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Chapter 1 - Oct. 23

LEAN AND LEAN LEADERSHIP

  • Overview of Lean Leadership and Recommended Learning Approach
  • What is Lean Leadership?
  • History of The Toyota Way
  • What is Real TPS?
  • What is the Real Toyota Production System?
  • Lean Processes as a System
  • Developing Exceptional People through Problem Solving
  • Lean is now redefined

Chapter 2 - Nov. 21

PROBLEM SOLVING, IMPROVEMENT, & A3 THINKING

  • Problem Solving your way toward an Ideal State
  • Toyota Business Practices: One Company, One Improvement Process
  • Toyota Business Practices: Experimentation and Learning
  • Toyota Business Practices for Warranty Reduction
  • Driving to the root cause through 5 Whys
  • Countermeasures and Problem Solving to Develop People
  • Why is PDCA so rarely followed?
  • Why do so many companies miss the PCA from the PDCA cycle?
  • A3 Thinking to Slow Down Problem Solving
  • The other A3 Stories
  • The Improvement Kata, Another Approach
  • Lean Leaders Strive for Continuous Improvement

Chapter 3 - Dec. 18

STANDARDS, STANDARD WORK, AND VISUAL MANAGEMENT

  • Standard Work and Visual Management
  • Standard Work Document for non-cyclical Work
  • Standards and Continuous Improvement
  • Leanís Core Leadership Model
  • Visual Management to See the Gaps: Standard vs Actual
  • A Non-traditional Lean Case: Menlo Innovations
  • Visual Management and Teamwork at Menlo
  • Visual Management Supports a Collaborative Culture
  • What did we learn about Visual Management?

Chapter 4 - Jan. 22

COMMIT TO SELF DEVELOPMENT

  • What are you trying to Self-Develop?
  • How do you work to become a Lean Leader?
  • Leadership Self-Development Learning Cycles (PDCA)
  • How do Lean Leaders develop and get promoted?
  • Deep Expertise through Shu-Ha-Ri Stages
  • Do senior executives still need to self-develop?
  • Important Factors for Leader Success in an Exceptional Company

Chapter 5 - Feb. 5

LEARNING TO COACH AND DEVELOP OTHERS

  • While self-developing begin to learn how to develop others
  • Beginning the Steps of Coaching and Developing Others
  • How to Coach and Develop Others at the Gemba
  • Using Kata to Coach One Person at a Time
  • Three-Part Recipe for What Lean Leaders Must Learn
  • How can this Apply to Developing Others in Your Organization?

Chapter 6 - Mar. 19

SUPPORT DAILY KAIZEN

  • Bringing Lean Leadership to Work Groups
  • Toyota work groups are at the heart of Continuous Improvement
  • Visual Controls and the Andon System Support Improvement
  • Creating a teacher who creates a critical mass of Lean Thinkers
  • Role of B-labor at Toyota to Supplement the Work Groups
  • Creating a Material Flow Revolution (Minomi Case)
  • Minomi Project Results
  • Standard Work to Support Kaizen in Work Groups
  • What is Leader Standard Work?
  • Tying it all Together
  • What is the Current State in your organization?

Chapter 7 - Apr. 23

CREATE VISION AND ALIGN GOALS THROUGH Hoshin Kanri

  • Create the Vision and the Capability
  • Hoshin Kanri to focus energy on aligned learning cycles
  • Hoshin Kanri at Toyota
  • Align people horizontally and vertically
  • How Hoshin Kanri and Daily Management Work Together
  • Philosophy in Hoshin Kanri
  • Comparison between MBO and Hoshin Kanri
  • Radical Lean Transformation: Dana Chassis Parts Supplier
  • With the Right Philosophy it all Comes Together
  • Final Feedback: Deliberate Practice is not Fun

Chapter 8 - Apr. 23

CONNECTING STRATEGY TO OPERATIONAL EXCELLENCE: The Scion Example

  • Every Improvement Starts with a Challenge
  • Scion Sales-Marketing Approach
  • Connecting Purpose to Results
  • Relationship between Strategic Innovation & Operational Excellence for Scion
  • Toyota Way Principles in Action

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