Curious to learn more about the sessions offered…this is the place!
Pre-Summit Workshop Day • Optional Add On Learnings
Tracy Defoe + Deondra Wardelle
Oscar Roche
Brandon Brown
Join us for an in-depth conversation, guided by experienced TWI masters. This is a great opportunity to explore more advanced topics with your peers. The meet-up is not designed for those new to TWI (only those who have practiced it).
High-performance teams need a high-performance coach.
In the 21st century, for anybody in a leadership role, being and becoming a better coach is key to performance.
If you want your team to achieve exceptional results, you have to coach.
But not just any kind of coaching. Coaching aimed at developing adaptiveness and creativity in your team. That’s what the Coaching Kata helps us to learn.
Unfortunately, effective coaching, even with the Coaching Kata, is still rare, in many organizations. Why? There is a fundamental disconnect between how we train coaching skills and how our brain learns.
In sports, we would never instruct a team about a new move in a classroom and then let them try it out in the upcoming playoffs for the first time. Pilots don’t learn to fly a new plane by simply reading the manual and then giving it a try. They regularly go to the flight simulator to hone their skills.
On the contrary, how do we train managers as coaches? We give them some classroom instructions on coaching and then let them try it out on their teams.
Where do managers go in your organization to practice their coaching game?
This is where the Kata Dojo supports with a quicker and more effective approach to develop coaching skill with individuals as well as throughout all management levels of an organization.
The Kata Dojo provides a sports-like approach where coaches can repeatedly practice a series of specially designed training exercises and role play in a safe offline environment. This setup allows coaches to hone their skills through repeating coaching situations at a much higher frequency than would occur in reality.
Find out more at www.kata-dojo.com.
In this session you will learn …
Who should attend
Participants must be familiar with Toyota Kata and have personal coaching experience using the Coaching Kata.
This is a hands-on workshop.
A fun warm up for the summit! In the spirit of sharing, networking and growing community – join us for multiple 5-minute mini presentations complimented with group discussion.
Brandon Brown
After teaching dozens and dozens of Job Instruction classes, myself and many other trainers and practitioners have deducted that the 5 day, 2 hours/day format passes along knowledge and method, but not skill. Skill as we all know takes practice. I’ve tried building in coaching time to come back and check on the progress of the training timetable. However, like most episodic training events, the class was “GREAT!” But Monday comes and regardless of how much the leadership expects or even demands follow through on the Training Timetable, success lies not in practicing and following through with the Timetable alone. It takes using TWI-JI as a countermeasure that either solves a worker’s problem, improves their daily work life, and/or makes their job easier and safer to do. So how can we bake in a way to build self-efficacy immediately after the course. I propose a prerequisite to TWI-JI and it takes bringing the Day 3 Training timetable forward for where is has traditionally been taught.
Wayne Meyer
Abstract Pending
John Vellema
Learning Job Relations is more than just the foundations and the four steps. I will share cases and due/don’ts from my journey working with TWI JR.
Mark Rosenthal
The Job Relations model is progressive for its time, but is built on a foundation of 1940s industrial management which is largely based on the supervisor maintaining authority.
As we move into the mid-21st century, the authority-based structure is common, but limits the performance of the organization.
If we to get out of the command-and-control paradigm we have to teach something other than how to do command and control better.
What is the behavior or pattern you are looking for that would help the team work together?
And how do we adapt the way we teach Job Relations to help supervisors develop 21st century leadership skills?
Raaghavan Venkatram
If only I had known this when I started my lean journey!! – This is something I almost always hear when lean thinkers (even the most seasoned ones) get introduced to any J program. What about TWI makes them they say that? During this keynote, I will be drawing on my experience to share aspects of TWI that can help any company/organization transition from knowing lean to doing lean!!!
Ginger Purvis
Session Purpose: Demonstrating an effective process for applying TWI-Job Instruction when improving outcomes.
Brief Synopsis: Improving outcomes can be an overwhelming task. Through the Baptist Management System, we have several tools to utilize for continuous improvement. One tool is TWI-Job Instruction. Job Instruction is not for every opportunity. When JI is applied correctly it can decrease frustration and eliminate waste of time and resources. In the session, we will discuss when to apply JI and the process of choosing the correct job to correlate with the outcome, how to train/follow up and check results.
Learning Points: (1) Be able to follow the process of When to apply Job Instruction, (2) Be able check results of Job Instruction and identify opportunities.
Over the last few couple of years E & J Gallo Winery in Modesto has undergone a culture and process change for on-the-job training within the Modesto Operations facilities. The journey toward effective and efficient Job Instruction has not been easy, and one of the biggest challenges has been getting executive and peer level leaders on board and advocating for this change.
In this presentation the lessons learned on how to build advocacy at the leadership levels within an organization will be explained in a case study format focused on the Modesto Operations strategy deployment for Job Instruction Method. The goal of this presentation is to equip leaders with the essentials of building a robust change management model and staffing structure for lasting results.
You got the buy-in, you paid for the training, you sat through the 10 hours, now what comes next? Sustaining Job Relations in the workplace and see the results payoff through leadership growth and continous improvement.
We will share our lessons learned on transition a dictator leadership driven company into a new era of servant leaders.
Wayne Meyer
Putting strategy on a page in a workshop is one thing. Staying focused and connecting everyone in your organization to execute your strategy is another. Coaching Kata is a way forward.
Paul Riley
The Hallmark Cards Greetings Production Center in Lawrence, Kansas produces the majority of the company’s greeting cards for the North American business. In 2019, the company decided that job skills training deserved greater emphasis and hired a full-time training and development manager to develop and lead training across the plant to improve proficiency and productivity.
Building on previous experience with Lean Management techniques and lessons learned from Toyota, the plant decided to adopt TWI Job Instruction as the basis for its new training program. With the assistance of TWI Institute, Hallmark Cards has built a ground-breaking Job Instruction training program for the Greetings Production Center to optimize and standardize performance, and enable continuous improvement in service, quality, cost and safety for years to come.
Warren Peters + Steven Craig
This breakout will discuss the transition of how Brunswick Steel transitioned from the traditional Kaizen and training approach to utilizing Kata (Scientific Problem Solving) and TWI for training and how this has changed our approach from a traditional batch system to a one piece flow system in an industry that is typically batch.
We will also discuss how we have integrated Kata and TWI together, what has gone well, and the trials and tribulations we have endured along the way.
Christopher Gaechter
Despite our efforts to prepare for the launch of a new product in a new plant, our start-up did not go as planned. Over a six-month period, with the implementation of TWI’s JI training, a focus on Standard Work, and use of KATA, the plant was able to improve quality, productivity and throughput.
Dr. Lou Flaspohler
Guiding Hypotheses
Working from the hypothesis that problem solving skills are foundational in life, with Jim Huntzinger acting as our guide, Lou Flaspohler will walk us through his Kata, JR, JM and JI journey over the last year sharing how mentors including, Mark Rosenthal, Dave Hyem and Lis McNichol guided him, how unforeseeable new circumstances led to detours and how as different needs arouse different skills were used.
Wes Rawlings + Rudy Garcia
Continuing the conversation on the E & J Gallo Winery Job Instruction (JI) implementation journey, this session covers the topic of sustaining the practice of JI and making it part of the organization’s culture. This session is a case study of how to sustain Job Instruction based on best practices at the trainee, trainer, and leadership levels.
This interactive session will includes the successes and challenges in an actionable way for improving your organization’s JI implementation journey.
Raaghavan Venkatram
This is a case study of how Norton McMurray Manufacturing Company uses Toyota Kata for strategy deployment, pulls J programs as necessary to create conditions for ‘scientific thinking’, applies coach-learner structure to Job Relations and continues to explore ways to get ‘results through people’ by combining the best of both worlds – TWI and Toyota Kata.
Scott Curtis + Patrick Graupp
Over a two-year period, members of the TWI Institute visited Toyota City in Japan where we worked with Mr. Isao Kato, the “father of standardized work and kaizen courses” in Toyota. Mr. Kato also introduced TWI into Toyota in the early 1950s. Mr. Kato was visualizing how his SW concepts and practices, combined with the TWI skills, could be taught and spread outside of Japan. The TWI Institute collaborated with Mr. Kato who gave the institute exclusive rights to teach his Standardized Work course globally.
In this deep-dive session, we will review the basics of TWI and then show how these fundamental skills form the foundation for striving for and achieving true standardized work. In doing so, participants will learn to “connect the dots” between the various tools of lean and standard work and understand how the Kata philosophy of kaizen (continuous improvement) creates sustainably growth through the correct understanding and proper usage of lean tools. They will gain a holistic view of the improvement/standardization process and why this forms the core of workplace excellence.
Mark Rosenthal
Abstract Pending
Mark Rosenthal
The skills and thinking taught through TWI and Toyota Kata can have a powerful influence on how the organization performs.
As we work to perfect our practice of these techniques it is important see above the process mechanics and be aware of the kind of culture we are actually building.
A visionary leader, entrepreneur, coach and speaker, Deondra R. Wardelle specializes in empowering individuals and corporate groups through strategic visioning to achieve goals and sustain transformative change. Deondra launched On To the Next One Consulting, LLC, to serve as a strategic partner, cultural change agent and operational expert for clients. She works alongside business partners to assess, prioritize and address operational challenges.
Her services range from facilitating strategy and alignment workshops to coaching leaders on diversity, equity and inclusion principles; educating teams on the tenets of Lean and the Toyota Way; and creating affinity and employee resource groups – all designed to help partners meet short and long-term business goals. Deondra’s vision is to help organizations, groups and individuals overcome obstacles and achieve their grandest visions and dreams – one step at a time. This includes her current passion project the #RootCauseRacism movement, a global initiative to end systemic racism and advance social justice through the practice and application of continuous improvement methodologies.
Website: www.deondrawardelle.com
Sam is a self-titled “confident learner” and last year after 5 years of work in the continuous improvement space he landed at KataCon. There he had powerful moment where he realized where his true passion lies, transforming people through coaching.
Ever since then he has been on a mission to help his clients illuminate who they really, what they were created to do and give them confidence to live it out…through the powerful practice of daily coaching. Sam helps change the lives of his clients through the process of uncovering their PURPOSE, helping them understand the PATTERN of the Improvement Kata, tied together through the PRACTICE of daily coaching cycles.
Sam takes joy in seeing his clients move from fearful to fearless. And resonates deeply with the quote from Henry David Thoreau “Go confidently in the direction of your dreams.”
Julie is an industrial engineer with a master ’s degree in health systems engineering from Polytechnique Montréal. She has developed a comprehensive vision of healthcare organization through her roles as process improvement practitioner, strategic advisor, and manager. Having participated in several changes — both technological and structural — in the organization of care and services, she has acquired a deep knowledge of the challenges of this complex ecosystem.
To manage complex and volatile situations, she experimented the benefits of Toyota Kata, non-violent communication, and positive psychology. The more we know about systems, the more we realize the human factors are at the core of their design and their successes.
Oscar Roche works closely with clients to realize organizational change, develop people capability and meet business improvement goals. He believes the long-term success of any business lies in the development of it’s people.
This belief, combined with extensive operations management experience, helps him add value to every organization he works with. Oscar holds a Bachelor of Applied Sciences. His diverse sector expertise includes training, logistics, FMCG, chemicals, beverages and food. Having run his own business and worked in various manufacturing roles for many years, he keenly appreciates the competing pressures modern firms face.
