Elements

Foundations

Lean History and Foundations

A fundamental of the Lean Enterprise is the elimination of waste. Surely, the worst waste of all would be to ignore the learning to be gained from lean history and it’s origins. If you want to accelerate your lean transformation by using the lessons from history then this workshop is for you. In an interactive way using simulations and exercises the topics covered include;

  • The development of contemporary lean thinking in terms of the key industrial and academic contributors,
  • Key concepts and definitions in Lean Thinking,
  • The lessons learnt from the evolution of lean,
  • Lean models and approaches,
  • Value adding, waste and work,
  • Balancing value, demand and capacity – where waste comes from.

This workshop is a fun, interactive way to learn about the origins and foundations of lean. This is an essential workshop for those who want to start their lean transformation on the front foot by piggy-backing the lean movement’s learning curve.

Lean and Innovation

Peter Drucker famously said that business has only two basic functions; marketing and innovation. Innovation is at the heart of the value lifecycle and the sustainability of the Lean Enterprise. This workshop is for those that want to learn about critical role of innovation and design in a Lean enterprise. The workshop will cover a number of topics including;

    • Good practice in relation to understanding customer value,
    • The pitfalls of traditional design and innovation practice,
    • The dynamics of innovation and the key factors that will determine success,
    • Insights into TRIZ tools,
    • Innovation failure and what organisations need to do to increase their likelihood of success,
    • An innovators appreciation of the meaning of ‘Lean’.

A “must attend” workshop for lean advocates that want to benefit from the extension of lean thinking to the whole value lifecycle.

Strategy and Policy Deployment

Many lean experts say that it is not possible to create a true Lean Enterprise without a major focus on Policy Deployment. This workshop covers the key points a company should address in implementing an effective Policy Deployment process as part of their Lean journey.  The workshop uses theory and case study to investigate the important topics in this field, including;

  • Strategic maturity,
  • Hoshin Management theory,
  • Visualising Hoshin,
  • The policy deployment process & its application,
  • The basis of the Three Tier Management approach,
  • The impact on people and organisations.

Fundamental to any successful Lean journey this workshop is essential for anyone that is involved in setting the direction and guiding their organisation.

The Vanguard Method

Professor John Seddon is an occupational psychologist, researcher, professor, management thinker and leading global authority on change, specialising in the service industry. He is the managing director of Vanguard. John has adapted the Toyota Production System and the work of W. Edwards Deming and Taiichi Ohno into a methodology called ‘The Vanguard Method’ for improving performance in service industries. He is critical of target-based management and of basing decisions on economies of scale, rather than ‘economies of flow’. This workshop is for those who want to learn more about the fundamentals of the Vanguard Method and the impact it can have when applied effectively. The workshop will cover the Vanguard ‘Check Methodology’, including identifying and quantifying demand (especially value demand and failure demand), understanding purpose and understanding system conditions.

Accounting and Measures in a Lean Enterprise

The positive financial impact of effective lean transformations is well known. Through a combination of growth and relative cost reduction profitability can be dramatically improved. Translating positive improvements into verified financial benefit is critical to success. This workshop is designed to bridge that gap and give clarity. The topics covered include;

  • The current state as described by performance and money,
  • The reasons why current accounting methods are inadequate in supporting lean enterprises,
  • Calculating the benefits of a flow improvement,
  • How to apply cause and effect thinking at a lean enterprise level and better direct improvements.

This workshop is intended for lean advocates that want to communicate their successes in financial terms, direct their efforts for greatest impact and give stakeholders reassurance that effort is turning into real return and results.

Quality and Systems Thinking

Practical Problem Solving – A3

Arguably, practical problem solving is at the heart of any lean transformation. It is an essential skill and system for continuous improvement to thrive. The A3 method has grown hugely in popularity in recent years, and with good reason. This workshop will cover a standardised problem solving methodology based on the PDCA cycle and A3. In a fun, interactive way using exercises and activities it will cover;

  • The importance of problem solving,
  • Why does problem solving often fail?
  • The standard problem solving process,
  • Problem definition,
  • The 7 quality tools,
  • Identifying causes,
  • Developing robust countermeasures and the countermeasure ladder,
  • Implementation and standardisation.

Practical Problem Solving is an essential and fundamental “must have” for any lean practitioner. This workshop is a real solution to fix that particular problem.

Jidoka – The original pillar

Jidoka is one of the original foundation tools within the “House of Lean”. The innovation of the Toyoda automatic loom was a significant event in Toyota’s history. Its application has the potential dual benefit of preventing defects and improving labour productivity. Despite this legacy it has often been the forgotten ugly sister of the Toyota Production System (TPS). This workshop shows, practically, how the principles could be applied and the potential or real impact of doing this. Using case studies and examples this workshop covers errors and defects, error-proofing (poka yoke), andon and autonomation. If you are truly serious about your lean enterprise transformation and want to ensure you don’t have a lop-sided lean house then this is workshop is designed for you.

Shingo Quality – Zero Defects

The late Shigeo Shingo developed and classified the poka yoke concept as a fundamental aspect of a Zero Defects policy. His book is a classic work. It is a powerful concept that can have a dramatic impact on quality and delivery performance. Shingo says that mistakes are inevitable events but random. Unless tackled they will have a negative impact. Zero defects is a way to implement a quality first strategy. The umbrella of zero defects includes standardisation, 100% inspection, source inspection and simple feedback loops. The zero defect topics are covered in this workshop along with types of inspection, why visual inspection fails, critical conditions, common errors, risk analysis, the countermeasure ladder and poka yoke design. This workshop is perfect for lean, quality and improvement practitioners that are passionate about making zero defects a reality.

Variation & Quality Tools

A physicist named Walter A Shewhart is often called the “father of modern quality control”. In the 1920’s he was asked to improve the quality of telephones in Bell Laboratories, USA. Whilst working on this project he developed a theory of variation. He saw measurement having three elements, the data, the human observer and the conditions. All three are subject to variation. The famous W Edwards Deming was a pupil of Shewhart and built on Shewhart’s learnings. Understanding variation is at the heart of scientific thinking and improvement. Deming used a famous red bead experiment to illustrate many issues around variation, improvement and systems thinking. Understanding variation is critical to effective management decision making and continuous improvement. Using this same red bead experiment as a vehicle for learning this workshop will cover;

  • Recognising types of variation,
  • Displaying data and variation,
  • In control or out of control?
  • Trends,
  • When to make an intervention,
  • Important quality tools.

This workshop is an interactive way to demystify some of the fundamentals around variation. Experiencing the red bead experiment is an essential for any quality, lean or improvement practitioner.

Systems Thinking Fundamentals

Systems Thinking is one of the most exciting areas within the field of continuous improvement. Any lean implementation needs to proceed from a systems perspective. The tricky thing is how to integrate a systems (holistic) perspective with an experimental (reductionist) one. Many lean initiatives have failed because of a lack of integration of sub systems and functions but have had isolated success with PDCA and experimentation. Toyota learned their systems thinking from Deming. This allowed Ohno to see economies of flow rather than economies of scale. Believing that by optimising the individual parts will lead to optimising the whole represents, possibly, the greatest barrier to lean. The topics that will be included in this workshop are;

  • Organizations as systems
  • Hard systems thinking
  • Cybernetics
  • Soft system thinking
  • Critical Systems thinking

This workshop is intended for quality, improvement or lean advocates that want to approach their lean journey from a systems perspective and don’t want to fall into the trap of sub-optimisation.

Deming and the System of Profound Knowledge

Deming coined what is known as the “94/6” rule. He said that 94% of problems are due to the process and only 6% are due to the people in the process. He asserted that management own the process and are the only ones that can fundamentally change it. The concept of the system and the process determining results is one of the four elements of what he describes as “profound knowledge”. HIs system of profound knowledge is the culmination of his lifelong body of research and work. This workshop covers the four elements that make up profound knowledge; System, Variation, Learning and Psychology. As such this workshop is unmissable for all serious system and lean thinkers. Deming asserted that an understanding of these 4 elements is critical and they are at the root of most problems. As such this workshop is unmissable for all serious systems and lean thinkers.

Demand, Capacity and Flow

Value & Value Stream Identification

Customer value and value stream identification is arguably the most important, yet, least appreciated of the five lean principles. Stand in your customers’ shoes and identify what they appreciate about the products and services you provide. This means, firstly, understanding who your end customers’ really are and secondly, defining the characteristics that make up their real requirements. From this analysis a number of customer groups or families will emerge. These become the characteristics of your value streams. For example, many customers want both make to order and make to stock depending on the product, the time of year and the circumstances. This identification process is best carried out by senior personnel with a truly global view of the business. This then defines the strategic direction and framework for all the subsequent activities. It also helps to underpin any future organisation design. Using marketing. manufacturing and lean tools this innovative workshop will open your eyes to the real meaning and power of a value stream properly defined.

Lean Demand Management

Capacity Planning & Scheduling

Understanding Pull Systems

Theory Of Constraints Fundamentals

Big Picture Financial Mapping

Many lean transformations fail because much of the effort, resource and time put into in the early phases do not improve the bottom line! This is for a number of key reasons;

  • Local efforts tackling isolated parts of the system have no overall beneficial effect,
  • There is a poor understanding of demand and capacity: plant not being run to maximise the flow of value through the bottleneck,
  • There is a naïve application of “lean” tools and techniques: often in the wrong place at the wrong time,
  • Inappropriate delegation of leadership for improvement.

A complication to this is the fact that conventional accounting does not help us solve any of the reasons for failure. It was developed to support mass production and not lean. A new approach is required to solve the dilemma. A new approach that combines mapping and financial visualisation. That approach is Big Picture Financial Mapping. Using case studies and exercises this workshop covers the main steps and themes of BPFM. This workshop is intended for improvement and lean advocates that want to ensure they get the best return for their lean efforts guided by BPFM.

Value Stream Mapping

In 1998 Rother and Shook’s seminal work “Learning to See” established Value Stream Mapping as an important tool for lean. Mapping is a “meta” tool in the lean toolbox and it should guide the use of many other tools. Value Stream Mapping is a powerful way to do that. We shouldn’t forget that the real purpose of mapping is to help design a future state. It is a visualisation activity as a map gives us a tool to communicate where we are now, the direction we want to go in and where our destination is. Undertaken correctly it is a powerful vehicle to facilitate a team to see the system wastes together, gather data and agree a way forward. When used effectively it is multi-layered, multi-disciplined and empowering. This workshop will use examples and exercises to cover the theory and thinking around value stream mapping. The content covered will include; Current State Mapping. The two main aspects are the material flow and the information flow. In most cases the material flow identifies the “what” or result, with preceding actions in the information flow identifying the “why”. In an organisation this step is best carried out by a multi-disciplined team of line managers, as it is critical that they “see” and own the real current state.

Future State Design. The same team are then the best-equipped people to design a Future State based on the application of Lean Manufacturing Principles.
This workshop is intended to be for improvement practitioners that want a realistic overview of VSM from experienced facilitators.

Future State Sequencing and Action Planning. The most important planning step is the sequencing of the required activities. This is vital to maximising the positive impact both on the customer and the companies’ financial performance.

Execution. Turning the design into reality is the responsibility of the line managers who developed it and line teams they manage. At this stage it becomes an empowering process working within the defined structure of a detailed and sequenced plan. Project management skills and senior support are key.

Lean and JIT Tools

Line Balancing & Layout

Most lean practitioners will be familiar with muda or the seven wastes or their namesake, TIM WOOD. Waste reduction is at the heart of lean and the seven wastes are all around us. A recent LinkedIn discussion even spoke about renaming value streams as NVA streams because it is so prevalent. However, when developing TPS Ohno described 3M’s that he sought to eradicate. The other two are perhaps more important as they can result in muda. The other two are unevenness (mura) and overburden (muri). Line balancing and layout are powerful within a lean transformation as we have an opportunity to impact all three. This interactive workshop will show how line balancing is done and how the combination of layout and balance can be modified and adapted for different circumstances. It will explore the opportunities and benefits that can arise from an optimised approach. Understanding line balancing and layout options is an essential for any quality, lean or improvement practitioner.

Lean Line Design, Small Machines and Right Sizing

In the past traditional line and process design was heavily influenced by product cost and machine cycle time. The logic being that a lower cycle time will result in a lower product cost. The engineers involved would look at the forecasted peak product demand and specify a machine that can cope. This often resulted in expensive automation and large, complicated equipment that was optimum for the peak and not the rest of the product lifecycle. The concept of small machines and right sizing is not well known or promoted in lean circles. The concept is that you use small, cheap, modular production processes that can be replicated and modified to match exactly the changing volumes of demand on a product lifecycle. This is the opposite of “monument” thinking. The benefits can include reduced capital investment, improved flexibility, reduced waste and improved quality. The saying is “improve the work first and then improve the equipment”. This one day workshop is essential if you are involved in process planning, new product introduction, lean and improvement.

Introduction to TPM & OEE

Total Productive Maintenance (TPM) was named in 1971 by Seiichi Nakajima. During the rebuilding of Japan after World War II, Mr. Nakajima visited the United States to study maintenance methods. After studying American-style preventive maintenance, he introduced Productive Maintenance, the predecessor of TPM to Japan in 1951. At it’s centre is the premise that zero loss maintenance is people driven and should involve everyone. It was developed out of a need to eliminate flow disruption. The involvement of people comes from using Quality Circle thinking to achieve zero loss asset performance. To direct improvement efforts the measure and framework of Overall Equipment Effectiveness is used within TPM. This one day interactive workshop will use activities and exercises to show the theory, power and benefits of TPM and OEE. This workshop is essential if you have assets in your organisation that can disrupt the flow of value. Great for lean, maintenance and improvement team members.

Flow Optimisation & The V Curve

Many manufacturing organisations have complicated, close-coupled lines. The type of line that you would find in food or FMCG company. Quite often these types of line have been subject to a lean or kaizen event and the inventory within the system has been reduced to make them “leaner” as Inventory is waste, right? The result is often a worsening in performance. Any minor stoppage (and there are many) can quickly stop the whole line. As a result, the people working on these lines spend most of their time at work running around trying their best to keep production moving in some form or another. It’s a frustrating and stressful environment for people to work in, and despite their best efforts the OEE numbers for these lines are below target. This occurs because there is a lack of understanding of line dynamics, and how best to balance the flow across multiple assets. Variation, speed differences, rework and changeovers all impact performance. Often a line like this has a line OEE associated with it which brings another set of dynamics. Understanding flow optimisation, targeting OEE at the constraint and the “V” curve can unlock real, trouble-free, throughput. If you recognise this scenario then this one day interactive workshop is for you. Using activities, exercises and case studies the workshop will show how flow can be maximised. This workshop is essential if you have process lines in your organisation which aren’t achieving the expect output levels. Great for lean, maintenance and improvement team members.

SMED & Quick Changeover

Along with jidoka quick changeover or Single Minute Exchange of Dies (SMED) is a powerhouse at the heart of TPS and lean. Also like jidoka it’s power and impact is often underestimated and not realised. Quick changeover is the tool that allowed Toyota to overcome the contradiction between variety and cost. Formalised by Shingo quick changeover is a simple way to categorise work in such a way it can be improved and re-organised. It can give options to either improve flexibility or release capacity. The concept can be used across many manufacturing and service situations. As a fundamental within TPS and lean an understanding of the tool and it’s power is essential for all serious improvement advocates. This interactive workshop will cover quick changeover concepts and examples using case studies and practical activities.

Kaizen and Improvement Systems

Kaizen & Improvement Systems

In all organisations there will be team members at all levels that can identify problems, issues and frustrations they have about their work, process and management. Equally, if still motivated, those same team members will have some creative ideas to improve things. You don’t need a consultant to gather this information. Many organisations have processes to make a product, create an invoice, recruit a new team member, deal with rejects…..these are all typical. To exploit the ideas and creativity of everyone in an organisation a process or system for improvement is required, and that, too often, is missing. Harnessing individuals’ motivation for self-improvement for the benefit of the organisation is the philosophy of kaizen. A system to encourage, capture, drive and direct improvement is key to sustainability, engagement and pace. This interactive one day workshop will explore these kaizen issues from TWI, PDCA, Nemoto’s management principles to Maasaki Imai’s kaizen flag. The learnings will be valuable for all serious improvement advocates, managers and team leaders.

Standard Work & TWI Foundations

Often cited as modern lean’s missing link TWI is a process stability and improvement tool with a rich heritage. Building on earlier approaches TWI was developed during World War II. TWI is arguably the most effective and influential training programme ever developed. TWI is built on the premise that the front line supervisor has the greatest impact on day to day productivity and process stability. Today, many Toyota team leaders still carry quick reminder cards based on TWI. Some say that prior to the introduction of TWI at Toyota Ohno’s methods languished as there wasn’t a framework on which to deploy them. This interactive workshop will cover all aspects of the TWI approach and the relationship to standard work. The learnings will be valuable for all serious improvement advocates, managers and team leaders.

Kata coaching, discipline and practice

The concept of kata has become more widely understood and used in lean transformations since Mike Rother published “Toyota kata” in 2010. Rother defines a kata as a well-rehearsed routine that eventually becomes second nature or habit. The word stems from Karate where pre-determined sequences of moves are practiced such that the repeated actions reinforce pathways in the brain. It is aligned with both TWI and the incremental scientific method. The combination of the improvement and coaching kata help organisations to drive improvement or adopt a new way of acting and thinking.

The method is simple and straightforward so is attractive however, the practice is not so simple. There have been some incredibly interesting examples of kata used in education at many levels. The learnings will be valuable for all serious improvement advocates, managers, team leaders, education consultants and teachers.

Lean Leadership

Managing Change Successfully

In his book The Lean Toolbox John Bicheno opens the managing change chapter with the statement “a good day at work is when there is supported and recognised achievement”. This distils into one phrase what good change looks like. During this one day interactive workshop participants will better understand how to engage people in change and what the important issues are to successfully drive a lean transformation. The workshop is for those who want to learn and experience hands-on which initiatives make change successful and how to successfully drive a sustainable lean change initiative. The learnings will be valuable for both line leaders and internal/external change leaders.

Organisational Culture

Peter Scholtes describes organisational culture as the day-to-day experience of the ordinary worker. If when visiting a new organisation someone shrugs and says “it’s the way we do things around here” then that is an indication you have uncovered the organisational culture. The behaviour of management at all levels has a massive impact on the formation of culture. During this one day interactive workshop attendees will be exposed to a range of theories and concepts that underpin current thinking on developing an evolutionary lean culture. The learnings will be valuable for both line leaders and internal/external change leaders.

High Performance Leadership

There are hundreds of books available on the “hot” topic of leadership. In the West leadership has assumed an almost mythical significance. We should be careful not to mix the characteristics and reputation of a well-known leader with the practice of leadership. This one day workshop is the perfect antidote to this premise. How do you become a leader that accelerates and enhances your team’s performance? How do you balance a high level of challenge with high levels of support? This workshop will cover and analyse current theory and concepts. The learnings will be valuable for both line leaders and internal/external change leaders.

Leadership for Lean

Often when an organisation starts on their lean journey it is impacted by daily variation and unexpected events. The traditional response to this is to react and “firefight”. In many cases the best “firefighters” get promoted. This traditional leadership response is no longer the best solution in a lean enterprise where variation is understood and managed. The characteristics required from a lean leader differ from the old archetype. This workshop will include;

  • Introduction to Lean Leadership
  • The “work” of leadership
  • When do leaders create value?
  • The leadership dynamics of behaviours, beliefs and culture
  • The golden triangle and sustainable lean
  • Changing leadership beliefs

The learnings will be valuable for both line leaders and internal/external change leaders.

Leader Standard Work

Management at all levels is recognised as having both a direct and indirect impact on performance, behaviour, motivation and culture. The well known statement “the shopfloor is a reflection of the management” rings true. On a daily basis, how do managers and line leaders ensure that waste and unwanted variation do not creep back into the workplace and impact flow? This one day interactive workshop explores a number of key themes around leader standard work. These themes include;

  • The golden triangle and sustainable lean
  • Standards and discipline
  • Standard management
  • Starting at Check; Check, Act, Plan, Do
  • Rapid problem solving and containment
  • Escalation and catchball
  • Repetition, practice and routine

The learnings will be valuable for both line leaders and internal/external change leaders.

Practical Daily Lean; 5S …..

5S is possibly the most well-known of all of the lean tools and arguably the most mis-used and underestimated to boot. It is a foundation tool in many companies’ own versions of the Toyota Production System and when asked why that is, many improvement team members cannot fully answer. On the face of it 5S seems obvious, common sense and not as controversial as other lean tools so, why wouldn’t you start? In many cases, however, it is too narrowly interpreted, is seen as housekeeping, not respected and gives subsequently gives the wider lean transformation a bad name. 5S is an example of practical daily lean that should be used to reduce waste and variation by error-proofing your daily workplace and routines. It should highlight when there is a disruption to flow. It can be used to coach natural work teams about the importance of standards and discipline. It can also be used to test the “standard management” approach, rigor and structure in an area. This fun, one day workshop will use practical activities and case studies to emphasis the power of practical daily lean tools and routines. The learnings will be valuable for team members, line leaders and internal/external change leaders.

Lean Performance and Measures

Flow Accounting

Traditional management accounting conventions do not support the Lean paradigm and, whilst numerous alternative accounting approaches have been developed over the last 25 years, there is still dissatisfaction amongst academics and practitioners in developing an alternative approach to address this issue. We end up with traditional financial measures linked, often wrongly, to cost; cost per case, cost per patient, cost per house….. Flow Accounting is an innovative way to overcome this issue. It has been developed over a number of years of empirical research at several large test sites and is an improved management accounting approach for more effective performance assessment and operational decision-making within the Lean enterprise. Using case studies and exercises this workshop covers the main steps and themes of Flow Accounting. This workshop is intended for CFO’s, COO’s, improvement advocates and lean practitioners that want to ensure they get the best return for their lean efforts guided by positive financial results.

Innovation Capability and Execution

Triz

TRIZ is a family of techniques for product invention and creativity. It is most effective in innovative product design and production process problem solving. In 1946 a soviet inventor Genrich Altshuller and his colleagues developed TRIZ. It is an acronym that means ‘Theory of Inventive Problem Solving’. Altshuller researched and studied patterns and themes within all the global patent literature. That research covered hundreds of thousands of inventions across many different fields. The fundamental belief of TRIZ is that invention can be taught. Using basic principles a TRIZ team can develop specific, inventive solutions. This workshop will cover five main elements of TRIZ; Contradictions, Ideality, Functionality, Use of Resource and Thinking in Time and Space. This workshop is suitable for lean and CI Professionals; Innovation Managers; Project Managers; Design Professionals.

Design Thinking for Managers

Design Thinking’ is everywhere at the moment. Check out the queue of senior leadership teams at the Stanford D-School if you want proof. Despite the claims, evidence of tangible benefits being delivered through the use of the assorted tools, methods and mind-sets that form part of the story is sparse to say the least. This workshop is all about seeing through the smoke and mirrors to get to the real essence of design thinking in organisations of every persuasion.

Big Data Analytics: Measuring REAL Waste

This course is suitable for Lean Professionals; Continuous Improvement Professionals; Project Managers; COOs & CIOs. This one day workshop builds on a fifteen year programme of research designed to specifically create reliable, repeatable ways of measuring the unmeasurable, providing attendees with a series of measurement strategies and approaches to overcome the traditional problems associated with Big Data Analytics – how do we distinguish between what people say and what they mean? How do we identify false or misleading data? How do we translate measurement to actionable insight?

Systematic Service Innovation

This workshop is suitable for CI Professionals in the service sector; Innovation Managers; Project Managers; COOs, CFOs & CIOs. Following a scene-setting introduction to the service innovation space and an examination of a host of successful and failed innovation attempts from the recent past, the bulk of the day will walk delegates through a systematic innovation journey from insight to commercial success. Throughout the workshop, we will illustrate practical, real-life case studies from a broad spectrum of commercial, government and NGO-based service industries, and will engage delegates in a series of hands-on exercises.

Lean Service and Design

Lean Service Design

As modern life accelerates at a pace there is an obvious evolution of work, products, services and experiences. The proportion of service organisations and work in the modern economic landscape continues to grow. Digitisation and automation have further accelerated and modified this advance. In lean service design the definition of service isn’t just “office” or “admin” functions and standard tasks it is a service concept or offering. This means a variety of customer needs, a variety of contexts and a variety of complexity and wok. Ohno and Toyota developed tools to overcome problems and contradictions that that were specific to their time, circumstances, product and marketplace. For lean service design to be effective a similar systems thinking foundation must be the starting point. If combined with the power of lean and design thinking an optimum solution can be designed. Following the Demand, Capacity and Flow approach this workshop is intended for anyone from the wide variety of service contexts (warehouse to technician, hospital to financial services) that is passionate about designing flexible, customer-led, service solutions.

Lean New Product Introduction

There is a compelling logic to the argument that applying lean thinking to the New Product Development and Design process will result in great benefit, probably greater than in manufacture. The reason for this is that in product development there is much more opportunity to gain a competitive advantage there than anywhere else. Good product management is essential to the lean enterprise as up to 90% of costs can be locked in after the design stage. After design and process planning there is less opportunity to make a radical change. This workshop is intended for those who want to find out what selection of lean and product development tools best match their own product characteristics and strategic objectives. Anyone who wants to be in a position to evaluate the contribution and applicability of New Product Development and Design approaches within their own organisation will benefit greatly from attendance.

Agile and Lean Thinking

With Agile and Lean Thinking there is much overlap. They share many of the same characteristics because they were both a reaction to similar problems, circumstances and contradictions. The command and control, big scale, inflexible, mass production environment Toyota found themselves in was at odds with their resources and market needs. Their answer was the development of tools and then the integration into the Toyota Production System we know today. Agile was in some ways a reaction to the same sort of command and control, waterfall, big event, series and inflexible environment. By understanding the shared origins, the comparisons and the unique aspects allow an improvement professional to take the best from each. The same thinking can be applied in service, project and manufacturing alike. This workshop is intended for improvement professionals who want to expand their knowledge to creatively bridge the two concepts for an improved outcome.