Two more presentations from our last Lean
Summit are now available on our YouTube channel. They shed a unique light on how two of the most successful
manufacturers in the UK, GKN and Rolls-Royce, each with over a
decade of experience in using lean thinking, are developing their lean leaders.
They talk frankly about how they are tackling this key threshold to sustaining
and accelerating their lean journeys.
Last year Peter Watkins, who leads the lean activities at GKN, presented one of the most dramatic examples of the power of compressing supply chains for next generation products. They unscrambled complex supply chains based on “focused factories” and “low-cost sourcing” to reduce total lead times from 90 weeks to 30 days - click here to view. This year Peter outlines how GKN is helping their leaders to change their behaviours as they learn how to develop the problem solving capabilities of their subordinates - click here to view. Brendan Hindle describes the Rolls-Royce lean journey and their Process Leadership Academy - click here to view. These are very important experiments from which we can learn a lot as we all embark the long journey to create our own lean leaders.
These talks build on the insights from John Shook about lean leadership at Toyota. These were summarised in his presentations to our Lean Summits in 2008 and 2011 which are worth viewing again. In them he talks about “leading as if you have no power” and what Toyota means when they say they “develop people before making cars”. Very significantly they change the focus of lean transformation from experts teaching lean tools in a classroom to line managers developing the problems solving capabilities of their staff. The new skills of mentoring and problem solving are only truly embedded through “learning-by-doing”.
Yours sincerely
Daniel T Jones
Chairman, Lean Enterprise Academy
If you are inspired by these videos why not join in the discussions at out latest Lean event, the LEA Community Sharing Day on Thursday 18th April 2013 in Cardiff. We have extended the deadline for abstracts until this Friday 22nd March 2013 if you would like to present and will continue to take bookings for attendees right up until the day itself but please note spaces are limited.
Last year Peter Watkins, who leads the lean activities at GKN, presented one of the most dramatic examples of the power of compressing supply chains for next generation products. They unscrambled complex supply chains based on “focused factories” and “low-cost sourcing” to reduce total lead times from 90 weeks to 30 days - click here to view. This year Peter outlines how GKN is helping their leaders to change their behaviours as they learn how to develop the problem solving capabilities of their subordinates - click here to view. Brendan Hindle describes the Rolls-Royce lean journey and their Process Leadership Academy - click here to view. These are very important experiments from which we can learn a lot as we all embark the long journey to create our own lean leaders.
These talks build on the insights from John Shook about lean leadership at Toyota. These were summarised in his presentations to our Lean Summits in 2008 and 2011 which are worth viewing again. In them he talks about “leading as if you have no power” and what Toyota means when they say they “develop people before making cars”. Very significantly they change the focus of lean transformation from experts teaching lean tools in a classroom to line managers developing the problems solving capabilities of their staff. The new skills of mentoring and problem solving are only truly embedded through “learning-by-doing”.
Yours sincerely
Daniel T Jones
Chairman, Lean Enterprise Academy
If you are inspired by these videos why not join in the discussions at out latest Lean event, the LEA Community Sharing Day on Thursday 18th April 2013 in Cardiff. We have extended the deadline for abstracts until this Friday 22nd March 2013 if you would like to present and will continue to take bookings for attendees right up until the day itself but please note spaces are limited.
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