Parallel Discussion Groups

Information on the Parallel Discussion groups at the 2019 LERC Conference

Parallel Discussion Groups

The afternoon session will include a number of discussion groups running in parallel. These discussion groups will cover a number of key topics and involve a presentation and discussion.

You should pre-select the Parallel Discussion Group you wish to attend before the conference. Click here >>>

Reference Topic Facilitator Information
P1 Lean & Industry 4.0 Pauline Found, University of Buckingham & Cardiff University The implications of Industry 4.0 on Lean need to be fully understood, as there are both opportunities and risks.

See below for more information.

P2 Digital Lean Dave Brunt, Lean Enterprise Academy Dave’s session full title is “Using Lean Apps. Delivering better value for customers while developing the capability of people doing the work.”

 See below for more information.

P3 The Challenge in Creating a Lean Culture Frank Devine, Accelerated Improvement Frank’s session will pose the question “Why rely on changing systems to change culture when you can accelerate culture AND system change simultaneously?”

See below for more information.

P4 Lean: Leadership. Learning. Long-term perspective Daryl Powell, Norwegian University of Science & Technology, Trondheim Daryl will discuss the three essential L’s that are required for creating a sustainable continuous improvement culture, a culture based on engaged leadership, organisational learning and the adoption of a long-term perspective.

See below for more information.


Further Information on the Discussion Groups

Lean & Industry 4.0

Industry 4.0 promises to pose the biggest challenges and opportunities to society and businesses in the 21st Century. The future of Lean in I4.0 fits with this in that there are both opportunities and challenges to be faced. To many, the principles of Lean that focus on respect for people and elimination of waste sit more with the socio rather than the technical revolution.

This session will explore the opportunities for Lean in I4.0 associated with the Internet of Things, Blockchain and the Digital Economy along with the challenges of the cyber-physical paradigm and the wholesale automation of business processes.

Digital Lean

The Lean Enterprise Academy has been conducting a research project to understand the benefits of using low/no code applications and resulting automation to eliminate waste and the need to do necessary but non-value creating work. We now have several partner companies that are developing “lean apps” and have some dramatic performance improvements to share. The session will address the following issues:
  • What’s the difference between this Lean approach and Industry 4.0?
  • The “problem(s)” faced by organisations in the design of work and information flows.
  • What is the lean approach to developing apps?
  • An example to understand potential benefits.
  • Discussion – what is the significance of this approach?
  • What is the future research in this area:
    • Big systems vs Lean apps – the impact on the ERP system.
    • Potential to compress the information flow is a value stream.
    • Potential Artificial Intelligence uses.

Lean: Leadership. Learning. Long-term perspective.

Lean, cut to the core, is all about continuous improvement. Engaging everybody in the organization in thinking about how to do things better, every day.

In this session, Daryl will discuss the people-centric nature of lean thinking and practice, highlighting three important enablers:

  • Firstly, creating a sustainable, continuous improvement culture demands a special, coach-like style of leadership. A lean journey without dedicated and engaged leaders is destined to fail. 
  • Secondly, lean thinking is ultimately about creating a learning organization. Improvements in a lean organization should always be structured as experiments, using the scientific method: Plan-Do-Check-Act. Improvement without a focus on learning is not lean thinking. 
  • Thirdly, a successful lean transformation requires the adoption of a long-term perspective. Those with a short-sighted view on cost-reduction through the implementation of lean tools and techniques are destined to fail.

Though lean best practices can be (and often are) ‘quickly’ implemented in organizations, the immediate results never tend to last. One cannot simply implement lean. Application of methods without a long-term perspective on business transformation is not lean thinking.

The Challenge in Creating a Lean Culture

Some Lean experts argue that to create a High Performance culture we only need the right Continuous Improvement process, because if you change the process, you change the behaviour. An example is John Seddon, who argues that “culture change comes free with the …… method”.

Frank will argue that it is much quicker if Continuous Improvement is implemented in an already positive and receptive culture that creates a pull and an emotional commitment to continuously improve processes. The creation of that culture is the purpose of his Rapid, Mass Engagement Process.

The session will also examine the linkages to the Shingo Prize and conditions where this radical approach is suitable and unsuitable

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