Lean Reflections

Lean in grocery stores

2012-02-13T21:30:00.001-08:00

Did you know that early pioneers of lean learned about lean thinking from visiting super markets and grocery stores? Find out what we can learn....

Photos of the day

2012-02-13T21:18:00.000-08:00

David Chao and three authors of Toyota Way books (Dr. Liker, David Meier, and Mike Hoseus)

Toyota dealer employees doing a morning huddle to discuss key customer topics

Two master blackbelts Ian Marshall and John Chaput with David Chao at Europe Lean Program

Toyoda's Comeback Kid- written by Alex Taylor III

2012-02-10T16:43:00.000-08:00

These last few years have tested Japan's resiliency. In addition, to the global recession, they've had to cope with a frightening Tsunami, earthquakes and nuclear meltdown. While these natural disasters have disrupted manufacturing and demand within the country- Japan has also had troubles competing on the International automarket with such a high Yen- counter benefiting them.

In the midst of these national and global setbacks- Toyota has struggled to hold on to its reputation for exceptional quality.

The article below describes how Toyota's relatively new President, Akio, has gone back to Toyota's founding principles to hopefully revive the company and reestablish its top position in the industry.

http://management.fortune.cnn.com/2012/02/09/toyota-akio-toyoda-comeback/

Greenbelt for Service Winter 2012: Now the real action begins!

2012-02-08T16:36:00.000-08:00

After two days of lectures on lean principles and tools and some active team-building, this group is ready for their on-site training!

Here our hosting company representative presents the projects for consideration- including any pertinent information relating to the inherent frustrations with the current area or process.

Andrew reinforces....that's right....SUSTAINABILITY! The most important of the 5S! The teams are forced to come up with procedures for sustaining their 5S once its completed. Tools for this include checklists, process supervisors, reward systems etc...

The class decides on which project caught their eye.

Smaller groups form to focus on their assigned/desired project! Good luck to you all :)

Greenbelt for Service Winter 2012

2012-02-07T10:54:00.000-08:00

Here is our first group photo!

Greenbelt for Service Vancouver Winter 2012

2012-02-06T16:12:00.000-08:00

What a lovely day! Our Winter Service group had its first session this morning. It was a very lively group of 13 participants from all across the Lower Mainland. Our coach Andrew led the kick-off- putting these strangers into team building exercises.

Here the teams have to come up with a Name, Logo and Chant. This team named themselves Lean Infinity.

Beautiful structure out of tin foil- but your guess is as good as mine- as far as what it stood for...

Next. The infamous egg-dropping game- where teams have to work together to build a structure around a large egg in order to protect it from being dropped. This team had a complex anti-bouncing concept.

I dubbed this one, "the porcupine"

All four teams came up with some fantastic designs. It took three rounds to declare the winner!

After lunch, the group was divided into two teams for the Tea & Coffee Simulation. In the first round the teams had to organize themselves into a new coffee shop. There were many mistakes in the first round- but having designated an observer and customers to provide feedback- the teams were better able to provide service in Round 2.

By the end of the day, this group of strangers had now formerly bonded with eachother. They are sure to use their skills and minds to solve some real problems during this week's 5S Kaizen!

Greenbelt for Operations vs. Services

2012-02-03T16:51:00.000-08:00

'Lean' as in 'lean manufacturing' or the 'Toyoto Way' was born out of the little factory that could.

Lean Philosophy for Services

Due to its roots in manufacturing many have overlooked the applicability to everyday services. But- those who truly understand lean and its principles will tell you how 'lean' is less about tools to evaluate manufacturing processes and more about philosophy and corporate culture!

In fact, many companies who have attempted to implement lean tools into their practises without first embracing lean culture- have failed miserably. Instead of blaming their failure on their short-sighted viewpoint (lean as a quick hit way of eliminating waste-thus improving profits) they give-up entirely and propagate the belief that lean was just another flavour of the month initiative by management.

Anyways, this post is not about 'lean failures' but about lean in services...

Well, if we can see 'lean' as a philosophy, we hold the key to why and how it can be applied to services.

Our Greenbelt Programs for Operations and Service

In both programs lean history and philosophy are explored and covered. We believe in practical learning and so both programs will incorporate hands-on-experience at our clients facilities.

Module I: The first module covers 5S- these principles of creating an organized workplace with Visual Management and Standard Operating Procedures are applied either at a service-based organization such as an office or storeroom if you're in Service- or on the shopfloor, inventory room, shipping and receiving area if you're in the Operations program.

Module II: Creating flow. In Services we call this 'Process Time Reduction' and in Operations we refer to it as 'Cycle Time Reduction'.

Business processes such as financial reporting, information filing and recuperation, performance measurements, sales order, service calls etc... will be evaluated and reorganized to minimize waste. These processes are at greater risk of a) over-processing (too many people handling the same document), b) waiting (having to wait on another department), c) rework (insufficient information). Creating 'flow' through these processes by using value stream mapping, spaghetti diagrams will enable service providers to strengthen their processes.

Operational processes may include setup/changeover time and assembly/packing lines as examples. Use of kanban systems, line balancing, creating one-piece flow, re-arranging the line and poke yoke strategies are just some of the tools which can be applied to reduce the 'cycle'.

Module III: Whereas Operations will go through a Lean Office Kaizen- this is similar to what our Service group performs as part of their Process Time Reduction Module- our Service group will study Value Innovation.

Value Innovation looks to all aspects of improving the customer experience. The focus in this module is to evaluate what customers truly value and appreciate and work on improving these touchpoints. Examples of touchpoints could be a customer opening up a new account, navigating the corporate website, making a payment etc... Taking the time to evaluate a customer's experience from start to end and determining how you can set yourself apart from the competition- the WOW factor- is all part of Value Innovation. This module cements the fact that lean can improve services just as clearly as it has in manufacturing!

Vancouver Coastal Health Refresher & Networking Workshop

2012-02-01T11:07:00.000-08:00

Vancouver Coastal Health now emcompasses Fraser Health, Providence, Provincial Health Services Authority in addition to the original VCH body.

With such a large and important organization serving British Columbians- we can all be grateful that they have decided to embark on their own Lean Journey.

The collage below depicts a one day workshop- facilitated by Master Coach David Chao. Jeff- the regional lean coordinator invited past Greenbelts from all over the lower mainland to unite and share their lean initiatives. Triumphs as well as failures were highlighted- to avoid making the same mistakes and to encourage benchmarking.

We encourage these refresher and networking events to get the lean juices continuously flowing! Join us at our many networking events, executive programs or call to inquire about an in-house refresher course.

Wisdom for the week

2012-01-29T21:10:00.000-08:00

"Many people dream of success. To me, success can only be achieved through repeated failure and introspection."

~ Soichiro Honda, founder of Honda Motors

Go transform the world

2012-01-29T21:03:00.000-08:00

As some of you already know, LSI's vision is to "transform the world through lean." While it may be an outrageous vision, I strongly feel that it is important in life to "reach out and reach far." After all, if we can't dream about something signficant, life will be quite boring!

I often think about what we can do to influence the world and society in positive ways. And I truly believe that - if all lean champions really put their mind to it - we can come up with unique and innovative ways to change the world using lean methods.

Can lean thinking change the world? Without a doubt.

"Go transform the world!"

LSI Programs

2012-01-29T20:57:00.000-08:00

LSI has a very busy 2012, with many programs being launched this year. We are excited to offer more lean programs than any other firms in Canada.
Here are some video clips that summarize our three top programs:
Greenbelt Program - intermediate program which offers hands-on lean experience through three modules

Blackbelt Program - advanced lean program that focus on lean strategy and enterprise-wide waste reduction through four module which includes a trip to Japan

Executive Program - a la carte program that provides decision makers and managers various ways to learn lean from the basic to advanced levels (one example of Exec Program shown below: our most popular Lean Problem Solving)

5S Kaizen at Cascade

2012-01-26T15:04:00.000-08:00

Our Greenbelts have been busy practising their newfound skills at Cascade. Here are our three teams leading their 5S Kaizen Projects.

Sort, Stabilize, Shine, Standardize, Sustain

As the Greenbelts have been learning- a 5S kaizen is more than a Mary Poppins Musical!

The objective of a 5S is to create a visual workplace and to support a Production Maintenance System with clear and updated standards. Clear standards encourage employees to contribute to value in a systematic way- thus reducing quality defects. Contrary to misconceptions- standard work does not impede creativity. In a continuous improvement environment- standards are revisited and updated frequently.

Lean Sensei youtube channel

2012-01-26T10:48:00.000-08:00

Did you know that LSI's youtube channel has been around since 2006, and more than 118,000 people have viewed our videos over the last several years?

Here's a link to our channel:

LSI youtube

Our top rated/viewed video is the Japan Lean Tour video with over 65,000 views (see below):

Lean Sensei's Coffee Table Book

2012-01-26T00:36:00.000-08:00

Lean Sensei published a coffee table book about lean back in 2009 - it is still fresh with lean ideas and filled with inspirational themes. Currently it is the the world's first and only lean coffee table book. Toyota Way authors Dr. Liker, Mike Hoseus and David Meier all loved this book when it made its first appearance at our Lean Strategy Summit. They feel that the book is "truly unique."
You may order one through blurb.com. The link to the LSI book store:
LSI books
Click the photo below to see all of the pages in full color (you can click on the icon on lower right and it will expand to full size)

Lean Reflections by Lean Sensei International | Make Your Own Book

Day TWO in the life of a Greenbelt

2012-01-24T16:29:00.000-08:00

Greenbelt for Operations Vancouver Winter 2012

Day two of the program we start off with some more ice breakers and team building exercises. The purpose of these exercises is not just to let them have fun- it's also a great way to get their problem-solving juices flowing and learn how to work with eachother.

You have to consider that most of these people were complete strangers just yesterday. Today, Bob mixes the teams up again to allow them to step out of their comfort zones once again and learn how to work with different types of personalities from different industries. All of this is preparing them for their first Kaizen over the rest of the week.

Motorcycle Diaries:

As well as team-building and learning from doing- this exercise demonstrates the art of Yokotan- sharing knowledge sideways. The first team to complete the task proudly demonstrates their accomplishment- only to be asked why they haven't proceeded to immediately help the other teams? How often, do we as individuals or departments within an organization see others as competitors instead of teammates?

Discussion topics:

Bob asks the group if they've had any burning questions keeping them up all night?
They may have been to0 drained to think about lean last night- but once they've had a chance to chat amongst themselves- they come up with some tough questions.

How do we get people to buy in?

Bob flips the question on its head, " why don't people want to buy in?"

They don't like change: People become entrenched in their way of doing things- and are reluctant to change. Perhaps, they fear what they don't understand.

One way we recommend addressing this is by spreading the word quickly throughout the organization. This can be done through lean 101 sessions (whether it's a half-day or full-day)- information pamphlets. You can get creative- like one of our clients- who created a personalized professional video on how to be lean in their organization and sent it out to all of its employees! The more misconceptions about lean you dispel- the greater your chance of buy-in. Involve them.

Corporate Culture: Has the organization involved its employees before. Is that individual concerned about being made irrelevant- if they improve on a process. Is there a culture of communication- where people feel comfortable bringing problems to the surface?

Provide a listening ear- allow the process owners to voice their fears and vent out.
Get them involved in a kaizen- seeing is believing.
Walk the talk.

"When the momentum from up top meets the energy from the shopfloor- that's when magic happens!"

Bridge the gap between managers vs. employees and you'll build a culture of problem-solvers!

Create a TV Commercial:

The groups were given black bags with objects in them and were asked to determine what was in the bag. The catch- no peeking- just feeling.

Lessons Leant:

Gemba: You can guess but you're not really going to know until you actually see it.

Once the teams have identified the items they're next task is to create a company and their new launch commercial!

Lessons Learnt:

Free thinking: With the right attitude- a small group with a few inconsequent items can create anything!

Now- Let's get to the nitty gritty.

One-piece flow
Takt Time
Value Stream Mapping

Strategic Planning Session

2012-01-23T15:23:00.001-08:00

This week, David Chao is working with a private company on strategic planning initiatives. As usual, serious conversations are mixed-in with engaging ice breakers!

Greenbelt for Operations Winter 2012 Kick-Off

2012-01-23T14:59:00.000-08:00

Vancouver welcomed out-of-town participants and local ones too in true Westcoast Winter Fashion- with non stop rain and no sunlight in sight. Nonetheless, each one of the 15 participants made it on time for registration and Day 1 of this season's first Greenbelt program!

After the registration process- Bob went through the required formalities- introducing Lean Sensei and lean terminology. For some of our manufacturing guys and girls who may be unaccustomed to sitting for eight hours- our coaches inject humour, icebreakers and team-building exercises throughout their presentations.

Team-Building: This class was split up into three groups of five- and were given a few minutes to come up with a team name, logo and chant.

Team Bridge- Removing the barriers....

Later on, after the break, the team's first project. Build an infrastructure which will protect an egg at all cost. Materials = straws + strip of tape!

All three teams made it through the first and second round. Bob had to up the ante by throwing the egg and structure into the air.

After the lunch break- Bob has the students run out on a field trip to explore 'waste' in everyday life. The three teams come back with a host of examples: Poor layout in a coffee shop. Over-production at a fast food joint. Having to cross two streets to get across the road... okay that one may have been a little extreme ;) The point is- once you put on your lean lens- it's hard not to notice how

many opportunities there are to reduce waste!

This is a great group and we're thrilled to be starting another season and training the next set of Lean Champions.

Winter GreenBelt Session Starts Today!

2012-01-23T10:08:00.000-08:00

This week LSI kicks off another Greenbelt Program. We’re eager to meet our new class of participants and look forward to opportunities to transform the world.

The height of your accomplishments will equal the depth of your convictions.

~ William F. Scholavino

Lean 101 #4 at Cascade Aerospace

2012-01-19T09:58:00.000-08:00

Yesterday-our coach, Bob Low, braved the "snow storm" to make his way to our final- for now- lean 101 installment at Cascade Aerospace in Abbotsford.

Fourth time is a charm.

All four sessions were well received according to our feedback forms. However, there is always room for improvement and we carefully and attentively listen and read through our client's comments so that we may better serve them in the future. Minor adjustments were made throughout the sessions- the clients asked for greater interaction- we delivered. The participants requested more content tailored to their particular needs- Bob presented them with more examples for reference. The participants asked for better chairs (we didn't have much control over this) so we had them standing and stretching more often! The point is... we emphasize the importance of listening to our clients in our courses and so- we must also practice this principle ourselves.

According to Bob, this particular group asked the toughest questions (out of the four). Often times, employees feel that attempts to improve and reorganize the company, are just "flavours of the month". This skepticsm is warranted- how often do we get carried by the winds of momentum- only to find our wings slowly depleting as we encounter roadblocks- to the point where we fall flat again, listless and afraid to get back up again.

What sets LSI apart from other consultants- we don't believe in a band-aid solution. In order to create real change and self-perpetuating improvements we urge our clients to go back to the CORE.

Customers, Owners, Resources, Employees.

Employees: Without motivated employees- an organization is missing a key component of its foundation. Lean Philosophy must be embraced from the entire organization. And, if you want your employees to work for you- you must first believe in them and then empower them. Send them to our program ;)

When we train Greenbelts and Blackbelts we create Lean Champions. We provide them with the tools to fill-up their box, we'll even hold the nail up (we have faith), but it's up to them to strike it in the bull's eye.

Coaching others on how to savour the lasting flavour is our passion!

Wisdom of the Week

2012-01-16T00:35:00.000-08:00

"The tragedy of life is not death, but what we let die inside of us while we live . . ."

~ Norman Cousins

Vancouver Benchmarking Tour- Why you should sign up!

2012-01-13T16:24:00.000-08:00

Benchmark: Pronunciation: /ˈbɛn(t)ʃmɑːk/noun

"a standard or point of reference against which things may be compared," Oxford Dictionary Online (2012).

Interesting fact: The term was first coined by cobblers who would have their customers place their foot on a ''bench' and 'mark' the outline for production.

Similarly, LSI has organized Benchmarking Tours since its inception, as a way to help its new clients experience how lean has been outlined before they begin on their own lean journey.

This tour has the potential of benefiting anyone in all industries. It's exciting even from a non-manufacturing standpoint (although we will be visiting a service provider this time around). Specifically, there are two principle reasons why one would want to sign up for this tour:

Curious about Lean: In this economical crisis many organizations are looking for new ways to stay competitive. Of course, lean can help you achieve that edge. It helped NuHeat transform an innovative idea- almost two decades ago- into a world-class facility which manufactures easy-to-install electric floor heating systems. It sustained Moulding and Millwork throughout the last recession. It has set the framework for one of the most eco-friendly- community conscious companies I have seen- Ideon Packaging.

But, don't take our word for it.

Genchi Genbutsu- go see for yourself.

Standard Operating Procedures on the floor where the action is. There is no excuse not to follow the standard!

Kanban System

Make Lean your own. Rebrand and customize the tools and principles you have learnt.

Build a corporate culture- remind your employees what they're working towards.

Not only will you have a chance to see what these organizations have done right- but also when and how they went wrong. By hearing tales of their personal 'lean journeys' you'll have the opportunity to avoid common mistakes when implementing lean at your organization.

Need a Lean re-injection: Although this is an excellent way for executives to capture a feel for lean philosophy in action it's also a revitalizing experience for Lean Veterans. As with any initiative- time and complacency can make you forget how inspired you were when you first completed your Greenbelt or Blackbelt. Through your new 'lean lens' you were set to turn your organization topsy-turvy. And then, the everyday humdrum set in again. Now, looking up at your glossy mounted plaque you want to see how others have managed to sustain the momentum.

Let's go benchmarking.

Last Year
September 13 and 14 2011 Vancouver Benchmarking Tour

We had the opportunity to visit six manufacturing facilities throughout the lower mainland over a two full-day trip.

The first day included veteran clients: NuHeat, Alpha Technologies and Moulding and Millwork.

The second day we had a chance to visit: Regency FPI, NATC and Ideon Packaging.

This Year
Feb or March timeframe 2012 Vancouver Benchmarking Tour

Back by popular demand. We are doing our best to coordinate the 'chicken and egg' logistics for this tour. That is to say we hope that these dates will accomodate participants and hosting clients equally.

Our tours always include transportation from downtown to all of the facilities, snacks and beverages and hot lunches. Each company prepares an introduction as well as a detailed description of their 'lean journey'. Following the presentation they will take you for an hour tour around their facilities pointing out lean tools in action. Afterwards there is a Q&A period which allows you to bring up your own concerns and comments about lean. In addition, upon completing the full two days you can earn 2 credits towards your Executive Certificate.

If you are interested please contact us for more details: (604) 264-1000.

Photo of the day

2012-01-12T00:02:00.001-08:00

Where is Mr. Sensei today?

Lean 101 at Cascade Aerospace

2012-01-09T17:03:00.000-08:00

There's no way like starting the New Year with some Lean Resolutions!

For example, our client- Cascade Aerospace, has decided to take an all-in approach to lean deployment in its organization. First step: Have as many employees knowledgeable in basic lean tools and terminology.

Many of the misconceptions about lean can thus be quelched in an on-site one day workshop. In Nemawashi spirit- Cascade decided to spread the word quickly- engaging 120 employees in these sessions over the last month!

Lean 101 at Mark Crest

2012-01-06T09:15:00.000-08:00

The New Lean Year kicked off in full swing yesterday with our coach, Bob Low, at one of our client's facilities for an in-house Lean 101 session.

Lean 101 is a one day workshop which covers: lean history, princples, lean jargon and tools. It's a great way to have new employees, 'ooooh, ahhhhh'ing over now comprehensible terms such as "Kaizen Blitz!" Now familiar with the basics of lean- these 9 employees are sure to be even more enthusiastic and involved in lean at their organization!

Team Building Exercise- Tallest Tower. Two teams are competing to build the tallest tower using straws and scotch tape.

Group photo outside Mark Crest Production Facilities

What's Coming Up!

2012-01-04T17:05:00.000-08:00

It's 2012 and the world is still standing. Let's make this year Outstanding!- "Hai Ya" -karate chop ;)

LSI is very excited to kick-start the New Year with our Greenbelt and Blackbelt Programs as well as some new Networking Events and Benchmarking Tours.

Lean 101 and Whitebelt:

We have special programs that we conduct internally at our clients facilities. For instance we may provide Lean 101 and introduction to tools and principles to an entire organization. This is a great way to begin shifting an organization's culture to 'lean thinking' from the bottom-up. One day sessions for small to large groups can be arranged on a client-specific basis.

Internal Whitebelt Training is also offered over a three day period where participants can get exposure and training in some of lean's best practices. Included in the training is a 'Kaizen' event in which whitebelts are asked to overhaul a process or area as part of their hands-on application of lean principles. Kaizen events can also be client-specific.

Yellowbelt

Yellowbelt certification takes approximately a week and is comparable to the first module of the Greenbelt program. It's a great way to have a number of employees well versed and practiced in Lean tools.

Greenbelt

What we could refer to as our 'bread and butter'. Most of our clients choose to send a number of their employees to our public greenbelt programs (held in Vancouver, Calgary, Winnipeg, Toronto, Edmonton). In this setting people from many different industries get to share insights and come together to learn and experience Lean Philosophy and Lean Tools. Their time in the classroom is cut short- as the coaches get them up and problem- solving (through 'lean lens') at our various clients' facilities. Participants are also required to apply the tools that they've acquired at their own company during the breaks between modules-as part of their homework.

Here's a look at our Winter Greenbelt Programs and Dates:

The Greenbelt Program

Greenbelt (Operation) WINNIPEG Winter 2012
Module 1 Jan 17-20
Module 2 Feb 13-17
Module 3 Mar 12-16

Greenbelt (Operation) VANCOUVER Winter 2012
Module 1 Jan 23-27
Module 2 Feb 20-24
Module 3 Mar 19-23

Greenbelt (Service) VANCOUVER Winter 2012
Module 1 Feb 6-10
Module 2 Mar 12-16
Module 3 Apr 9-13

Here's a look at our Spring Greenbelt Programs and Dates:

Greenbelt (Operation) VANCOUVER Spring 2012
Module 1 Feb 13-17
Module 2 Mar 5-9
Module 3 Apr 2-5 (*Condensed due to holiday)

Greenbelt (Operation) CALGARY Spring 2012
Module 1 Feb 27-Mar 2
Module 2 Mar 26-30
Module 3 Apr 23-27

Greenbelt (Operation) TORONTO Spring 2012
Module 1 Apr 9-13
Module 2 May 7-11
Module 3 Jun 4-8

Greenbelt (Operation)WINNIPEG Spring 2012
Module 1 Apr 17-20 4
Module 2 May 14-18
Module 3 Jun 18-22

Blackbelt Programs Vancouver 2012

This program builds on knowledge gained with the Greenbelt Certification and exponentially increases it to create true Lean Leaders! A series of four modules are spread out over approximately four months to allow ample time for participants to accomplish their work back at their company and begin to absorb and implement Lean Philosophy. The program also includes a trip to Japan- the birthplace of lean- and a special visit to the Toyota Factory as well as other 'benchmarks' in their respective industry.

SPRING

Lean Strategy & Lean Assessment
Feb 27-Mar 2

Lean Supply Chain
Mar 26-30

Japan Lean Tour
Apr 16-20

Extreme Kaizen Module
May 14-18

FALL

Lean Strategy & Lean Assessment
Sep 17-21

Lean Supply Chain
Oct 15-19

Japan Lean Tour (*Date Subject to Change)
Nov 5-9

Extreme Kaizen
Dec 3-7

Executive Programs 2012

Designed for executives & senior management whose primary focus is to strategize, lead, direct, and manage lean activities. The flexibility of this program allows executives to earn credits when their schedule permits.

SPRING

Executive Lean Strategy & Lean Assessment
Feb 27-Mar 2

Executive Lean Supply Chain
Mar 26-30

Executive Japan Lean Tour
Apr 16-20

Executive Extreme Kaizen
May 14-16

Executive Program with Mike Hoseus (Topic TBA)
May 30-Jun 1

Executive Europe Benchmarking Tour- Italy & Germany (*Subject to Change)
Jun 11-15

FALL

Executive Lean Strategy & Lean Assessment

Sep 17-21
Executive Lean Supply Chain Kaizen (*Date subject to Change)

Oct 15-19

Executive Japan Lean Tour
Nov 5-9
Executive Extreme Kaizen

Dec 3-5

Please contact us for more details!

Happy New Year!

Our newest Executive Lean Director

2012-01-04T13:49:00.000-08:00

Congratulations Shelley Besse!

Each time we receive a First West participant-whether it is to our Greenbelt, Blackbelt or Executive programs- we are sure to have an enthusiastic student. Enthusiasm is infectious and we can bet that the lean virus is spreading quickly throughout this client's organization. We must attribute this contagion to First West's 'lean champions'. And, today we would like to recognize Shelley Besse, Vice President, as one of the key players in the entrenchment of 'lean philosophy' at First West.

Shelley recently travelled with this Fall's Blackbelt group to Japan for our Fall Lean Tour. It was this memorable experience (5 credits) which gave her enough credits (10 credits in total) to reach the second level of the Executive Certification. We are now proud to refer to her as an Executive Lean Director.

One can only imagine the life of a VP in a growing industry. How did Shelley and others like her manage to find the time to get training and hands-on experience in 'lean'? Our Executive Lean Certification program provides complete freedom and flexibility to allow executives to take various programs at their convenience, and complete the certification once the required number of executive credits are completed. Shelley can continue to accumulate credits to achieve the third level of the Executive Program- Chief Lean Officer (15 credits).

This Spring we have many opportunities for Shelley and others to achieve those extra credits.
For example our Europe Benchmarking Tour -a 5 day trip to Italy and Germany to visit some world-renowned factories- is the equivalent to 4 credits towards an Executive Certification (2 more credits and you can achieve our first level of Executive Accreditation).

Please contact us for more details.

Lean Sensei Experience

2012-01-03T00:45:00.000-08:00

Here is our newest LSI promotional video that shows our special talent in transforming people and organizations through lean. Big thanks to Chris Yang of I DO Productions who created this video.

Quote of the day

2011-12-29T03:36:00.000-08:00

"Life has its ups and downs . . . the only people who succeed are those who choose to move forward regardless of what they are experiencing at the moment."

Merry Christmas!

2011-12-26T02:54:00.000-08:00

Wishing you the happiest and most meaningful Christmas ever!

from everyone at Lean Sensei

Christmas tree in Yokohama, Japan

2011 Lean Sensei Highlights

2011-12-21T10:17:00.000-08:00

With the new year coming up in a week and a half, it is important to reflect on how we have grown and changed within one year.

For LSI, continuous improvement is a culture we welcome, so in one year we can change and learn significantly. Learning from our past experiences and reflecting on that is necessary for us to learn from our mistakes, grow and change for the better, and be fully present to take on new challenges in the upcoming years.

We make a living by what we get, but we make a life by what we give. ~Winston Churchill

On behalf of the LSI team, we wish you all a wonderful new 2012 year, filled with success, lean goals, and sharing your knowledge of lean with those around you for an even brighter and better new year.

February 2011, Lean Executive Networking Event

March 2011, Japan Tour

May 2011, May Europe Tour & Mike Hoseus

August 2011, LSI Retreat in Whistler

October 2011, Halloween Spirit from our Greenbelt Service Fall Participants

November 2011, Japan Blackbelt Lean Tour

December 2011, LSI Staff Christmas Party and Client Christmas Party

Quote of the day

2011-12-21T01:29:00.000-08:00

"Sometimes you have to be flexible. Sometimes you have to be stubborn. At the end of the day, if you can't flex your style, you can't achieve anything."

David Chao

Is it too soon to think of Summer?

2011-12-20T15:41:00.000-08:00

Can we lean into the future for a moment? Yes, Christmas is just around the corner while Summer on the other hand- seems like dark years away. But, we are dreamers and planners here at LSI and we would like to take some time, while we have it, to find the perfect LSI Summer Staff Retreat.

Actually, the real pressure is that a few of us here are worried that if we don't propose something soon, the coaches will drag us out for a three day fishing retreat :S

Considerations to keep in mind while choosing a destination:

1) Opportunities for Team Building

LSI Summer Party 2011

2) Opportunites to let loose and monkey around

3) Great Views

4) Great Food

LSI RetreatWhistler 2011

5) Adventures and Challenge

6) We only eat Crab :P

Good

Bad Catch

We welcome your suggestions!

Greenbelt Edmonton Fall 2011 Graduation

2011-12-19T14:18:00.000-08:00

Congratulations to our Greenbelt Edmonton Fall 2011 participants!

Eight participants became Greenbelt certified in Edmonton on Friday December 16th. Our LSI coach, Joey Higuchi, spent the week with them for their final module. We wish them all the best in 2012 with their new lean skills!

2011-12-19T10:48:00.000-08:00

Greenbelt in-house TransX Graduation Fall 2011

On special request we had an in-house service program customized to the transportation logistics company TransX.

Over the last three modules, coaches Bob Low and Andrew McFadyen made their way to the below-freezing temperatures of Winnipeg to train 15 future 'lean champions'. These fine gentlemen can finally call themselves lean graduates as of December 17th 2011.

This is just the beginning of their lean journey as they continue to strive for improvements and battle waste!

Thank you for all of your hard work! Congratulations to All!

Greenbelt in-house training in Winnipeg

2011-12-14T15:10:00.000-08:00

Our coach Bob is currently in Winnipeg training a set of 15 Greenbelts in-house. This is their final module-with a focus on Value Innovation. This service-oriented Kaizen looks at points of contact between a company and its clients to see ways to improve service and add value to its customers.

Gemba Walk

A Value Innovation Map

Fall 2011 Blackbelt Graduation

2011-12-14T13:10:00.000-08:00

Congratulations to our 16 fall 2011 Blackbelt Graduates!

It has been an honour to be able to work with a group of proactive Lean believers coming from a diverse field of lean practices. From Lean Assessment module, Supply Chain blitz, Japan Lean tour to Extreme Makeover kaizen, we see many distinct transformations within our Fall Blackbelt circle. Seeing the challenges that they have been through and their determination in strategizing countless aspects of process areas at the hosting companies, Lean Sensei is extremely proud of and thankful for their sincere commitments and accomplishments. Also, one thing for sure, the Japan trip has brought our entire lean enthusiasts even closer together.

We hope that the circle of learning, knowledge sharing and continuous improvements will allow our Blackbelts to bring forth a new chapter of lean implementation within their own organization.

Best wishes to all of you!

Fall 2011 Blackbelts with our coaches, David and Andrew

The three medalists: Nomi (left), Cheryl (centre) and Christian (right)

One of our Guest Speakers, Jeff Adams, a Senior Executive from Canadian Pacific Railway

Guest Speaker, Shelley Besse, a Senior VP from First West Credit Union

Blackbelt Grad Speaker, Geoff

Blackbelt Grad Speaker, April

Amazing level of service in Japan

2011-12-13T20:57:00.000-08:00

Service Extends to the Fridge

During my numerous trips to Japan the participants on our Japan Lean Tour often marvel about and remark on the level of customer service the Japanese provide. As a world traveller with extensive trips to Asia, Europe and across North American, I've had countless opportunities to compare the lengths to which organizations go to provide customer value to their clients. My frequent visits to Japan and the fact that I grew up there have perhaps left me a bit jaded, although I still do appreciate the level of service very much. On my most recent trip to Japan I was pleasantly surprised, and had to once again commend the Japanese on their customer service and the attention to detail.

My room at a well-known Japanese hotel was closer than I wanted to the elevator. On my third day there I requested a different room. I was informed by the front desk that my luggage would be placed in my room later that day, all in time, before I returned in the evening. Opening up the fridge that evening, to chill my favourite Japanese fall fruits, (figs and persimmons) imagine my surprise when I saw that the staff had even moved my small, half-full carton of milk. I had to chuckle. Japanese service still tops my list!

2011-12-13T13:20:00.000-08:00

LSI CHRISTMAS PARTY 2011

Last Thursday was LSI's annual Christmas Party at Terminal City Club hosted by LSI owners Hilda Henry (pictured on the left) and David Chao.

You can be sure that it was a lavish affair with incredible food, entertainment, gifts and prizes. Not surprisingly, it was a great turnout with over 75 attendees composed of former and current clients, recent Green and Blackbelt graduates and LSI coaches and support staff. With such a large crowd, TCC had to open up four rooms to create the warm and Christmas-themed atmosphere.

A stranger looking in from the outside would have thought he was intruding on a room full of close friends- such was the air of familiarity. The high energy and warmth is characteristic of lean-champions-in-arms. Many have either experienced what transformations 'lean' can have on one's outlook or are eager to embark on this journey.

6:15 Perhaps an unusual start-time for a party. But we pride ourselves on being different. To be fair, we did not start precisely on time. A certain time-keeper (whose value has been under appreciated thus far) could not attend.

6:30 A welcome 'non-speech' from our gracious host David (pictured on the right) and his associate MC- Alicia (pictured above), Master Blackbelt Candidate, who as such, meant that she was at "David's mercy for the whole week".

All three Master Blackbelt Candidates: Jeff, Janka and Alicia (pictured above) facilitated an icebreaker to get the party started. All 75 attendees had three minutes to organize themselves in groups by month of birth, "and if I count thirteen groups I will be concerned," Janka exclaimed. There may not have been thirteen groups, but there was a January group with only one member- our very own Lynn Osler! Quite unusual- I wonder if Malcolm Gladwell would have anything to say about this outlier?

Shortly after....

A six table 'buffet' which was closer to a four-star six-course dinner (even better because you didn't have to settle for one item with each course).

For the 'gourmands': I suggest pacing yourself! starting with soup- following with cold cuts, pate, salmon terrine or seafood cocktail. Next, the entree- prime rib, turkey, steak and salmon with all of the usual delectable accompaniments. By this time everyone had to be stuffed- but as our mother always told us.... Let's have some salad to cleanse the palate: penne and blue cheese, tomato and bocconcini, seasoned zucchini and mixed greens to name a few. As the Japanese proved with tiny cameras- there's always room for dessert- so that wasn't an issue: crème caramel, traditional rum raisin, chocolate mousse, mini tarts -all complement a warm cup of coffee- just in time for the comedy show!

7:30 In true perfectionist fashion- David scoured the improv. troupe in Granville Island for an entire week. At the end of that week, a select three were entrusted to perform at our Christmas Party. This trio did not disappoint and had the crowd roaring with laughter- incorporating 'lean' jargon, company attendees and involving the audience. Some of the more notable acts involved our clients 'marionetting' the actors, improbably guessing the audience's choice words: Nun chucks Uni-cycling in Iraq and four different versions of the same scene. The setup: a normal Christmas morning with a child opening a gift only to find the batteries are missing! Then, reenacted in Mexico, as a horror/zombie flick and most appropriately -in Japan. At which point this version's mother exclaims, "no batteries? But this is Japan, we do everything efficiently here...!"

8:30 David previews LSI's new promotional video. Our latest Greenbelt and Blackbelt guests were pleasantly surprised to see themselves represented as fresh students- a mere three months ago.

And, at the expense of our dignity we all got to see unflattering photos of LSI Support and Coaches either mounted on stickfigures with afros dancing and doing the splits or as penguins rocking out on thin ice. These videos (don't ask me how David found the time) were compiled with that neat tool-jibjabs which has been a source of much amusement here at our headquarters.

9ish Hilda and David's generosity was evident by the long row of gift baskets meant for the draw. Conscious of the late hour and long day for our clients, we sped through the names- randomly picking them out from Santa's hat.

Our grand prize was an IPad 2- which Michael had the good fortune to win- dashing many of our hopes. He, jokingly (I hope), claimed it would make a great 'regift' at which point his boss, Jeff, said, "Thank You!"

Although there were only 30 lucky winners, no one left empty-handed.

At the exit, we were there to offer them a beautifully crafted box of Belgian chocolate and bid them, "Merry Christmas and Good Night!"

And to the rest of you reading this...Please join us next year!

Blackbelt Final Presentation

2011-12-08T10:00:00.001-08:00

After the Extreme Problem Solving Kaizen at the hosting company, our Fall Blackbelts are now ready to dive into their Final Reflections and Presentations. It is also our pleasure to have many of our sponsors joining us today to witness the enhanced knowledge and Lean experiences which our participants are sharing with us.

Lean 101 in progress!

2011-12-07T11:12:00.001-08:00

LSI Staff Christmas Party

2011-12-06T14:40:00.001-08:00

It's beginning to look a lot like Christmas and everyone is getting into the holiday spirit. Last Saturday, Lean Sensei International staff had a wonderful Christmas staff party held at Terminal City Club. We had a panda bear show up, fun team games, and even xBox for an evening of great entertainment. A delicious 3 course meal was served as more great memories were shared.
Here are some pictures from the wonderful evening!

Better than a Christmas Present!

2011-12-05T16:30:00.000-08:00

Christmas Season is here!
And, along with the fallen leaves and bare trees, our Fall Programs are coming to an end. Although it makes us sad to see all of our Fall Greenbelt Graduates off- we are proud of their hard work! It also feels overwhelmingly rewarding to know that we have made a difference in their lives.

Here is a card given to us from our Vancouver Service Greenbelts....

Extreme Kaizen Begins for Blackbelt

2011-12-05T13:06:00.001-08:00

Our Blackbelts are kicking butts already... thanks to facilitation and coaching by Master Blackbelt Alicia and LSI coaches Andrew, David, and Bob.

Blackbelt Extreme Kaizen begins!

2011-12-05T10:19:00.001-08:00

We have 15 Blackbelts coming back to complete their final module, the Extreme Problem Solving Kaizen!

The group had a little ice breaker activity, led by Nomi, to start the day.

Congratulations Vancouver Service Greenbelts Fall 2011

2011-12-02T17:43:00.000-08:00

Graduation Day finally arrived for this Fall's Service Greenbelts. It has been an amazing journey for everyone and although they were thrilled to have all passed their exams they were sad to think that their formal Greenbelt training has come to an end. As they continue to reflect on lessons learnt and laughs shared we would like to share with everyone some of today's highlights!

After it was confirmed that everyone had passed their exams- the group played a gift stealing game.

Here is Sukhi chiding someone for not adhering to the 'rules'.

Okay so your number has been called- Now you get to choose a secret present from the accumulated gifts. Lesley ponders, using her lazer eyes to reveal the gift inside.

Or, you can scheme to steal someone else's gift.....

Unfortunately for Erica, her gifts were the most popular...

In the end everyone is happy (especially Sukhi)!

After a gourmet lunch of steak, lamb and salmon- it was time for David to give his congratulatory speech in a most unexpected way -using props as metaphors. See if you can guess what lessons are being recapped.

Next we handed out their Certificates in acknowledgement of their hard work and 'Lean Champion' status. Please feel free to mount and brag to all of your colleagues, but most importantly 'Go Transform the World!'

Sponsors were ever so proud....

This was a truly fantastic group and each member contributed in their own unique way. There were however three participants who were able to express their experiences and plans for 'living and teaching lean' most effectively on paper....

Congratulations to all of you! On behalf of Lean Sensei International we wish you the best on the rest of your Lean Journey!

Vancouver Service Greenbelts Final Presentations

2011-12-01T17:31:00.000-08:00

Today our latest Greenbelts from Service completed their final presentations on their 5S and Process Time Reduction homework assignments. We've had a great group with tons of energy and enthusiasm and we are confident that they will be bringing all of their newly aquired tools back to their respective workplaces. One particular 'Lean Journey' described by Henry Ross had us all reflecting back on what it truly means to be a 'Lean Champion':

Lean is all about the walk

and it’s all about the talk….
their talk……
…your listen
My two month Lean journey taught me that process owners and stakeholders already know the solutions to their problems…….
But they don’t know they know,
So, you just walk with them,

And, you talk with them,
And you listen ….
And you listen some more,
And you listen again
Look and listen
They will tell you the
solutions,
you just have to hear them,
But they won’t realize that they told you,
so……

Using the Lean tools,

Lean methodology… Lean attitude ……
Lean Philosophy …..
You tell their answers back to
them,
with visual aids…
And you give them some SOPs ….
And you get them excited,

it rubs off from your excitement…

And you leave them new shoes to walk in...

On their own journey

Greenbelt Winnipeg Fall Participants Graduate!

2011-12-01T11:58:00.000-08:00

Congratulations to our large group of participants who graduated last Friday from our Greenbelt Winnipeg Fall Program! We appreciate all of your hard work and efforts to make improvements through being so dedicated to the Greenbelt program. We wish you the best of luck on your lean journey and sustained lean success.

Greenbelt Service

2011-11-30T14:11:00.001-08:00

Value Innovation kaizen report out!

Greenbelt Service Kaizen

2011-11-30T11:23:00.001-08:00

LSI Greenbelt for Service kaizen is coming to an end! Thank you for all the intense kaizen the Service GBs have achieved! A big thanks to our Module 3 hosting company for providing knowledgable help and a friendly environment!

Here are some of the pictures to start the Module 3 Report-out day.

Only in Japan

2011-11-29T13:44:00.001-08:00

Creative artwork at a local bakery in Atami area just outside Tokyo.

Greenbelt Service Vancouver, Module 3

2011-11-28T15:19:00.000-08:00

This week, our Vancouver Greenbelt Service participants are completing their last module of the program and will be graduating this Friday!
Today, our LSI coach, Andrew, and Master Blackbelt candidate, Janka, are facilitating a session at the hosting company, Ideon Packaging. The focus of the Value Innovation Kaizen at Ideon is to help identify and create a greater customer experience and also to help determine the "Wow" from the customer's perspective. Lean philosophy revolves around consistently offering the best customer service which is the main focus of the Value Innovation Kaizen.

Greenbelt Toronto Graduation Fall 2011

2011-11-25T15:44:00.000-08:00

We would like to send out a big congratulations to our 12 Greenbelt Toronto Fall 2011 participants who are now Lean Greenbelt Certified! This group of Greenbelts was the first group to have a Shakespearean play themed final movie. They demonstrated creativity during all 3 modules and had some excellent exam scores today which proved a true understanding of lean philosophy.

Stay tuned for their movie being posted on our YouTube channel soon and pictures posted onto our flickr.

In House Greenbelt Process Time Reduction Kaizen

2011-11-24T15:49:00.000-08:00

Here are some captured moments from day 1 of the time reduction kaizen at TransX this week. The teams spent the day with Bob learning and applying tools such as Value Stream Mapping, Root Cause Analysis, Brainstorming, Value Graphing (to prioritize ideas and solutions), Project Charter, and an Implementation Plan to help further reduce process time of the 3 designated projects for the kaizen.

Kyoto is always beautiful

2011-11-23T23:23:00.001-08:00

In-House Greenbelt Module 2 Day 1

2011-11-23T16:51:00.000-08:00

Today was day 1 of Module 2 for our Greenbelt Operations In-House program in Winnipeg. Lean Sensei coach, Bob, had the participants partake in a paper airplane simulation exercise to demonstrate lean principles such as: cycle-time, takt time, line balancing, and pull (Kanban).

The group spent the afternoon practicing their presentation skills with two impromptu exercises which built on their public speaking skills. More updates soon to come!

Photo of the day

2011-11-23T06:11:00.001-08:00

Kyoto bamboo forest at night...

Group photos

2011-11-21T20:33:00.001-08:00

Thank you everyone for making our Japan trip one of the most successful and insightful trips ever!

Japan Lean Tour Videos - Day One and Day Two

2011-11-19T06:49:00.000-08:00

Due to some technical issues, our Japan Lean Tour videos were not created "real time" as we have done in previous trips - our apology!

We are slowly getting that sorted out and will be uploading videos from each day shortly. Here are Day One and Day Two videos:

Day Two - Japan Lean Tour

Day One - Japan Lean Tour

Funny photo of the day

2011-11-18T23:22:00.001-08:00

From Tokyo....

"Huh??"

Vancouver Greenbelt Graduation!

2011-11-18T16:36:00.000-08:00

Today was an exciting day for our Greenbelt Operations Vancouver participants who had a wonderful graduation celebration at Terminal City Club. We would like to congratulate the group on all their hard word and dedication towards the Greenbelt program. They are all now well equipped to bring continuous lean improvements into their work environment and will motivate others to learn and do the same.

This close knit group shared lots of laughs and created their final video with the theme from the popular TV series, "The Office." It will be posted on our youtube channel shortly, so please check it out when you have a chance for your entertainment!

Each graduate received their own customized Lean Greenbelt Certificate.

Here's a photo of all 19 participants, plus Lean Sensei coach, Andrew.

Lucy was nominated as the Greenbelt grad speaker .

Chris was the other Greenbelt grad speaker nominated. Both had excellent presentations!

Photos of the day

2011-11-18T06:00:00.001-08:00

Our last day in Japan!

Thank you Daiwa House!

2011-11-17T22:22:00.001-08:00

Amazing Daiwa House Visit

2011-11-17T19:00:00.001-08:00

This may be the best tour ever!

Where is Mr. Sensei now?

2011-11-16T23:10:00.003-08:00

In Kyoto

Photos of the day

2011-11-16T23:10:00.001-08:00

Best bento box ever!

2011-11-16T19:56:00.001-08:00

We are at Mitsubishi Electric

2011-11-16T19:48:00.001-08:00

Day Three best photos of the day

2011-11-16T06:42:00.001-08:00

Toyota Museum in Nagoya

2011-11-15T23:00:00.001-08:00

Amazing place!

Mini Toyota factory

2011-11-15T20:42:00.001-08:00

Traditional Japanese lunch

2011-11-15T20:41:00.001-08:00

.... Including jellyfish dessert which April is eating!

We are at Toyota

2011-11-15T20:34:00.001-08:00

Taking tours at Toyota...and visiting Toyota Kaikan.

Day 1 of the Cycle-Time Reduction Kaizen at Igloo Manufacturing

2011-11-15T15:29:00.000-08:00

Today was day 1 of the Cycle-Time Reduction Kaizen for our Greenbelt Edmonton participants which was held at Igloo Manufacturing. The two last photos show the teams in the Gemba, where they used lean tools such as Value Stream Mapping, Spaghetti Diagram, Load Leveling, Root Cause Analysis, Brainstorming, Value Graph, etc. to improve the process. Today, they are mapping out the current state (Standard) of the processes and their goal is to improve the Cycle-Times of the processes by at least 20%.

They will spend tomorrow and Thursday at the hosting company working on the Kaizen Blitz and Report-out. On Friday, the participants will have Bob lead a Myers Briggs Type Indicator workshop.

Our Greenbelt Edmonton Team

2011-11-15T09:15:00.000-08:00

Here is a glimpse from day 1 of Module 2 in Edmonton. The team is demonstrating their creation of an ice-breaker. This week, the group is fortunate to have Kenneth Leung, a Master Black Belt in training with Lean Sensei, help facilitate the Edmonton Greenbelt's with our Lean Sensei coach, Bob.

The participants are under-going the paper airplane simulation exercise where lean principles of takt time, line balancing, cycle time, and kanban are evident.

Best photos of the day

2011-11-15T06:36:00.001-08:00

.... day two of Japan Tour

279 km per hour

2011-11-15T06:32:00.001-08:00

Traveling to Nagoya on bullet train at 279 km per hour max speed!

We are at Toyota forklift

2011-11-14T19:02:00.001-08:00

We are learning so much about Toyota supply chain and inventory system

Day Two Japan Tour

2011-11-14T18:59:00.001-08:00

.... is about to start. We are on our way to Toyota forklift and then traveling to Nagoya today.

Day One - Japan Lean Tour Video Summary

2011-11-14T14:43:00.001-08:00

Greenbelt Programs This Week

2011-11-14T13:26:00.000-08:00

While our Blackbelt participants are experiencing Japanese and Lean culture this week, back in Canada, Lean Sensei International has a Greenbelt Operations Vancouver module 3 program with Lean Sensei coach, Andrew. This is an exciting week for the group as they will be graduating on Friday and receiving their well earned Lean Certified Greenbelt plaque.

Today in Edmonton was the kick-off day for Greenbelt Operations Module 2 program with Lean Sensei coach Bob. We wish them a great week filled with lots of insightful ideas to implement lean!

Here is a group picture of our Greenbelt Operations In-House program in Winnipeg.

Best Photos of the day

2011-11-14T06:42:00.000-08:00

First day evening in Ginza

2011-11-14T05:30:00.001-08:00

We are finally able to enjoy dinner after a busy first day.

Now we are in Asakusa

2011-11-14T05:29:00.001-08:00

.... learning about Japanese culture!

Tokyo tower visit!

2011-11-13T21:29:00.001-08:00

We are starting our tour!

2011-11-13T21:28:00.001-08:00

First Tour

2011-11-13T21:27:00.001-08:00

We are at Nippon Express Johnson & Johnson global distribution center.

Japan Program Introductory comment

2011-11-13T06:50:00.000-08:00

Japan Lean Tour about to start

2011-11-13T06:48:00.000-08:00

Japan Lean Tour program officially starts tomorrow! Japan is a country like no other in the world. It built its economic power through manufacturing over the past several decades, earning a reputation around the world as the “lean specialist.”

Even though many lean best practices can be found throughout North America, the truly “serious” lean practitioners still find that Japan is the only place that can showcase lean implementation in its purest form. This is partly because lean can be seen in everyday life in Japan, not just in production or engineering. People who travel to Japan are fascinated by the fact that even restaurants and gas stations utilize lean in a way North Americans have not imagined. It’s difficult to truly appreciate lean until you have seen and experienced Japan hands-on.

Lean Sensei International is proud to have taken a group of North American lean practitioners to Japan for the past several years. We have taken more than 500 people to Japan.The program is intentionally designed to provide both educational and cultural exposure to Japan through various plant tours and historical sites. Tours have been arranged with such big hitters as Toyota and its suppliers, but also with smaller players that can showcase different levels of lean implementation.

David Chao, who was born and raised in Japan and therefore is fluently bilingual, will accompany the group along with Joey Higuchi. They will provide cultural and lean insights throughout the trip.

We are thankful and appreciative to be able to return to Japan after experiencing March 11th earthquake personally this year. Please pray for safe and insightful trip for all members involved.

Japan Lean Tour is part of Lean Sensei International’s “Lean Executive Program.” and also a standard module in our blackbelt program.

Why Japanese are so healthy part II

2011-11-12T05:53:00.001-08:00

Japanese love mushrooms, which are anti-aging naturally and help promote overall health. Visit to a local supermarket reveals that they sell more than 20 types of mushroom!

"ZEN" washroom

2011-11-12T05:23:00.001-08:00

Everything in Japan has a sort of "zen-ness" feel. It's all about balancing nature and human interaction - in a way that promote harmony and peace. I don't normally take a photo of washroom in a restaurant, but this place had such a remarkable interior design that I couldn't resist taking my iPhone out to take a quick shot. The washroom even has a mini oven that holds hot towels to refresh your face and hands. Even the toilet seat lifts up automatically when you approach it. Wow.

Why Japanese are so healthy

2011-11-11T15:49:00.001-08:00

Just look at the breakfast they eat....

grilled salmon, seasoned white radish, simmered carrots and lotus roots, steamed eggs, and plain tofu.

..... and that's why they have the highest life expectancy in the world.

Beautiful sunny morning in Tokyo

2011-11-11T15:38:00.001-08:00

Some of the participants are arriving today, so we are glad that weather is turning out to be wonderful.

Tokyo is quiet

2011-11-10T19:51:00.001-08:00

Tokyo tonight is surprisingly quiet perhaps due to economic downturn but also because Japan is in energy conservation mode. The buildings are dim and everything is in quiet mode.

Mr. Sensei

2011-11-10T19:35:00.001-08:00

is in Shinjuku, Tokyo

Winnipeg In-House Greenbelt Program

2011-11-10T15:07:00.000-08:00

This week, our Lean Sensei International coach, Andrew, is training a Greenbelt In-House program in Winnipeg. Here are two pictures of the group working on Value Stream Mapping during Module 1.

Photo of the day

2011-11-10T13:17:00.001-08:00

Beautiful fall in Vancouver

Japan Lean Tour starting soon

2011-11-10T08:01:00.001-08:00

Please keep an eye on our blog page over the next several days as we will soon be launching our highly anticipated Japan Lean Tour.

I've just arrived in Japan and the group is arriving this weekend.

Where is Mr. Sensei today

2011-11-09T13:27:00.001-08:00

Getting ready to fly out to Japan!

How Akio Toyoda wants to Reboot the Toyota Culture Article

2011-11-08T11:34:00.000-08:00

Source: Automotive News, How Akio Toyoda wants to Reboot the Toyota Culture

Photo credit: Reuters

In the last couple of years, ongoing challenges continue to impact Toyota. With the global financial crisis forcing Toyota to close down many factories it had worked hard to expand, critics have claimed the growth in pursuit of profits came at the expense of quality and innovation. Since the yen is at an all time record high, this has resulted in damaged price competitiveness. Also, Japan's earthquake and tsunami combined with floods in Thailand, has created severe supply chain disruptions.

However, Akio Toyoda has plans to reboot the Toyota image and brand reputation despite arising competition from Volkswagen AG, Nissan Motor Co., and Hyundai Motor Co.

"In the short term, you win some and lose some. But we're working hard to build Toyota into a company that attracts investors who would look back 15 years and be glad they owned our shares. It's the difference between thinking of 10 years in the span of 10 years, versus 10 years as a part of 100 years."

- Akio Toyoda

To read more about Akio Toyoda's future plans to reboot Toyota, refer to the Automotive News article below:

No longer the beast, Toyota strives for Beauty

Chang-Ran Kim

Automotive News
November 7, 2011 - 12:01 am EST

NUERBURGRING, Germany (Reuters) -- As Toyota Motor President Akio Toyoda passed the banged-up Aston Martin Zagato in his Lexus LFA on the Nuerburgring race track last month, he figured that was it for the British race car.

Toyoda and Aston Martin CEO Ulrich Bez, both recognized for their contribution to motorsports by the German auto industry this year, were meant to switch cars later and cross the finish line side by side -- Bez in the Lexus, the Toyota chief in the Zagato.

"I thought, 'that doesn't look good," Toyoda, an amateur racer, recalled after the four-hour endurance race at the track, in Germany's Eifel region. "I think everybody did."

The mishap seemed like a metaphor for the road his company has travelled since Toyoda took over more than two years ago.

His appointment in June 2009 came as the $115 billion company reported its first loss in decades, after the global financial crisis forced it to idle the many factories it had built over a decade of relentless expansion. That growth in pursuit of profits came at the expense of quality and innovation, critics said.

Akio Toyoda, the first member of Toyoda family to take the helm since 1995, vowed at the start to take the
automaker founded by his grandfather "back to the basics" of building cars that made people happy.

Barely six months later, the company plunged into its worst quality crisis in decades. Toyota took a firestorm of criticism over the slow response to recalling millions of cars to check for faulty accelerators in the United States. The safety crisis, which forced Toyoda to testify before Congress in February last year, threatened Toyota's reputation and continued success in its most profitable market.

Today, even as the world's biggest automaker is turning the corner on that crisis, with new evidence indicating human error and not faulty electronics was the cause behind most of the cases of unintended acceleration, things hardly look any better.

The yen, hovering around record highs, is hurting its price competitiveness. Japan's once-in-a-millennium
earthquake and tsunami and Thailand's historic floods, have caused severe supply chain disruptions.

But perhaps the biggest challenge for a company Nissan CEO Carlos Ghosn used to call "the Beast" is Toyota's brand image as a maker of durable and environmentally friendly cars -- but not much else.

Once the world's most envied car maker, Toyota is no longer the benchmark for rivals such as Volkswagen AG or Nissan Motor Co. That honor these days goes to a fast-rising Hyundai Motor Co., whose stylish cars are making Toyota's look blander than ever.

"Toyota can't get by with its quality reputation alone anymore," said Kurt Sanger, a Tokyo-based auto analyst at Deutsche Securities.

"Fairly or unfairly, that's been tarnished by the recalls. But even before that, the other guys were getting better
while introducing more interesting products. For Toyota to just continue to do what it was doing was not an option. It ignored that for awhile."

Toyoda, a self-proclaimed 'car guy', acknowledges in an interview with Reuters at the race track in Germany that his company may no longer be the beast, but it can still try to be the beauty.

His quest is to reboot the culture of a company that hasn't been sexy for years. He wants investors to give him a longer time-frame to do that -- even if it takes another decade or so.

Grand entrance

At media events, the 55-year-old Toyoda is known for his grand entrances driving a car, whether it's in the all-new Camry at Toyota's factory in Kentucky or a 30-year-old Kijang truck in Jakarta. At staid company functions, he brings in an LFA and starts the engine, filling hotel banquet rooms with the smell of gasoline and the rumble of the supercar's V10 engine.

"By the next day, no one will remember the speech I made," Toyoda, dressed in a red racing suit, said before the Oct. 15 race at Nuerburgring. "But they'll never forget that sound and smell."

Earlier this year, young men and women offered a job at Toyota in Japan were invited to the company's test track to celebrate. As they stood facing a stage to be introduced to Toyota's race car drivers, Toyoda circled the track on an LFA for sound effect.

"Nobody knew it was me. After the introductions, I pulled up to make my remarks," he said proudly, flipping through photos from that day on his iPad. "In those remarks, I asked them if they liked cars and that if they didn't, they shouldn't bother joining."

Toyoda's campaign to inspire the group's 300,000 employees to build more exciting cars was strengthened, he said, when he appeared on CNN's Larry King Live after the grilling from U.S. lawmakers last year. The turning point from that trying saga, Toyoda said, came when King posed his final question: What car do you drive?

"I thought to myself, should I say Prius? Would that sound good?" he remembered. "But then I decided to just let go and I felt a smile return to my face. I told him, 'I drive about 200 a year. I love cars.'"

Toyoda said the incident made him realize that focusing on the product is what saved him from a crisis he had
assumed would lead to his early resignation to take responsibility for the recalls.

He renewed his vow to lead Toyota into a new chapter with cars as the leading protagonist, declaring the day of the U.S. congressional hearings -- Feb. 24, 2010 -- the beginning of a company renaissance.

Hyundai threat

But making good cars requires profits, and profits have been tough to come by lately.

The yen's persistent strength has been especially tough for Toyota, which exports about 1.5 million vehicles from Japan, nowadays at a loss. Even though the dollar is nowhere near the 90 yen Toyoda says is appropriate, he has vowed to keep building at least 3 million vehicles a year in Japan -- three times that of Nissan or Honda Motor Co. Toyoda says the company has a social obligation to protect jobs and keep a strong manufacturing base in Japan.

That commitment only strengthened after the March 11 disasters, and became the source of a public "debate" earlier this year with his chief financial officer, Satoshi Ozawa, who noted that building all those cars in Japan defied logic.

All the while, Hyundai has been borrowing from Toyota's business model to become a global powerhouse, helped in part by various free trade agreements Seoul has signed and a relatively cheaper currency.

While motor journalists such as Tetsuya Kato welcome Toyoda's new focus on making hotter cars, he said
success wasn't guaranteed.

"The Koreans are really coming at them," said Kato, publisher of Japan's Car Graphic magazine. "If Japan keeps going at this snail's pace (with free trade deals), there's a real possibility that Japanese automakers will lose."

Toyoda has no qualms about putting the front-runner label on Hyundai, and isn't interested in the noise about
losing the title as the world's top-selling automaker -- something that could go to Volkswagen this year.

"I think Hyundai is making great cars, and in some ways I think we're trailing them," he said in the interview.

"We have so much more room to improve. But as long as you know that - it's like Steve Jobs said at the end of that speech: 'Stay hungry. Stay foolish.' Those words really spoke to me," he said, referring to the commencement address the late Apple CEO delivered at Stanford University in 2005.

"In the short term, you win some and lose some. But we're working hard to build Toyota into a company that
attracts investors who would look back 15 years and be glad they owned our shares. It's the difference between thinking of 10 years in the span of 10 years, versus 10 years as a part of 100 years."

For now, though, investors aren't impressed -- Toyota's shares are down 20 percent so far this year while
Hyundai's have surged 25 percent.

Change agent

While Toyoda may want to be judged over the long term, those who know him say he is constantly challenging the status quo and grows irritable when he senses resistance to change.

He holds weekly meetings with his five executive vice presidents in a free-flowing style with no prepared
documents -- a departure from past practice.

Soon after the recall debacle, Toyoda gave regional operations more autonomy to make the company more
nimble. In a management shake-up this year, he slashed the number of directors to 11 from 27 to speed up
decision-making.

A few of his own speedy decisions, though, have raised concerns in some quarters that Toyoda was perhaps
flouting Toyota's process-driven, consensus-building culture. One employee wondered whether Toyoda's was a top-down management style -- like Apple's Jobs -- and whether he had it in him to take the blame for any major missteps he might make.

"I get the sense that he listens carefully to people when the subject is outside his comfort zone," said the
employee, who declined to give his name or rank. "What I'm not sure about is whether he'll do the same in areas he's familiar with. And when he makes that executive decision on a car, for example, and it turns out to be a flop,would he take responsibility?"

Toyoda surprised even his chief engineer, Takeshi Uchiyamada, with last year's shock tie-up with Tesla Motors Inc after only a month after hitting it off with the electric vehicle start-up's young founder, Elon Musk. In the end, the executive vice president credited Toyoda for achieving his main goal of having the Silicon Valley company's entrepreneurial spirit rub off, at least on a small scale.

When the Tesla team came up with an electric prototype of Toyota's RAV4 crossover in just three weeks to
display at the Los Angeles auto show, young Toyota engineers challenged themselves to do it faster.

"They used their own free time and converted an old (Toyota) MR-S sports car into an electric car in 16 days," Uchiyamada recalled earlier this year. "If we did things the old way, we wouldn't even have a proposal in that time."

Another executive said the skepticism will never end because of the baggage that comes with Toyoda's name.

"He'll just have to be judged on his achievements when his tenure is over, whenever that may be," he told Reuters by telephone, requesting anonymity.

"But from my perspective, he's already got a proven track record. All the big decisions in the past two years have been his; pulling out of Formula One, for instance, and the various tie-ups with other companies such as Tesla. I think he's a talented leader, and a decisive one."

Analysts said it's too early to say whether Toyoda will succeed.

"But back in the day, they used to say that Ford went downhill because the company grew too big, and the bean counters became too powerful," said Tatsuo Yoshida, an auto analyst at UBS Securities. "If he can really steer the focus back to products in areas that aren't directly involved with making them, like R&D, I think it would be good for Toyota's corporate culture."

Revamping Lexus

Toyoda is focusing first on his premium line, hoping to seduce customers with a revamped Lexus.

In April, he created a direct reporting line to himself for the Lexus division, personally testing the latest GS 350 sedan at Nuerburgring many times. The car was then re-engineered for a more rigid body, lighter suspension and reduced body roll, among others. The 2012 Camry, launched in August, was also sent back for major modifications, especially to improve the interior.

"As a true car guy he really gets into the weeds in design, development and production," Jim Lentz, head of
Toyota's U.S. sales arm, told Reuters in an e-mail. "He has our associates and dealers excited about the business and the future again. He is exactly what we need at this point in time to get back on track."

Lentz said empowering each region has allowed for faster decisions to meet local consumers' tastes.

"I think you see evidence of that already in the Camry and will continue to see it as we launch 20 all-new cars and trucks over the next several years," he wrote.

Toyoda said it was only a start.

"I think we exceeded some level of expectation with it," he said about the remodeling of the Camry, America's best-selling car.

"But I'm talking about much, much more than that. I don't want it to be about rolling out a new car for a scheduled model change. I want people to be wondering, 'What's the next Corolla going to be like?' and be full of anticipation. It's going to take time, but that's the kind of car launch we're aiming for."

Deutsche's Sanger said it will take a few more years to see any transformation because cars typically take three to five years to develop.

"But it's a good thing to see someone who wants to talk about product at Toyota," he said. "If that translates into more engaging vehicles, then ultimately that has to be better for everyone. The people making them should sell more of them, the people selling them should get a better price from them, and investors should see better returns because of that. The success or failure of the next generation of products will be his legacy."

"We did it!"

Toyoda and his company have a ways to go, but they are clearly trying to root their new corporate culture at least in part at the race track.

As Toyota prepares to launch the first Toyota-badged sports car since 2007, it is doing so without top test driver, Hiromu Naruse, who left his mark on some of its most iconic cars such as the 2000GT, Celica, and Supra.

Naruse was also the reason Toyoda gave up his weekend golf routine and hit the tracks more than a decade ago, after he criticized the young executive for being ignorant about the finer points of driving. Toyota's revered test driver died last year just outside Nuerburgring, crashing the LFA he had helped fine-tune.

At the four-hour race, a lesson for Toyota's mechanics came unexpectedly in the form of Aston Martin's crash.

Barely one hour into the race, the Zagato driven by Aston Martin's Chris Porritt was towed back to its tent after getting rear-ended and crashing off the course. The back end was smashed in, the front was banged up and it was leaking fluids. Toyota's Gazoo Racing staff, like Toyoda, figured it was over.

Aston Martin's mechanics didn't. Although the race was lost, they were determined to patch up the car enough to give Toyoda one last lap for the finish.

"They set that goal and reached it, despite the pressure of putting a V.I.P. in the driver's seat," said Toshiyuki
Sekiya, a chief mechanic for the LFA. "That's a decision we may not have been able to take. It's given us
something to think about."

With just minutes left on the clock, members from both teams rolled the bright-green Zagato, its headlights
covered in duct-tape, onto the track for Toyoda's final run.

Against the odds, the LFA and Zagato crossed the finish line at the last straightaway in tandem, as Gazoo Racing and Aston Martin's members cheered from the sidelines.

A beaming Toyoda and jubilant Bez emerged from their machines, embraced, and posed for the cameras.

"We did it!" they kept saying. "We did it!"

Entire contents ©2011 Crain Communications, Inc.

Last chance to go boating in Vancouver

2011-11-08T02:06:00.000-08:00

It's getting cold here in Vancouver.... so we realized last week that our chance to go out on the water and catch some fresh crabs are limited. This past week, our staff were able to take advantage of the sunshine and were able to go outside to enjoy the sun and the water.

Did you know both Bob and Jessie are LSI's "official" boat drivers? They are ready to take our Greenbelts and Blackbelts out on the beautiful waters of Vancouver next spring when the weather gets warmer again.