Lean People Development Summit Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
Lean People Development Summit
Address
Your HR Problems with a Lean Strategy
http://leanpeopledevelopment.com
Lean People Development Summit HR Professionals Gather in September to Better Support the Lean Enterprise Being an HR professional in a Lean Enterprise has a unique set of challenges that most HR professionals don’t experience. The Lean People Development Summit is designed to equip you with the skills and knowledge to address those challenges. The Summit is focused on companies on a Lean Journey, and is designed specifically for those in HR. Join your peers this September 11-12, 2017 in Savannah, GA!
By HR for HR
The Summit was planned by HR professionals for HR professionals, so that the agenda will address the issues you face. This also assures that you’ll be learning next to your HR colleagues and sharing your common experiences and struggles. The organizing committee includes… Committee Chair: Cheryl Jekiel, Author “Lean HR” Rebecca Bettencourt, E&J Gallo Winery Jennifer Hale Davis, MetLife Karen Gaudet, Lean Enterprise Institute Susan Kamacho, Gemline Carrie Youngblood, Kittitas Valley Healthcare
Plan for Action
The Lean People Development Summit is designed for action. Sessions offer practical, real-world applications - not just theory. These realworld lessons will prepare you to hit the ground running on Monday morning. Turn connections and inspiration into action!
Be Inspired
You know that HR has a role in creating a Lean culture, but what does a successful engagement look like? By attending the Summit, you’ll hear from the world’s most successful Lean and Lean HR practitioners, giving you a target condition with a path to get there.
Turn the Page Learn How to Address
Your HR Problems with a Lean Strategy
Customer Satisfaction How do you increase customer satisfaction to build brand loyalty? Just in Time
Lean People Development Summit Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
Jidoka
Toyota’s Leaders choose 5 Different Questions
How do you improve collaboration across functions and partners to boost organizational productivity?
How do you develop individual know how to increase labor productivity?
Employee Satisfaction
Basic Stability
How do you encourage problem solving to better engage employees and grow human capital?
How do you support environments conducive to Mutual Trust and develop great teams to nurture social capital?
Lean People Development Summit
http://leanpeopledevelopment.com www,leanpeopledevelopment.com
Practicing a Lean Strategy: Starts with People Introduction by Joe Dager There are the new challenges for HR, for people development, managers; it is no longer about implementing new policies and standards or managing in a command and control environment. It is more about driving agility, innovation, collaboration, and speed or in better lean terms flow. In fact, organizations that call themselves agile are adopting Lean Practices to scale. Let’s just take a moment to look at where we came from. In a new book, The Lean Strategy, the authors compare the 5 Key Questions of Michael Porters’ seminal work on strategy. Michael Porter’s Strategy Model Shaped by 5 Key Questions
1. 2. 3. 4. 5.
How do you respond to the bargaining power of customers? How do you increase our bargaining power over suppliers? How do you counter the threat of substitute products/services? How do you deal with the threat of new entrants? How do you better position among current competitors?
These questions the authors contend focuses on maximizing power and positioning. I agree and would add that all are very internally focused driving gains at the benefit of outsiders. Hardly what we are hearing from successful companies today. I think most of us would agree that Porter’s model is not only outdated but probably just plain broken in today’s world. The Lean Strategy instead focuses on 5 different questions. I have overlaid them on a Lean House model that was derived from the book. 1. How do you increase customer satisfaction to build brand loyalty? 2. How do you develop individual know-how to increase labor productivity? 3. How do you improve collaboration across functions (and other partners) to boost organizational productivity? 4. How do you encourage problem solving to better engage employees and grow human capital? 5. How do you support an environment conducive to mutual trust and developing great teams to nurture social capital?
However, I do want to clarify a few terms:
• Just in Time is just not a term used in supply chain. In Toyota’s thinking, it is about teamwork and better learning. J-I-T is about creating collaborative workspaces, internally and externally where better coordination happens resulting in less waste.
• Jidoka is about a clear definition of work and the ability to know when to seek help or like I like to say understanding your boundaries. Jidoka is mastery, instruction The Lean House naturally fits around what organizations do, sort of the Simon Sinek Golden Circle: Why, How and What.
The Lean House
The 5 questions
This is Lean Thinking From Amazon: The Lean Strategy that power and delivers a new way of creating value from lean. Leading lean experts address popular misconceptions about the basics of lean/TPS, showing the true purpose of tools, methods, and attitudes that leverage the intelligence of every employee doing the work. You’ll learn how to think—and then act—differently, tapping the power of every person in your organization in a disciplined manner that generates unparalleled, sustainable success that is responsive to today’s most pressing challenges. Lean strategy is about gaining a competitive edge by offering better quality products at competitive prices and making a sustainable profit by eliminating waste through engaging employees in discovering deeper ways to think about their own jobs and smarter ways of working together. In its current form, lean has been radically effective, but its true powers have yet to be harnessed. A groundbreaking and revolutionary book that will transform how lean is understood, practiced, and used within organizations.
Customer Satisfaction 47% of senior executives are concerned their organizations are in a state of change fatigue. Just in Time
Lean People Development Summit Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
What does collaboration costs us: it's burnout and turnover.
Jidoka
Issues raised by HR Professionals at SHRM17
60% say they would reengineer their jobs by reducing ad hoc responding and 40% want more formal mentoring
Employee Satisfaction
Basic Stability
Hiring the next generation of talent? Workplace flexibility is the most sought benefit
New workforce loyalty 2 - 4 years: Recruiting/Talent acquisition the most important role in HR
Lean People Development Summit
http://leanpeopledevelopment.com www,leanpeopledevelopment.com
Practicing a Lean Strategy: Starts with People Human Resource Perspective The Society for Human Resource Management 2017 annual conference was held recently in New Orleans, LA. The issues being raised from HR participants and the presenters focused on topics in the Lean House Model. A more complete listing follows: The new workforce loyalty 2 to 4 years recruiting is now talent acquisition the most important role in HR Don’t put your energy into generating metrics and data that few people understand or use 60% say they would reengineer their jobs specifically by reducing ad hoc responding and 40% want more formal mentoring Want to hire the next generation of talent? Workplace flexibility is the most sought after benefit for Gen Z. 58% of companies are redesigning their career models Freedom is free at work, doesn't cost a company $$ to give employees freedom Employees are no longer recognized for what they know but how they source and share information What collaboration costs us: when done without strategy, it's burnout and turnover. Employees need to be better at asking for help - organizations should award help-seekers and help-givers similarly 47% of senior executives are concerned their organizations are in a state of change fatigue. 38% of millennials said education did not prepare them for conflict resolution According to @DeloitteTalent: Only 19% of companies maintain structured #career paths, and 16% have no model at all.
Lean People Development Summit focuses on current issues and practicing enterprise agility through a Lean Business Model. The summit is designed for those companies who realize the importance of engaging people, creating a supportive culture, and developing leaders at all levels. The Summit draws professionals from HR, continuous improvement, and leadership to explore how best to design job roles aimed at improvement, build problem solving skills, define process improvement competencies, and develop leaders at all levels of the organization. This summit was formally known as the Lean HR Summit and has been offered for six years. Cheryl Jekiel, noted author in the field of Lean HR, states; “You want a lean culture and an engaged workforce, but this “target condition” is far from your “current condition.” And traversing the space between the two is daunting.” The Lean HR Summit has addressed this gap since 2011 and has now taken a step forward as The Lean People Development Summit. The result is a carefully crafted agenda designed to address this gap by developing Talent Development Strategies for… • defining key improvement skills and behaviors • identifying the existing gap in workforce skills and behaviors • laying out strategies for deploying these skills and behaviors from frontline staff to executive leaders
Customer Satisfaction Overcoming Barriers to “Wow” Results Leadership in a Lean Turnaround Just in Time
Lean People Development Summit
• • • •
Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
Business Partnering Performance Management Synergy in Lean Transformation Real Time People Development
Jidoka •
Lean People Development Presentations
• • •
TWI for People Development Information as Currency Visual Management Getting Better, One Person at a Time
Employee Satisfaction
Basic Stability
Recruiting & Onboarding for a Lean Culture, Lean Affects People’s Lives
Creating a Culture of Continuous Improvement, Boeing Case Study, Change Management
Lean People Development Summit
http://leanpeopledevelopment.com www,leanpeopledevelopment.com
Lean People Development Summit
Cheryl Jekiel
Art Byrne
Keynote Presentation Topic: Overcoming Barriers to “Wow” Results
Keynote Presentation Topic: Leadership in a Lean Turnaround
Cheryl Jekiel will deliver the opening keynote at the Lean People Development Summit. Cheryl 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 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. As the author of “Lean Human Resources: Redesigning HR Practices for a Culture of Continuous Improvement”, Cheryl is committed to building Lean HR as a recognized field of work. The keynote will highlight new concepts on the value HR can bring to Lean initiatives through these topics: • • • • •
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
Leading off the second day of the Lean People Development Summit will be Art Byrne. Art began his lean journey in January 1982 as the General Manager of General Electric Company’s High Intensity and Quartz Lamp Department. As a Group Executive for The Danaher Corporation he was instrumental in introducing lean to all of the then 13 Danaher Companies. As CEO of The Wiremold Company Art led an aggressive lean implementation that resulted in Wiremold winning a Shingo Prize. More importantly, Wiremold’s enterprise value increased by just under 2,500% in 10 years under Art’s leadership. After Wiremold was sold, Art became an Operating Partner with J. W. Childs Associates L.P. where he has been leading lean conversions in Childs’ portfolio companies. Art ‘s book, The Lean Turnaround from McGraw-Hill, that details the approach that has allowed him to lead lean conversions from the CEO position in over 30 companies in 14 different countries. Art Byrne is a recent inductee into Industry Week’s Magazine’ Manufacturing Hall of Fame will explore leadership traits that are important to lean and different from traditional management. In the keynote, Art will talk about • • • •
How to think about lean as a strategy Difference between lean and traditional management Proper strategy and organization for lean Key traits of a lean leader
Lean People Development Summit
Susan Kamacho Presentation Topic: Recruiting & Onboarding for a Lean Culture This immersive working session will be facilitated by Susan Kamacho and she will also be co-hosting a panel discussion on Performance Management. Susan is the Human Resources Manager at Gemline’s company headquarters in Lawrence, MA. Susan has been actively engaged in continuous improvement efforts throughout her career, especially from the training and development perspective. Creating training programs that focus on consistent on-the-job learning activities as well as integrating new skills into the work environment, Susan has observed the results of moving company cultures to strong engagement communities. By utilizing continuous improvement tools and philosophies, Gemline’s Human Resource Department continues to integrate process and people into an engaged culture. This workshop will encompass a discussion on critical recruiting/interviewing components to ensure successful candidates are chosen as well as a roadmap of integrating new hires into a Lean culture by utilizing Lean philosophies. Walk away with a tool box of information to incorporate a Lean culture that starts at the beginning! In this session, you will learn: • • • • •
What values are critical to interview for in a Lean culture How to assess a candidate’s ability to continuously improve The importance of visuals in recruiting The failures and successes of others on this journey How onboarding a new hire with Lean tools is imperative for integration
Jean Cunningham Presentation Topic: Lean Affects People’s Lives A morning Breakout Session will be facilitated by Jean Cunningham. Jean is widely recognized for her pioneering work in Lean Accounting, IT, HR and other nonproduction functions such as lean business management and the lean office. Jean previously served as CFO at Lantech Inc., whose transformation was featured in Lean Thinking, and Marshfield Door Systems. She also served as the voluntary CFO for the Association of Manufacturing Excellence. Jean is principle of Jean Cunningham Consulting, which provides lean business management services including workshops, kaizen events, and strategic coaching. She is in constant demand as a speaker at lean conferences and teaches Lean Accounting for The Ohio State University’s Fisher College of Business, Master of Business Operational Excellence program. She has a bachelor’s in accounting from Indiana University and a master’s from Northeastern University’s Executive Program. Jean is co-author of Real Numbers: management accounting in a lean organization and Easier, Simpler, Faster: systems strategy for Lean IT, which won 2004 and 2008 Shingo Research Prizes, respectively. Lean is more than a way to reduce waste and get more efficient. Lean should be the heart of organizational development, and when it is it will create ongoing large and small opportunities that positively impact people’s lives and enhance their value to their companies. Kaizen means “change for the better” and an overarching lean environment will change lives for the better as well.
Lean People Development Summit Colin Rusel Rhonda Morrison
Presentation Topic: Getting Better, One Person at a Time
Presentation Topic: Information as Currency
An afternoon Breakout session will be facilitated by Colin Rusel. Colin 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.
The first morning Breakout Session will be facilitated by Rhonda Morrison. Rhonda 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. 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 make things work. Information is 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 the breakout, Rhonda will feature: • • • •
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
A discussion about how people are the biggest asset of the Aluminum Trailer Company will take place. As a company, they 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. Their success depends on flexible, effective, capable leaders and teams. They have identified gaps between capabilities of leaders and teams and work expectations needed to meet them. 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. In the breakout, Colin will feature: • 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.
Lean People Development Summit Roger Bilas
Patrick Davis
Presentation Topic: Training Within Industry 2-Part Session
Presentation Topic: Visual Management for HR Patrick Davis will facilitate an immersive working session. Patrick is the change management leader for Ingersoll Rand’s human resources operational services. He leads the change management effort related to value stream transformation in HR. He also serves as senior change agent, guiding the HR team through the enterprise goal deployment process and the company’s business operating system. Prior to HR, he held several operational leadership and excellence roles across multiple Ingersoll Rand manufacturing sites. Davis has a master’s degree in business administration from Indiana Wesleyan University and a bachelor of arts in political science from Ball State University. He is a certified six sigma black belt. Learn how Ingersoll Rand is achieving results through visual management of its people processes. Learn how lean principles can be applied and have huge impact in a functional HR environment. Visual management in the office setting can turn into daily reporting instead of daily improvement. Discover the do's and don'ts of visual management and learn how to involve the full team - it's not just an HR board! Learn about selecting KPIs. Hear about rapid prototyping - how to fail fast - making it organic. Learn about supporting MDI through leader standard work at the Gemba. The board doesn't deliver results - the process delivers results! Are you managing for daily reporting, daily expediting or daily improvement? Gain insights on how to coach participants through the maturity curve.
In an immersive working session. Roger Bilas will facilitate TWI: Still the Perfect Foundation for People Development. Roger is President of the training and consulting firm, The Bilas Group, LLC, and founder of The Basic Leader Skills Academy. His consulting practice focuses on delivering bottom-line results through process and performance improvement and leadership development utilizing the multiple continuous improvement and organization development methodologies. Roger has held numerous leadership and staff positions in the private sector. His current focus is on applying the TWI J-Programs not only for improved performance, but as the foundation for all leadership development and continuous improvement efforts in an organization. Roger will provide a hands-on demonstration of one of the programs, Job Instruction, so you can understand how the programs work and throughout the session we will build a project charter for you take back to your own organization to drive improvement. In these session, Roger will highlight: • • •
A general understanding the TWI Program and its subcomponents and how they provide integrated support for further people development. An insight into how the cognitive learning science or brain science supports the TWI J-Programs and how it can build on those programs for further gains. The ability to apply the programs to an issue or opportunity for immediate performance improvement.
Lean People Development Summit
Ellen Sieminski
Carl Mason
Presentation Topic: Creating a Culture of Continuous Improvement Breakout Session
Presentation Topic: Boeing Case Study
One of the first Breakout Sessions of the summit will be facilitated by Ellen Sieminski. Ellen has worked in manufacturing for years, and currently serves as a global lean coach and mentor at Littelfuse, Inc. Ellen 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 office as well as to the manufacturing floor. 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. Ellen will present an overview and discussion of talent development through a lean program that aims to engage every associate in problem-solving give that are important to lean and different from traditional management. Ellen will feature:
• • • •
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 How Littelfuse engages our associates in making data-driven decisions
An afternoon Breakout Session will be facilitated by Carl Mason. Carl is the operations manager at the Boeing Plant in Helena, Montana. Helena is one of 12 Boeing Fabrication locations in the United States, Australia and Canada. The pieces churned out by employees and machines in Helena end up in the 737, 747, 767 and 787 models of Boeing’s airplanes For the past 2 ½ years, Carl Mason has been part of a journey to change the culture at Boeing Helena. The destination; “the team by themselves” (Management Teams, Cross Functional Teams, and Functional Teams), “using systematic problem solving to improve the work they do towards the achievement of targets and goals, when and only when the company culture is the reason the improvement occurs”. In this session, you will hear the approach they have taken to build trust and engagement for all roles at Boeing Helena. A few highlights:
• How we remove burdens and derailers from employees across the site • How we are enabling everyone to be successful • See an example of one of our team’s journey and their successes
Lean People Development Summit
Ron Oslin Presentation Topic: Change Management In an immersive working session at Ron Oslin and Larry Anderson will be facilitators on the topic of Change Management. Ron 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 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. Learn about the wisdom being employed to address the Addiction to Status QuoTM 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. 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” • how to assist a person get on board.
Karen Gaudet Presentation Topic: Operations & Human Resources a Business Partnership In an immersive working session at the Lean People Development Summit, Karen Gaudet will facilitate the Operations & Human Resources a Business Partnership: Acting in Partnership for the Business of People Lean Transformation session. Karen has over 20 years’ experience leading, training, and high-performance coaching 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 supports 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, manages and continue to strengthen LEI’s education curriculum, delivers training at customer sites and public venues, and the relationships with 40-plus faculty members, lean management practitioners who have years of hands-on experience implementing what they teach. 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
Customer Satisfaction How do you increase customer satisfaction to build brand loyalty? SHRM17: 47% of senior executives are concerned their organizations are in a state of change fatigue. Leadership in a Lean Turnaround
Overcoming Barriers to “Wow” Results
Just in Time
Lean People Development Summit
How do you improve collaboration across functions and partners to boost organizational productivity? SHRM17: What collaboration costs us: when done without strategy, it's burnout and turnover. Business Partnering Performance Management Synergy in Lean Transformation
Jidoka How do you develop individual know how to increase labor productivity? SHRM17: 60% say they would reengineer their jobs specifically by reducing ad hoc responding and 40% want more formal mentoring TWI for People Development
Solve your Problems with Lean
Information as Currency Visual Management Getting Better, One Person at a Time
Real Time People Development
Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
Employee Satisfaction
Basic Stability
How do you encourage problem solving to better engage employees and grow human capital? SHRM17: Workplace flexibility is the most sought after benefit for Gen Z.
How do you support environments conducive to Mutual Trust and develop great teams to nurture social capital? SHRM17: The new workforce loyalty 2 to 4 years. Recruiting is now talent acquisition the most important role in HR
Creating a Culture of Continuous Improvement
Recruiting & Onboarding for a Lean Culture
Lean Affects People’s Lives
Boeing Case Study
Toyota’s Leaders choose 5 Different Questions from the book The Lean Strategy SHRRM17: Notes taken from 2017 Society of Human Resource Management Conference
Lean People Development Summit
Change Management
Presentations/Workshops at the 2017 Lean People Development Conference
http://leanpeopledevelopment.com www,leanpeopledevelopment.com
Lean People Development Summit Agenda at a Glance Mon, Sept. 11 | Summit Day 1
Tue, Sept. 12 | Summit Day 2
WELCOME & SUMMIT OPENING: 8:15AM-8:30AM
DAY 2 OPENING & KEYNOTE: 8:00AM-9:00AM • Leadership in a Lean Turnaround, Art Byrne
OPENING KEYNOTE: 8:30AM-9:30AM • Overcoming Barriers to “Wow” Results, Cheryl Jekiel BREAKOUT #1: 9:45AM-10:30AM • Creating a Culture of Continuous Improvement, Ellen Sieminski • Information as Currency, Rhonda Morrison BREAKOUT #2: 10:45AM-11:30AM • Getting Better, One Person at a Time, Colin Rusel • Boeing Case Study, Carl Mason SPECIAL SESSION: 12:30PM-1:10PM • Jamie Andrus w/the Shingo Institute, HR and CI: Building Synergy in Lean Transformation IMMERSIVE WORKING SESSION: 1:30PM-3:00PM • Change Management, Ron Oslin & Larry Anderson • Recruiting & Onboarding for a Lean Culture, Susan Kamacho
BREAKOUT #3: 9:15AM-10:00AM • Lean Affects People’s Lives, Jean Cunningham • Real Time People Development for Lean, Jim Luckman IMMERSIVE WORKING SESSION: 10:15AM-11:45AM • Business Partnering, Karen Gaudet • Visual Management for HR, Patrick Davis IMMERSIVE WORKING SESSION: 1:00PM-2:30PM • Change Management, Ron Oslin & Larry Anderson • Recruiting & Onboarding for a Lean Culture, Susan Kamacho IMMERSIVE WORKING SESSION: 2:45PM-4:15PM • Performance Management, Carrie Youngblood & Susan Kamacho • TWI for People Development, Roger Bilas Wed, Sept. 13: Post-Summit Workshops
Immersive Working Session: 3:15PM-4:45PM • Performance Management, Carrie Youngblood & Susan Kamacho • TWI for People Development, Roger Bilas SPECIAL SESSION: 5:30PM-6:30PM • Happy Hour and Idea Exchange
• • • • •
Continuous Improvement Huddles and Metrics, Jean Cunningham, JCC Eliminating Budget Waste to Become Future Ready, Steve Player The Lean Management System, Joe Murli Re-Thinking HR For Operational Excellence & Culture Change, Cheryl Jekiel Bridging the gap between Accounting and Operations to Improve the Odds for a Successful Lean journey, Jerry Solomon
Lean People Development Summit Developing Lean Leaders at all Levels of the Organization Sept 11 – 12, 2017 Savannah, Georgia
Lean People Development Summit
See you in Savannah! http://leanpeopledevelopment.com