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Welcome to Lean People Development: Online!Most organizations struggle to fully understand the lean, let alone transform themselves into a lean enterprise. Even firms with a successful lean transformation struggle in many critical business functions. Understanding how all business functions interact will significantly impact the agility and financial success of any organization on the lean path.
Lean Frontiers, with our online Lean Frontiers Direct offering, seeks to bring all business functions into lean thinking, because traditionally‐operated business units are often roadblocks to a lean transformation. It’s not because they lack the desire to transform. It’s usually just a lack of knowledge and skills that create supportive lean behaviors and team environment.
We are pleased to have you join us so that your teams can become a complete lean enterprise. Knowledge for success is at your fingertips with Lean Frontiers Direct online for your entire team.
On Behalf of the Lean Frontiers Team,
Jim Huntzinger President & Founder of Lean Frontiers
Session Information
Orientation Page Much of the information found on this page is also available on the Orientation Page, with additional helpful information not included here. Visit www.leanfrontiers.com/lfdorientation‐people.
Presentation Downloads Available presentations may be downloaded by following this link… www.leanfrontiers.com/lfdorientation‐people.
Feedback Forms Please take time to complete the online feedback forms. These will be sent out to you at the end of each day. Please forward it to as many of those who participated as you are aware. Thanks for your help! www.leanfrontiers.com/lfdorientation‐people.
On‐demand Viewing In the days following the LIVE portion of Lean Frontiers DIRECT, company representatives will receive a link to view the recorded sessions. These sessions will be available for a 3‐month period.
Interact During Lean Frontiers Direct
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Asking Questions of Presenters & Organizers Go to this page and look for the form on the right side of the page. In some cases, time may be limited for questions. In these cases, questions will be answered by presenters and sent to participants following the event. www.leanfrontiers.com/lfdorientation‐people.
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Tuesday, November 7th | Lean People Development
DAY 1 OPENING Remarks 10:00AM‐10:10AM EST Presentation #1 10:10AM‐10:50AM EST Overcoming Barriers to “WOW” Results Cheryl Jekiel Presentation #2 10:55AM‐11:35AM EST Operations & Human Resources a Business Partnership ACTING IN PARTNERSHIP FOR THE BUSINESS OF People Lean Transformation Karen Gaudet Presentation #3 11:40AM‐12:20PM EST Information As Currency Rhonda Morrison
Extended Break (for lunch, break, conversations) 12:20PM‐1:15PM EST Presentation #4 1:15PM‐1:55PM EST Creating A Culture of Continuous Improvement Ellen Sieminski Presentation #5 2:00PM‐2:40PM EST Getting Better, One Person at a Time Colin Rusel Presentation #6 2:45PM‐3:25PM EST Coaching Those Not On Board Ron Oslin Closing Remarks 3:25PM‐3:30PM EST
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Session Descriptions: Tuesday, November 7thOpening Session‐ 10:00am‐10:10am
Opening Remarks Dwayne Butcher
Join us for this important opening session which will provide a framework for the day’s presenters and content. This opening session will also introduce all participants to the technology being used for interacting with the presenters and technology.
10:10am‐10:50am
Overcoming Barriers to “WOW”
Results Cheryl Jekiel
This session will highlight new concepts on the value HR can bring to Lean initiatives.
In this session you will learn…
Define “Improvement” Activities
Barriers to Wow Results
The role of HR with increasing Improvement Activities
Explore the value of Wow Results
The purpose of applying lean methods to HR
About the Facilitator: Cheryl Jekiel is the Founder of the Lean Leadership Resource Center (LLRC) which helps CEOs of innovative companies and organizations who view their people as a competitive advantage to weave Lean principles into the fabric of their company culture so they get sustainable, constantly improving results that exponentially change the business.
The LLRC partners with companies to drive results by building the skills of their leaders, redesigning human resources practices and improving the culture of their organization. LLRC resources include workshops, presentations, virtual learning communities, publications and various other on‐site supports.
Ms. Jekiel has held Vice President of Human Resources positions for a number of companies, including Tri‐Arrows Aluminum, Inc., FONA International, Inc. and Flying Food Group, LLC.
Prior to her recent senior leadership roles in Human Resources and other senior management positions. As the author of “Lean Human Resources: Redesigning HR Practices for a Culture of Continuous Improvement”, Ms. Jekiel is committed to building Lean HR as a recognized field of work.
10:55am‐11:35am
Operations & HR a Business Partnership Acting in Partnership for The Business of People Lean Transformation Karen Gaudet
In this session Karen will share her experiences as well as provide an A3 structure for participants to have a tool to explore their own partnerships (whether they be in HR, CI or Ops).
In this session you will learn …
Understand the five basic dimensions of organization change / Lean Transformation
Reflect on your own situation and identify key areas for development / learning
Build an action plan to take with you and apply in taking your next first step
About the Facilitator: Karen Gaudet has over 20 years’ experience leading, training, and coaching high‐performance teams of staff and executives in rapid‐growth environments. Most recently, as regional director of licensed operations at Starbucks Coffee Company, she built a consistent track record of growing the number of retail stores along with the continuous improvement capabilities of people.
As director of learning at LEI, Karen’s responsibilities include:
Supporting Co‐Learning Partners, a small group of select companies with a passion for collaborative learning and a willingness to share results with the global lean community.
Managing and continue to strengthen LEI’s education curriculum.
Delivering training at customer sites and public venues.
Managing relationships with 40‐plus faculty members, lean management practitioners who have years of hands‐on experience implementing what they teach.
At Starbucks, Karen made recommendations on the creation of an operating system model line, then led the first application in a working store and provided feedback necessary for a broad, global implementation. She also led a team of coaches responsible for teaching problem solving and mentoring skills to regional executives, directors, and district managers responsible for implementing the lean operating system. Karen led the growth of Starbucks’ New England market, adding 20 new stores annually for five years while hitting profit and return‐on‐investment goals.
Previously, she held management and executive posts in operations, marketing, and training at large restaurant chains, a retail consulting company, and a technology startup preparing for an initial public offering.
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11:40am‐12:20pm
Information as Currency Rhonda Morrison
Lean leaders know one indicator of a healthy Lean Culture is the open sharing of information. In dysfunctional cultures information is the currency of the underground systems that exist to actually make things work. Information is seen as a source of power or security to be hoarded, bartered, and even counterfeited in situations where people feel they have little input or control. Recognizing how and where this system operates and in your organization is an important part of the culture change you will experience as Lean becomes the way you run your business.
In this session you will learn …
How to recognize where information is being used as currency
Some reasons why this system exists
How healthy Lean Culture addresses this specific issue
Some key considerations as you start to share information more widely
About the Facilitator: Rhonda Morrison formerly the Director of Continuous Improvement and most recently the of Director of Operations for Nicholson Manufacturing, a successful manufacturer of Logging and Sawmill Equipment in British Columbia, Canada. Rhonda’s background is in Operations and Supply Chain and she has 15 years of experience practicing and leading Lean.
12:20pm‐1:15pm
Extended Break Use this time however you would like. Whether you order in or brown bag lunch, group conversations, this could serve as a time for your group to discuss and reflect on the morning sessions.
1:15pm‐1:55pm
Creating a Culture of Continuous Improvement Ellen Sieminski
An overview and discussion of talent development through a lean program that aims to engage every associate in problem‐solving.
In this session you will learn …
Lessons learned on a 6‐year lean journey
How Littelfuse is creating a team‐based, problem‐solving culture
The structure of the Littelfuse enterprise lean six sigma program, including training and certification
How Littelfuse seeks to engage our associates in making data‐driven decisions
About the Facilitator: Ellen Sieminski has worked in manufacturing for 17 years, and currently serves as a global lean coach and mentor at Littelfuse, Inc. Ellen creates and conducts training on various lean topics, facilitates kaizen blitz events, and delivers team‐building training as part of her efforts to bring empowered work teams to the office as well as to the manufacturing floor. She volunteers extensively with the Association for Manufacturing Excellence. Ellen holds a Bachelor of Science in Industrial and Operations Engineering from the University of Michigan, and a Master of Arts in Industrial and Organizational Psychology from the Chicago School of Professional Psychology.
2:00pm‐2:40pm
Getting Better, One Person at a Time Colin Rusel
At ATC people are our biggest asset. As a company we have identified root causes to gaps that exist, implemented countermeasures, set goals and established metrics to measure to track our progress. However, all of this is dependent on the people at ATC. Our success depends on flexible, effective, capable leaders and teams. And we have gaps between capabilities of leaders and teams and work expectations we need them to meet. Growing leaders and teams is therefore where our people development energy has been directed in 2017. Come learn from the failures and successes we experienced this year. Bring your questions and join a conversation around how we all get better at what we are trying to do.
In this session you will learn …
How the ATC Lifetime Employee Roadmap (LER) is changing the way we work with people.
How lean leader development works with the Lean Management System (LMS) at ATC.
How ATC is working to equip leaders so they can create flexible efficient teams that can sustain the gains we are making.
About the Facilitator: Colin Rusel joined Aluminum Trailer Company (ATC) in 2015 in the then newly established role of Director of People Development. Since that time, he has been observing, learning and working with leaders and teams to identify gaps and build tools and systems that leaders, teams and individuals at ATC can use to get better at what we do. His work in 2017 is focused on ATC’s need to develop highly capable lean leaders.
Colin has a bachelor’s degree from Goshen College and lives with his wife and two sons in Goshen, IN.
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2:45‐3:25pm
Coaching Those Who are not on Board, in Denial or “Addicted to the Status Quo” and Actively or Passively Resisting Change Ron Oslin
Hear how a top 5 bank is moving from tools and compliance to evoking behavioral change that creates invested hearts and minds. Learn about the wisdom being employed to address the Addiction to Status Quo TM that prevents leaders, coaches and organizations from successfully sustaining a transformation. Learn the countermeasures used to address a culture change and lessons learned. Discover the stages of behavioral change where classical coaching is a barrier/roadblock to behavioral change. Attendees will learn how and why to change their approach to people who are resistant to changing their behavior, who seriously consider action but do not commit to change, and people intent upon changing their behavior but who lack the confidence to experiment with new behavior/change.
In this session you will learn …
What must be true to be one of the 3% of organizations that transform successfully
The secret sauce of Toyota’s lean success
Why people are “Addicted to the Status Quo TM” and do not get on board with a change
How to assist a person get on board
About the Facilitator Ron Oslin is currently the Lead Coach of the Lean Coaching team at Capital One and is President of One System One Voice LLC. The lean coaching team provides counseling and coaching to all levels of leadership at Capital One. Oslin joined Capital One in December 2007 with more than 20 years of lean application in manufacturing and service. Oslin began his process learning journey in 1982 as an intern with Dr. Edward Deming. Oslin has applied lean methodologies in printing, auto manufacture, marine heating and air conditioning manufacture, health care, education and banking. Oslin has held roles as CEO, COO, and transformation leader in several organizations. He received his bachelors from Virginia Commonwealth University and is a Six Sigma Master Black Belt.