For lean companies, leader standard work changes the focus of managers and employees from being the primary problem solvers to building the problem-solving muscle of their organisation. Leader standard work is part of the infrastructure of a lean management system that includes: Pursuit of True North, standardized work, visual management, people development, and accountability systems. Leader Standard Work involves daily team reflection, walking the gemba (the place where value is added), observing abnormalities, asking questions, and supporting people in the improvement process. This workshop will highlight these key elements.
WHO SHOULD ATTEND
Executives, senior, mid-level, and front-line managers
HR executives responsible for management development, and rewards and recognition systems
Understanding the basics of a visual workplace and process stability.
Barry McCarthy has a wealth of knowledge in the field of operational excellence. Barry is a recent graduate of the Toyota Production System, but will always be a student. Experiencing the rhythmic production lines of Australia, Thailand, Indonesia, Kentucky, and of course Japan at its heart, has been meaningful work. Barry specialises in the implementation of integrated systems and routines; always respecting human resource development.
He has implemented company-wide: Hoshin Kanri, Toyota Business Practices, On-job-development, Leadership Development, and the Toyota Way. At the shop floor level: Management, Engineering, and Logistics Development Systems, Jishuken, Standardised work, A3, and PDCA. He worked in the Toyota Institute, Manufacturing Organisational Planning and Development, and the TPS office within Toyota.
With a grounded engineering background Barry has also implemented continuous improvement in food processing, manufacturing, packaging, printing, and front of house food service and management.
In addition to the practical experience Barry has completed a Master degree in Applied Positive Psychology, Graduate Diploma in Business, Diploma of Training and Assessment, Diploma in Competitive Systems and Practices. Interestingly Barry’s first degree was civil engineering.
Lean Management, People and Culture, Organisational Change