Executive Leadership For Lean Manufacturing

Lean manufacturing is a pioneer's journey-- The destination is vague; the path unmarked; and hazards lurk along the way. 

The Wagon-Master is our metaphor for Lean Manufacturing leadership.  He prepared his charges as best he could, knowing that unexpected events would occur; that they might blaze new trails; that a native guide is invaluable. 

By force of personality, The Wagon-Master energized when the  terrain seemed impassable; directed when the trail was obscure; encouraged when some faltered; gave hope when hope seemed forlorn. 

This seminar explores leadership issues in the context of Lean Transformations and other situations where radical change in behavior and culture is necessary. While it is intended for top executives, the program is beneficial to anyone in a leadership position. It is full of exercises, examples and videos. 

1.0 Leadership & Lean Manufacturing

Lean Elements

Lean Manufacturing History

Lean Leaders

2.0 The Socio-Technical System

Definition

Principles for Design

Socio-Technical Systems & Lean Manufacturing

3.0 Motivating People In The Lean Environment

Maslow's Hierarchy of Needs

How Teamwork fits with Lean Manufacturing

Recognition Programs

Discipline

Compensation Methods

4.0 The Abilene Paradox

Smart People; Dumb Organizations

The Abilene Paradox Video

How To Manage Agreement

5.0 Why The Lean Leader Must Be Different

Leading Versus Managing

Why Success Breeds Failure

The Power of Paradigms (Video)

The Paradigm Shift In Lean

6.0 Personality Types

What Is A Personality Type?

The Meyers-Briggs Classification

Understanding Your Own Personality Type

Types & Teams

Using Personality Typing For Improved Relationships

7.0 Emotional Intelligence

What is Emotional Intelligence?

Organizational EIQ

Raising The Organizational EIQ

Finding Your Own EIQ

Improving Your EIQ

8.0 Leadership Models

Transactional

Relational

Transformational

Charismatic

Charismatic-Transformational

9.0 Leadership Style

What Is Style?

Style Video

Does Style Matter?

10.0 Shakespeare On Leadership

Henry V Video

11.0 Characteristics of Effective Leaders

12.0 Twelve O'Clock High

Introduction

Observation

What Is Wrong At The 918th?

What does General Savage Do?

13.0 Honing Your Leadership Skills

Feedback To Direct Reports

Goals

Self Evaluation

Continuing Exercises

14.0 Corporate Culture

• What there is about Lean Transformations that requires out-of-the-ordinary leadership.

• Socio-Technical Systems and why the human side of lean is so important.

• How teams enhance the performance of workcells and other Lean elements.

• What teams need for peak performance.

• The Abilene Paradox: one reason why organizations of smart people can do dumb things and how to manage agreement.

• How the Meyers-Briggs type indicator can help in understanding why we and others react the way they do and, further, how this understanding can improve your ability to get top performance from others and the organization.

• How to use the Meyers-Briggs indicator to make teams more successful.

• About Emotional Intelligence for both people and the organization as a whole.

• How to measure and raise emotional intelligence.

• About models for leadership, how to recognize different types of leaders and use this to get the right people in the right place.

• How leadership style affects leadership performance in both formal and informal leadership roles.

• What the Shakespeare knew about leadership and how he illustrates important leadership qualities in his plays.

• About the characteristics of effective leaders of various types.

• Learn from the movies: Charismatic-Transformational leadership in action at the 918th Bomb Group. Twelve O'Clock High is considered the best film on leadership- ever. 

• What did General Frank Savage do to transform the 918th from whining losers to proud winners and how to put the same techniques to use in your organization. 

• Continuing exercises your people can use to hone their leadership skills.

• How Corporate Culture is so important for Lean Manufacturing and how to determine the appropriate culture for your company.

Michel E. Hess

With a passion for teaching and coaching, Mike attended Eastern Washington University, where he played varsity football, joined Army ROTC and was designated a Distinguished Military Graduate. 

Mike's 20-year military career included command and staff positions around the world as well as three years in Southeast Asia during the Vietnam conflict. As an Infantry Commander, he was highly decorated. He is a graduate of the Army Command and Staff College. 

After Army retirement, Mike established an HR department for a major material handling manufacturer. He then moved to the HBE Corporation as Corporate Human Resources Director overseeing 4,500 employees. Mike currently teaches college and consults.

Quarterman Lee

Mr. Lee has been a trusted advisor to business and industrial clients for more than 23 years. Prior positions at Ford Motor Company, Rockwell-International, McDonnell Aircraft and Crown- Zellerbach provided broad experience in engineering, management and leadership. He holds a B.S. in Mechanical Engineering from Purdue University.  

Mr. Lee first traveled to Japan in 1982 when the Toyota Production System was first recognized. since then he has assisted many firms in implementing all or part of Lean Manufacturing. As plant manager for an architectural window manufacturer, he personally led the transformation to lean.