The aim of the event is to connect members of the community, foster best practice information sharing and help develop relationships and collaboration opportunities.
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Agenda
- 12.00 pm – Registration, lunch & networking
- 1.00 pm – Introduction, LCS Update & the LEANmeter, Simon Elias
- 1.15 pm – Lean Instituut @ Verbeeten: Lean transformation
- 1.45 pm – Colette Roetgering, Bycc : Lean Management as a System
- 2.15 pm – Refreshments & networking
- 3.00 pm – José Franken, University of Twente: LCS accreditation as a mean to come to a lean way of working at the university
- 3.30 pm – Jan Heijneman, UPD: The importance of the strategic LCS competency level 3 and how to achieve it
- 4.00 pm – Rienk van der Vaart, Jacco Deirkauf, Hillfive: Thriving for continuing improvement in a private equity company
- 4.30 pm – Q&A, Summary
- 5.00 pm – Networking
LEANmeter Demonstration
The event will include a demonstration of LEANmeter, developed by Lean Capability Builders. This is a tool to help identify strengths and areas of improvement.
Event Suitability
It is open to all those working in LCS accredited organisations, those working for clients of accredited organisations and those interested in accreditation. There will be no charge for community delegates. Please note that the event capacity is 100 delegates.
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Presentation Synopses
Lean Instituut @ Verbeteen
Title: A systematic and multidisciplinary approach of changing behaviour in Healthcare
Speakers: Robert van Kleeff (Lean Coach & PhD candidate Utrecht University) and Linda Youssef (Lean Coach).
Synopsis:
- Context Lean thinking and working exists of change for the better, i.e. doing good for clients (such as patients, workers and for the organisation). However, both implementation and internalisation processes raise behavioural challenges. Especially in contexts with high levels of professional leeway.
- Challenge Change leads to uncertainty and ambiguity. In practice, we believe that Lean implementation processes often lack a systematic approach regarding the human aspect of change and are short of insights from (other) disciplines such as psychology and behavioural science.
- Our mission: to guide and support people working in healthcare (and education) in successfully going through a change (for the better!), whether this change is within a team, department or within the entire organisation, so that time, energy and resources lead to the desired results.
- Based on our reflections, we introduced a ‘new’ behavioural approach to implementing Lean in a systematic and multidisciplinary way. By understanding the situation and doing thorough research, we aim to increase the readiness for change of individuals, teams or departments. By doing so, we experienced that the chance of successfully implementing a change increases.
- In our 20-minute presentation we would like to elaborate further on this approach and our lessons learned.
Colette Roetgering, Bycc
Title: Lean Management as a System
Synopsis:
- The LMS framework
- The 4 loops explained
- How to apply the framework in daily life, my experiences and application
- The assessment process
- How the assessment also can help you to:
- Accelerate maturity development
- Accelerating the achievement of the business goals
- Create focus
- Prioritise
- Improve
José Franken, University of Twente
Title: LCS accreditation as a mean to come to a lean way of working at the university
Synopsis:
- University of Twente, the Netherlands, the first University with a LCS accreditation (worldwide)
- When starting to come to a continuous improving organisation it is important to use the strength of the organisation
- In a highly intelligent, knowledge oriented but stubborn organisation, people want to change their way of working but they don’t want to be changed
- It’s all about seducing with interesting knowledge, skills and capabilities
- Where are we now, after 6 years of LCS accreditation (from 2016)
Jan Heijneman, UPD
Title: Importance of the strategic LCS competency level and how to achieve it
Synopsis:
- Context: The strategic LCS focus areas (Lean knowledge, strategic & leadership competencies) as a prerequisite for a successful Lean transformation;
- Challenge: The strategic LCS focus areas are insufficiently present within organisations
- Challenge: Lacking curriculum for achieving LCS strategic competency levels
- Our vision on the strategic role
- Outcome: How we combine the context, challenges and our vision into a roadmap that guides people towards the strategic LCS competency levels.
Rienk Van der Vaart, Jacco Deirkauf, Hillfive
Title: Thriving for CI in a private equity company
Synopsis:
Contents
- Building capabilities of the workforce in CI
- Solving real business issues and deliver impact (line managers sponsor each initiative)
- Accrediting LCS and deliver in-house Green- (& Black-) Belt program
Theme
- How cultivate a CI culture in the company and make people proud of delivering impact
Challenges
- Aggressive cost cutting program. Motivation went below zero.
- Bringing back the spirit of continuous improvement and performance management
