains Jim Womack, LEI founder, in this keynote presentation at a Lean Flight Initiative conference.
In his keynote at LEI’s recent Lean Transformation Summit, Founder Jim Womack talked about the What, Why, How, Who and When of doing gemba or value-stream walks. He compared them to a routine or kata, the Japanese word popularized by author Mike Rother, that managers and executives must perform on a regular basis.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
Taiichi Ohno, the architect of the Toyota Production System, compared workplace teamwork to passing a baton. He said companies could learn a critical lesson from runners passing a baton. He called the lesson “mutual assistance teamwork” where team members support each other, as a runner waiting for the next stage of the race would react to the runner in the previous stage, who might be struggling, and reach back to provide support and execute a clean handoff. These slides by Toshiko Narusawa, co-author with John Shook of Kaizen Express, illustrate Taiichi Ohno’s comparison and why he used a track relay race for his example, instead of a swimming relay.
“Lean for the Long Term” is LEI Founder Jim Womack’s thoughts on the beginnings of the lean movement, where it is now, and what we have to do next to be successful.
In his keynote presentation at the 2010 Lean Logistcs Summit, Robert Martichenko, co-author of the Building a Lean Fulfillment Stream workbook, delineated the elements of a lean supply chain
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.