ELEC Summaries of Presentations at the Parallel Sessions

Transcription

1 Programme Parallel Sessions 8-9 November November 8 & th European Lean Educator Conference ELEC 2017 Summaries of Presentations at the Parallel Sessions No goal, regardless of how small, can be achieved without adequate training Taiichi Ohno, Toyota Poduduction System: Beyond Large-Scale Production

2 The ELEC is made possible by the following organizations Sponsors Sponsors of the ELEC 2017 Partners of the HAN Lean QRM Center 1

3 Learning Lean / Lean Learning Content Parallel Sessions ROUND 1 - WEDNESDAY 8TH NOVEMBER Lean and Digital Capability (Room 8) Page Blended Lean Learning? Joris van de Lindeloof, The Netherlands 5 How Lean and Digital Capability can work together to Create Unthinkable Solutions for Today s Business Environment Ryan King, United Kingdom Virtual Mobility enabled Lean Learning Logan Vallandingham, Daryl John Powell, Erlend Designing, Delivering and Evaluation of Lean Teaching Programs (Room 1) Learning Lean / Lean Learning: Developing and Delivering a Lean Six Sigma Green Belt Level Course for the Public Sector Tammi Sinha, Stuart Bestwick, Spencer Ashton-Taylor, Sophie Jones, Ian Smart, United Kingdom Development of a Best Practice Lean Teaching Matrix in Terms of the Characteristics of Learners. Experiences from the Eurolean project Benjamin Bütfering, Menno Herkes, Rik Van Landeghem and Vincent Wiegel, Germany, The Netherlands and Belgium The Faculty on the Factory Floor: A Novel Approach of Teaching Lean to Manufacturing Engineering Undergraduates Steve Martin and Ian Wilson, United Kingdom 1.3 Managers' Role in Creating Continuous Improvement (Room 2-4) The Manage With Impact Model Lindsie van der Horst, Emiel Van Est, The Netherlands 8 Learnings from Ohno, Shingo and Harada Norman Bodek, USA 9 Getting the Improvement Habit in Your Organization Jim Lippens, Belgium

4 Learning Lean / Lean Learning Content Parallel Sessions ROUND 2 - WEDNESDAY 8TH NOVEMBER Views on Lean Transformation (Room 1) Page Learning Lean according to the View of the Production System Pia Anhede and Per Elgborn, Sweden 10 Is there a Path to Purpose? Emiel Van Est and Lindsie van der Horst, The Netherlands 10 Hoshin Kanri: Strategy Development - The Collective Thinking of All Employees at Regular Intervals Will Enhance Overall Execution Efforts Dennis Gawlik, USA Lean Learning: the focus on the learner (Room 8) Using a Kanban Board and Short-Cyclical Control in a Lean Training Frank Bossema, The Netherlands 11 Why is TWI fundamental in Lean? Gerard Berendsen, The Netherlands 12 How to improve the transfer of Lean Six Sigma training programs? Judith Rook, The Netherlands DMAIC / Developing Lean in Service Organizations (Room 6) Use of DMAIC as an Approach for Bachelor Research Ton van Kollenburg and Jun Swagemakers, The Netherlands Learning Lean / Lean Learning: Implementing Lean through a Lean Ambassadors Network (LeAN) Tammi Sinha, Claire Lorrain, Jane Avery, and Cindy Wood, United Kingdom Change Learning to Change Performance Josina Bowering, United Kingdom Sustaining Continuous Improvement (Room 2-4) The application of the Continuous Improvement Maturity Model (CIMM) to support measurement and development of organizational development Dick Theisens, The Netherlands 14 The Green Factory: Creating Lean and Sustainable Manufacturing Neil Trivedi, United Kingdom Managing for Daily Improvement (MDI) Mark Pyne, Ireland

5 Learning Lean / Lean Learning Content Parallel Sessions ROUND 3 - THURSDAY 9TH NOVEMBER Learning Lean in Services (Room 2) Page The Role of Middle Management in Implementing Lean in Financial Service Firms Freek Hermkens, Sharon Dolmans and Georges Romme, The Netherlands 16 A Lean Success Story in an International, Non-Manufacturing Environment Piotr Zubin and Gyula Lukacs, Hungary The Journey to lean via the Lens of the Individual Lessons learned via a Banking Transformation Andrea Darabos, United Kingdom 3.2 The Learning and Development of Lean in Manufacturing Companies (Room 3-4) Learning lean in manufacturing SMEs: are improvement routines really required? Wilfred Knol, The Netherlands Problem solving circles as work-integrated learning opportunity Alyssa Meissner, Germany 18 Shift Performance Boards and Leadership Development Can Yukselen, Turkey Developing and the Evaluation of Lean Learning Games (Room 8) Karlstad Lean Factory: An Instructional Factory for Game-based Lean Production Training Leo J De Vin, Lasse Jacobsson, JanErik Odhe, Anders Wickberg, Sweden GameDesign for a Lean (Food) Simulation at AUDI AG Bernd Aures, Germany Measuring Lean competencies An Approach for Quantifying the Learning Outcome of a Simulation Game Mathias Michalicki, Stefan Blöchl, Markus Schneider, and David Scherwath, Germany 3.4 Learning Lean / Lean Learning in Healthcare (Room 6) Lean Learning for Medical Students and Doctors Rutger van der Waal, The Netherlands 20 The Role of Leadership in Continuous Improvement Efforts in a Health Care Environment Oskar Roemeling, The Netherlands Using A3 in Healthcare Kirsten Jansen-Schol and Jannes Slomp, The Netherlands

6 Round 1 Wednesday 8 November Lean and Digital Capability Chair: Lejla Brouwer / Room 8 Blended Lean Learning? Joris van de Lindeloof, The Netherlands (Wednesday / November 8 / ) This presentation reflects on the possibilities of blended learning. E-learning is a growing phenomenon. Large groups of people can be trained with lower costs. The potential pace of delivery is quicker and the environmental impact is lower due to eliminate printing of training manuals and reduction of travel for students compared to classroom training. We also see this trend for Lean courses. However, Lean is more than training a set of tools. It is a philosophy and has impact on both the mindset of people and the culture of organizations. So the question is: can Lean be educated through e-learning or is a traditional classical training the best practice? How can blended training contribute to the learning process and meet the learning objectives? As the largest Dutch provider of continuous improvement courses (Lean, Lean Six Sigma, Agile) we will share our experience with blended learning. Why and when did we start our blended learning journey and how did we approach the development of our blended courses? What are the drivers of our customers to choose for blended learning instead of traditional classroom training? We will discuss the do s and don ts and provide an insight into how blended learning can increase the possibilities to make tailor-made material for different organizations (e.g. Industry versus Healthcare and training a sales department or a back office). We will also demonstrate our experience with increasing the impact of Lean training. In addition, we will explore the trends on e-learning and how they can enhance or strengthen the blended Lean courses. Joris van de Lindeloof is managing director Education at UNC Plus Delta, How Lean and Digital Capability can work together to Create Unthinkable Solutions for Today s Business Environment Ryan King, United Kingdom (Wednesday / November 8 / ) This session presents an approach for bringing together lean thinking and digital capability to achieve unthinkable changes in service delivery. This approach is particularly suitable for transactional operational environments. Technology advancement has been rapid over the last five years, however, kaizen still typically promotes non-digital transformation of operations. The session will help to illustrate Reinvigoration s Innovate Workshop method of facilitating change using lean principles, unconstrained thinking and digital capability. This approach continues to be used in both large multi-national organizations and UK local authorities. Case studies and the learning that has been achieved to date will be shared. The session will describe the methodology used, the ideal attendees of workshops and preparations required. The approach does not promote any certain type of technology enhancement but allows individuals to think of breakthrough solutions which may be supported by technology if required. Different technologies will be discussed and the common pitfalls explained of solutions such as Robotic Process Automation and Artificial Intelligence. Ryan King is a Partner in Reinvigoration, a consultancy and training organization specialized in supporting organizations on their Operational Excellence journey. In recent years Reinvigoration has developed offerings for clients which utilize different technologies to create operational solutions. King has a strong learning and development background and has been practicing lean as an operations manager, consultant & trainer for the past 12 years. He graduated from Cardiff University on the first MSc Lean Services course in

7 Round 1 Wednesday 8 November Virtual Mobility enabled Lean Learning Logan Vallandingham, Daryl John Powell, Erlend Alfnes and Birger Raa, Norway. (Wednesday / November 8 / ) The use of company specific Lean Production Systems has been rapidly expanding in order to meet today s increasing market requirements. An enabler of a Lean Production System is learning and continuous improvement. As companies are competing internationally, and expanding their own network of facilities, coordination and intra-firm learning become increasingly difficult. This difficulty in learning and coordination in turn makes it more difficult for the company facilities to implement and strive for the same strategy. Industry 4.0 technologies, such as Cloud Computing and Augmented Reality, have great potential in enabling higher degrees of intra-firm learning and continuous improvement when physical mobility is not feasible due to financial and other restraints. The concept is deemed virtual mobility. In a case study of a Norwegian company, a conceptual intra-firm learning process is tested in the firm s production network. The process includes best practice sharing using virtual mobility, where Lean practices, such as 5S, are showcased and improved within the company. 5S virtual best practice sharing is the focus point of this study, although many other Lean practices have the ability to be implemented and improved using virtual mobility. We discuss the key issues and potentials, and describe further research opportunities within virtual mobility enabled Lean learning. Logan Vallandingham is a scientific and research assistant at the Department of Production and Quality Engineering of the Norwegian University of Science and Technology (NTNU). He is involved in both research and teaching activities. His main research tasks are currently related to Lean Manufacturing in high-variety low-volume companies. Vallandingham has a Master's Degree in Mechanical Engineering from NTNU, with a specialization in Operations Management. His master's thesis was related to the use of information and IT in food SME companies. See Designing, Delivering and Evaluation of Lean Teaching Programs Chair: Stef Tiggeloven / Room 1 Learning Lean / Lean Learning: Developing and Delivering a Lean Six Sigma Green Belt Level Course for the Public Sector Tammi Sinha, Stuart Bestwick, Spencer Ashton-Taylor, Sophie Jones, Ian Smart, United Kingdom (Wednesday / November 8 / ) The appetite for Lean Six Sigma in the public sector is strong, due to the current austerity agenda and the need to provide high quality public services with reducing budgets. Lean Six Sigma is a high-performance methodology, with known benefits drawn from empirical data of application in the manufacturing and service sector. A partnership was developed between a County Council Transformation team and a Higher Education Institution to develop a Lean Six Sigma Green Belt Level Program. The program to be delivered to transformation consultants at the council and to colleagues and students at the university. The presentation describes and critically reflects on the development of the 6 day program. Trello was used as the platform for delivery, and an agile approach with 2 week sprints was used as the development approach. 4 Cohorts (60+ consultants) have been through the training. The program has been improved at the end of each cycle, living the values of lean, and ensuring lessons learnt are incorporated. The strength of the program is the foundation of lean principles, the DMAIC (define measure analyse improve and control) and the development of a Gemba Game enabling the immersion of participants in a service based case 6

8 Round 1 Wednesday 8 November study. An additional strength is the incorporation of change management and Game-storming (an approach to designing and leading workshops) within the program. This has provided a key enabler for consultants to develop their competence and confidence in lean six sigma. The program was designed with Kolbs learning cycle in mind (Theory, Action, Reflection and Pragmatism) and the Business Model Canvas (2010). Significant savings are being sought in this sector, and the program should have significant impact for building capability in this area. Dr Tammi Sinha PhD, BEng (Hons), PGCE joined the University of Winchester in October 2013 as a senior lecturer in Operations and Project Management within the Winchester Business School. Sinha incorporates a multi-disciplined approach to learning, teaching, knowledge transfer and administration. Her approach stems from a grounding and interest in systems thinking and high performance methodologies to bring about sustainable improvement. She has co led and built up an improvement community of practice for practitioners over 5 years, in order to engage and work with Project Managers and Improvement Professionals to embed theory into practice, and explore the knowledge landscape in this area. She has been involved in Knowledge Transfer Projects funded by the Technology Strategy Board. See Development of a Best Practice Lean Teaching Matrix in Terms of the Characteristics of Learners. Experiences from the Eurolean project Benjamin Bütfering, Menno Herkes, Rik Van Landeghem and Vincent Wiegel, Germany, The Netherlands and Belgium (Wednesday / November 8 / ) The purpose of this presentation is to show how to develop educational material from characteristics of the targeted learners using an optimal mix of teaching methods. The researchers developed a matrix to determine the teaching method by the characteristics of the group of learners best practice. The matrix enables teachers to teach Lean content in the best possible teaching method for the learners. Benjamin Bütfering is Scientific Researcher at University of Applied Sciences Osnabrück, Germany. He has broad experience in both industry and academia. He has experience in working with Supply Chain Management and Lean Management at Audi AG and Meyer Werft GmbH and many SMEs. Bütfering is the founder and managing partner of the management consultancy Leannova GmbH & Co. KG. The Faculty on the Factory Floor: A Novel Approach of Teaching Lean to Manufacturing Engineering Undergraduates Steve Martin and Ian Wilson, United Kingdom (Wednesday / November 8 / ) In many European countries, including the UK, a high proportion of students secure work placements as part of their course. However, despite this, industry maintains that still more is needed to produce work-ready graduates and continues to demand that Higher Education Institutes (HEIs) do more to deliver on this important agenda. While a period of placement remains the established approach to providing student industry experience, in 2013 Coventry University in a joint venture with Unipart Manufacturing Group (UMG) sought to address this requirement with a different and innovative approach that saw the establishment of the first Faculty on the Factory Floor as one of the central features of the Institute for Advanced Manufacturing and Engineering (AME). UMG acknowledge that competing on a global scale requires the highest levels of productivity, use of the most advanced technologies, and the continual development of highly trained, highly engaged people who will go the extra mile for customers, and perceived this as being achieved by combining the expertise available through the AME and the productivity benefits 7

9 Round 1 Wednesday 8 November achievable through The Unipart Way UMG s proprietary business system for continuous improvement. The AME a UK first has seen Coventry University transfer staff and extends their campus to include teaching and learning at a purpose-built facility on the industry partners Coventry-based manufacturing site. The result is an offer that sees young people experiencing true exposure to current competitive (Lean) manufacturing practices, including actual company documentation and processes, applying theory directly to live semester-long UMG shop-floor projects in each of the three-years of study towards a manufacturing degree. This close and frequent interaction of students with industry brings a number of new challenges including identifying live projects suitable for each level of study and appropriate mentors, the rules of engagement, intellectual property rights, maintaining general and transferable skills (not only the company institutional approach) in addition to ensuring that 90 students do not disrupting a fast moving manufacturing environment. Now in its third year of operation, this presentation will reflect on the operating challenges that have needed to be addressed and the stakeholder benefits that have resulted from this unique approach. Steve Martin is the head of an Academic Department at Coventry University, United Kingdom. Ion Wilson is Senior Lecturer at Coventry University 1.3 Managers' Role in Creating Continuous Improvement Chair: Joakim Hilberg / Room 2-4 The Manage With Impact Model Lindsie van der Horst, Emiel Van Est, The Netherlands (Wednesday / November 8 / ) The last decade or so something is shifting. There is an increasing focus on the (self) development of people. Topics like culture, respect, skills and mindset get ever more attention. Specifically the focus is shifting to leaders since they have a big role to play in the transformation to lean. The way leaders think and act created the organizations they now try to convert to a lean version. So what should change, in their very personal way, and how to do that? In search of a way to help leaders reflect and grow, to help them to change so they can change their organizations something emerged. We called it the manage with impact model. It helps leaders reflect about their three typical roles: How they manage themselves How they manage their team How they manage their organization Most people have a tendency to focus on one or two of these areas, instead of all three, giving rise to behavior that is counterproductive. These behaviors can be easily identified with some caricatures. We are curious to learn if you will recognize yourself?! Lindsie van der Horst has been a Toyota Material Handling employee for 16 years. During that time she held different management positions, within the international sales and marketing organization. In these different roles she learned about The Toyota Way from the source. Since 2015 she supports organizations in their continuous improvement efforts, as a self-employed professional. The knowledge and experience gained at Toyota enable her to invite people to reflect on the general effort to change and more particular on their personal role in that effort. Her motto is: "Change starts with the first question." She has developed the Manage With Impact model, to support leaders and managers who want to have a profound impact in their work and life. The model is used to reflect on the balance between the three typical roles of anyone in a management position; to manage themselves, to manage others and to manage the organization. 8

10 Round 1 Wednesday 8 November Learnings from Ohno, Shingo and Harada Norman Bodek (Wednesday / November 8 / ) Especially for this ELEC conference, Norman Bodek created a video with his learnings from Ohno, Shingo and Harada. In his video, professor Bodek gives various anecdotes of his meetings with these key Japanese improvement experts. The anecdotes illustrate the focus of Ohno, Shingo and Harada on the learning of employees and students. Norman Bodek is a teacher, consultant, author and publisher. He founded Productivity Press and is currently President of PCS Press. He has published over 100 Japanese management books in English, and taught the Best of Japanese management at Portland State University. see Getting the Improvement Habit in Your Organization Jim Lippens, Belgium (Wednesday / November 8 / ) Even after finding Deming, Ohno and Shingo, and after publishing 250 books about Lean and productivity, Norman Bodek ( Godfather of Lean ) still felt there was "something missing. When he discovered the Harada Method (the human factor of Lean) in Japan, he finally found what he was looking for since 30 years. It was Takashi Harada, a Japanese track and field coach, who created this phenomenal but simple method while transforming kids from the slums to national champions. In this session, I will explain how to coach your employees by using the Harada method. The Harada method is, in my experience, simply the world s best day-to-day management system to develop people to their maximal capabilities. Try to reach their hearts instead of convincing their brains. In this presentation, I will illustrate the Harada method and its effect on workers ánd manufacturing performance by means of a case study. Jim Lippens, born 1968, Belgium, currently Lean manager for Cordeel, construction business, certified Master Black Belt, Scrum Master, Harada trainer & NLP Practitioner, 20 years experience in R&D and Continuous Improvement 9

11 Round 2 Wednesday 8 November Views on Lean Transformation Chair: Eric Joustra / Room 1 Learning Lean according to the View of the Production System Pia Anhede and Per Elgborn, Sweden (Wednesday / November 8 / ) Many experts today talk about the deeper understanding or lack of understanding around Productions Systems. Pascal Dennis talks about the tale of two productions systems - Ford Production System and Toyota Production System and emphasizes the difference in implementing principles and tools vs. reaching challenging performance. Prof. Jeff Liker has another angle to it and talks about implementing tools vs. set a behavior of aligned continuous improvement. Of course different views will lead to different transformation models, different learning methods, different transformation processes, different assessments, etc. Important questions are: How do we learn and train lean? What is the role of management? What is the effect on outcomes? How is performance evaluated? Etc. The presentation will mix theory and praxis. Pia Anhede has been working as a management consultant with lean transformation over 25 years and in over 15 counties. She is an acknowledged leader in the area of implementing lean, organizational change and creating systems of continuous improvement with sustainable results. Her main focus is building capability through an integration of training, implementing and coaching closely with clients. She has been working in a broad range of industries both in manufacturing, supply chain, service, public sector and healthcare. She has been involved in a wide range of large-scale improvements in over 15 countries, including two Swedish Lean Prize Winners. Per Elgborn, production manager at Getinge Disinfection AB (Sweden) has been working at two different companies both focusing on lean but with the different views of their production systems. He has guided an implementation and a change process as a manager at both companies and will share his experiences and thinking. Is there a Path to Purpose? Emiel Van Est and Lindsie van der Horst, The Netherlands (Wednesday / November 8 / ) Why does improvement stagnate and seize to become truly continuous? When we pursue continuous improvement we need to find continuous energy to do so. Where does that energy come from? There is something the Lean Community has completely ignored: in The Toyota Way 2001 the first keyword Toyota mentions to explain their success is Challenge : We form a long-term vision, meeting challenges with courage and creativity to realize our dreams. This seems a far cry from daily reality in most organizations. They may have a vision but these often are so vague that everyone in the organization can mold it to fit their own personal interests. To test our hypothesis that energy for improvement comes from dreams we started sharing stories about Martin Luther King, Elon Musk, Peter Diamandis and Toyota. We used these stories to trigger a discussion about the dreams alive in an organization. We learned that, instead of generating energy, these discussions drained energy. Many find it very uncomfortable to talk about their dreams. Now we are testing a different approach. The proceedings of these tests we would like to share with you on ELEC 2017! In 1997 Emiel van Est (The Netherlands) started improving and designing processes for Hewlett Packard and has since then helped a diverse group of clients in many different industries with their Lean efforts. He also introduced Lean to many people by engaging them in simulations like the one that he co-developed with Scania. Van Est taught many 10

12 Round 2 Wednesday 8 November classes for Scania in the Netherlands and has taught in Sweden as well. Since 2010 he has concentrated his learning, teaching and practice on the deployment of Toyota Kata as described in the book of Mike Rother. His area of focus became connecting top and bottom, aligning higher objectives and translating these to the diverse teams. He found that the improvement kata and Hoshin Kanri (Policy Deployment) combine really well. Hoshin Kanri: Strategy Development - The Collective Thinking of All Employees at Regular Intervals Will Enhance Overall Execution Efforts Dennis Gawlik, USA (Wednesday / November 8 / ) This presentation is concerned with strategy development by means of Hoshin Kanri, and is based on research and surveys conducted over the last 5 years. A case study of a mid-size organization will also be used to illustrate the Hoshin Kanri process. Current corporate strategic planning processes often focus on longer-term planning options without actively involving employees in developing strategies. These strategic plans then are cascaded through middle management to the front-line through many layers of management. Hoshin Kanri, on the other hand, is a strategic planning and execution process using goals and targets, with means for achieving those goals that addresses business priorities on a recurring basis. Hoshin Kanri aligns an organization toward accomplishing a small number of goals within a strategic plan in a way that creates organizational flexibility to adapt to marketplace changes for longterm success. The discipline of Hoshin Kanri, practiced through continual review and revision, will be contrasted with traditional strategic planning and will be shown to help an organization create aligned vertical and horizontal approaches that involves all leaders in planning to achieve the goal(s) while creating on-the-job development and continuous improvement opportunities. Dennis Gawlik, MS has acquired an extensive lean knowledge during 30+ years in operations, logistics and supply management, initially as a logistics supplier to Toyota in Georgetown, KY (USA) in the early 1990s. Gawlik has worked in lean and Toyota Way process developments at a variety of Fortune 500 organizations, most recently as an internal lean consultant at The Standard insurance company. He is a speaker, lecturer and lean coach and has taught sustainable operations and supply management at several universities - the last 12 years at The Presidio Graduate School, the world s first sustainable MBA program, in Seattle, WA and San Francisco, CA. He received a BA from Northwestern University and a MS from Penn State. He lives on scenic Bainbridge Island, WA with his family. 2.2 Lean Learning: the focus on value for the learner Chair: Joakim Hilberg / Room 8 Using a Kanban Board and Short-Cyclical Control in a Lean Training Frank Bossema, The Netherlands (Wednesday / November 8 / ) What are the learnings from a lean training? How to secure that participants learn what they have to learn from the lean training? In our 10 years of experience, we noticed that there is sometimes a substantial deviation between what the participants really learn and the learning objectives as formulated beforehand. To overcome this gap, we developed the use of a Kanban Board and Short-Cyclical Control to be used during a Lean Training. In this session we will explain the working of the Kanban Board and the preparation requirements of the trainer. We also show how short-cyclical control helps to steer the training to a higher level of real understanding and abilities of the attendees. Frank Bossema is partner, lean coach and Lean trainer at 12Mprove 11

13 Round 2 Wednesday 8 November Why is TWI fundamental in Lean? Gerard Berendsen, The Netherlands (Wednesday / November 8 / ) Measurable results, tangible facts and visible results on the bottom line, is what most companies approach every single day. But what happens if you forget the emotions, attitudes, relationships and conflicts? This is the often described missing link in Lean, how do we practice the principle Respect for People? The Training Within Industry methods provide the practical application of Respect for People. All types of companies, smaller and larger, in many Industries, Services and Healthcare learned through TWI how to make the best use of knowledge, experience and creativity of their employees, to develop their real continuous improvement program, delivering great results from everyone, every day. Plants and facilities around the globe seek to standardize and rationalize their worldwide operations, they are finding that TWI provides just the right set of skills needed for consistent excellence across a variety of cultures. TWI-methods are fundamental for the success in Lean, although often not seen or recognized as such. During the last decade companies across the globe started using TWI, they experienced great results by using TWI-methods in Lean, results that were never achieved before. In this presentation, Gerard Berendsen will shortly explain the TWImethods and illustrate their effect in practice. Gerard Berendsen is (co)founder and certified trainer of the TWI Institute in the Netherlands and Germany. He studied Electrical Engineering, Business Administration, and Lean Operations. Berendsen has over 30 years of experience in Operational, Engineering and Maintenance management at global companies. His focus was the development of people capabilities for improving business results. During his master s program at Cardiff University, he learned about TWI, and started to practice. Through the training, implementation and development of TWI-methods in Industry, Service and Healthcare, he became a certified TWI master trainer. How to improve the transfer of Lean Six Sigma training programs? Judith Rook, The Netherlands (Wednesday / November 8 / ) As a Lean educator we want to maximize customer value! How do we do that? By enhancing the extent to which attendees bring the knowledge and competences they have learned in the classroom, into practice, the so-called transfer of learning. In this session the central question is In what way can you, as an educator of Lean programs, improve the transfer of learning? This session will not be a one-way-talk. I would like to share my study results with you in an interactive way in order to inspire each other. To make sure that literature, survey and information from expert sessions find their way into tools for practice! The following questions will be the starting point of this session: What factors influence the transfer of learning? How can you measure the transfer of learning of your attendees? What can you do, as a Lean educator, to improve the transfer of learning of your programs? So, if you have ever wondered why attendees leave the classroom so energetically but, back at work, do not bring everything into practice, join this session! I m looking forward to hear your point of view and share my insights. Judith Rook MEd MSc. is program manager of Lean and Six Sigma programs at Maruna Process Improvement, the Netherlands. As a Learning & Development professional she wants to further enhance the transfer of learning. The enthusiasm of attendees about the training and the Lean philosophy are the main reason she goes to work every day with a big smile on her face. Her favorite quote? What we learn with pleasure, we never forget (Alfred Mercier). 12

14 Round 2 Wednesday 8 November DMAIC / Developing Lean in Service Organizations Chair: Maarten de Groot / Room 6 Use of DMAIC as an Approach for Bachelor Research Ton van Kollenburg and Jun Swagemakers, The Netherlands (Wednesday / November 8 / ) If you want students to run a DMAIC-project within a given period, the problem they can tackle, will be too simple for a graduation project. As a University of Applied Science we would like our students to be capable of doing practice based research at a bachelor level. Although DMAIC is used quite often in business practice, in an educational setting it is not seen as a full method to do research. Within applied science education nowadays, focus is on the research skills of students and less on the skills of actually solving an existing problem. So can DMAIC be used as a full research method? And will students be able to run a complete DMAIC-project on the required level in 5 to 6 months? To answer these questions, we studied literature and evaluated student s research projects. We will show you when DMAIC can be used as a research method, what goes right and wrong in current practice and what still has to be unrevealed. Ton van Kollenburg is professor of Improving Business at Avans University of Applied Science, he has a comprehensive experience in the use of DMAIC and PDCA in improvement projects in several industries. Learning Lean / Lean Learning: Implementing Lean through a Lean Ambassadors Network (LeAN) Tammi Sinha, Claire Lorrain, Jane Avery, and Cindy Wood, United Kingdom (Wednesday / November 8 / ) This presentation presents and critically reflects on the evolution of a Lean Ambassadors Network at a Higher Education Institution in the UK. Building on a successful foundation of Business Excellence, and winning the BQF Excellence Award in 2016, the case university had a strategic goal of embedding continuous improvement within the organization. Colleagues and students were invited to participate in the network. As part of this, a series of four training workshops was held, to introduce the concepts of lean, identify opportunities for improvement at the institution, and to introduce the DMAIC (define, measure, analyze, improve and control) cycle and value stream mapping (Brouwer-Hadzialic, L., & Wiegel, V. (2016) for projects. The final workshop reviewed projects outcomes sources of inspiration. The workshops were developed to incorporate specific skills, knowledge and attributes (SKAs) of lean and continuous improvement. The Kaos Pilot (KARP, 2005) approach to curriculum development was used to focus on the SKAs and to develop the workshops outcomes. The effectiveness of the workshops to embed / develop capability in Lean was assessed. Lessons learnt will be applied to the next series of the Lean Ambassadors Network launched in Sept 2017, to coincide with the next academic business cycle. The workshops were crafted using the principles of lean, (value, flow, eradication of waste, pull, and perfection). The Business Model Canvas (Osterwalder and Pigneur, 2010) was used as a template for the LeAN workshops. The paper presents the principles, values and objectives of the workshops, and shows the transition for participants who went on to successfully lead improvement projects using lean principles. The paper concludes with a route map for lean education for practitioners, and a route map for students in terms of lean skills, knowledge and attributes that can be used for the employability agenda. 13

15 Round 2 Wednesday 8 November Dr Tammi Sinha PhD, BEng (Hons), PGCE joined the University of Winchester in October 2013 as a senior lecturer in Operations and Project Management within the Winchester Business School. Sinha incorporates a multi-disciplined approach to learning, teaching, knowledge transfer and administration. Her approach stems from a grounding and interest in systems thinking and high performance methodologies to bring about sustainable improvement. She has co-led and built up an improvement community of practice for practitioners over 5 years, in order to engage and work with Project Managers and Improvement Professionals to embed theory into practice, and explore the knowledge landscape in this area. She has been involved in Knowledge Transfer Projects funded by the Technology Strategy Board. See Change Learning to Change Performance Josina Bowering, United Kingdom (Wednesday / November 8 / ) Her Majesty s Revenue and Customs (HMRC) is the UK tax authority. We have been using Lean for about 12 years and have learned a few lessons along the way. We have changed our learning products to a combination of videos, online learning, interactive group sessions and coaching rather than just classroom teaching. We no longer talk about Lean (although we still use it), we have simplified the language we use to build continuous improvement into our organization's culture and values, making part of how we all work. Across HMRC we are rolling out "Be The Change encouraging everyone to get involved in the changes happening and also reinforcing the continuous improvement messages. We will share with you how we present some of the tools and techniques, such as the Data Bomb. For our managers and senior leaders we run a session called "Improving Business Performance". As part of this we ask them to discuss what is blocking their teams from achieving better results, by the end of the discussion they have done a KATA problem solve and produced a 100 day plan for addressing the issue even though Lean has not been mentioned. We are delivering across HMRC, to other government departments and to tax administrations in other Commonwealth countries. Josina Bowering is Head of Continuous Improvement, HM Revenue and Customs. She joined the civil service in 1990 and has worked in a variety of roles in the Inland Revenue and HM Revenue and Customs including debt management, tax compliance, policy development and strategic leadership. In 2014 she was appointed as the head of HMRC PaceSetter to steer the department s use of Lean and continuous improvement and, in 2015, brought together a team of expert resources to support the transformation of HMRC s services to customers and to share HMRC s continuous improvement approach with other government departments. 2.4 Sustaining Continuous Improvement Chair: John Bicheno / Room 2-4 The application of the Continuous Improvement Maturity Model (CIMM) to support measurement and development of organizational development Dick Theisens, The Netherlands (Wednesday / November 8 / ) The CIMM framework is a maturity model that allows organizations to have its methods and processes assessed according to management best practice and against a clear set of external benchmarks. The first axis of the CIMM framework is about the maturity level of the organization s processes, starting from creating a solid foundation to developing capable and sustainable processes. It incorporates the best practices, methods and techniques from TQM, Kaizen, TPM, Lean, Six Sigma, Design for Six Sigma and Smart Industry. Improving an organization is not about improving its processes alone. The CIMM framework can also be used to measure the maturity level of organizational development. The second axis of the framework recognizes the need for strategy, quality of management and competent workforce in order to gain sustainable improvements in business performance. 14

16 Round 2 Wednesday 8 November In this presentation we will demonstrate how the CIMM framework supports the development of a roadmap for gaining (operational) excellent organizations. It serves as a roadmap for improving processes & inspiring People. Dick Theisens (1969) graduated from the University of Twente (Enschede, the Netherlands) in He developed his experience of process improvement as a consultant in the automotive and high-tech industry. During a period of 20 years he supported a broad range of companies and organizations deploying Continuous Improvement initiatives such as Lean, Six Sigma and Design for Six Sigma. Currently, Theisens is Managing Director and Master Black Belt of Symbol B.V., a Consultancy and Training company in the Netherlands that is specialized in Business Improvement. Theisens is one of the initiators of the Smart Industry Network that supports companies in Industry 4.0. He is also founder of the Lean Six Sigma Academy, which is publisher and scheme owner of the world wide Lean Six Sigma certification program of the APMG, isqi and ECQA. As an author he published the series Climbing the Mountain, a collection of three books on Lean Six Sigma. The Green Factory: Creating Lean and Sustainable Manufacturing Neil Trivedi, United Kingdom (Wednesday / November 8 / ) This session tells the story of how GKN, a major British multinational corporation with operations in more than 30 countries, developed and implemented a Lean and Green Business Model (L&GBM) in two of its automotive facilities in Brazil. The story is also described in the book The Green Factory. This session proposes a new model, the Lean and Green Business Model (L&GBM), where the environmental aspect of sustainability is integrated with Lean thinking to create a way of thinking that contributes to and balances the three sustainability dimensions of people, profit, and planet. The model presented uses a kaizen approach that helps to improve mass and energy flows in manufacturing environments that already possess a deployment level in applying Lean. The session will update the book by also describing a recent example of a Lean and Green journey of a factory. Neil Trivedi is a highly experienced Strategy and Transformation Consultant and qualified Lean expert, with broad experience across global platforms within the Automotive, Aerospace, Food, FMCG, Transportation, Biomedical, and Public Sectors. He helps organizations to improve their performance by collaboratively tackling complex business problems and designing and implementing solutions that demonstrate tangible benefits to the business. He is coauthor of the book The Green Factory: Creating Lean and Sustainable Manufacturing. Managing for Daily Improvement (MDI) Mark Pyne, Ireland (Wednesday / November 8 / ) Most companies firefight and some company cultures recognize and reward the hero that saves the day the firefighter. A critical role of leadership is to help organizations move from firefighting to a culture of continuous process improvement. Managing for Daily Improvement (MDI) is how Ingersoll Rand seeks to sustain its continuous improvement initiatives. MDI is a team-based, visual process held with regular cadence to ensure process discipline and drive improvements around most critical metrics. When off track, the team applies structured problem solving and takes action with urgency. If combined with a normative approach to change, the results can be transformative. Mark Pyne is a Value Stream Coach with Ingersoll Rand in Dublin, Ireland. He began his career with IR in 2008 as a systems analyst and subsequently went on to manage multiple functions within the EMEIA Customer Experience team such as Process Excellence, Business Analysis and Product Technical Support. Pyne holds a BSc in Information Systems from University College Cork, an MSc in Business Analytics from University College Dublin and recently graduated with an MSc in Lean Enterprise with the University of Buckingham. 15

17 Round 3 Thursday 9 November Learning Lean in Services Chair: Lejla Brouwer / Room 2 The Role of Middle Management in Implementing Lean in Financial Service Firms Freek Hermkens, Sharon Dolmans and Georges Romme, The Netherlands (Thursday / November 9 / ) To better understand causalities between Continuous Improvement (CI) and the role of middle managers, a vignette study (scenario experiment) within a large financial institution in the Netherlands is performed. During the presentation the results of this study are shared as well as personal experiences as a continuous improvement coach within a company. Some provisional conclusions will be shared, focusing on the role top management has in setting the context within which CI is implemented in an organization. Freek Hermkens is a PhD candidate at the TuE ( and Principal Consultant at MLC ( He has extensive experience in supporting organizations which are implementing business process optimizations with the aim of achieving continuous improvement. The main goal of his research is to address the relationship between the role of the Middle Manager and Continuous Improvement. A Lean Success Story in an International, Non-Manufacturing Environment Piotr Zubin and Gyula Lukacs, Hungary (Thursday / November 9 / ) Our story shows how a small CI team introduced LEAN into service processes environment (non-manufacturing) without initial top-down approach in a mid-size multinational corporation dealing with agricultural commodities. Starting from very low level of CI maturity two years ago we have now come to a moment when we need to limit CI activities in some locations as it simply exceeds our capacities. Our lean journey covers both Bunge s Regional Corporate Headquarters and SSCs. In this presentation we will share our successes and failures. Join us if you want to see how we simplify LEAN to make it more understandable; how we make it more interactive so as the future project leaders learn through in-class activities. We will share with you our theory-simulations-project model: a backbone of our DMAIC based project pipeline. Join us to learn how we stimulate interest through our internal social platform and CI cartoons. If you want to implement LEAN in the organization without strong top-down approach we may be able to provide you with some good hints. Piotr Zubin is Global Continuous Improvement Manager. He is CI Lead Manager in global corporate and SSCs environments with 10+ years experience. At Bunge (Hungary), he is responsible for creating and driving a CI agenda, which is currently being implemented in multiple locations on four continents. He is fluent in 5 languages. LSSBB certified. Gyula Lukacs is Continuous Improvement Specialist and has been working for Bunge for more than 1.5 years. He is currently involved in spreading the CI culture across internal financial services processes. In his role he is responsible for delivering training, coaching people with their CI project, maintaining an online community and continuously improving the offerings and materials of Bunge. He provides coaching in 4 languages. 16

18 Round 3 Thursday 9 November The Journey to Lean via the Lens of the Individual Lessons learned via a Banking Transformation Andrea Darabos, United Kingdom (Thursday / November 9 / ) In 2016, a global bank decided that in order to best serve their online customers, they needed to become a fast moving, lean software business. In this talk, we will explore the lessons learned from this (ongoing) business transformation from the individual employees and coaches perspective. We will share numerous practices and lean experiments we performed to enable the individual s learning journey Awareness Desire Knowledge Ability Reinforcement. see ADKAR model (Jeff Hiatt) We will share our stories on the role of the environment in a lean adoption (see Kurt Lewin, Jurgen Appelo), and discuss our experiments around making goals and AS-IS visible, gamified in the company s environment. Lastly, we will share lessons learned with regards to training, coaching and second coaching the improvement practice based on TOYOTA KATA (improvement and coaching kata) patterns. Andrea Darabos is a lean agile coach working with global corporations on rapid development of new innovative digital products and services. She has expertise in what many people call the new lean - business model innovation, design sprints, rapid validation and lean startup in a large company context. Darabos runs a company called Lean Advantage ( based out of London and runs regular leadership trainings on management skills for digital, lean service companies ( 3.2 The Learning and Development of Lean in Manufacturing Companies Chair: Gerard Berendsen / Room 3-4 Learning lean in manufacturing SMEs: are improvement routines really required? Wilfred Knol, The Netherlands (Thursday / November 9 / ) The field of continuous improvement is gaining interest from both practitioners and scientists because of its positive link with lean practices and operational performance. For this study, continuous improvement is seen as an organizational capability consisting of a number of improvement routines. Examples of these routines are the involvement of employees in improvement activities and the use of appropriate techniques by these employees. Traditionally, improvement routines are seen as only important later on, to refine the implementation of lean practices (Womack and Jones 2003). We question this limited importance of improvement routines. Using multiple-respondent selfassessments from manufacturing SMEs, we conducted a Between-case Comparison Analysis (Dul and Hak 2012) and a Necessary Condition Analysis (Dul 2016). Our findings indicated that the presence of some improvement routines was always required to implement any degree of lean practices. Our findings question the limited importance of improvement routines and indicate the need for a more dynamic model of lean implementation. For an organizational learning process this means that there should be a focus on training in shop-floor improvement activities from the start onwards. 17

19 Round 3 Thursday 9 November Problem solving circles as work-integrated learning opportunity Alyssa Meissner, Germany (Thursday / November 9 / ) The following contribution shows the benefits of the implementation of problem solving circles as work-integrated competency development opportunities. Problem solving circles are based on quality circles and structured problem solving processes known through methods of Lean Production. They address work-related problems, which are analyzed and solved systematically in groups of three to five people. After solving the problem the group reflects their solutions as well as the learning outcome. The circles differ by using them for problem solving and competency development. Another difference is the selection of the team. The focus is on transferring competencies between the participants, therefore the teams are chosen carefully beforehand. The partnering companies Kessler, Mahr and DAW determined how to practically implement and adjust the circles. A first evaluation has been made. Alyssa Meißner, M.Sc. studied Mechanical Engineering at Technical University Darmstadt, and worked as a Project Leader in research and development for ebike-batteries and is now a research assistant at the Center of Industrial Productivity, a research group at the Institute of Production Management, Technology and Machine Tools at TU Darmstadt. Shift Performance Boards and Leadership Development Can Yukselen, Turkey (Thursday / November 9 / ) Visual boards are one of the most effective tools of Lean. They clarify problems on the shop floor and drive leaders to develop countermeasures. Although visual boards are driven by KPIs, they could be used for creative competition. This presentation will discuss how to develop supervisors and create a competitive atmosphere between shifts by using visual boards called as Shift Performance Boards - SPB. This application introduces an innovative model for shift based performance management. It combines Policy Deployment (Hoshin Kanri) and Balanced Score Cards (BSC) approaches and cascade BSC metrics on supervisor level. Moreover, shift performance boards develop a system that triggers value stream based improvements and create lean problem solvers. The observations in recent years show that, when problems occurred in a shift are questioned, the responsible person (supervisor, team leader etc.) blames the previous shift or external departments instead of finding the root cause. This presentation discusses the effectiveness of Shift Performance Boards applications on various Lean Transformation Projects and whether it can create a paradigm change on problem solving approach or not. It also examines how SPB helps managers to develop supervisors as lean leaders. Can Yukselen is mechanical (BSc) and industrial (MSc) engineer and currently works as a consultant and trainer for Lean Institute Turkey (LEI, Turkey). He is leading Lean Production Transformation and TPM (Total Productive Maintenance) projects in Turkey. He has lectured Lean Production lessons in some universities. He is also developer of Lean Educational Games on LEI, Turkey. Yukselen is a blogger on Lean Consultancy job in Turkey and shares Lean Transformation experiences on his own blog (yalindanisman.com). He has completed Toyota UDP (Undergrad Development Program) in Turkey in 2008 and EPPM (Executive Program on Production Management) in Japan in Yukselen is an international speaker on Lean conferences. 18

20 Round 3 Thursday 9 November Developing and the Evaluation of Lean Learning Games Chair: John Bicheno / Room 8 Karlstad Lean Factory: An Instructional Factory for Game-based Lean Production Training Leo J De Vin, Lasse Jacobsson, JanErik Odhe, Anders Wickberg, Sweden (Thursday / November 9 / ) Simulation for training lean manufacturing ranges from simple paper-based or LEGO -based games to larger scale simulation environments, for instance push car assembly. However, these are not always suitable for training industry workers. The latter group is often more used to intuitive learning than to formal instruction. A training environment for this group must be realistic, otherwise training transfer to the work environment will be limited. For this reason, an environment that more realistically simulates an SME s production floor was created. The environment consists of a number of stations that simulate materials processing (single item and batch processing) and assembly. The stations exhibit some realistic behavior such as stochastic breakdowns. Processing times for each station are set by the instructor. The presentation will guide the participants through the motivation for building Karlstad Lean Factory, its main functional specifications, and examples of basic and more advanced training scenarios. Experiences from training various groups of industrial workers, students, and others are presented. There are also some challenges and directions for future research such as the effect of training environments and scenarios on various participant groups, and measurement of short-term and long-term effects of Lean Production training such as training absorption and innovative capacity. Professor Leo J De Vin obtained a PhD in Computer Aided Process Planning from the University of Twente (NL) in After working in the field of production simulation at the University of Skövde (Sweden) he joined Karlstad University as Professor of Manufacturing Engineering. GameDesign for a Lean (Food) Simulation at AUDI AG Bernd Aures, Germany (Thursday / November 9 / ) This presentation concerns the design of a new lean game. There are many cool games in teaching lean but I got the task to create a new one, focusing more on principles than methods. Additionally, there was the idea of integrating administrative and product-design elements. Audi AG is a car manufacturer in the premium segment which means that we are building and selling uniquely configured cars to obtain a maximum customer experience. There was also the observation that we often use tangible and audible senses in training, but seldom the sense of taste. So the idea of using food was the starting point of my journey in creating the new game. After inventing the basic idea of creating customer-ordered small sandwiches I got to the next step in collecting and comparing ideas. It took weeks to observe and find the carry-over of typical issues from manufacturing/administration into the game the design phase. The next challenge was the integration of theory separate or geared? We decided to use the geared option which led to the need for designing a story line which fits game and theory together in a good way. The last phase was the prototyping and continuous improvement in which we finished the game and invented the framework and materials. Dipl.-Ing. Bernd Aures is senior trainer for lean production at AUDI AG, starting his lean experience at Robert BOSCH GmbH. His actual focus lies on qualification concepts to spread the idea of lean in the best suitable way for all types of employees. XING: 19

21 Round 3 Thursday 9 November Measuring Lean Competencies An Approach for Quantifying the Learning Outcome of a Simulation Game Mathias Michalicki, Stefan Blöchl, Markus Schneider, and David Scherwath, Germany (Thursday / November 9 / ) Simulation games are frequently used in lean education for the development of new competencies. Therefore, evaluating the learning outcome of a simulation game is highly relevant for analyzing the effectiveness of the game as well as the continuous improvement of it. On the one hand, the presentation will explain an innovative and successfully tested approach for quantifying the effects of a simulation game on lean competencies. The simulation game called tractor production teaches main lean principles. The participants learn the transformation from a push to a pull oriented production system including logistics aspects. The evaluation concept is based on a so-called competence-transformation-matrix and is realized with knowledge tests, observation and individual interviews. On the other hand, a case study with 113 students of industrial engineering at the UAS Landshut, Germany, will demonstrate the application of the evaluation concept. The core results give new insights into the importance of simulation games as well as the need for a professional evaluation. The evaluation showed, that traditional self-assessment of the participants learning outcome, e.g. in the form of a feedback-session, seems to be insufficient for testing the competency transfer of a lean simulation game. Furthermore, the results show that the knowledge increase of the participants has no connection to the specific role within the game as well as the accompanying lecture. Mathias Michalicki M.Eng. studied Industrial Engineering with focus on production and logistics systems at the University of Applied Sciences (UAS) Landshut, Germany. He was then employed as a quality assurance and ramp-up manager in the automotive industry. Michalicki now works as a research assistant and doctoral candidate at the Technology Centre PULS (Production and Logistics Systems) of the UAS Landshut. He has a teaching assignment in logistics and factory planning. His research concentrates on the field of accounting and controlling for Lean. In close cooperation with industry and research partners he is working on the development of adequate methods and simulation games for accounting in a Lean environment. 3.4 Learning Lean / Lean Learning in Healthcare Chair: Peter Kabel / Room 6 Lean Learning for Medical Students and Doctors Rutger van der Waal, The Netherlands (Thursday / November 9 / ) For centuries, doctors have been trained by master vocational education, with medical specialists as teachers of their students. The medical world has long been known for its conservative nature and did not feel the urge to modernize. Recently, medicine has made much progress due to technological developments. At the same time, patients may have as much information at hand from internet as doctors, shifting the role of doctors from God to guide. Hence, current medical teaching for students and doctors not only requires top-down transfer of knowledge and techniques but also coaching capabilities of the mentor involved. Until recently, doctors have not yet been educated with intentional focus on continuous improvement. However, the rise of healthcare costs and the financial crisis demanded budget cuts. These financial restraints created a sense of urgency in the medical world to reflect more critically on their work. This has fueled PDCA cycles for continuous improvement. Lean education with its mentor-mentee model has many similarities with medical training. Next challenge is to incorporate Lean learning in medical curricula, both medical education and in healthcare work. 20

22 Round 3 Thursday 9 November Rutger van der Waal, MD PhD, is a Lean consultant Dermatologist who studied Medicine at Leiden University, The Netherlands, and Manchester University, UK, before becoming an officer as ship s doctor serving missions for NATO and the United Nations on board of various ships of the Royal Netherlands Navy. He specialized in Dermatology at the Free University Medical Centre (VUmc), Amsterdam where he also obtained his PhD during his combined work at the Antoni van Leeuwenhoek Hospital/Netherlands Cancer Institute, Amsterdam. He has published more than a hundred (inter)national articles, several books, and currently works at Tergooi Hospital, Hilversum, The Netherlands, both as a consultant dermatologist and as a lean consultant ever since discovering the Lean philosophy in his time with the Royal Netherlands Navy. Van der Waal has embraced and spread Lean since. The Role of Leadership in Continuous Improvement Efforts in a Health Care Environment Oskar Roemeling, The Netherlands (Thursday / November 9 / ) This study examines the influence of leadership styles on the maturity of Continuous Improvement (CI) initiatives of teams in a healthcare environment. This research proposes that managerial leadership styles influence the CI maturity in healthcare teams. This research is built on an explorative, embedded case study at a large provider of elderly care. The care provider has an extensive improvement program based on Lean principles and has several years of experience with the Lean approach. During the course of the study we applied an extensive set of interviews, supplemented with secondary data sources as a means to triangulate the findings. Results show that a combination of leadership styles results in higher CI maturity. Based on our findings, we argue that transactional leadership styles are important in the first stages of reaching CI maturity, whereas transformational leadership styles become more important at later stages of CI maturity. Therefore, we suggest that different leadership styles should be emphasized at different stages of maturity. Our results provide practitioners with insights into the leadership style that might be most beneficial in a certain state of CI maturity. It assists practitioners in raising awareness of the applied leadership style, and allows them to adapt styles based on contextual needs. Furthermore, we contribute to the rising discussion on the role of soft aspects during the application of CI approaches, such as Lean. Additionally, the focus on leadership style and CI maturity is a novel approach. In 2016, Oskar Roemeling completed his PhD in which he focused on the application of Lean in healthcare environments. During his studies, especially the impact of Lean on performance and the role of variability were explored. Currently, Roemeling is working as an assistant professor at the department of Innovation Management and Strategy of the University of Groningen. Recent research focusses on the impact of Lean on soft aspects, such as the role of leadership in Lean. He is always open to explore and think about new research opportunities. Using A3 in Healthcare Kirsten Jansen-Schol and Jannes Slomp, The Netherlands (Thursday / November 9 / ) This presentation concerns a study on the use of A3 in healthcare improvement projects. We will first present the setup and development of an eight-day course for healthcare professionals on lean and change management. The course has been taught for seven years. The course consists of three pillars: lean principles, organizational change, and the role of the lean facilitator. During the course period of six months, the healthcare professionals perform an A3 project in their organization. This creates a fruitful combination of learning & doing. Intervision has been one of the means to stimulate learning from each other. The A3 format has proven to be helpful in streamlining the learning process in practice. 21

23 Round 3 Thursday 9 November In this presentation we will also discuss the challenges of developing and executing an A3 project in healthcare. These challenges are based on an analysis of 13 A3 projects and concern, among other things, the complexity of finding a good problem definition, the importance of creating teamwork and keeping the team together in the entire A3 project, the challenge of creating and maintaining standards in healthcare, and the importance of analyzing the consequences of improvement measures. Kirsten Schol-Janssen is a researcher at the HAN Lean-QRM Center with a focus on Lean in Healthcare. Before this, she worked as policy advisor at Gelre Hospitals and was responsible for the organization and development of Lean in the hospital. She also gave lean training to managers at various levels of the organization and facilitated many Lean projects. Jannes Slomp is professor World Class Performance at the HAN University of Applied Sciences. He was responsible for the setup and organization of the eight-day course. 22

24 HAN Lean-QRM Center HAN Lean-QRM Center The HAN Lean-QRM Center (HLQC) at HAN University of Applied Sciences is the center of excellence on Lean and Quick Response Manufacturing (QRM) practices and techniques. The Center s main purpose is to discover, develop and share knowledge about Lean and QRM. The Center closely cooperates with many manufacturing and service organizations. The HLQC has over 60 partner companies participating in projects. Currently, more than twenty persons are working at the HLQC. They are devoted to creating links between practice, higher education and applied research on lean and QRM. Over 120 students participate in the minor World Class Performance at the HLQC and are carrying out improvement projects at partner firms. In addition, the HLQC is involved in many (applied) research projects, funded by companies and/or government.