9th Annual Lean Healthcare Transformation Summit

Chicago, Illinois
Tuesday, June 12, 2018

For those who want to make the most of the Summit experience, we are offering Pre-Summit Workshops June 12-13, 2018.

These in-depth programs will help move you beyond individual "tools" and isolated improvement projects to build leadership capabilities and develop management skills needed to create the complete lean enterprise and a culture of problem solving.

    
 Tuesday, June 12  Wednesday, June 13 
Strategy Deployment
Creating a Lean Management System Kata: A Pattern for CI and Coaching
Maximizing Your Improvement Team
Spreading Improvement Better Metrics
Innovation in Healthcare Leader Standard Work
Lean Clinic Simulation
 Capturing the Value of Lean
Creating a Sustainable Lean Culture
Discover Excellence
Value Stream Mapping: A Method for Sustainable System Improvement


Better Metrics:
Understanding Variation and Managing Performance Using Deming Methods


Do you or your leaders find yourselves having to explain every bad data point in a chart or any "red" data point that doesn't meet a goal or target? In a Lean Journey, organizations often introduce daily (or even hourly) performance metrics that are meant to drive change and evaluate performance. But does this "whack a mole" approach to management end up frustrating everybody involved, wasting time, and getting in the way of real improvement?

Dr. W. Edwards Deming used the “Red Bead Game,” which was created in 1982, in hundreds of seminars around the world for over a decade. Today, Mark Graban facilitates the exercise as something that will help any Lean Transformation Journey. In this workshop, we will take a deeper dive into the creation and utilization of better performance tracking charts, based on process behavior charts and “statistical process control” methods. Participants will get to do hands-on work with sample data sets and will be encouraged to bring some of their own charts and data to use and be coached on.

At the end of this session, participants will be able to:
  • Describe and differentiate between “common cause” variation (or noise in the system) and “special cause” variation (or a valid signal)
  • Recognize the misconception of targets, slogans, and incentives in a system that is poorly designed
  • Use hands-on experience creating “control charts” from different data sets that would be typically used in a Lean Healthcare Transformation
  • Practice interpreting simple “control charts” to more appropriately evaluate performance over time
  • Discuss strategies for introducing this approach into an organization
Faculty: Mark Graban
Date: Wednesday, June 13, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Pre-reading: None
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Capturing the Value of Lean

Transitioning the culture of an organization into one that practices lean-thinking requires time, commitment and resources. Regardless of whether an organization is just starting out or has been practicing lean for years, at some point, many organizations want to know what their investment is giving them in return. Capturing and validating that data varies by need and the capability of the organization to understand and report the qualitative and quantitative benefits of lean.

This workshop will show the connectivity between the various types of lean tools, techniques and concepts and how the benefits of using lean can be captured in both quantitative and qualitative aspects. Participants will be asked to bring specific problems or challenges with them to this workshop and throughout the day, "real-life" examples, applicable to their situation, will be given to show how to capture the benefits of lean based upon their specific need.

Smaller, short-term and larger, long-term trends will be reviewed so participants will be able to grasp the current situation of who their customers are, what they want, what they need and/or what is value-added to them, in order to ensure they understand HOW to see the benefits that their customers will understand and appreciate.

A variety of approaches will be reviewed to demonstrate and practice how to capture the qualitative and quantitative data and how to describe these benefits to their customers in a meaningful way and in a common language.

These benefits will also be connected to the financial statements so over time, they will know what leading indicators to monitor in order to validate what's working and where to potentially prioritize other lean initiatives. At the end of this workshop, participants will leave with an action plan, specific to their needs, to aid them in capturing the qualitative and quantitative benefits of lean within their organization.

At the end of this session, participants will be able to:
  • Examine the qualitative and quantitative value of lean
  • Identify several approaches to capture the value of their lean activities
  • Apply their specific situation to a profit model
  • Practice speaking in a common language that resonates with their customers
  • Evaluate where the benefits will and will not appear on the financial statements over time
Faculty: Jean Cunningham
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Prerequisite Sessions:
None
Who Should Attend: This workshop is appropriate for continuous improvement leaders in a wide range of functional areas and levels
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Creating a Lean Management System Overview

Is your healthcare organization struggling to sustain improvement gained through the application of lean principles? Are you facing challenges in implementing daily improvement and aligning work to strategic goals?

Managing a lean organization requires a different type of leadership and a shift from management-by-objectives to management-by-process. A lean management system enables the adoption of management by the process, regulates the flow of information from the front lines to senior leaders and back, fosters engagement of all employees in process improvement, and allows for daily coaching and teaching. During this overview session, participants will learn about a journey to develop a lean management system at a healthcare organization and experience an in-depth framework for each element that comprises it.

At the end of this session, participants will be able to:
  • Explain the purpose behind each of the 10 interconnected components of a lean management system
  • Describe how to cascade information effectively throughout the organization
  • Identify how to create and sustain a system of continuous improvement aligned with strategic goals
  • Discuss how employee coaching and mentoring can occur daily
  • Recognize and describe the importance of leader standard work in supporting a lean transformation
Faculty: Patsy Engel
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Pre-reading: None
Recommended Reading: Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Creating a Sustainable Lean Culture:
Connecting the "Product" and the "People" Value Streams


Are you becoming frustrated with kaizen events and isolated improvement projects that yield great short-term results but are not sustained? Is your company searching for something more? Learn the culture of continuous improvement and how processes and people align to cultivate problem solving.

During this two-day workshop, we explore the unique culture of Toyota, learning about “what it is.” Participants will also define “how to get it” and identify “how to keep it.” The course is intended to demonstrate how connecting and simultaneously developing the “Product” and the “People” value streams helps accelerate your lean implementation setting a foundation for a sustainable lean culture. Learn how to assess your organization to reveal gaps in its leadership, technical and human systems that need to be addressed in order to build a lean culture.

At the end of this session, participants will be able to:
  • Explain the role of Human Resources in supporting a lean transformation
  • Identify key Human systems for supporting process improvement including the development of leaders
  • Describe how to create systems and infrastructure to make problems visible and engage team members at all levels in a rigorous problem-solving and continuous-improvement process
  • Examine why focusing on "cost cutting" is the wrong approach and how lean thinking can actually improve your profits and cash flow. Cite why "delegating lean" to others doesn't work, and may actually hurt your bottom line
  • State the key components of establishing a lean culture of mutual trust, respect, and continuous improvement
Faculty: Mike Hoseus
Dates: Tuesday - Wednesday, June 12-13, 2018
Schedule: 2-days (8:00 am - 4:00 pm)
Price: $1380
Pre-reading: None
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Discover Excellence

This is the Shingo Institute’s foundational, two-day workshop that introduces the Shingo Model™ and is a prerequisite to the other four Shingo workshops. Discover Excellence introduces the ten Shingo Guiding Principles and the Three Insights to Enterprise Excellence™. Small group discussions and on-site learning at a host organization make this program a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you learn how to release the latent potential in your organization and achieve enterprise excellence.

In the two days of this workshop, you will absorb knowledge gathered over decades of working with some of the best organizations in the world. You’ll discover how to create ideal results by building a sustainable culture of excellence based on core principles. On the second day of this workshop you’ll learn to see and evaluate—in a real-life setting— how well an existing culture is aligned with guiding principles in order to elicit ideal behaviors.
  • Discuss and understand the The Shingo Model
  • Discover the Three Insights of Enterprise Excellence
  • Evaluate how the Guiding Principles inform ideal behaviors that ultimately lead to sustainable results
  • Describe the behavioral assessment process through an interactive case study and on-site learning
  • Apply what you’ve learned
Leaders around the world invest substantial amounts of time and money on initiatives that sometimes achieve positive results. Sustained improvement, however, is harder to come by. Each new tool becomes another possible solution or “best practice” only to create confusion that often results in what we call the “sugar high” – a temporary boost in results accompanied by a fleeting feeling of victory. After a few such cycles, people begin to believe that sustainable results are elusive and that each new initiative is really just a “flavor-of-the-month” that will quickly be replaced.

The Shingo Model™ is not an additional program or another initiative to implement. Rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives.

At the end of this session, participants will be able to:
  • Recognize how the ten Shingo Guiding Principles and Three Insights of Enterprise Excellence lead to sustained organizational improvement
  • Discuss how the Guiding Principles inform ideal behaviors and how these behaviors lead to sustainable results
  • Use the behavioral assessment process
  • Create a sustainable culture of excellence

Faculty: Ken Segel
Dates: Tuesday - Wednesday, June 12-13, 2018
Schedule: 2-days (8:00 am - 4:00 pm both days), Day 1 at Marriott Hotel, Day 2 off-site at hospital-based gemba with transportation provided
Price: $1380
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint, MD
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Facilitation Skills for Leading Successful Teams

As a continuous improvement leader, you know how important it is to have a defined process for predictable outcomes - including team meetings because they take up so much of your valuable time and your team's.

But you've probably led or attended too many meetings or work sessions that left you frustrated because so little was actually accomplished.

It doesn't have to happen again if you know a few key steps to plan, guide, and manage meetings to that objectives are met through clear thinking, good participation, and full buy-in from everyone. You'll leave this workshop with practical tips, checklists, and techniques that you can use immediately to become a more effective meeting leader, participant, or facilitator.

At the end of this session, participants will be able to:
  • Examine the facilitator’s role to guide an event to a successful conclusion
  • Review the core meeting process framework for successful work sessions
  • Apply the key elements for the 3 stages of the core meeting process framework – set up, conduct and follow through
  • Describe key facilitative behaviors to lead better work sessions
Faculty: Alice Lee and Kimberly Eng
Date: Wednesday, June 13, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Who Should Attend: Team leaders, participants, and facilitators
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HR Strategies for Successful Sustainable Lean Transformation

Are you dissatisfied with the level of sustainable success and cultural implementation achieved by your lean transformation?

This workshop shows how to use a full spectrum of HR strategies to fully institutionalize the lean leadership that transformations require. We will demonstrate how to build improvement capabilities into the very fabric of your workplace, also covering a recipe for effective change management and ways to strengthen employee engagement. Greater levels of success are possible through reflecting the competencies needed within your approach to talent management.

At the end of this session, participants will be able to:
  • Align HR strategies with your lean transformation for better and more sustainable results
  • Define what is required for a comprehensive lean-leadership development strategy that is right for your organization
  • Develop strategies to generate stronger employee engagement and effectively manage the changes of lean transformation
Faculty: Cheryl Jekiel
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Pre-reading: None
Who Should Attend: HR professionals within a lean enterprise and continuous improvement professionals who have influence over HR strategies
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Innovation in Healthcare

Is your organization struggling to adapt to value-based payment? This shift in payment is a threat to the current business model most health systems’ revenues are built on. It also presents an opportunity to design and develop radically different models of care delivery. This capability, referred to as care model innovation, is different from traditional lean improvement efforts such as kaizen events and daily continuous improvement. It requires different systems and processes that most health systems do not have today. Consequently, some organizations are struggling to deliver breakthrough results.

This workshop serves as an introduction to the care model innovation capability through the lens of the development and diffusion of the Care in Place program at Atrius Health, a large multi-specialty and primary care physician group in eastern Massachusetts. Atrius developed a repeatable care model innovation process and its first full innovation project resulted in the creation and diffusion of an elder urgent home care program, Care in Place. This new model reduced ER visits and hospitalizations while achieving excellent patient and provider experiences.

At the end of this session, participants will be able to:
  • Demonstrate awareness of the process, people, and space necessary for care model innovation
  • Recognize how care model innovation relates to enterprise strategy development and deployment
  • Explain the difference between process improvement and care model innovation, including the relationship between teams
  • Describe how care model innovation relates to model cell development
  • Articulate how value-based payment creates an opportunity for innovation
Faculty: Ted Toussaint
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: How Atrius Health is Making the Shift from Volume to Value from Harvard Business Review by Ted Toussaint, Karen DaSilva, and John S. Toussaint
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Kata: A Pattern for Continuous Improvement and Coaching

Have you struggled with developing a continuous improvement culture within your organization? Does aligning the work of each department with clarity around what they are trying to achieve in pursuit of True North and Strategy seem out of reach? Wouldn’t it be great if at each level of the organization a common pattern of improvement and coaching existed to assist leaders and teams in systematically achieving goals through rapid cycles of experimentation? The truth is, current and future challenges require it. A kata is a pattern or routine on your path to proficiency and expertise. With continuous improvement in healthcare, everyone has felt like a beginner at one point and many still feel that way. Building competency around the pattern of continuous improvement and the required coaching to make it work is no mystery; it is a pattern that all can learn and begin applying immediately.

In Toyota Kata, Mike Rother shares with us truly repeatable routines of improvement and coaching that have been missing in many improvement journeys over the years. Through practice within several healthcare organizations, we’ve learned much from Rother’s work—not only how to perform improvement daily within departments, but also how those efforts can be aligned closely with system priorities, engage people, and be truly continuous. Within this course, we explore these patterns (kata), how these patterns link to scientific thinking and practice (A3), and provide basic routines for doing both rapid cycle experimentation and the coaching routine that is critical to success.

At the end of this session, participants will be able to:
  • Review the A3 scientific thinking pattern
  • Describe and demonstrate a pattern for rapid cycle experimentation
  • Learn and practice a pattern for coaching to rapid cycles of experimentation
  • Employ and articulate the importance of setting short-term target conditions in alignment with a larger challenge
  • Create a plan of how to integrate these patterns into your improvement journey
Faculty: Bill Boyd
Date: Wednesday, June 13, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Kata in Healthcare a Catalysis whitepaper by Bill Boyd and Mike Radtke
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Leader Standard Work

Too much work and not enough time? Feel like at the end of the day you have done a thousand tasks, but didn’t get anything accomplished? Far too often we work on the “trivial many” and not focus on the “critical few.”

Leader Standard Work can help overcome that frustration. The concept of Leader Standard Work isn’t new, yet many organizations struggle with properly using this powerful tool. During this training, you will learn what Leader Standard Work is, how to create an interlocking system of Leader Standard Work and then successfully implement at Gemba. Most importantly, you will also dive into how to maintain it with the powerful Kamishibai audit system and roll it into a Leadership Accountability Board.

At the end of this session, participants will be able to:
  • Identify the four Elements of Lean Leader’s Standard Work
  • Describe the purpose, method and benefits to create a Leader Standard Work program, including the layering and interlocking of Leader Standard Work at various levels of the organization
  • Diagnose “misses” on Leader Standard work and what actions are required
  • Integrate Leader Standard Work with “Gemba Walks with Purpose” and Visual Management systems
  • Describe the key elements, benefits and importance of Leader Accountability Boards
Faculty: Mike (Jeffery) Hill 
Date: Wednesday, June 13, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

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Lean Clinic Simulation

In 1996, Herman Miller teamed with the Toyota Supplier Support Center (TSSC), consulting arm of Toyota, to learn about the Toyota Production System and how Herman Miller might apply Toyota’s thinking to our operations. One of our learnings is that this needs to be experiential, not didactic training to be effective. This session is a handsā€on, interactive role play exercise where the patient flow through a clinic is simulated for several work shifts. After each abbreviated shift, the participants reflect on their outcomes and implement a change to try and improve using the philosophies of TPS and HMPS.

At the end of this session, participants will be able to:
  • Develop a basic understanding of several lean tools and processes
  • Identify how lean can be applied to any work environment
  • Recognize the necessity for "continuous improvement"
  • Explain one piece flow in a clinic work environment
Faculty: Roger Call and Kimberly Montague
Date: Wednesday, June 13, 2018
Schedule: 2-hours 9:00 am - 11:00 am OR 2:00 pm - 4:00 pm
Price: $350
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry

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Maximizing Your Improvement Team

As your organization has progressed on the improvement journey, has the Improvement Team changed themselves to provide maximum value? Many organizations start with a tool-based approach and over time these organizations learn that long-term sustainability requires transformation of leadership behaviors and practices. Maximizing your performance also requires the transformation of the Improvement Team from event-based facilitators and teachers to improvement system stewards and coaches.

During this one-day session, create a plan to make your Improvement Team one of the most valuable assets of your organization. Generating value will come from learning to connect activities of the team to all aspects of the journey using the Transformational House as a framework. Identify opportunities to increase the team’s effectiveness and value to the organization while being stewards of your organization’s improvement system.

At the end of this session, participants will be able to:
  • Define the roles of the Improvement Team as the organization progresses on their transformational journey
  • Describe the difference between tool-based and principle-based approaches as it relates to the Improvement Team
  • Assess your organization’s improvement team against ideal systems and behaviors
  • Develop a plan to maximize the Improvement Team’s impact in progressing the organization’s transformation journey
Faculty: Theresa Moore
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Management on the Mend: The Healthcare Executive Guide to System Transformation by John Toussaint, MD
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Rapid Strategic Learning: A System for Managing Strategy

Does your organization quickly maneuver and adapt to changing conditions? Do you have a system to learn rapidly and adjust course? Or does your organization call for full steam ahead like the Titanic, following the old strategic plan even if it has become outdated? Do your operational leaders feel overwhelmed as one strategic initiative is piled on top of the others? In today’s quick pace environment, learn how to both quickly develop and test a successful strategy as well as connect the system for managing your strategy to your lean management system.

Strategic planning and deployment is the process of choosing a set of breakthrough initiatives to propel the organization toward its vision, or True North, then deploying those initiatives under conditions of uncertainty and competition. You must learn quickly through disciplined, rapid experimentation as you implement these initiatives to create unique value for customers.

Through this program, learn a framework to define and draft new strategies aligned with achieving your organization's aspirations or True North. Learn how to test your breakthrough strategy assumptions and develop fail-fast experiments while balancing these breakthrough initiatives with your improvement system to close the gap on True North, deploying priorities in a respectful way.

At the end of this session, participants will be able to:
  • Learn and practice the key components of a Strategic System in a lean organization
  • Demonstrate how to apply the P-D-S-A cycle to develop and implement clear, concise strategic initiatives to achieve True North
  • Express how the organization's management system, continuous improvement strategy deployment, and True North connect to focus and align work within the organization
Faculty: Jeff Hunter
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Pre-reading: Where's the Strategy in Strategy Deployment? A Catalysis whitepaper by Jeff Hunter
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry involved in making or implementing strategic decisions
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Spreading Improvement

How do you spread? What are you spreading? Process steps, actions, behaviors? How do you address both the technical and social challenges that result from differences that exist from one area to the next? How do you include the social challenges of people resisting change? How do you promote scientific thinking as you move to create common practices across your organization that deliver on improved outcomes? Spreading improvements is a challenge for any organization. Whether you developed the “model cell” yourself and then want to spread the process elsewhere, or you identify an industry “best practice” that you want to implement widely, there are challenges that exist.

In this workshop, you’ll learn both a process for clearly outlining a model cell as well as how to begin thoughtfully spreading processes and behaviors by adapting the processes to meet the needs of the receiving area, while simultaneously respecting the human aspects of change management.

At the end of this session, participants will be able to:
  • Describe key elements of creating a model cell
  • Recite a process for spreading that incorporates technical and social elements of change management
  • Explain key components relating to effective change management and how it applies to spread
  • Verbalize the importance of coaching related to piloting improvements and spreading them
  • Demonstrate planning, execution, and assessment of spread effectiveness
Faculty: Jill Menzel
Date: Tuesday, June 12, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Reading: Beyond Heroes: A Lean Management System for Healthcare by Kim Barnas
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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How effective could your organization be if all levels, from the CEO to the bedside, were truly aligned?

All organizations need to understand their purpose, establish goals and targets, and define their strategy to achieve those goals. The key to successful strategy deployment is to design a system that keeps the focus on the right things, supports the development of people, and moves performance. This workshop focuses on how executives and managers support the deployment of strategy deep within the organization, where the work happens and where our customers see the differentiation. Participants will learn basic principle-based practices and walk away with a specific plan documenting next steps for experimenting when they return to their organization.  

At the end of this session, participants will be able to:
  • Describe a framework for deploying strategy from executives to bedside staff
  • Recognize communication practices that support deployment
  • Identify leadership behaviors necessary for supporting strategy deployment
  • Explain practices that support learning of essential leadership behaviors
  • Develop a plan for experimentation within their organization
Faculty: Mike Radtke
Date: Wednesday, June 13, 2018
Schedule: 1-day (8:00 am - 4:00 pm)
Price: $690
Recommended Prerequisite Sessions: None
Who Should Attend: Clinical and nonclinical leaders across the healthcare industry
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Value Stream Mapping:
A Methodology for Sustainable System Improvement


While many organizations have learned how to create current-state maps as a snapshot of their existing processes, many struggle with creating a future-state map of their value streams. All too often, the future-state map is just a drawing of a preconceived solution rather than the result of a rigorous lean thinking process. In addition, even fewer organizations are able to truly sustain a system-level problem solving effort during and beyond implementation.

This interactive workshop will utilize case studies to take you through EVERY step of the value-stream improvement process: preparation before mapping, current-state mapping, problem solving to design the future state, managing implementation of a lean transformation to plan, and continuing to support the value stream after implementation. Attendees are encouraged to join this workshop regardless of industry, as there will be several case studies provided to allow participants to examine the one most relevant to their industry.

At the end of this session, participants will be able to:
  • Use fundamental lean mapping tools to identify and address issues in the value stream
  • Plan and implement a lean value-stream improvement project to achieve sustainable gains
  • Identify a project's anticipated improvements in performance and communicate them to leadership to secure alignment
Faculty: Jim Luckman
Dates: Tuesday-Wednesday, June 12-13, 2018
Schedule: 2-days (8:00 am - 4:00 pm both days)
Price: $1380
Who Should Attend: Managers, supervisors, lean coordinators, and change agents and leaders who want to learn the principles and techniques for value-stream improvement in order to be more effective in developing problem-solving capabilities
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