Showing results by narrator "Jeffrey Liker" in All Categories

Dr. Liker's book, Developing Lean Leaders at All Levels: A Practical Guide was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of bite-sized, topic-specific learning modules. Follow along as we hear Dr. Liker at those actual presentations delivered first hand to the students of Lean and Lean practitioners.

Dr. Liker's book, Developing Lean Leaders at All Levels: A Practical Guide was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of byte-size, topic-specific learning modules. Follow along as we hear Dr. Liker at those actual presentations delivered firsthand to the students of Lean and Lean Practitioners.

Welcome to what may be the most important module in this course. I'll be talking about problem-solving and a way of visually representing problem-solving. You may have heard this referred to as "A3 reporting" or "A3 storytelling". I will be referring to it as "A3 thinking"; that is, it's a way of thinking rather than documenting problem-solving on a piece of paper.

This is the most important module because in the Toyota Way, problem-solving drives continuous improvement and showing respect for people. Problem-solving is the core skill of a lean leader and it is the skill most leaders lack.

The teaching objectives for this section are the following: identify three common mistakes in problem-solving; demonstrate root cause analysis as a narrowing and focusing process; and associate countermeasures with hypotheses that should be tested.

Follow along as we hear Dr. Liker at those actual presentations delivered first-hand to the students of Lean and Lean Practitioners. Dr. Liker explains the Lean Leadership Development Model (LLDM), and how it aligns with the accepted principles of operational excellence. Learn about the behaviors required to sustain it long-term. Understand how leadership must walk the talk of True North. Find out how to actively engage in developing lean leader skills.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. Learn about the behaviors required to sustain it long-term. Understand how leadership must walk the talk of True North. Find out how to actively engage in developing lean leader skills. This is the complete module 5.

Dr. Liker's book, Developing Lean Leaders at All Levels: A Practical Guide was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of bite-sized, topic-specific learning modules. Here we'll: discuss why problem-solving is so superficial; explain how the fast thinking and slow thinking parts of the brain work; and review how visual management is used to help exercise the slow part of the brain.

Dr. Liker's book, Developing Lean Leaders at All Levels: A Practical Guide, was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of bite-sized, topic specific learning modules. Follow along as we see and hear Dr. Liker at those actual presentations delivered first hand to the students of Lean and Lean practitioners.

Dr. Liker's book, Developing Lean Leaders at All Levels: A Practical Guide was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of byte-sized, topic specific learning modules. Follow along as we see and hear Dr. Liker at those actual presentations delivered first hand to the students of Lean and Lean Practitioners.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM), and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to explain the core skill of a Lean Leader; how to associate problem-solving with closing a gap between the current state and your target; how to make a distinction between the Toyota Way philosophy and the traditional western philosophy.

The teaching objective of this section is to compare management by objectives (MBO) and Hoshin Kanri.

Dr. Liker's book Developing Lean Leaders at All Levels: A Practical Guide was a 2016 winner of the Shingo Research and Professional Publication Award. We have taken the time to extract the individual seminars and lectures of Dr. Liker used to create this world-renowned publication and offer them in a series of byte-sized, topic specific learning modules. Follow along as we see and hear Dr. Liker at those actual presentations delivered first hand to the students of Lean and Lean Practitioners.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. Learn about the behaviors required to sustain it long-term. Understand how leadership must walk the talk of True North. Find out how to actively engage in developing lean leader skills. This is module 8, section 2.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. Learn about the behaviors required to sustain it long-term. Understand how leadership must walk the talk of True North. Find out how to actively engage in developing lean leader skills. This is the complete module 8.

Follow along as Dr. Liker explains the Lean Leadership development model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to explain how a leadership infrastructure can be built for a company in crisis, discuss the actions taken in order to focus on leadership, and show the seven-step process in creating the Dana Operating System.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to share another Gary Convis example of Dana, a company in crisis; share the implementation roadmap and results achieved in a very short time; and discuss the visualization and meeting management standards and responsibilities.

Follow along as Dr. Liker explains the Lean Leadership development model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to discuss what Dana did to sustain momentum after the initial gains, share results of the operational-excellence effort after the first few years, and show how Lean results depend on philosophy.

Follow along as Dr. Liker explains the Lean Leadership development model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to review the Lean Leadership development model, instill that the way to develop these skills is through deliberate practice, and share a good plan for deliberately practicing these skills.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to review the Lean Leadership Development Model; discuss the self-development learning cycles in more detail; and point out the triggers that tell you when you are ready for Hoshin Kanri.

Follow along as Dr. Liker explains the Lean Leadership Development Model (LLDM) and how it aligns with the accepted principles of operational excellence. The teaching objectives for this section are to share two examples in Gary’s career that provide great Hoshin Kanri examples; review the Warranty example from the second module; and provide the background regarding the Dana Corporation at the time of Gary’s arrival.