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Course: Lean Leadership, Lean Culture & Change Management

Lean Leadership, Lean Culture & Change Management

  • Life Time Access
  • Certificate on Completion
  • Access on Android and iOS App
About this Course

The instructor has been engaged in implementing lean culture and leadership for more than forty years, working with companies like Honda, Toyota, Shell Oil Company, Corning, Merck and dozens of others. This course is based on his practical field-tested knowledge of lean culture and leadership. The course introduces the history of lean, the essential principles and practices, and the important functions of the lean leader. It also presents the two critical paths to lean implementation: first, the redesign of processes, systems and structure to create the foundation that enables teams to engage in continuous improvement; second, it presents the essential habits of teams and team leaders engaged in problem-solving and continuous improvement. 

Some comments from previous students:

  • "Love how this guy communicates. Love the course so far!" Ren Cooper
  • "Great Professor, Great Course!" Fabiano Bonomini
  • "Very good course for any manager. This was my first course and I didn't know what to expect but I was pleasantly surprised but how much knowledge I did gain. I am a first time manager at my company. We had a zoo in here. People coming in late all the time, music blasting, very disorganized. By implementing items slowly it did turn things around and I know I have the respect of all the employees here. Larry is fun and has a lot of experience." Kevin Mohammed
  • "I really like the short and to the point lectures; the diagrams are great for the visual learners (me!) as well the sheet for identifying your clients, goals will be useful. This was round one as I find reviewing these programs more then once helps in establishing a game plan for my work place." Sherry Jackson
  • "I have had the pleasure of working with and learning from Larry Miller. This course was very informative and has given me some great ideas and tools to strengthen my coaching abilities." Jane McDonald
  • "The topics this course covers are very pertinent to the workplace today. The content is precise, addresses a variety of scenarios well; and the teacher has command over the subject matter. This is the kind of course that managers (and team members) should even revisit from time to time." Sarwar Kamal

Who is the target audience?

  • Any manager, team leader, or anyone aspiring to improve the performance of his or her organization.
Basic knowledge
  • There is no knowledge required to take this course other than a very fundamental understanding of the manager's job
What you will learn
  • The student completing this course will understand lean culture and lean leadership (Toyota Production System) and will be able to institute lean culture in his or her workplace
  • The student completing this course will be able to eliminate waste and engage his or her team members in an on-going process of continuous improvement (kaizen)
  • At the heart of lean culture is the natural work and management team who engage in continuous improvement. The student completing this course will know the essential problem-solving methods employed in continuous improvement and will be able to lead his or her team in continuous improvement
Curriculum
Number of Lectures: 81
Total Duration: 06:42:14
Introduction
  • Why Lean Culture and Leadership  
  • What is Lean?  
  • Lean Leadership Curriculum  
  • How to Get the Most from this Course  
  • What is Culture and Why Does it Matter?  
  • The Drivers of Culture and Change  
  • Recommended Reading and Books to Download  
  • Activity 1: Lean Self-Assessment  
The House of Lean
  • The House of Lean  
  • Evolution and Integration  
  • Lessons from Shigeo Shingo  
  • Lessons from a Trip to Honda  
  • My House of Lean  
Lean Culture Principles & Practices
  • Just-in-Time and Respect  
  • Kanbans and the Pull vs Push System  
  • Continuous Improvement and Leadership  
  • Eliminate Waste  
  • The Seven Forms of Waste  
  • The Six Forms of Management Waste  
  • Activity 3: Eliminate Waste  
  • The Scientific Method  
  • Go-And-See (Genchi Genbutsu)  
  • Level Production Flow (Heijunka)  
  • Visual Display  
  • Activity 4: Assess Your Visual Workspace  
  • Kaizen Problem-Solving  
The Job of the Lean Leader – To Challenge and Serve
  • Lean Leadership: To Challenge and Serve  
  • The Mind of the Lean Leader – Perspective  
  • The Mind of the Lean Leader – Transitions  
  • Develop External Business Strategy  
  • Develop Internal Culture Strategy  
  • Activity 5: The Challenge  
  • Lead Whole-System Architecture  
  • Be The Model  
  • Coach and Develop Others  
  • 6 Motivation & Accountability  
  • Reinforce Your Strategy & 4 to 1  
  • Activity 6: Making Strategy Real – The Line of Sight  
  • The Intrinsic Reinforcement of Lean Culture  
Getting to Lean – Designing the System for A New Culture
  • The Two Paths to Lean  
  • The Habitat for Humanity Principles  
  • Lean Design Thinking  
  • The Process of Whole-System Architecture  
  • Capability Analysis  
  • The Work of the Leadership Team – The Charter  
  • Activity 7: Design Thinking and The Design Charter  
  • The Work of the Design Team  
  • Discover the Current Reality  
  • Discover the Process  
  • Dream the Ideal Future  
  • Design the Future Technical System  
  • Design the Future Structure  
  • Design the Social System  
  • Activity 8: Redesign the Structure  
  • Developing and Deploying the Design for Continuous Improvement  
  • Case Study – VON Canada  
  • Summary of Whole-System Design  
  • Activity 9: Write Your Design Charter  
The Habits of Continuous Improvement – The Team Kata
  • Why Teams?  
  • Different Types of Teams for Different Tasks  
  • Your Teams Charter  
  • Build Team Maturity  
  • Team Roles and Responsibilities  
  • The Team Agenda  
  • Activity 10: Develop Your Team Agenda  
  • Team Facilitation  
  • Team Facilitation 2  
  • The Team Scoreboard and Visual Display  
  • Activity 11: Your Team’s Scoreboard and Visual Display  
  • Map Your Team’s Process  
  • Attitudes of Problem Solving  
  • Root Cause Analysis – The Five Why’s  
  • PDSA – Problem Solving  
  • PDSA Problem Solving Continued  
  • PDCA Example  
  • Activity 12: Complete a PDSA  
  • A3 Problem Solving – Tell the Story  
  • Define Standard Work  
  • Leader Standard Work  
  • Activity 13: Institute Leader Standard Work  
  • Summary and Additional Resources  
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