The document discusses how the economic crisis presents an opportunity for companies to implement significant changes that can lead to competitive advantages and profitability through lean and green practices. It emphasizes the importance of recruiting leaders who are skilled in these methodologies to ensure immediate savings and long-term success. Various surveys and stages of organizational growth related to continuous improvement are also explored.

1. Adam ZakFounder & PrincipalAdam Zak Executive SearchHiring Lean & GreenHuman Capital instituteAugust 4, 2009www.LeanRecruiter.com1

2. Old Brookside FarmPost Office Box 129Barrington, IL 60011-0129(847) 304-5301August 4, 2009www.LeanRecruiter.com2 AZ@LeanRecruiter.com www.LeanRecruiter.com www.LeanConnections.com

3. Adam Zak Executive Search“Economic crisis offers companies a unique opportunity to drive major change. This subsequently translates into superior competitive advantage long after the economy has returned to growth mode. To make that happen you need leaders who play offense, not just provide shelter during the storm. ” Adam Zak Adam Zak recruits Lean & Green executives who can do that - drive immediate savings to your bottom line – and help position your company to achieve greater profitability , productivity and total customer satisfaction when the wind is again in your sails.August 4, 2009www.LeanRecruiter.com 3

4. Business Process ImprovementBusiness Re-Engineering – Hammer & ChampyTQM & Quality CirclesQuality is Free – CrosbyDemand Flow – JcITTheory of Constraints – Eli GoldrattToyota Production System -> LeanLean Manufacturing -> Lean EnterpriseSix Sigma -> Lean Six SigmaAugust 4, 2009www.LeanRecruiter.com 4

5. Beyond the Green CorporationAugust 4, 2009www.LeanRecruiter.com 5“Imagine a world in which eco-friendly and socially responsible practices actually help a company’s bottom-line. It’s closer than you think.”Business Week, January 29, 2007

6. Attracting & Retaining Leadership with Lean & Green Experience and PassionPrinciples & Goals – Lean, Six Sigma, GreenStages/levels of organizational Lean, Green growth and masteryCharacteristics of Lean and Green leaders who stand out from the crowdAttract & retain leaders in highly competitive talent marketSwitch gears: Applying Lean & Green in your own recruiting workAugust 4, 2009www.LeanRecruiter.com 6

7. Survey #1 - Which of these continuous improvement methodologies are you currently utilizing in your organization? LeanSix SigmaDemand FlowTheory of ConstraintsMore than oneOtherNoneAugust 4, 2009www.LeanRecruiter.com 7

8. Survey #2 - Who is the primary driver or champion of the continuous improvement initiative?CEOTop operations executiveTop HR executiveTop supply chain executiveDedicated Lean/Six Sigma executiveOther Nobody at all, reallyAugust 4, 2009www.LeanRecruiter.com 8

9. So, what are Lean, Six Sigma and Green all about?August 4, 2009www.LeanRecruiter.com 9

10. Mix of Titles Adds to ConfusionChief Change OfficerChief Lean OfficerLean ChampionChief Performance OfficerVP Supply ChainChief Change AgentVP/Director LeanVP/Director Lean Six SigmaVP/Director Six SigmaChief Change OfficerVP SustainabilityChief Environmental OfficerChief Green OfficerChief Performance OfficerChief Sustainability OfficerChief Transformation OfficerEco-CzarHead of EcomaginationChief EnvironmentalistAugust 4, 2009www.LeanRecruiter.com10

11. And Slogans, Buzzwords GaloreLean thinkingHoshin planning Policy deploymentKanbanHejunkaTPS TMS J-I-TKPIs PDCA FlowPull systemsOpEx DMAICSustainabilityTriple bottom lineEHSEnvironmentDoing more with less Green thinkingEnvironmental thinkingFollow the green brick roadGreen innovationGoing greenCarbon footprintEco-efficiencyGreen gridSustainable developmentAugust 4, 2009www.LeanRecruiter.com 11

12. What is this All About?LeanSix SigmaLean Six SigmaGreenAugust 4, 2009www.LeanRecruiter.com 12

13. Goals or ObjectivesLeanLean Six SigmaGreenAugust 4, 2009www.LeanRecruiter.com 13

14. Organizational Stages or Levels of Mastery and GrowthLeanGreenAugust 4, 2009www.LeanRecruiter.com 14Some rough guidelines for figuring out the degree to which an organization has achieved Nirvana… निर्वाण

15. Five Lean StagesFreshman: Firefighting, not fixing the systemAugust 4, 2009www.LeanRecruiter.com 15

16. Five Lean StagesFreshman: Firefighting, not fixing the systemSophomore: Organized, engaged people, CI pace gaining momentumAugust 4, 2009www.LeanRecruiter.com 16

17. Five Lean StagesFreshman: Firefighting, not fixing the systemSophomore: Organized, engaged people, CI pace gaining momentumJunior: CI in full swing, culture change beginnings, positive $$ impactAugust 4, 2009www.LeanRecruiter.com 17

18. Five Lean StagesFreshman: Firefighting, not fixing the systemSophomore: Organized, engaged people, CI pace gaining momentumJunior: CI in full swing, culture change beginnings, positive $$ impactSenior: Sustaining CIAugust 4, 2009www.LeanRecruiter.com 18

19. Five Lean StagesFreshman: Firefighting, not fixing the systemSophomore: Organized, engaged people, CI pace gaining momentumJunior: CI in full swing, culture change beginnings, positive $$ impactSenior: Sustaining CIZen of LeanAugust 4, 2009www.LeanRecruiter.com 19

20. Survey #3 – Where is your Company on the Lean Journey?FirefightingOrganized & engagedContinuous Improvement in full swingWe have a truly Lean culture and are self-sustainingNirvanaAugust 4, 2009www.LeanRecruiter.com 20

21. Five Green StagesFreshman: Awareness & ComplianceAugust 4, 2009www.LeanRecruiter.com 21

22. Five Green StagesFreshman: Awareness & ComplianceSophomore: Participation ->EngagementAugust 4, 2009www.LeanRecruiter.com 22

23. Five Green StagesFreshman: Awareness & ComplianceSophomore: Participation ->EngagementJunior: Transparency & TrustAugust 4, 2009www.LeanRecruiter.com 23

24. Five Green StagesFreshman: Awareness & ComplianceSophomore: Participation ->EngagementJunior: Transparency & TrustSenior: Green & Innovation leads to Growth & ProfitabilityAugust 4, 2009www.LeanRecruiter.com 24

25. Five Green StagesFreshman: Awareness & ComplianceSophomore: Participation ->EngagementJunior: Transparency & TrustSenior: Green & Innovation leads to Growth & ProfitabilityZen of GreenAugust 4, 2009www.LeanRecruiter.com 25

26. Survey #4 – Where is your company in its quest for Zero Footprint?We’re aware and we fill out all the right reportsSenior leadership buy-in and active rank & file participationTransparent & trusted by all stakeholdersGreen ties in with operational and financial success company-wideYep, Zen levelAugust 4, 2009www.LeanRecruiter.com 26

27. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipAugust 4, 2009www.LeanRecruiter.com 27

28. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingAugust 4, 2009www.LeanRecruiter.com 28

29. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingPlanning & executionAugust 4, 2009www.LeanRecruiter.com 29

30. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingPlanning & executionCredibilityAugust 4, 2009www.LeanRecruiter.com 30

31. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingPlanning & executionCredibilityVisionary change agentAugust 4, 2009www.LeanRecruiter.com 31

32. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingPlanning & executionCredibilityVisionary change agentCommunication skillsAugust 4, 2009www.LeanRecruiter.com 32

33. What it takes to Stand Out as a Lean or Green ExecutiveLeadershipStrategic business understandingPlanning & executionCredibilityVisionary change agentCommunication skillsTechnical abilitiesAugust 4, 2009www.LeanRecruiter.com 33

34. August 4, 2009www.LeanRecruiter.com 34Now it’s time to talk about strategy.So that when your CEO stops by your office tomorrow morning and asks you how to expand your bench strength with a few more of these leaders, you’ll have some answers.

35. Strategic Thinking to Attract & Retain Leaders in Highly Competitive Talent MarketConnect with business missionBe the brand you claim to beCommit to culture-based sourcingCompensate performanceImplement “Lean Talent Management” philosophy and practicesAugust 4, 2009www.LeanRecruiter.com 35

36. Connect with business missionYou can’t just bolt Lean & Green on as an afterthought…they must become an integral part of how you do businessAugust 4, 2009www.LeanRecruiter.com 36

37. Be the brand you claim to beWe live and operate in a transparent world…more so every new day. Don’t just tell your story better - have a better story to TELL.August 4, 2009www.LeanRecruiter.com 37

38. Commit to culture-based sourcingLook inward first, then align with those who seek what you also seekAugust 4, 2009www.LeanRecruiter.com 38

39. Compensate performanceTop talent asking “what’s in it for me?” August 4, 2009www.LeanRecruiter.com 39

40. Implement “Lean Talent Management” philosophy and practicesWith Lean principles you can engage your senior leadership team and deliver exceptional value August 4, 2009www.LeanRecruiter.com 40

41. Quick HitsSome ideas you can implement today to make your recruiting process more Lean and Green nowAugust 4, 2009www.LeanRecruiter.com 41

42. Lean+Green+Innovation=SustainabilityPillars of GreenPillars of Lean Reduce energy useReduce wasteAndrew Winston, author, Green to GoldRespect for peopleContinuous improvement Taiichi Ohno, EVP, Toyota (d. 1990)August 4, 2009www.LeanRecruiter.com 42

43. Old Brookside FarmPost Office Box 129Barrington, IL 60011-0129(847) 304-5301August 4, 2009www.LeanRecruiter.com 43Questions? AZ@LeanRecruiter.com www.LeanRecruiter.com www.LeanConnections.com