webinar register page

Why You Should Link Your Hoshin Kanri and A3 Management Processes
Why You Should Link Your Hoshin Kanri and A3 Management Processes

01:03:00

Aug 20, 2020 12:42 PM

* Required information
Loading

Speakers

Mark Reich
Senior Lean Coach @Lean Enterprise Institute
Mark supports new product development and the Co-Learning Partners program, assisting companies engaged in lean transformation. Before coming to LEI, he spent 23 years at Toyota in Japan and North America, most recently as general manager of the Toyota Production System Support Center (TSSC). As a hands-on GM, Mark directly implemented the Toyota Production System (TPS) or managed its implementation in a variety of industries, including automotive, food, furniture, and healthcare, among others. Previously, he was assistant general manager of the corporate strategy division where he managed and implemented Toyota's North American strategic (hoshin) process, designed jointly with Toyota’s Japan headquarters. He launched efforts to strengthen Toyota Way principles in administrative areas in North America, and facilitated the integration of its design and manufacturing organizations.
Doug Cooper
Vice President, Active Caring Team New York @Turner Construction Company
Turner Constructions strategic priorities include the creation of a lean culture, full engagement at all levels within the organization, the creation of the right environment for staff growth and development and the adoption of a commitment based safety culture by creating the highest standard of care for its people. As the Vice President for Lean and Safety New York, Doug supports the ongoing development of the Turner Teams in order to build capability and fluency in both Lean and Safety. ​
John Shook
Senior Advisor @Lean Enterprise Institute
John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, Michigan as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, Kentucky, assisting North American companies adopt the Toyota Production System. With the book, Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.