FERRO sHOOk VOgEL leankonf.pl ORZEN OBARA

sHOOk
OBARA
15
th
ORZEN
LEAN mANAgEmENT
CONFERENCE
for manufacturing and services
16–18
June 2015, Wroclaw
NEw
pRACTiCAL
FORmuLA
FERRO
CHECk iT OuT!
VOgEL
leankonf.pl
15
th
WHY CHOOSE US?
for
manufacturing
and services
Lean practice
in bitesizes
sessions for
presidents
and executives
open space
discussion
5 guests
speakers
JUNE 2015
WrocLaw
Lean Management
CONFERENCE
for manufacturing and services
4 practical
workshops
5 different
thematic
tracks
networking
with experts
vast amount
of knowledge
and inspiration
for action
practical
topics
wealth of
knowledge
and experience
focus on
practical
knowledge
valuable
take-away
materials
lean
plant trips
great
atmosphere
“meet-theauthor”
sessions
15 years
of tradition
THE LEAN CONFERENCE
the most
important
annual meeting
with WORLD CLASS
lean experts
Day 1
th
15th Lean Management Conference Program
16 June 2015
Conference opening – Tomasz Koch, Lean Enterprise Institute Polska, Poland
09:00–11:00
PL
Lean Transformation – John Shook, Lean Enterprise Institute, USA
EN
Lean culture, the burning platform – Samuel Obara, Honsha, USA
11:00–11:30
Stream
Coffee break
PRESIDENTS/DIRECTORS
Strategy and leadership
EN
Case study
NOWY STYL GROUP
The evolution in Nowy Styl
Group – from piecework to
continuous improvement
process
Dariusz Frydrych,
Andrzej Adamkowski
more on p. 12
PL
more on p. 13
PL
Discussion
7
Mike Orzen
Connecting with the customer
to create greater value
Case study
CAPGEMINI
Creating competitive advantage
based on LEAN principles
Łukasz Ulaniuk,
Łukasz Stefanik,
Paulina Walczyńska
more on p. 14
EN
10
EN
Discussion
Coffee Break
15:30–17:00
Open space discussion in 10 thematic groups
Managing by gemba walks
Remigiusz Horbal,
LEI Polska
Krzysztof Drozd,
LEI Polska
EN
Discussion
15:00–15:30
Presentation with
the use
of mock-ups
PL
more on p. 15
13
Chris Vogel
Changing role of leadership
and management
in Lean culture
L ean practice in bitesi z es
PL
Samuel Obara
Mental Models –
Key areas where
traditional organizations
collide with
the lean model
SERVICES
Managing in Lean Culture
L ean practice in bitesi z es
lunch
12:45–13:45
4
Andrzej Bielewski
LEI Polska
Lean for a good start
or how a Lean factory works
SERVICES
Transforming processes
L ean practice in bitesi z es
Bosch and Siemens
Home Appliances
Leadership
in a Lean Transformation
Oliver Giersberg
MANUFACTURING
Managing in Lean Culture
seminar
11:30–15:00
1
L ean practice in bitesi z es
John Shook
The role of Leadership
in Lean Transformation
MANUFACTURING
Transforming processes
more on p. 16
Discussion
Day 2
17th June 2015
Stream
PRESIDENTS/DIRECTORS
Strategy and leadership
09:00–12:00
PL
more on p. 12
PL
WAGON SERVICE OSTRÓDA
Developing Leadership Styles
on each Organizational Level
on the Lean Transformation
Journey.
Anna Kamieniak,
Grzegorz Olsztyn
PL
more on p. 13
Discussion
EN
Case study
Case study
ING
ING behind the scenes.
A few hints for a successful
improvement project
Barbara Pękała-Piecyk,
Maciej Fornal
Discussion
PL
14
Mike Orzen
Developing Manager
as Lean Coaches
PL
more on p. 15
Discussion
EN
11
Remigiusz Horbal
LEI Polska,
Krzysztof Drozd
LEI Polska
How the Big Three has
changed Service Companies
in Poland
more on p. 14
12:00–13:00
Stream
8
EN
seminar
CHASSIS BRAKES
INTERNATIONAL
How to build a new factory
within limited resources
Wojciech Śliwiński,
Sławomir Szczuplak
José Ferro
Leadership and culture
SERVICES
Managing in Lean Culture
L ean practice in bitesi z es
Case study
5
SERVICES
Transforming processes
L ean practice in bitesi z es
John Shook
Creating a world
class factory
MANUFACTURING
Managing in Lean Culture
L ean practice in bitesi z es
break
10:15–10:45
2
seminar
Robert Kagan,
LEI Polska
Małgorzata Jakubik,
LEI Polska
Learn from the mistakes
of others, or what NOT
to do if you are leading
your organization along
a path of lean.
MANUFACTURING
Transforming processes
more on p. 16
Discussion
lunch
PRESIDENTS/DIRECTORS
Strategy and leadership
PL
EN
more on p. 12
Discussion
VW POZNAŃ
TPM reactivation in the case
of BodyShop VW Poznań
Szymon Budny,
Daniel Muszyński,
Michał Karwacki
PL
more on p. 13
Discussion
EN
9
more on p. 14
Discussion
PL
16:00–16:30
12
Chris Vogel
Transforming Lean
for Service Business
Wells Fargo Bank
more on p.15
EN
Mike Orzen
Principle-based Leadership
and the Shingo Prize
Discussion
15
L ean practice in bitesi z es
DeLaval Operations
Changes in Milking Factory layout as driving force in
operational improvements
Aleksander Borowiec,
Waldemar Dżusajew,
Paweł Grehl
Case study
Bartosz Misiurek,
LEI Polska
Mateusz Danek,
Nidec MOTORS & ACTUATORS
How to win operators’ engagement in doing more for the effective implementation of the
Lean Management Principles
SERVICES
Managing in Lean Culture
L ean practice in bitesi z es
Case study
6
José Ferro
TPM
SERVICES
Transforming processes
L ean practice in bitesi z es
break
14:15–14:45
MANUFACTURING
Managing in Lean Culture
L ean practice in bitesi z es
13:00–16:00
3
L ean practice in bitesi z es
Samuel Obara
Gemba Walk – A pictorial
trip through different
perspectives.
MANUFACTURING
Transforming processes
Winner of case study
competition
PL
EN
more on p. 16
Discussion
COFFEE BREAK
Plenary presentation – Dariusz Mikołajczak, Vice President of Toyota Motor Manufacturing Poland
PL
16:30–17:15
EN
Closing remarks – Tomasz Koch, Lean Enterprise Institute Polska
Day 3
18th June 2015
WORKSHOPS
16
17
Understanding Lean Transformation
8:00–16:00
John Shook
Samuel Obara
Mike Orzen
PL
more on p. 18
EN
more on p. 18
EN
19
Engaging managers in a daily improvement
process through Leader Standard Work
and Visual Management
– workshop on the premises of KRUK S.A.
Lean coaching in a Service Environment
– workshop on the premises of HP
Lean Problem Solving
PL
EN
18
more on p. 19
Chris Vogel
EN
more on p. 19
Lean plant trips
Factory Visit 1: Factory visit to Toyota Motor Manufacturing Poland – Wałbrzych and Electrolux Poland - Świdnica
more on p. 17
PL
20
Factory Visit 2: Factory visit to Toyota Motor Industries Poland and Faurecia – Jelcz-Laskowice
more on p. 17
PL
21
08:00–17:00
CHOSE YOUR LEAN PRACTICE IN BITESIZES SESSIONS, SEMINARS AND WORKSHOP
PRESIDENTS/
MANUFACTURING
MANUFACTURING
services
SERVICES
DIRECTORS
Transforming
Managing in Lean
Transforming
Managing in
Strategy and leadership
processes
Culture
processes
Lean Culture
See the descriptions of new formula on page 10–11
SPECIAL GUESTS
SPECIAL GUESTS
SAMUEL (SAMMY) OBARA
MIKE ORZEN
Starting in the early 80’s, Sammy
learned and implemented the Toyota
Production System (TPS) at Toyota
facilities in Japan, brazil, Venezuela
and in the United States.
He has taught Lean to a multitude of
consulting firms, educational organizations such as Harvard and Stanford,
and in humanitarian missions thru Asia
and Africa. With close to 30 years of
Lean experience, he has helped more
than 350 companies. These include
TPS projects in environments ranging
from schools, to hospitals, to military
and many others and in a variety of
countries, including China, Philippines, Indonesia, brazil, Japan,
Austria, Lithuania, Kenya, the U.K.,
and the U.S. He currently aids
companies implementing lean
through www.Honsha.org , an alumni
association of former Toyota
professionals.
Mike Orzen has been working with
Lean and Six Sigma for over 24 years
and applying Lean to IT environments
for over 14 years. Considered a
pioneer in the field of Lean IT, Mike is
coauthor of the award-winning
book “Lean IT: Enabling and
Sustaining Your Lean Enterprise” which was awarded the
Shingo Prize for research. An
internationally recognized consultant,
trainer, and keynote speaker, Mike is a
facilitator and assessor with The
Shingo Institute for Operational
Excellence, and faculty member of the
Lean Enterprise Institute and
ThedaCare Healthcare Value Network;
he also teaches at several universities.
A life-long learner of Lean, Mike is a
coach to various people including
C-level leaders, managers, and Lean
coaches in many different industries.
JOSÉ R. FERRO
CHRIS VOGEL
José r. ferro is a senior advisor to
the Lean Enterprise Institute and
president of Lean Institute brasil, a
nonprofit organization founded in
1999 to disseminate the principles
and practices of Lean Thinking in
Brazilian companies. Ferro has
worked with Autosector, an
association of labor, industry, and
government that aided the auto
industry in brazil. He also has worked
with the National Association of
Automotive Manufacturers, the
brazilian Association of Vehicle
Importers, and the Union of
Metallurgy Companies, and the
State of bahia government.
Over the course of his career, he
has worked with dozens of
organizations in brazil and
beyond, helping them with their
Lean transformations.
Chris Vogel specializes in the Development of Lean
Leaders and Administrative Lean. He has over 15
years of Lean Administrative and Process Improvement experience including holding a variety of
senior management positions in Operations
Management, Lean Deployment, financial Analysis
& Planning and Information Technology.
During his 15 years at Wells fargo, Chris led and
used Lean to transform a division of Wells fargo
with 1,200 staff members. Starting in 2002 new
costs of imaging and data lifting in Wells fargo
were rapidly rising due to independent growth
across organizational lines. The Document
Management department was formed to control
costs through focused vision, consistent technologies and reduction in redundant processes. Taking
the leadership of this department Chris saw the
opportunity for Lean / Six Sigma / Operational
Excellence and began to drive culture, knowledge,
and tools learned from the Toyota Production
System. The actions undertook created a transformation of processes, physical environment, and
most importantly, mindset.
JOHN Y. SHOOK
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and
insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in
Japan and the U.S., helping it transfer production, engineering, and management systems
from Japan to NUMMI and subsequently to other operations around the world. While at
Toyota’s headquarters, he became the company’s first American kacho (manager) in
Japan. In the U.S., Shook joined Toyota’s
North American engineering, research
and development center in Ann
Arbor, MI, as general manager
of administration and
planning. His last position
with Toyota was as senior
American manager with the
Toyota Supplier Support Center
in Lexington, KY, assisting North
American companies implement the
Toyota Production System. As
co-author of Learning to See John
helped introduce the world to value-stream
mapping. In his latest book Managing to Learn,
he describes the A3 management process at
the heart of lean management and leadership.
leankonf.pl
15th Lean Management Conference Lean Management
www.leankonf.pl
NEw FORmuLA
While designing the structure of this year’s
conference we decided to combine:
• the voice of the experienced foreign experts and
practitioners
• with the experience of companies that have successfully
implemented Lean Management principles.
The former are going to present the latest management
trends and share a wealth of experience from their Lean
implementation involvements. The latter will present the
best practices as part of their case study presentations.
combination of those two, summarized by
a half-hour discussion and a Q&A session has
been called by us a LEAn pRAcTicE
in BiTESiZES.
LEAN pRACTiCE iN BiTEsiZEs
The conference focuses solely on practical aspects of Lean
Management. The organizers aim at providing participants
access to the state-of-the-art knowledge and best management practices in a 2.5-hour condensed form. Each participant
will be able to choose 3 out of 15 specially designed practical
sessions. Time planned for discussion will create an opportunity to receiving answers to practical problems participants
struggle with.
The entire event was designed in such a way that it combines
a unique opportunity to confront expertise of foreign experts
with practical experience of the participants representing various business and sectors (both manufacturing and service).
A practical aspect of the topics that will be discussed will be
brought into major focus and each case study will be presented
by a senior representative of a company (president or senior
executive) and his or her team.
OpEN spACE – exchanging experience, source of inspiration, networking
Open Space is our response to the need for the discussion in a smaller,
focused groups of participants interested in certain topics. The main
theme will be related to specific, practical aspects of Lean Management implementation. What is even more important the topics will be
selected from proposals put forward by the participants themselves.
By organizing this 1.5-hour session we intended to involve participants
into shaping conference program. This way the need for exchanging
experiences between practitioners who are searching for answers to
the same, or at least similar (yet always based on real implementation
issues) questions has been addressed.
Another advantage of this session will be an opportunity to get to
know people who share similar interests and who look for answers
to the same questions. We are hoping that the discussions among
practitioners initiated as part of Open Space will mark the beginning
of a less formal exchange of ideas that will be continued during the
evening conference party.
Partners:
10
11
15th Lean Management Conference Lean Management
www.leankonf.pl
thematic track
for PRESIDENTS/DIRECTORS
Strategy and leadership
16th June
1
day
thematic track
for MANUFACTURING sector
Transforming processes
lean practice
in bitesizes
[11:30–15:00]
JOHN SHOOK
The role of Leadership
in Lean Transformation
We are all trying to transform. At the com-
BSH
Leadership in
a Lean Transformation
Oliver Giersberg
1
ance: Be patient but consequent. Let
16th June
1
day
change happen by moving the organisation as a whole. Implement a lean system not only lean hot spots which fade
away shortly after being implemented.
[11:30–15:00]
Andrzej Bielewski
LEI Polska
Lean for a good start or
how a Lean factory works
The interaction between these ele-
Manufacturing concept, which contrib-
ments is analyzed as well as their influ-
utes to radical improvements, will be de-
ence on the effectiveness of the whole
scribed:
value stream. The practical directions
• continuous flow cells and lines,
on how to implement the subsequent
• pull system based on kanban signals,
elements of the Lean system will be
• standardized work,
given. All problems are explained us-
level, and at the very granular level of the
In this presentation Oliver Giersberg,
This session explains the next steps which
• Lean material handling organization,
ing the simulated manufacturing com-
daily—hourly—immediate—work itself.
Member of the Board of Bosch and Sie-
cus on the empowerment of the shop
have to be undertaken after value stream
• frequent deliveries, etc.
pany.
To transform the way people think and
mens Home Appliances Poland and
floor by making them responsible but
behave within an organization to be more
Head of Factories in Łódź as well wash-
giving responsibility as well. Take care
of a problem-solving mindset is no easy
ing machine factory Plant Manager will
that the value generator shop floor is
task and varies from industry-to-industry,
highlight the importance and the role
the No. 1 customer in your branch.
company-to-company, person-to-person. top management plays in a lean turn
It requires discipline, investment and
around. Having 15 years’ experience on
a management system and leadership be-
various executive-level positions within
haviors that support the new way of work-
Bosch and Siemens Home Appliances
ing. This talk will describe the role of
Group Oliver Giersberg will provide the
Leadership in Lean Transformation.
audience with several hints and guid-
17 June
th
17th June
2
day
[9:00–12:00]
ROBERT KAGAN
MAŁGORZATA JAKUBIK
LEI Polska
Learn from the mistakes
of others, or what NOT
to do if you are leading
your organization along
a path of lean.
seminar
JOHN SHOOK
Creating a world
class factory
principles of Lean Production and Man-
2
agement to create factories that produce excellent quality, are responsive to
As no true lean person should walk by
reflect and learn so they are forewarned
customer and engage the workforce in
waste and ignore a chance for improve-
and able to avoid the tripping hazards
solving problems and continues improve-
ment, we felt obliged to create a learning
others have struggled with. The case
ment.
session that would summarize our reflec-
17 June
What do you see when you go on a gemba
walk? What do you seek?
Sometimes we mistakenly think we are
gemba walkers where in reality we are
Section Manager MSF2
How to keep your all customers (incl. premium segment) happy enough to congratulate
and celebrate with you the success?
If you didn’t face this situation yet, let us
share with you how we did it, and why we are
proud to speak about it. This is the story not
only about project, this is the story about
transformation of entire organization towards Lean. This is also a great picture how
the Lean Leadership brought up Chassis
Brakes International into the remarkable
level of brakes manufacturers across the
tions on things big and small that we have
be just tool-related but they have one
How to create an efficient organization, ma-
world.
found to be slow-downs or even show-
thing in common – they are our “war sto-
stoppers in the lean implementation
ries” we want to share.
projects we work on with our customers.
17th June
During the session we will interactively
engage the participants in the analysis
2
and discussion over selected typical im-
day
DeLaval Operations
Changes in Milking
Factory layout as driving force in operational
improvements
Aleksander Borowiec
José Ferro
TPM
3
started with the re-design of the layout,
the availability is fundamental making
Factory Director, Board Member
Waldemar Dżusajew
tunities to create sense of urgency, to coach
Paweł Grehl
Logistic Manager
ples and overcoming resistance to change.
which became a trigger for big-scale improvements in the flow from the storage to production areas. The new layout
required several modification and additions in the plant’s infrastructure. It
was, however, just the “outer” part of
the whole change. What had to change
as well, and had an equal or even bigger
lean practice
in bitesizes
[13:00–16:00]
improve the performance of any business.
lean practice
in bitesizes
Szef Produkcji
In areas or activities machinery intensive,
TPM a critical tool to guarantee the required levels of machine availability. Practices such as Autonomous Maintenance
are very important and require some basic shifts in the basic thinking about the
role, responsibility and capability of the
employees and leaders involved and the
implementation of some tools and con-
VW POZNAŃ
TPM reactivation
in the case of BodyShop
VW Poznań
Szymon Budny
TPM coordinator in Body Shop Daniel Muszyński
Production manager of hangings parts
Caddy and side walls, platform parts
T5/T6
Michał Karwacki
Technical specialist of Platform
parts Caddy
6
strengths and weaknesses of its operation, implementation problems and on
methods of solving organizational/jurisdictional problems/issues on intersection
of different service departments.
Following conclusions has been drawn
from the experiences so far: the necessity
of further TPM development in Volkswagen Poznań, the need of better maintenance organization, better visualization,
transparent TPM notifications, faster information flow and clear division of competences. Therefore new concept of continuous machine efficiency improvement
was created. It relies on: new visual TPM
cepts such as visual management, daily
This presentation describes how the TPM
instructions, SAP PM system adapted, in-
management etc.
evolved and has been developed in the
fo-kiosks network, training, TPM notifica-
of the Logistics and Production depart-
Volkswagen Poznań. Our way of TPM im-
tions reports and OEE indicator. This new
ments, people’s competencies, levels of
plementation will be explained with spe-
concept allows for step by step growth of
the production in process stock, utiliza-
cial focus on Autonomous Maintenance,
production line availability index.
impact on the success of the whole endeavor, was the structure and activities
How can you lead transformation from cur-
The presentation will walk the audience
tion of the shop floor space, working
rent state to ideal state, if you don’t have a
through the 2010 changes in DeLaval
conditions of the teams and a whole
good grasp about where you are? This can
Milking Factory in Wrocław, introduced
range of other small, yet meaningful
be one of the key and often forgotten steps
with the launch of a new product – a ro-
items.
in aligning the team.
tary milking system. The whole process
12
Sławomir Szczuplak
building ?
sources (people, time, money) ?
merely industrial tourists. We miss opporteam members, to capitalize on good exam-
Plant Manager
terial flow, layout, while moving into new
studies might be systemic or they might
[13:00–16:00]
SAMUEL OBARA
Gemba Walk – A pictorial trip through different
perspectives
CHASSIS BRAKES
INTERNATIONAL
How to build a new
factory within limited
resources
Wojciech Śliwiński
5
How to build a new factory within limited re-
Process improvement is fundamental to
th
lean practice
in bitesizes
[9:00–12:00]
The key question while considering
plementation case studies, to help them
day
mapping. The main elements of the Lean
towards training and remuneration. Fo-
incentives and install a strong approach
world class factory is: How to apply the
2
4
Work on HR topics like remuneration,
experiment indeed, at both the macro
2
seminar
Head of Factories Łódź,
Member of the Board
pany level a transformation is a very big
day
LEAN PRACTICE IN BITESIZES
SESSIONS AND SEMINARS
13
15th Lean Management Conference Lean Management
www.leankonf.pl
thematic track
for manufacturing sector
Managing in a Lean culture
16th June
1
day
Whenever lean is perceived like a tool box,
we risk forgetting that lean goes well beyond techniques, practices and tools. To better understand what it takes for a solid transfrom
traditional
to
lean
environment, we must understand the prin-
2
The long term sustainability of a lean
relies
on
rethinking
some fundamental beliefs ad assumptions such as the vision about problems
(hide x expose them), use of team work
and cooperation, dissemination of scientific method and thinking (PDCA), challenging mentality etc. in all levels and all
functions.
The company is present in 44 countries
plore how technology can be used in
with more than 140 000 employees help-
Service environments to better under-
ing organisations to transform, improve
stand the needs of the customer and
their operations and competitiveness.
drive greater value creation.
In the search for the best methods ensur-
internal company needs. 5S, SMED, Standard-
We all know Lean about creating customer value while eliminating waste.
tions developed during periodically per-
Creating greater value is about provid-
formed Toyota Kata workshops will be
ing the right service in the right format
discussed. Presented activities will allow par-
at the right time for the right price. It is
ticipants to notice how important for the con-
also about not doing work and providing
tinuous improvement the change of employ-
services customers do not value. Timely
CAPGEMINI
Creating competitive
advantage based on
LEAN principles
Łukasz Ulaniuk
ing competitive advantage in a highly
ized Work and examples of concrete solu-
ees’ mentality was. Peoples’ attitude has
and accurate information is the factor
been developed through employees’ sugges-
that enables a business to learn, under-
tion system, Toyota Kata workshop and Train-
stand, and respond faster than the com-
ing Center adapted to internal requirements
petition.
industry. The transition from piecework to
engagement culture.
continuous improvement processes while
However,
those
cultural
changes have to be connected with the
proper management tools that reinforce
and strengthen those changes.
day
meeting business goals within relatively
NOWY STYL GROUP
The evolution in Nowy
Styl Group – from piecework to continuous improvement process
Dariusz Frydrych
Metal Production Plant Director
short time required adapting Lean tools to
The sooner we can confirm what we
lean practice
in bitesizes
[9:00–12:00]
José FERRO
Leadership and culture
transformation
tion technology and outsourcing services.
willing to pay for. This session will ex-
tant workforce and how Toyota fosters the
Andrzej Adamkowski
17 June
1
WAGON SERVICE
OSTRÓDA
Developing
Leadership Styles on
each Organizational
Level on the Lean
Transformation
Journey.
Anna Kamieniak
Customer Service Manager Grzegorz Olsztyn
Production Manager
8
This presentation describes the process of
developing and changing leadership styles in
the company from railway industry within 10
years of Lean transformation. Wagon Serv-
2
day
ice Ostróda (WSO) provides periodic maintenance inspection and modernization of railcars, reconditioning of railcars parts and
produces tank wagons for variety of products. The company developed and consistently implements operational excellence
program that integrates organizational cul-
2
day
lean practice
in bitesizes
and business process mining allowed us to
create a unique offer – Intelligent Service
Centre.
During our presentation we will introduce
along with associated risks and lessons
learned.
Remigiusz Horbal
Krzysztof Drozd
LEI Polska
How the Big Three has
changed Service Companies in Poland
programs for employees. However, even in
these methods there is still surprisingly big
potential for improvement of capacity,
quality and time of realization. This poten-
11
lean practice
in bitesizes
[9:00–12:00]
and started improvement idea generation
9
and skills with systems thinking, statistics
companies offering consulting, informa-
companies advanced in application of
[13:00–16:00]
The combination of acquired knowledge
our services and products to learn more
tools (e.g. known from SixSigma concept)
leader level up to managing director level.
services.
you to the Capgemini way to innovation
process mapping) or statistical analysis
with different leadership styles on all organ-
Paulina Walczyńska
set of the latest methods for LEAN
Capgemini is one of the leading global
used process optimization methods (e.g.
experiences in the area of experimenting
Business Value Manager
on a transformation journey in the mind-
preferences, the sooner we can adjust
which wanted to improve their efficiency
processes. WSO will share at this session its
Łukasz Stefanik
Capgemini Polska embarked 4 years ago
Delivery Manager
Throughout the years, service companies
ture changes with the transformation of key
Thought Leader and Architect –
new user services
commoditised IT outsourcing business,
know and don’t know about customer
17th June
izational levels from the production team
17th June
10
lean practice
in bitesizes
[11:30–15:00]
about what the customer wants and is
lution in the company representing furniture
and beliefs that are preventing serious
th
16th June
LEAN PRACTICE IN BITESIZES
SESSIONS AND SEMINARS
Mike Orzen
Connecting with the customer to create greater
value
This presentation will describe the Lean evo-
tal models, a case study of the most reluc-
This presentation will highlight key myths
transformation from taking place. You will
7
see comparative examples of common men-
Member of the Board /
Chief Operation Officer
ciples and the philosophy behind it all.
day
lean practice
in bitesizes
[11:30–15:00]
Samuel Obara
Mental Models – Key
areas where traditional
organizations
collide
with the lean model
formation
thematic track
for SERVICE INDUSTRIES
Transforming processes
presentation we want to show what re-
ingredients in a recipe, give your dish
sults were achieved by service companies
a chance to succeed and their versatility
which implemented The Big Three for the
makes them applicable in every (service)
past 2 years. We will also tell you how ap-
kitchen. During the presentation we will
plication of these methods increased in-
discuss in the detail the following:
volvement of managers and leaders in con-
– Work and flow organization the case
tinuous improvement.
of inquiries from external institutions.
ING
ING behind the scenes.
A few hints for a successful improvement project
Barbara Pękała-Piecyk
Operational Processes Monitoring
Department Manager
Maciej Fornal
Process Management Quality Leader
Take Productivity Study, perform measurements, go to Gemba and necessarily
apply pull system;
– Two birds with one stone – how TWI
methods used in the correspondence
team in foreign trade transactions increased both process quality and employees’ involvement in improvements;
– The wing or the thigh? Value or productivity?
Project
success
paradox
(based on A3 method) which effected in
productivity decrease.
And, what is most important, the con-
BARTOSZ MISIUREK
LEI Polska
Mateusz Danek
Nidec MOTORS
& ACTUATORS
Implementing Lean Management means
supporting
process,
tial can be used by three methods which
that operators will have to start doing
without taking an easy path of just pay-
we half-jokingly named The Big Three: Mix
Productivity Study, A3 reports, TWI meth-
crete results in relation to bank efficien-
some things that have so far not been
ing them more. The seminar will be co-
Model Capacity Study, TWI and A3. In this
ods – these tools, just like properly chosen
cy KPIs.
included in their regular job descrip-
presented by LEI Polska and Nidec Mo-
tions. On top of running their machines,
tors & Actuators. We will show the issue
assembling or grinding, they will have
from two perspectives – in a traditional
to accept that reporting safety near
company transforming into Lean Man-
How to win operators’ engagement in doing more
for the effective implementation of the Lean
Management Principles
misses or problems with their equip-
agement and a greenfield plant build-
ment, or recording hourly results will
ing its organizational culture on Lean
now be a part of their daily routine. And
Management principles from the start.
Maintenance Manager
14
all that without an obvious, direct, positive influence on their pay check! In our
session we will discuss how to effectively motivate operators to engage in task
the
production
17th June
2
day
lean practice
in bitesizes
[13:00–16:00]
12
Chris Vogel
Transforming Lean for
Service Business –
Wells Fargo Bank
years, fragmented departments were
spective (the role of management, con-
forged into an enterprise utility using the
necting strategic objectives to front line
Lean principles, processes and tools. The
team members).
presentation will address the following
– The transformation from team member
topics:
perspective (involving of all team mem-
– The changes implemented on the level of
bers at every level, communicating the
Chris Vogel will share his journey of Lean
processes and the results achieved.
purpose of the Lean Approach, employee
transformation at Wells Fargo. Over seven
– The transformation from leadership per-
idea generation)
15
15th Lean Management Conference Lean Management
www.leankonf.pl
THEmATiC TRACk
FOR sERViCE iNDusTRiEs
Managing in a Lean culture
16th June
1
day
– Alignment between the organizational
to present principles of managers’ daily
silos and value stream thinking (Leading
work based on Gemba Walk rules. Eve-
across value streams – why?, Who?,
rything will be set in modern service
When?, Engaging leaders in support
processes reality. We will present the
functions
technologies,
following elements of Gemba Walk and
HR systems, audit practices, and their
leader standard work in a very practical
This presentation will cover the topics of
leadership)
way:
evolving roles of leadership and manag-
– Walk through process combined with
– Understanding the traditional behav-
REMiGiUSZ hORBAL
kRZySZTOF DROZD
LeI polska
Managing by gemba
walks
iors of leaders vs. Lean principles and val-
This presentation should give “an after-
– Standardized work audit and its con-
ues. (from dictating solutions to under-
taste” of practical aspect of manager’s
clusions for manager.
standing problems on gemba, reinforc-
work based on Lean Management ap-
Manager’s work based on Gemba Walk
ing behaviors, creating the problem
proach in which managers are involved
is the key driver of successful Lean
solving culture)
in improvement on daily basis. Such im-
transformation. Organizations can ad-
– Recognizing the maturity levels of Lean
provement becomes a part of their rou-
mittedly realize numerous good im-
across the organization and developing
tine work. A Mock-Up (1:1 model) of se-
provement initiatives (Lean projects
steady growth toward the evolving cul-
lected elements of Visual Management
and
ture (Leader standard work, organiza-
will be built in the seminar room. These
practice but they will never become
tional development, developing people)
elements will be used during role-play
“Lean Enterprise”.
ing Lean (knowing when and how to start
taking action and what needs to be communicated)
17th June
2
to
evolve
[9:00–12:00]
process
condition
assessment
including problem-solving and daily improvement.
– Monitoring of problem-solving.
implementations)
without
this
What are the most common barriers to
successfully introducing coaching by
ing on making the numbers? Why is
Managers and what can be done to over-
coaching so important in a Lean transfor-
come them? This presentation will at-
For years, the Lean books have said,
mation? What does a Manager need to
tempt to address these issues and an-
“Managers need to become coaches sup-
know to become a successful coach? Do
swer questions you may have!
porting the Lean journey.” But what does
all Managers need to become coaches?
lean practice
in bitesizes
Where many organizations are caught in an
what it takes to drive Enterprise Excel-
endless cycle of developing new tools and
lence.What is the Shingo Prize and how can
systems to achieve their ideal results, oth-
it help accelerate cultural change towards
ers are experiencing sustained improve-
a Lean workplace? Learn how your compa-
ment and are consistently delivering new
ny can benefit from the teachings of the
levels of success to all their stakeholders.
Shingo Model
zation providing training and assessment
services to those companies interested in
challenging for the Shingo Prize (called the
Noble Prize of Lean). The Shingo Model
20
14
busy fi re fi ghting all day long and focus-
The Shingo Insitute is a non-profit organi-
The tour will cover: Toyota Motor Manufacturing plant in Wałbrzych, producing manual transmissions and 1.0 liter engines and Electrolux plant in Świdnica, manufacturing kitchen ovens.
and
this really mean to Managers who are
MIKe OrzeN
principle-based
Leadership and
the Shingo prize
Lean plant Trip 1
– Meeting at Visual Management Board
seminar
[13:00–16:00]
pLANT TOuRs
problem analysis.
MIKe OrzeN
Developing Managers
as Lean Coaches
17th June
day
13
CHrIS VOGeL
Changing role of leadership and management in
Lean culture
– The fundamental approach to introduc-
2
lean practice
in bitesizes
[11:30–15:00]
ers within Lean Transformation:
day
LEAN pRACTiCE iN BiTEsiZEs
sEssiONs AND sEmiNARs
15
Lean plant Trip 2
The tour will cover: Toyota Motor industries poland in jelcz-Laskowice,
producing diesel engines and Faurecia plant in jelcz-Laskowice, manufacturing automotive seating.
WinnER OF ThE
cOMpETiTiOn
Winner of case
study competition
and pronciples provide key insights on
21
16
17
15th Lean Management Conference Lean Management
www.leankonf.pl
DEsCRpTiON OF wORksHOps
understanding
Lean Transformation
wORksHOps
16
18
Lean coaching
in a Service environment
Successful transformation calls for
a situational approach that is based on
innovating key dimensions of any organization through addressing a series of
questions. These questions are fractal—
meaning that the same questions apply
whether working at the macro enterprise
level or the level of individual responsibility
as you dive progressively deeper into each
dimension. But, while the transformation
model that has emerged through years of
experience is situational, the nature of the
questions represent a clear point of view: If
an organization fails to address each
question, and with a sense of how each
relates to the others, the transformation is
headed for trouble.
In order to effectively introduce and sustain new
thinking and behaviors that support Lean, effective
coaching is essential. In a Service setting, coaching
becomes even more of a challenge due to the reactive
nature of the job, the complexity of the work, and
uniqueness of skills sets. If you are wondering how to
develop yourself and others to be an effective coach –
this workshop is for you! Understand and apply the core
skills of effective coaching with Service professionals.
Practice developing your people in Lean behaviors and
practices. The hands-on workshop will leave
you with a great experience to know what
Lean coaching is like and the skills you need
to become a great coach!
Speaker
John Shook
Lean
problem Solving
17
We will practice the PDCA problem-solving method as it was
created by Toyota. Through a hands on exercise you will
solve the issues happening in a simulated popular service
company. You will learn several techniques that are crucial
to understand prior to starting a problem solving effort.
You will see inside examples from Toyota and how they use
this effective methodology to solve problems ranging from
mosquitoes in the factory to team member satisfaction.
We will also briefly discuss the infrastructure required to
develop and sustain problem solvers and the
common mistakes and pitfalls to avoid when
bringing this methodology to full deployment.
Engaging managers in a daily improvement
process through Leader Standard Work
and Visual Management
19
Please join us, as we take a gemba walk at
KRUK S.A. and explore the use of leader
standard work in a service environment. We dive deep into a live service process to
understand the daily operations management
needs, we will build and implement a daily
Huddle/Performance board, then perform the
daily huddle. In this hands on experience you
will also learn the purpose, value, and execution of performing daily huddles and their role
in the leader standard work system.
After this workshop you will know how to use
all the mentioned tools and methods to engage managers in a daily improvement process
to achieve sustainable growth of operational
performance of your company.
Speaker
Samuel Obara
18
Speaker
Mike Orzen
Speaker
Chris Vogel
19
15th Lean Management Conference Lean Management
www.leankonf.pl
CONfERENCE Fee
16th, 17th
JUNE 2015
selected
day*
REGISTRATION
Early registration fee Upon registration
until 16.04.2015
Regular Conference fee upon
registration after 16.04.2015
3200 PLN
3600 PLN
+ 23% VAT
+ 23% VAT
2000 PLN
2600 PLN
+ 23% VAT
+ 23% VAT
Registration Process in 2 steps:
STEP 1
Initial registration
Registration of the company and participants on www.leankonf.pl
Confirmation of initial registration will be e-mailed immediately after registration.
STEP 2
Guaranteed registration
Fee for participants
of the entire
Conference
Persons not taking
part in the first two
Conference days
Workshop John Shook
1800 PLN
2800 PLN
+ 23% VAT
+ 23% VAT
Workshop Samuel Obara
1800 PLN
2800 PLN
+ 23% VAT
+ 23% VAT
Workshop Mike Orzen
1800 PLN
2800 PLN
+ 23% VAT
+ 23% VAT
Workshop Chris Vogel
1800 PLN
2800 PLN
+ 23% VAT
+ 23% VAT
WORKSHOPS
18th
JUNE 2015
lean plant trips
18
th
JUNE 2015
Toyota Motor
Manufacturing Poland,
Wałbrzych i Electrolux Poland,
Świdnica
Toyota Motor Industries
Poland – Jelcz-Laskowice
& Faurecia Jelcz-Laskowice
Fee for participants
the entire Conference
Notes
700 PLN
+ 23% VAT
Transport
and lunch included
Confirmation of initial registration through payment of the Conference fee. Only payment of the Conference fee
guarantees availability of chosen seminars, workshops and factory visits and it is a condition for participation in
the Conference. After the payment is made you will receive an advance invoice.
The payment should be transferred to the following bank account:
Lean Enterprise Institute Polska Sp. z o.o., Raiffeisen Bank 16 O. Wrocław
PL94 1750 1064 0000 0000 2011 7238, SWIFT: RCBWPLPW
Reference: 15th Conference
Additional information
Conference languages are Polish and English. Cancellation of participation needs to be submitted to organizers until
31st May 2015 in writing ([email protected]). If the registration is cancelled, handling fee of 250 PLN net will
be charged. There will be no refunds if a cancellations is made after 31st May 2015. However, in justified cases you can
offer another person in your place.
Conference Place
HASTON CONGRESS CENTER
at Haston City Hotel
Irysowa Street 1-3, 51-117 Wrocław
Phone: +48 (71) 322 55 00
Room reservation: [email protected]
www.haston.pl
700 PLN
+ 23% VAT
• Factory visits are only available for participants of the first two days of the Conference.
• The fee for the factory visits organized during the Conference covers only and exclusively the costs incurred
Accommodations
on organization of these visits (transport, meals). The conference fee for consultants is 25% higher than the listed prices.
Haston City Hotel ****
+48 71 322 55 00
+48 71 735 03 50
Diament ****
+48 71 797 98 00
Qubus Hotel Wrocław ****
+48 71 787 00 00
Scandic Wrocław **** Wrocław Hotel Park Plaza ****+48 71 320 84 00
• In exceptional cases organizers reserve the right to refuse registration without giving any reason.
* Participation in the one day of the conference (16 or 17 June)
20
A list of additional hotels in Wroclaw available on:
www.booking.com LEI Polska does not guarantee
room availability in above listed hotels.
21
OrGANIzer
LEAn EnTERpRiSE
inSTiTUTE pOLSkA
LEAN.ORg.pL
ul. Muchoborska 18, 54-424 Wrocław
tel. +48 71 798 57 33, fax +48 71 798 57 34
[email protected]
Business Improvement Leaders