Workshops
Lean Operational Excellence
Mostly, company values are only some words that are open to interpretation differences or even unknown by employees. Defined competencies, if there are, generally don't describe company-specific behavior expectations and are rarely referenced.
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Behaviors at the individual level are driven externally by systems and internally by personal values. To develop group behaviors sustainably, we need to seek consensus on shared values, and support desired behavior using systems.
Our Approach
In 2-days workshops, we:
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discuss personal values to develop a common understanding of their definition
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evaluate positive and negative reflections of values in daily behavior at the workplace
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discuss the guiding principles of your company
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link the personal values of your employees to the guiding principles
There is a gap between Knowing and Doing.
A new skill develops only by using it.
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During the workshops, we criticize daily workplace behaviors from a Lean perspective.
Discussion examples are chosen from real-life Lean management practices.
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Expected outcomes:
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A clear understanding and consensus of right and wrong behaviors with respect to the guiding principles
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The accountability that every participant will take when they return back to the workplace
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A clear road map for HR professionals on Lean competencies and respective HR systems
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Improved understanding of the combat between High-Performance Culture and Toxic Culture
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For attending teams, consensus/commitment on Lean mindset and clear behavioral guidelines.
​ Lean Principles
Respect
Trust
Teamwork
Ideal Systems and Behavior
Suggestion system
Standardization
Normal-abnormal conditions
Normal conditions, daily management
Abnormal conditions, escalation rules
Employee development
Leader development
Health and Safety systems
Communication systems
Industrial relations
Role modeling, leader responsibility
On the job training system
Employee accountability on targets
Recruitment and promotion policies
Multiskill development
Lean Principles
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Kaizen
Scientific thinking
Built-in Quality
Flow and Pull
Process focus
Ideal Systems and Behavior
Kaizen certification
Cross-Functional Teams
VSM
TPM
Visual management
5S
Supplier development
Kaizen and PDCA
Poka-Yoke
Self process perfection, Jikotei-Kanketsu
Pull system and continuous flow
Design for production
Heijunka, balancing
Serial production and diversity management
Low-volume, high complexity management
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​ Lean Principles
Long term view
Systemmatic thinking
Customer focus
Ideal Systems and Behavior
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Stategic Planning and Hoshin Kanri
Strategic Management & follow-up
Change management
Communication
Customer relations management
Proper technology and digitalization
Cost accounting-process integration
Responsibility & accountability
Organizational structure
HR policies, high performance culture
Culture management
Employee satisfaction
Employee and leader development
Performance metrics
Reporting systems