San Francisco, California
London, United Kingdom
Building a culture of excellence
Registration Starts at 8:00 am
December 6th, 2016 – Melbourne Zoo, Rainforest Room, Parkville, Melbourne, Vic
Sammy Obara, President, Honsha Associates (USA, Japan, Brazil), co-author and editor, Toyota by Toyota
Darril Wilburn, Managing Partner, Honsha Associates (USA), co-author and editor, Toyota by Toyota
Leaders that model and teach the balance of courage and humility can build a culture of kaizen that shows the highest level of respect for people. Once organizations align their actions with these principles then excellence is the natural outcome.
In this workshop you will learn how some of the best Lean leaders develop a Kaizen Culture to engage people and ensure long term growth and positive results. You will also learn:
- how balancing Courage and Humility allows individuals and organizations to truly practice Kaizen
- the purpose of Kaizen
- tool kit thinking vs purpose thinking
- how leaders can coach an “idea” into an actual Kaizen
- the proper systems that support a culture of excellence
I. Change, Principles and Choice
In this section we will cover the concept of principles and how aligning with principles is more advantageous than aligning with tools and practices. Principles and purpose should drive practices.
II. Lean Principles and Culture
- Continuous Improvement and Respect
In this section we will introduce the 2 core principles of Continuous Improvement and Respect. We will illustrate how these basic concepts drive the Lean culture. We will also introduce how the 3 sub components of Courage, Humility and Kaizen make up the heart of the principles.
Key concepts include:
- Visual Management
- Genchi Genbutsu (Go and See)
- 3 Levels of Kaizen Leadership
- o Front line Kaizen
- o Mid Management Problem Solving
- o Sr.Leadership Hoshin Kanri
- Mutual Trust/Responsibility and Accountability
- People Development
- Servant Leadership
III. The Purpose of Kaizen
In this section we will learn the purpose of and how Leaders must develop their people to know and act upon this purpose daily.
We will also learn the 3 filters that all Kaizens must go through in order to be considered a real kaizen. We will utilize interactive activities to reinforce each concept.
IV. Coaching Kaizen
In this section we will utilize real examples and how leaders can coach an idea into an actual kaizen.
About the Presenters:
President Honsha Associates; Lean Enterprise Institute (USA) Faculty
Sammy learned the Toyota Production System while working at Toyota Motors in Japan. For three years he underwent intense practical training at the Honsha Overseas Engineering Division in Toyota City. Then for 13 years, he implemented lean in a variety of Toyota facilities in Japan, Brazil, the United States, and Venezuela.
Sammy has hands-on experience implementing lean principles in other industries, including healthcare, construction, retail, and government. In all, he has helping over 300 companies on their lean journeys. He holds a master’s degree in technology management and has lectured at universities such as Stanford and Harvard. He currently aids companies implementing lean through Honsha Associates.
Managing Partner; Honsha Associates
Darril Wilburn was a leader in the development and implementation of some of Toyota Motor Manufacturing’s highest profile leadership development programs. Darril led the Toyota Way 2001 (Toyota core values and principles) implementation at Toyota’s largest manufacturing plant in North America. Darril worked with The Toyota Institute in Japan to develop the Toyota Business Practice (TBP) leading the global pilot of this program as well as the North American Senior Executive sessions. While at Toyota, Darril studied the Toyota Production System as a student of OMDD, Toyota’s internal Sensei group. Darril was also part of the team that launched Toyota Motor Manufacturing Texas where he led the assimilation and training of new to Toyota management.
Other clients include, Johnson Controls, Wrigley Europe, M&M Mars, Volvo Trucks, Carl Zeiss, Valero Energy, Kimberly-Clark, Monomoy Capital Partners, Department of Labor and Industry (Washington State,) The Port of Seattle and Toyota Motor Manufacturing.
Darril and Sammy are co-authors and co-editors of the recently released book, Toyota by Toyota. This a collection of reflections from the inside leaders of Toyota.
Who Should Attend:
Executive Leaders, General Managers, Supervisors, Lean Leaders, HR Managers, HR Officers, and anyone facilitating change within your organisation who understand the importance of going beyond tools to creating effective management systems and processes in order to set the basis for creating a sustainable, lean problem solving culture across the entire organisation.
FULL DAY WORKSHOP: $750 plus GST / Booking Fee
When & Where
Institute for Lean Systems (ILS)
ILS helps build competitive organisations that drive continuous improvement through respect for people. We focus on enterprise-wide transformation, action-oriented for immediate and substantial Results, but made culturally sustainable through carefully designed programs of education, coaching, and training based on a simple lean model.