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The Lean Management System - A Holistic Method to Achieve Excellence
In today’s fast-paced, ultra-competitive and cost-sensitive global environment, it is more important than ever to increase organisational effectiveness through the engagement of people, the elimination of waste and the cultivation of innovative teams who are constantly striving to improve. These are all part of a modern management concept known as Lean Management, mainly pioneered by Toyota experts. Yet most organisations are still operating under a largely 20st Century Management System and set of leadership behaviours. Lean Management welcomes you to a 21st Century way of managing and leading your organisation.
Although the Lean concept has been in existence for quite some time, most of the training focuses on the process improvement tools - the Management and Management System components have been largely missed. This course is designed to teach senior leaders and middle managers how to effectively create a lean organisation, including relevant leadership competencies, culture-building techniques and key Lean Management principles.
Although the Lean concept has been in existence for quite some time, most of the training focuses on the process improvement tools - the Management and Management System components have been largely missed. This course is designed to teach senior leaders and middle managers how to effectively create a lean organisation, including relevant leadership competencies, culture-building techniques and key Lean Management principles.
Objective
The aim of this course is to take participants through the entire Lean Management System model, using exercises and examples to reinforce critical concepts and implementation methods. Small teams will work through simulations and discover how to apply Lean Management techniques to significantly improve the organisation’s strategy, processes and people. By the end of the course, participants will have a solid base of knowledge of the Lean Management System and how to build the right methods, habits and behaviours in their organisation to increase bottom-line performance.
Outline
Introduction
Participants will be provided a brief introduction of Lean: the history, basic concepts and its fascinating journey through multiple industries and applications.
The Lean Management System Model
Participants will be introduced to the Lean Management System model, which consists of (5) essential components that are critical to the achievement of organisational excellence: 1) Strategy & Philosophy, 2) Process Excellence, 3) Habitual Assessment, 4) Continuous Improvement & Learning, and 5) People & Culture.
The components come together to form a management model, in the configuration of an ongoing cycle of change, learning and improvement. Each of the components will be covered in sufficient detail so that the concepts are well understood at an Awareness level, with examples and exercises utilised to institutionalise the learning.
Key Topics covered:
Strategy and Philosophy
Process Excellence
Habitual Assessment
Continuous Improvement and Learning
People and Culture
Participants will be provided a brief introduction of Lean: the history, basic concepts and its fascinating journey through multiple industries and applications.
The Lean Management System Model
Participants will be introduced to the Lean Management System model, which consists of (5) essential components that are critical to the achievement of organisational excellence: 1) Strategy & Philosophy, 2) Process Excellence, 3) Habitual Assessment, 4) Continuous Improvement & Learning, and 5) People & Culture.
The components come together to form a management model, in the configuration of an ongoing cycle of change, learning and improvement. Each of the components will be covered in sufficient detail so that the concepts are well understood at an Awareness level, with examples and exercises utilised to institutionalise the learning.
Key Topics covered:
Strategy and Philosophy
- Long-Term Thinking
- Critical Reflection (Hansei)
- Rigorous Consensus-Building (Nemawashi)
- Collaborative Business Plan Development and Deployment (Hoshin Kanri)
Process Excellence
- Customer Value Orientation
- Horizontal Flow of Customer Value Delivery (Value Stream)
- Learning to See Organisational Waste (Muda)
- High-Level Process Thinking (Flow, Built-In Quality, Standardisation, etc)
Habitual Assessment
- Point-of-Impact Management (Gemba Management)
- Process-Orientated KPI design
- Layered Management Assessment Process
- Daily Management System
- Leader Standard Work
Continuous Improvement and Learning
- Problem Solving Culture Building
- Continuous Change for the Better (Kaizen thinking)
- One-Page (A3) Communication Culture
- Continuous Learning Process
People and Culture
- Team Engagement and Excellence
- Capability Building using Kata concept
- Sustainable People Development orientation
- Lean Leadership
Who should attend
This course is aimed at Senior Leadership, Middle Managers, Business Excellence Leads and anyone driving change and improvement in their organisation, adding a significant new management philosophy to their professional toolkit.
Testimonials
"Positive, enriching learning - engaging, knowledgeable trainer with good materials!"
Tan May Ling, Deputy Director - Singapore Workforce Development Agency
"Thank you for this great training, one of my best training ever had, your vivid examples; personal experience, sense of humor and team exercise is very helpful."
Jeff Tong, Manager - Dell
"Thanks for your enthusiasm in bringing us through the workshop. We felt our passion as much as we felt yours". Ong, Sing Chin, Director - NTUC Eldercare
Tan May Ling, Deputy Director - Singapore Workforce Development Agency
"Thank you for this great training, one of my best training ever had, your vivid examples; personal experience, sense of humor and team exercise is very helpful."
Jeff Tong, Manager - Dell
"Thanks for your enthusiasm in bringing us through the workshop. We felt our passion as much as we felt yours". Ong, Sing Chin, Director - NTUC Eldercare
Profile of John S. Hamalian
John S. Hamalian is a Change Catalyst with over 20 years of experience at General Motors, Dell and his own business, specialising in Innovation, Change and Transformation, Digital-Age Management, Strategy, Team Development and Lean/Agile Thinking. With assignments based in the USA, China, Korea, India and Singapore, he has held 2 Asia-Pacific Director positions. John coaches and trains organisations on how to innovate and transform, and is a lecturer at various universities, a published writer on Management and an active speaker at conferences, global corporations and public agencies.