The Lean Conversion
In this keynote Art will explore leadership traits that are important to lean and different from traditional management while expanding upon the step by step conversion of a batch company to lean with before and after financials.
In this session you will learn …
– how to think about lean as a strategy
– the difference between lean and traditional management
– the proper strategy and organization for lean
– key traits of a lean leader
About the Facilitator:
Art Byrne, a recent inductee into Industry Week Magazine’s Manufacturing Hall of Fame, began his lean journey in January 1982 as the General Manager of General Electric Company’s High Intensity and Quartz Lamp Department. As a Group Executive for The Danaher Corporation he was instrumental in introducing lean to all of the then 13 Danaher Companies. While at Danaher he was trained in the Toyota approach to kaizen by the four original founders of the Shingijutsu Company all of whom had worked directly for Taichii Ohno, the father of the Toyota Production System. Danaher was their only US client for four years. As CEO of The Wiremold Company Art led an aggressive lean implementation that resulted in Wiremold winning a Shingo Prize. More importantly, Wiremold’s enterprise value increased by just under 2,500% in 10 years under Art’s leadership. After Wiremold was sold, Art became an Operating Partner with J. W. Childs Associates L.P. where he has been leading lean conversions in Childs’ portfolio companies. Art recently published a book, The Lean Turnaround from McGraw-Hill, that details the approach that has allowed him to lead lean conversions from the CEO position in over 30 companies in 14 different countries. In addition to providing a repeatable implementation methodology, The Lean Turnaround highlights the role of the leader and the fact that a lean strategy can be used to turnaround any type of company.
In Art’s recently published second book, The Lean Turnaround Action Guide, he takes the reader on a step by step conversion of a made up company from a traditional batch state to a lean enterprise showing both the financial and the more important people results from the conversion.”