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    Développement du Leadership Nos formations inter-entreprises

    Leading Lean - Devenir une entreprise Lean, pas seulement une entreprise qui fait du Lean - Oct/Nov 2022

    Lean Transformation starts with Engaged Leaders

    Un programme de formation/réflexion pour directeurs et managers,
    animé par Catherine Converset, présidente de Productivity USA, Senior Partner et instructeur à l'Ohio State University, et Bill Maxwell, Consultant Leadership, et intervenant auprès de l'Université du Maine.
    Concepts, techniques, and behaviors for creating the Lean leadership playbook, and routines for teaching/coaching teams.


    Keeping an enterprise in motion™ requires engaged leaders.

    This four-day event will step you through the 4 dimensions of transformation that these leaders have in place to ensure their companies do well.

    1. The program kicks off by looking at the fundamental Leadership concepts embedded in a sustainable Lean/Agile transformation and how this new systemic way of working generates a path to success through people engagement that drives quick results, even in legacy organizations.

    2. Next, we’ll examine alignment and deployment, key to creating a shared vision and the linking of organizational goals to daily work.

    3. Then, we look at how Lean leaders form new collaborative ways of working, develop Lean/Agile means to manage processes, and how-to build a culture of empowerment and trust that allows both the organization and its people to grow.

    4. Finally, we dive into problem-solving and learn what it takes to build an employee community of problem-solvers.

    Through a combination of lectures, case studies, and a sharing of real-time transformation experiences, learn how to integrate these practices into your leadership routine and discover the benefits to the organization, it’s people and yourself.





    DAY 1
    Thursday – Oct 13th

    10:30-5:30 Eastern



    DAY 2
    Thursday – Oct 27th

    10:30-5:30 Eastern



    DAY 3
    Thursday – Nov 3rd

    10:30-5:30 Eastern



    DAY 4
    Thursday – Nov 17th

    10:30-5:30 Eastern



    Integrating Lean into Leadership
    Discover what it takes to create a true Lean Management system! Gain clarity on the foundational elements (Why, How, and What) of Lean transformation and explore leaderships’ role in developing a CI culture.



    Hoshin Kanri (Policy Deployment)
    Bring clarity to your organization! Learn how to align and mobilize plants, SBUs, departments, operational teams, and supporting personnel by identifying & deploying the “vital few” initiatives that will drive performance.



    Daily Management System
    Discover how to engage teams. Ensure daily accountability and sustainment through leader standard work and visual daily management.



    Develop the Problem-Solving Mindset
    Create a culture of problem-solvers. Learn the importance of A3 Thinking and methods that allow teams to integrate problem-solving in their daily work.



    Day 1

    Integrating Lean into Leadership
    Internalize the Why, How, and What, enabling a culture of continuous improvement.

    Lean transforms the way processes and people work, and it generates at each level a brand-new company operating and innovating model making long term strategy possible. Executives and leaders should have clarity of the fundamental elements underlying this transformation, so that they can constantly act, behave, and support the efforts to keep their enterprise in motion.

    This session shares with leaders the essentials of a Lean transformation (Why, How and What), and builds the understanding of their role in this journey.

    This session combines simulations, lectures, fun and reflection to share ideas and instill a desire to start or continue the Lean journey, and how this path will tremendously benefit your organization, as well as your personal development, career, and legacy.
    Participants will learn:

    • how to engage their organization in change, through a subtle balance between rational attitudes and emotions
    • how value stream improvement is the focus of Lean efforts
    • what empowerment really means and how collaboration in the workplace is the engine that changes the overall company mindset
    • how visibility is central in a Lean organization and is fundamental to building a Lean Management System
    • how to influence and align people in the shared vision of continuous improvement

    Catherine Converset, Senior Partner of Productivity Inc, shares her practical experience in leadership development and organizational transformation in this powerful session.


      • Introduction to the continuous improvement mindset: how the Golden Circle leadership principles apply to Lean transformation.
      • Change is difficult: the balance between scientific reasoning based on data and the emotional side of change. Building the path to change.
      • Learn to see Value and Failure Demand, and the huge improvement potential in the organization.
      • The Six Areas of Influence: How Leaders can influence and lead a continuous improvement mindset.
      • The fundamental Lean concepts.
      • In Lean, rhythm is Key
      • Making it Visible: an essential part of Operational excellence
      • The art of asking the right questions to develop a company-wide problem solving and improvement mindset.
      • The Leadership Five practices to lead Lean continuous improvement organizational change.
      • Wrap up and Review

    Day 2

    Hoshin Kanri (Policy Deployment)
    Identifying and deploying the “vital few” initiatives that will drive organizational change.

    The fundamental purpose of Hoshin Kanri is to focus a company’s efforts on very well-defined initiatives to align and mobilize SBU’s, plants, departments, operational teams and all supporting personnel. It is a leadership-driven strategic process which gives clarity to everyone on where the company is going and what is important to the long-term, while creating the structure for regular review and renewal.

    In this session, we will share our practical experiences of Hoshin Kanri in the context of a Lean transformation, calling upon experience acquired in a variety of business environments. Learn how to build the plan, starting at the Executive committee level and to cascade it down to the team level. We will also introduce the Catchball process, a key component which creates local ownership by allowing for plan feedback and adjustments.

    We will demonstrate how the plan highlights the need for enterprise-wide waste elimination and review and discuss the key performance indicators, targets to improve, and countermeasures that will ensure you remain on course and that your improvement initiatives are meeting your strategic goals.

    We will then illustrate the Hoshin Kanri deployment process in a real case study, presenting its impacts and the difficulties encountered, and we will suggest some practical recommendations to start and implement the process.

    Participants will learn:

    • key concepts and principles of Hoshin Kanri (policy deployment)
    • the 5 steps of policy deployment and how to use the X-Matrix at each level
    • the link between Hoshin Kanri and daily management
    • the connection between Hoshin Kanri and team empowerment
    • the link between workplace metrics and strategic objectives
    • the 4-level performance review system ensuring success

    Day 3

    Daily Management System
    Ensuring sustainment through organization-wide operational governance.

    An effective Daily Management System enables the building of leadership capabilities at multiple organizational levels, through teaching, coaching, and establishing standard work routines, while ensuring daily accountability for actions that eliminate waste.

    In essence, DMS is the establishment of real-time monitoring of performance/activities in every department, and the most effective way to ensure that daily work is tied directly to organizational goals, that targets are being met and that changes are being sustained.

    Using real-world examples, we’ll share a disciplined approach to DMS that drives line leadership behavior away from ‘firefighting’ mode to proactive problem-solving, while building organizational capability for the long term.

    Inside the day’s activities:
    Tailored as a discovery session, the day’s agenda includes questions and gap analytics that will be captured and built into an action plan for each participant, for reflection and creation of next steps.

    The agenda will cover:

    • The Why – the compelling business case for change
    • The How – The Role of Leadership – Servant Leaders, Learn/Do/Teach/Coach-Tactics – Standard Work, Visual Management, Metrics, Daily Routines
    • The What – An effective Daily/Workplace Management System – the attributes of a good system?
    • Behavioral – Importance of daily routines and sticking to the process
    • Reflection/Action Plan – define current state, next steps and immediate opportunities
    • Organizational integration of support functions through Daily Management

    Participants will learn:

    • The importance of DMS in sustaining all CI efforts
    • Key components to build an effective DMS across the organization
    • Importance and role of a visual management system
    • Direct connection between Daily Management, employee engagement, and productivity
    • Role of performance management and metrics in linking organizational goals to strategic deployment
    • • How leaders in a company-wide cultural / behavioral transformation support DMS, build organizational capability at all levels of the organization using Gemba walks, servant leadership, leader standard work, leaders as coaches, etc.

    Day 4

    Develop the A3 Problem-Solving Mindset
    Developing a culture of A3 Thinking problem-solvers.

    What is problem-solving? On one end of the spectrum, it is often viewed as techniques used by technicians, engineers, or specialists to attack technical problems using methods such as Six Sigma. On the other end, it is a simple team process of building an action plan and getting it done. But there are those tricky “middle” issues that negatively impact teams’ daily work and process performance that require a different approach.

    It is here, tackling these “middle” issues, that having a structured disciplined, problem-solving capability will enable your employees (supervisors and teams) to identify problems and work together to fix them.

    The session will explore, how to make problems visible, categorize and prioritize them, apply a step-by-step process to understand the issue, measure it and its impact, identify where it comes from, and develop countermeasures and solutions.

    Inside the day’s activities:
    In this interactive session, through presentation, examples, and reflections, participants will learn the importance of A3 thinking and understand how teams should act, behave and integrate problem-solving in their daily activities to generate discipline and focus on actual problems.

    The agenda will cover:

    • The Why: Problem-solving fits into the overall Lean management system
    • The How: Capturing problems – Categorizing problems and defining the corresponding problem-solving process
    • The What – understand the A3 problem solving process, how it integrates Lean methodologies and principles and connects with performance management.
    • Behaviors – Importance of engaging the right people, measuring and sticking to the process
    • Reflection/Action Plan – understand current state and identify the process which will trigger in the organization the new way of dealing with problems.

    Participants will learn:

    • the importance of problem solving in sustaining all CI efforts
    • the step-by-step A3 thinking and acting process
    • the questioning process that leaders should master to ensure proper problem solving
    • the role of leaders in a company-wide cultural / behavioral transformation
    • problem solving and KPI’s
    • building problem solving capability at all levels of the organization using Gemba walks, Daily Management System and all other opportunities.



    “[I] Wanted to reach out to you personally to thank you for the excellent training in October. I have used it heavily in my communication to our organization including completing our first bonafide CEDAC yesterday. The mind shift on problem solving has helped my leadership style and coaching tremendously. Thank you for your excellent program.”
    Heather F., Director of Operations, Composite Advantage

    “Thank you, Catherine. It was wonderful to learn and stretch my thinking with such an impressive team.”
    Jessica J. Operational Manager for Performance Improvement, Nemours




    To register, please follow this link.



      * champs obligatoires

      Cancellation Policy

      Cancellations received within 10 business days of the start of a program will be assessed a fee equal to 10% of the registration fee; the remainder of the fee will be held on account for up to one year for use at a future event. If no notification of cancellation is provided, registration fees will be forfeited. There is a $50 processing fee for all cancellations. No refunds or credits will be issued once a session is underway.

      Consultants and academics may not be eligible to attend.

      Any individual attending this program hereby acknowledges and agrees that any photographs or videos taken during the event may be used in marketing efforts (web/print) including, but not limited to news and promotion without compensation to the participant.