Curious to learn more about the sessions offered…this is the place!
Pre-Summit Workshop Day • Optional Add On Learnings
Oscar Roche
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Tilo Schwarz
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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).
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.
Abstract Pending
Agata Pawlukojc
There is no human being incapable of learning because learning is our adaptative mechanism for survival. We all know that practice is a key aspect for skill development. When learning and developing our skills we need to ask ourselves: are all the approaches to practice equally valid? Is it enough just to do something repeatedly?
Professor Anders Ericsson researched and described several well-established principles for effective practice and named them “Deliberate Practice”. We will explore them together to discover how we can harness our human adaptability by using the principles of effective practice.
What 3 questions might your presentation answer for an attendee?
How do human adaptability mechanisms work?
Can I get better at getting better?
What are the principles of Deliberate Practice?
Oscar Roche
Abstract Pending
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William Harvey
Leadership transformation is a powerful journey that can turn a first-time supervisor from an undeveloped supervisor into a developed and polished supervisor. Initially, as a new supervisor, the supervisor may feel the need to control everything. As one might expect, things do not go as well as intended resulting in personal dissatisfaction team underperformance.
Journey with me as I walk through JR’s How to Handle a Problem and highlight key lessons learned along the way in supporting a leader through a paradigm shift that led to leadership transformation that increased personal and team performance. By using JR, leaders can enable greater success through people development and problem solving, arguably on life’s most challenging problems—those that involve other people.
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Thomas Bourari
Enabling others means providing support, encouragement, and resources that empower them to reach their full potential. Enabling Job Instruction is a deliberate process that includes convincing employees that the effort will benefit both the company and them by addressing needs and solving production problems.
Companies can learn to become the Enabler of their own Job Instruction journey by quantifying performance gaps and defining clear objectives. Leadership must engage to learn and understand the Job Instruction process, specify responsibilities, monitor results, and sustain PDCA cycles to continue the rollout, achieve objectives, and sustain continuing use. Enabling others requires genuine care, empathy, and a commitment to growth and well-being. See how it helps companies and people thrive and reach their full potential.
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This presentation will explore the significance of deliberate practice and the vital role of understanding and nurturing underlying fundamental principles in achieving successful organizational transformation. By examining the scientific method through the lens of Toyota Kata and revisiting the foundational principles of scientific management, we can rediscover their value in the context of today’s challenges.
Understanding and harnessing the law of inertia of habits in organizational transformation is essential for change agents working with individuals and groups. Its importance is on par with understanding the law of physical inertia. Disregarding either can lead to predictable and unfortunate consequences. To navigate transformative journeys effectively, change agents must possess a profound understanding of foundational principles at different levels:
Throughout the presentation, we will illustrate the repercussions of neglecting these fundamental principles, juxtaposing them with inspiring stories that exemplify the transformative impact achieved through their thoughtful application.
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Presenter Pending
Abstract Pending
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Brandon Brown
Abstract Pending
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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.
Trina Lima + Elizabeth Giandomenico
This Sanofi case study will share how we are operationalizing the JI Methodology. In this session we will share recommended proposals for implementation, best practices, lessons learning and key performance indicators.
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Wayne Meyer
Abstract Pending
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Cathy LaMontagne
Abstract Pending
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Raaghavan Venkatram
Abstract Pending
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James Clark
Have you ever poured water on dry sand? Notice how fast the water sinks into the sand and disappears. That’s what it’s like implementing TWI JI, JR, and JM where there has been nothing like it. We are deploying TWI at a site with nearly 900 team members, ~700 of which are directly involved in operations and warehousing/shipping, using highly automated continuous-flow assembly lines.
The original intent was to pilot the JI/JR/JM programs with our latest expansion at our site, but our leaders became very excited about the obvious benefit TWI would bring to our operation, and the 7 of us on the L&D team have since been running very hard – chasing success – to bring all three TWI methods to our teams.
We’ll detail our wins and our struggles ramping up to meet the demand:
Job Instruction
Job Relations
Job Methods
The Future
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Jamie Wright
Tasked with standardizing the way we work on vehicles in all of our 1150 locations.
Even though we have standard work documents, managers would perform the work the way they thought would work best. This caused an inconsistent experience for our customers.
In order to help store managers and Regional AVP’s see how people were working on vehicles, we developed a live “Go See” video mapping workshop, which we would facilitate the 1st event in each region.
The greatest opportunities realized during the event became the “what they are working on” to improve during the remote KATA calls.
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Presenter Pending
Abstract Pending
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Genna Mucci
This is a case study of implementing Kata in a manufacturing company.
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Wes Rawlings + Rudy Garcia
This presentation will include details about how to use the TWI principles to persevere and win during times of struggle.
Using TWI will enable you to remain flexible yet focused during confusing and chaotic times. Tips and tricks will be shared that helped the Winery be successful at TWI implementation even when it seemed impossible
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John Batten
NHI has been on a track to improve and decentralize the culture and get results through the team members by empowering them to understand challenges and striving to identify and overcome their obstacles, along the way.
The case study follows the learnings of NHI in its transformation (Stumbles as well as successes) to provide an unfiltered version of a grassroots effort to build an empowered, intent-based culture with leaders at every level. People are at the center of the focus and scientific thinking is the competence most needed to allow a pull-in of tools and resources to overcome the obstacles. The case study will report on where we are today, what we have learned, and what is next.
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Hugh Alley
TWI and Toyota Kata have a huge pay off for companies. However, the potential to improve the economy of a region has been largely overlooked. Imagine the impact on your local economy if half its front-line leaders had those skills. It would change the fortunes of the community and its culture.
As practitioners, we get excited when front-line leader has an insight that improves performance. But we tend not to talk about it outside our own business.
In a world of stagnant earnings for most workers, an aging population, inflation, and the great resignation, businesses everywhere are scrambling to find people and keep up with orders. Using TWI and Toyota Kata to develop the leadership skills for most front-line leaders in a region would provide a jump start to the economy. TWI will develop core supervisory skills and Toyota Kata will develop methodical or scientific thinking skills. Those improvements have the potential to launch the economy of a region to another level, increasing respect for people and productivity.
In this presentation, Hugh will explore how we might go about selling the idea of a focus on the skills of front-line leaders as an economic development strategy. TWI and Toyota Kata can be the base for a broad solution to the economic and physical health of our communities.
A part of the session will include an opportunity for participants to brainstorm ideas about how to sell these ideas to the policy makers and influencers in our communities.
What 3 questions might your presentation answer for an attendee?
Why should we sell the concept of developing front-line leaders in the wider community?
Who needs to hear about it?
How can we present the concept of developing front-line leaders to regional decision makers effectively?
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.
