Quick overview of how lean management principles apply to local school districts and the importance of lean education for school staff, adapted from The Elusive Lean Enterprise by Keith Gilpatrick and Brian Furlong.
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
How One Community Hospital is Creating a Culture of Continuous ImprovementKaiNexus
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
Overview of what Lean management means to organizations in terms of culture change, process improvement and the importance of educating your workforce about Lean Enterprise concepts.
How One Community Hospital is Creating a Culture of Continuous ImprovementKaiNexus
Presented by Mike McGowan, Director of Process Excellence at Marietta Memorial Hospital. Mike will share principles, methods, and lessons learned that can be applied in any industry. Healthcare has learned from manufacturing, so here is our opportunity to learn back from healthcare.
Learn how Memorial Health System uses training and five specific roles to build and spread a culture of continuous improvement
Hear what MHS has done well and where we could improve
Discuss the leadership behaviors necessary to accomplish a culture change
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
Jen Ashley, Care Center Site Supervisor for Practice Design
Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
When Post-Its Didn't Cut it Anymore: How a Hospital Adopted KaiNexusKaiNexus
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In this webinar, you will learn:
The preconditions for a successful rollout
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Tania Lyon
Dr. Lyon has spent the last 7 years leading St. Clair Hospital, a large award-winning community hospital in Pittsburgh, PA, through a “lean” transformation as their first Director of Organizational Performance Improvement. She has trained over 1600 hospital employees in Toyota principles and methods. Her own background in Lean healthcare comes from 5 years with the nonprofit Pittsburgh Regional Health Initiative (PRHI) where she helped to develop their nationally acclaimed curriculum for health care professionals and coached lean improvement efforts in a variety of healthcare settings. Dr. Lyon is also interested in Lean Healthcare applications for low resource settings like hospitals in Malawi and Haiti. She earned her PhD in Sociology from Princeton University and her BA in Peace and Conflict Studies from U.C. Berkeley and has two charming daughters who have thus far resisted all efforts to apply the Toyota Way to their rooms.
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Lean is most commonly associated with the manufacturing sector, but in recent years it has been successfulliy applied to transform the public sector. This brief introductory overview explains what Lean is and how it works with examples of successful Lean initiatives in Canadian government.
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
Leading with Respect: Standard Work for Frontline LeadersKaiNexus
Recording: https://info.kainexus.com/continuous-improvement/continuous-improvement-leadership/standard-work-for-frontline-leaders/webinar/signup
Presented by
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Didier Rabino, Client Advisor for Value Capture
Leader standard work is an essential component in a lean environment. The fact is that using lean with processes without changing leadership principles and practices never goes well. Consequently, when leaders stick to their old ways the new lean processes will eventually break.
Didier Rabino, Client Advisor at Value Capture and Jennifer Ashley, Site Supervisor Sutter Health will discuss “Leading with Respect: Standard Work for Frontline Leaders." They will share the concepts of frontline leader standard work and their practical applications.
Learning Objectives:
Explain the frontline leader's role and responsibilities
Define processes and tools to support the frontline leader’s SW
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Hosted by Mark Graban of KaiNexus and presented by Tania Lyon
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In this webinar, you will learn:
The preconditions for a successful rollout
The levers for driving KaiNexus adoption
How to develop and rely on the organizational helpchain to manage training
Tania Lyon
Dr. Lyon has spent the last 7 years leading St. Clair Hospital, a large award-winning community hospital in Pittsburgh, PA, through a “lean” transformation as their first Director of Organizational Performance Improvement. She has trained over 1600 hospital employees in Toyota principles and methods. Her own background in Lean healthcare comes from 5 years with the nonprofit Pittsburgh Regional Health Initiative (PRHI) where she helped to develop their nationally acclaimed curriculum for health care professionals and coached lean improvement efforts in a variety of healthcare settings. Dr. Lyon is also interested in Lean Healthcare applications for low resource settings like hospitals in Malawi and Haiti. She earned her PhD in Sociology from Princeton University and her BA in Peace and Conflict Studies from U.C. Berkeley and has two charming daughters who have thus far resisted all efforts to apply the Toyota Way to their rooms.
Coaching for Continuous Improvement presented at the ASQ World Conference on Quality and Improvement May 2016 Milwaukee - How to develop team members to be strong problem solvers
Know about the Lean common mistakes for a cultural change, and the Toyota Way model for the Lean Transformation, see a case example and some systems explanations.
Lean Management Institute of India (LMII) is a nonprofit entity driven towards promoting ‘Lean Thinking’ in organizations in order to provide the best quality services to the customers, with fewer resources and zero wastage.
Lean is most commonly associated with the manufacturing sector, but in recent years it has been successfulliy applied to transform the public sector. This brief introductory overview explains what Lean is and how it works with examples of successful Lean initiatives in Canadian government.
Kaizen in Education
In Education, the purpose of Kaizen should be very clearly stated and aligned with the strategic direction of the Educational Institution. Strategy must be a reflection of ‘customer value’ (value to student) as monitored through simplicity, quality, speed, cost, motivation, and growth measurements.
Introduction to Kaizen
Concept & Origin of Lean & Kaizen from Toyota Production System (TPS) and purpose of Kaizen.
The creation of a Kaizen Culture.
The Five Principles of Kaizen. (The Seven Steps Improvement Process)
4. Kaizen in Education.
5. Purpose of Kaizen & the strategic application in the Educational
Institution.
6. How to introduce Kaizen Principles in Education.
7. Kaizen in Teaching & Learning
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Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
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An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
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Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
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Lean schools
1. What is Lean?
Simply put, Lean is a total change in the
culture of any organization. The new culture
creates processes that are free of waste and
deliver value to the end customer at lower
costs, higher quality, and on time, based on
the expectations of the customer.
2. What is Lean?
Some facts:
• Lean has very little to do with the product or
service that your organization produces.
• Lean can not be successfully planned and
implemented unless everyone in the
organization has detailed knowledge of Lean.
• Lean can not be implemented by a few.
Everyone in the organization must be
involved.
3. What is Lean?
Facts:
• Lean, as a program to eliminate people, is
doomed to fail.
• Suppliers and customers must participate in
the implementation of Lean.
• Lean is never fully implemented. Lean is a
continuous process improvement program
that demands periodic reviews of processes
that have been changed.
4. What is Lean?
Facts:
• Lean is about creating processes that have
predictable and reliable results.
• The focus of process change is to create a
process that meets the value expectations of
the downstream customer.
• More than 50% of the time and money spent
on existing non-lean processes is wasted!
5. What you may have heard about Lean:
“We don’t have the money or resources to
attempt a lean implementation”
Response: If 50% of what you do today is
wasteful and does not add value to the end
customer, surely you can afford to do things
differently.
6. What you may have heard about Lean:
“Oh, we tried Lean and it did not work”
Response:
If your organization failed to educate everyone on the
elements, rules, and tools of Lean, you were destined for
failure.
If your organization failed to produce a strategic plan for a
lean implementation, you were destined for failure.
If management was not committed to a culture change
and to participating and supporting the Lean effort, you
were destined for failure.
7. What you may have heard about Lean:
“Lean does not apply to schools”
Response:
Lean works everywhere. Lean started in the
automotive industry but has moved on to
healthcare, service businesses, government and
education. Again, Lean is about processes, not
products or services.
8. What you may have heard about Lean:
“My organization is not large enough to receive
any benefits from a Lean implementation”.
Response:
No organization is too small to receive benefits
from a Lean implementation. There is no
organization that is void of processes. If just one
of those processes is broken, you can receive a
benefit from it being fixed.
9. Lean for Schools
Lean for Education is identical to Lean for
Healthcare. At first glance healthcare involves
the patient and the doctor and education
involves the student and the teacher.
Both require facilities for delivery of the service,
hospitals for doctors, schools for teachers.
10. Lean for Schools
The challenge for administrators of both hospitals
and schools is to provide facilities and services that
deliver the service at an affordable cost and in a
safe environment and at the same time comply
with regulations imposed by third party
organizations.
In today’s world both hospitals and schools find
themselves competing for customers and there is a
constant demand to deliver quality results at low
costs.
11. Lean for Schools
Both healthcare and education are burdened with emotions
that can have an impact on how effective the respective
systems work from both a quality and cost perspective.
Emotions in education can have the same impact on the
results as egos have in business. Sometimes things are done
that do not produce a good result from a cost or quality
perspective.
The challenge for everybody involved is to focus on the key
component of Lean which is VALUE and provide the best
result from both a cost and quality standpoint.
13. Value
What is value?
Value is what the downstream or end customer is
asking or paying you to provide. Value is always
defined by the downstream or end customer.
Rule of thumb:
If your processes include steps that your customers
would not be willing to pay for, you should make
every attempt to eliminate those process steps.
14. Value
Question: Who is the customer?
• The Student
• The Parent
• The Taxpayer
Each of these would have a different value
statement if asked. The challenge for school
administrators is to create a balance that will meet
the value expectations of all parties involved.
15. Value Stream
The value stream is represented by everything
that your school does to deliver an education.
Rule of thumb:
A successful and sustainable lean program must
examine every process in the value stream.
16. Flow
Flow relates to processes that move students
through the education value stream at a pace
that meets the end customers expectation of a
quality and timely delivery.
On a macro level that could mean students
progressing successfully through a curriculum.
On a micro level that could mean how students
physically move through the transportation
system or within facilities from class to class.
17. Pull
Pull relates to processes that start on the
demand of a downstream customer. Avoid
spending human or financial resources if there is
no real demand.
18. Perfection
A Lean school seeks perfection in everything
that it does.
Every process in a Lean school is free of waste
and delivers quality results, at less cost, and
delivers the education in a safe and timely
fashion.
19. Culture Change
If the current culture at your school has created
processes that are wasteful and fail to educate
students on time, at a competitive price (cost to
taxpayers), and of high quality, changes must be
made.
Lean forces a culture change. Lean accomplishes
culture change in a controlled environment. The
key component of culture change is EDUCATION.
20. LEAN EDUCATION
Any culture that was developed and has
sustained itself did so by educating everyone as
to the basic concepts and beliefs of that culture.
Rule of thumb:
If every executive in your organization is not
educated relative to the elements, rules, and
tools associated with a lean implementation you
will fail in the implementation of that program.
21. LEAN EDUCATION
Rule of thumb:
If every worker in the organization does not
receive a comprehensive education in the
elements, rules, and tools of a lean program you
will fail.
If everyone in your organization fails to
participate in a lean implementation, you will
fail.
22. Kaizen
Once everyone in your organization has received a
comprehensive lean education you are ready to
begin a lean implementation.
• “Kaizen” is a team event that deals with every
aspect of change within your organization.
• Kaizen teams are used to identify value as
perceived by the end or downstream customer.
• Kaizen teams are used to depict the value stream
of every product or service offered by your
organization.
23. Kaizen
• Kaizen teams are used to analyze and fix every
process in the many value streams that exist in
your organization.
• Traditionally, Kaizen teams are small (6 to 8
people) who have a short period of time to
analyze and fix a process (one to two weeks is
ideal).
24. Kaizen
• Kaizen teams are made up of workers from
your organization as well as supplier and
customer organizations.
• No more than 2 of the team members should
have working knowledge of or work within the
process being examined.
• Function over form is the rule for a Kaizen
event. It does not have to look pretty and any
time spent on making it pretty is wasted.
25. Kaizen
• Every process should be revisited by a Kaizen
team one year after a Kaizen event. As
workers become more familiar with Lean they
will make changes to processes as they are
needed, using Kaizen methods and Lean rules
and tools.
26. Benefits
What can You expect to gain from a successful
and sustainable Lean implementation?
• A complete overhaul of your organization’s
culture.
• Processes that are free of waste, cost less, and
provide a safe environment for students,
teachers, and administrators.
27. Benefits
• Facilities that are safe, functional, and operate
at a lower cost.
• Employees that are lean thinkers and who can
adapt to change..
• Processes that can meet budgeted operating
costs.
• Reduced inventories (think supplies, food).
28. Benefits
• Reduced capital equipment costs.
• Maintenance programs that extend the useful
life of assets.
• Suppliers who can react to fluctuations in
volume needs.
• Satisfied customers (students, parents,
taxpayers) .
• Growth.
29. Next Steps
Contact Back in the Game, Inc.
www.backinthegameinc.com/contact
info@backinthegameinc.com
Shawn Stockman: 207-266-4362
Keith Gilpatrick: 561-445-1401
www.backinthegameinc.com