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DAY 1 - Embarking on Your Lean Journey

Jared Thatcher & Guests

LIVE SESSION: Wednesday, July 20th @ 6:30am PST

The Virtual Lean Summit® Kick-Off Live Session (with live audience interaction)

George Trachilis

LIVE KEYNOTE SESSION: Wednesday, July 20th @ 7:00am PST

KEYNOTE: The Harada Method: The People Side of Lean

Password: 602952

Speaker Bio

George Trachilis started his Lean journey in 1994 as a manager. After 10 years of leading implementation efforts, he
decided to start his own consulting firm. It grew to become one of Canada’s Fastest Growth Companies by 2006. The
government of Canada asked George to create an online course to teach his methods to the entire country. The course
became the book OEM Principles of Lean Thinking. By 2011, the course was offered globally and educated 100,000
students from 60 different countries. With twenty years of lean experience George embarked on a search for more
knowledge on the topic. In 2012 he forged relationships with Dr. Jeffrey K. Liker, best-selling author of the Toyota
Way, and Norman Bodek, the Godfather of Lean. Encouraged by both, he adopted a much deeper understanding of
Lean which stretches back to Japan, the origins of Toyota, and with a greater emphasis on the people side of Lean and
the process of thinking scientifically about change. Jeff Liker asked George to be his partner and co-founder of the
Lean Leadership Institute (now the Global Leadership Institute). His coaching is based on the book and online course,
Developing Lean Leaders at All Levels, which received the Shingo Research Award in 2016.

Session Summary

George Trachilis shares his personal and professional journey to becoming a global Lean coach and leader. You will
learn about his commitment towards building people to their fullest potential. George offers his insight into overcoming
leadership and organizational challenges by building a culture of continuous improvement. He challenges attendees
to think deeply about what *one* thing they are striving to achieve, and to remember that the driving force for any
improvement effort must be aligned to a True North focused on adding value to the customer. He also shares the five
steps of the lean leadership development model discovered by Jeffrey K. Liker. One of those five steps is committing to
self development. George shares how the Harada method discovered by Norman Bodek (1932-2020) is the best system
in the world for day-to-day management. Shohei Ohtani (a.k.a. Showtime) used the Harada method as a sophomore in
Japan, he is now the best baseball player in the world.

Professor Bob Emiliani

LIVE KEYNOTE SESSION: Wednesday, July 20th @ 8:15am PST

KEYNOTE: You Need Kaizen

Password: 230968

Speaker Bio

Bob Emiliani is an engineer, researcher, author, teacher, and leadership trainer and coach. He worked in industry for 15
years and had management responsibility in engineering, manufacturing, and purchasing. Subsequently he worked as a
full-time professor for 23 years teaching various subjects related to progressive management.

Session Summary

“You Need Kaizen" How did Toyota create its management system? The secret is Kaizen, a practical combination of
industrial engineering, trial-and-error, and scientific thinking that inspires human creativity to solve difficult problems
in simple ways. This presentation will discuss the fundamental importance of Kaizen to any continuous improvement
activity and provide a deeper understanding of Kaizen to inspire its daily practice.


LIVE SESSION: Wednesday, July 20th @ 9:30am PST

Jared Thatcher

LIVE SESSION: Wednesday, July 20th @ 10:30am PST

Creating Collaborative Lean Networks

Password: 697922

Speaker Bio

Jared is host of the Virtual Lean Summit that you are attending. He started it in 2020 as a response to help small business
owners struggling as a result of the COVID lockdowns, by helping them see how using Lean principles could make a difference in their ability to Bounce Back. Demand for an annual event has led to this third annual summit. He works for the Port of Seattle as a Continuous Process Improvement (CPI) Program Manager, where he is working to create a Lean learning culture at the Port. He has created a Lean Port Network where together with other Ports, they work together to solve problems, share training resources, and collaborate to improve Lean at their various Port Authorities. Jared worked as a Lean consultant for companies like Nike, Mercy Corps, Alaska Airlines, Daimler Trucks, among others.

Session Summary

To be an effective Lean practitioner you need to maintain a curious disposition and be willing to learn. Creating collaborative networks of other Lean practitioners can help you not only learn, but by sharing and supporting others you benefit by learning too. In this session we will explore the benefits of establishing an internal Lean network in your organization
to build support for those on the Lean journey. We will explore why you should consider creating or joining an external network with others both in and out of your industry. And finally, we will explore creating a Lean network for your community. These can be a powerful tool to improve your results, learning, and creating a lasting Lean culture.

Elisabeth Swan

LIVE SESSION: Wednesday, July 20th @ 12:00pm PST

The Art of Reflective Inquiry

Password: 390084

Speaker Bio

Elisabeth Swan is the president of Swan Consulting & Associates, Inc., and co-founder of the Just-In-Time Café. She’s
the co-author of the “Problem-Solver’s Toolkit: A Surprisingly Simple Guide to Your Lean Six Sigma Journey: and a 30+-
year veteran of the Continuous Improvement industry. She’s a Master Black Belt, Speaker, Coach and Lean Six Sigma
consultant with a focus on boosting innovation, and leveraging people skills.

Session Summary

As a leader or a facilitator, you are often tasked with shifting the hearts and minds around you. This workshop uses
imagery, stories, and questions to spark discussion and reflection. The outcome is a fresh approach to engaging your
colleagues. We know the kinds of mindsets underlying the most successful organizations—but how do we encourage
them? Come join this 1-hour session to revitalize your transformational toolkit.

Steve Halpin

LIVE SESSION: Wednesday, July 20th @  1:45pm PST

Establishing a Lean Culture in Your Organization

Password: 560642

Speaker Bio

As the Director of LeanTeams, Steve can help to coach your staff to identify what your clients value and to eliminate waste
– the non-value activities in your organization. This approach grows your business and your bottom line.
Our associates have many years of practical experience in Lean Implementation, Programme Management & Change
Management to deliver better results for your business.
Over the past 10 years, our team have delivered over 50 Lean Business programmes, engaging over 130 businesses
groups and over 500 projects.
Participants have reported an average return of €15,000 per project representing a return of over €7,500,000 from our
training programmes.

Session Summary

Most of what is written about Lean Thinking educates us on the application of tools. However, the environment we work
in will go a long way to whether Lean thinking is sustained in an organization.

Ritsuo Shingo

LIVE SESSION: Wednesday, July 20th @ 3:00pm PST

A Lean Fireside Chat with Ritsuo Shingo

Password: 886238

Speaker Bio

Ritsuo Shingo graduated from Waseda University, considered one of Japan’s “Ivy League” schools, with a degree in
law in 1970, and joined Toyota Motors right after graduation. After more than ten years working in various positions
at Toyota in Japan, Mr. Shingo was transferred to Detroit, Michigan, USA, where he worked as a purchasing manager
for a few years. Mr. Shingo was then asked to help with the startup of the Toyota plant in Georgetown, Kentucky, USA.
After a few years in Kentucky, Mr. Shingo helped with the startup of the Toyota plant in the United Kingdom. Mr. Shingo
joined the China office in Japan where he worked on setting up potential ventures in China. Mr. Shingo’s experience
in China started when he was appointed president of Toyota’s joint venture operation in Chengdu, Sichuan Province in
early 1990. Mr. Shingo ran the joint venture company for three years before moving to Beijing to join Toyota’s China
office. After a little over two years working in that office, Mr. Shingo was appointed president of Hino Motors in China,
including the joint venture production facility in Guangzhou, China.
Mr. Shingo’s final assignment in China was president of the Toyota Research and Service Center, also located in
Guangzhou. He is currently leading the Institute of Management Improvement founded by his father, TPS pioneer
Dr Shigeo Shingo.

Session Summary

Years of practicing Kaizen has led Shingo-sensei to develop a simple yet powerful system for being a Lean Leader, Go
to Gemba (the place where the work happens) and show your back. Would you like to learn what that means and how
it is a powerful technique for leadership, then join us as we learn from someone who knew all of the players involved in
the creation of the TPS (Toyota Production System).

Day 1 Forum

LIVE SESSION: Wednesday, July 20th @ 4:15pm PST


Meet & Greet

LIVE SESSION: Wednesday, July 20th @ 5:15 PM PST


Michael Ballé


Lean Transformation

What Exactly Are We Speaking About?

Speaker Bio

Michael Ballé is a business writer, executive coach and organizational researcher. He has studied Lean transformations
for the past 30 years and helped CEOs to grow their own Lean cultures. He is the co-author of the bestselling Goldmine
trilogy - The Gold Mine, The Lean Manager, Lead With Respect - of The Lean Strategy, The Lean Sensei, and Lead With
Lean among other titles. His work has been translated in 10 languages and has received four Shingo Research and
Publication awards. He is the co-founder of Institut Lean France and Business Dynamics collection director at

Session Summary

When we speak of Lean transformation, what exactly are we speaking about? What do we transform. Lean is the only
management method that looks into what people think, not just how they behave. A sustainable Lean transformation
starts by 1/ transforming the mind of executives so they adopt the TPS as a success framework, then 2/ transforming
the relational protocols in the company with gemba, problems first and Kaizen, 3/ using visual tools to highlight learning opportunities and 4/ supporting people who step up in learning new ways of doing things and coordinating their
discovery process into company-wide innovation. The aim is to focus the business on value for customers, to raise the
level of officers’ thinking, to make sure that logistics work, in order to create the right environment for employees to
thrive in their jobs and contribute value to the best of their abilities.

Keonda W. Buford


Top 3 Ways to Build A Culture of Continuous Improvement

Speaker Bio

Keonda Buford’s career path has been a winding path of experiences. After earning her MBA at Northwood Universi-
ty in Midland, MI (December 2015), she obtained her Lean Six Sigma Blackbelt certification in September 2019. Her
first introduction into Process Improvement was in the late 90’s where she worked for an Engineering Consulting firm,
Trilogy International that had contracts with Ford Motor company. This is where she was introduced to process binders,
process mapping and improvements. She would later use Lean Six Sigma methodologies in various industries such as
home improvement, security, manufacturing, and retail. In June 2021, She was hired to work as a Lean Six Sigma Project
Manager with the City of Detroit. Her first assignment was to assist with the COVID-19 effort. COVID-19 highlighted the
health disparities within the minority community and the programs at the Community Health Corporation (a non profit/
Detroit organization) are designed to help individuals and families affected by the COVID-19 pandemic address their
immediate short-term necessities while supporting their long terms needs through targeting intergenerational poverty.
Her role is to assist the team in building their technology, data collection and improving their programs, processes &
procedures to allow the Community Health Corporation to focus on serving their clients.

Session Summary

This session includes the Top 3 Ways To Build A Culture of Process Improvement: Data, Stakeholder Buy-In, and
Organizational Inclusivity. Data is the most valued source of truth for us as a Continuous Improvement professionals.
Review & CLean data to establish a baseline to maximize organizational knowledge base and decision making related
to improvements, quality, and capacity. Stakeholder Buy-In is the most important step to the success of a Continuous
Improvement culture, creating a win/win buy-in through establishing trust, being accountable and utilizing data as a tool
to steer conversations. Organizational Inclusivity, is about involving employees at every level, valuing their opinions and
using their knowledge as Subject Matter Experts. Offering Greenbelt/Blackbelt courses organizationally will help build
the culture from the inside out vs. a continuous improvement professional building it from the outside in.

Samuel Crescêncio


Achieving Business Agility through

Safe Zones in the Transformation Journey

Speaker Bio

Samuel is a software engineer, author, trainer and entrepreneur with 28 years of professional experience. Passionate
about technology, process and people development, Samuel facilitates cultural and organizational transformation in
companies ranging from fast growing startups to large and globally distributed enterprises. A frequent speaker and one
of the founding leaders of the Brazilian and Latin American Agile communities.
Samuel has served as a member of the board of directors of the Agile Alliance between 2010 and 2015. He is the author
of the Lean Pyramid, a transformation framework that encompasses a deep set of Lean principles and tools to facilitate
transformation processes, optimizing from strategic planning, to operations and software engineering.
He is the founder of Leanit101.com, a company that develops people, methods and technologies to accelerate buiness
transformation with Lean, agile and digital.

Session Summary

In this talk we will explore the different aspects that need to be aligned during an organizational transformation
process, in search of real business agility. We will dissect the strategic, tactical, operational, and engineering aspects of
a company, in order to understand how to elevate business agility through the creation of safe zones. We will explore
common cultural clusters in modern organizations and understand how to leverage certain characteristics to increase
the delivery of results. We will also explore features of more structured transformation models that help the organization
rise to a standard. Safe Zones are a way to explore transformation following best practices.

Paul Deane


How Daily Management Meetings

Speaker Bio

An innovative continuous Improvement practitioner, with strengths in operationalising Lean systems, ISO9001,
manufacturing best practice and DMAIC projects. CSSC/ISSP certified 6 Sigma Black and Green Belts. Over 15+ years
implementing OPEX systems from zero base within global organisations with strong insight into engaging front line
staff. 25+ years working with large global organisations in Australia, NZ, Malaysia and UAE leading manufacturing and service operations of small and large teams, successfully deploying business improvement methodologies, working cross functionally with sales/marketing, engineering & R&D teams. His operational, service and manufacturing experience has covered chemical, industrial and food industries.

Session Summary

In our journey towards the goal of creating an operational excellence environment, we’re collectively not short of the
tools and how to deploy them but the real challenge is to engage our front-line people in the journey. How do we “win
the hearts and minds” of our most valuable asset, People, whereby they become eager to be part of the solution?
What are the right tools and how do we empower them to grow using these tools? Monitoring & reviewing data daily,
is the role of all operational staff (not just leaders) and provides clear direction for driving actions to effectively return to
target or create a step-change improvement. The ability to analyse and interrogate data is critically important to mature
systems. But conversely in young systems, managing and displaying the data correctly engages operational teams along
a journey to maturity.

Paul Dunlop


Building Daily Management

Speaker Bio

Paul is a Lean management consultant who has been running his consulting business for over four years. Paul’s passion is
to provide purpose and meaning for people in their daily work and to create high performing sustainable environments.
Paul’s business pillars are based on People, Process, Profit and Play and are actualised through consulting, training,
coaching and lego serious play – among other things. Paul remains a humble learner in all facets of life and thrives on
the principles of continuous improvement

Session Summary

Most organizations encounter similar challenges within their daily operations right through to their strategic focus and big picture planning. The number one impediment to effectiveness and improvement is, generally, poor communication. Our failure to communicate clearly, our failure to communicate consistently, our failure to be inclusive and consultative, our failure to be transparent and so on. Communication is regularly spoken about but all too often overlooked and undervalued in organisational life. We simply can’t move forward without changing the way we think about and deliver our communication. In a world of continuous improvement communication has some critical pillars: It is visual. It is frequent and consistent. It can flow freely through the organisation. It is highly structured. It is democratic. It is focussed on learning and improvement. The bedrock of any organisation’s Lean thinking is based around their DVM (Daily Visual Management) process. These daily communication structures happen at all levels of the organisation, across all stakeholder groups and disciplines. Continuous improvement is a practice. Practice requires a routine and it requires a particular form. A daily visual management routine helps us to establish this daily practice and, over the long term, the practice evolves into habit. It becomes muscle memory within an organisation.

Dr. William Harvey


Simplifying Continuous Improvement

Speaker Bio

William Harvey is committed to the advancement of progressive management. William has been practicing continuous
improvement for 20 years, spanning TPS, TQM, and TPM, and most enjoys leading transformation efforts in
organizations with a long-term view. In addition to professional practice and a commitment to lifelong learning, William
researched Toyota Kata for his doctoral program and has spent the most recent years practicing what he learned from
his research. William integrated continuous improvement concepts into the courses he teaches at the University of
Cincinnati with the overarching goal of developing learners through advancing critical thought.

Session Summary

Using a multi-disciplinary approach, William will share the benefits of the mentor-mentee relationship (e.g., apprentice,
Toyota Kata, GROW) to improve now without buzzwords. By integrating motivational interviewing, active listening,
scientific thinking, adult learning theory, and the spirit of Kaizen, William will summarize his 2019 research findings and
what he has learned by practicing the recommendations provided by his research participants through two continuous
improvement journeys.

John Hogg


Evolution or Revolution? The Story of Lean and
Continuous Improvement at the University of Strathclyde

Speaker Bio

John is a leader, coach, mentor and trainer with extensive experience of operating at an executive level and
developing, leading and managing successful teams in the Higher Education sector. Also experienced in strategy development, alignment of operational delivery and leading complex organisational-wide transformation and continuous improvement projects, delivering significant quantifiable benefits. John operates at a national and international level in the field of continuous improvement, leadership development and benefits management. John is currently Chair of Lean in Higher Education Europe and is a member of the Lean HE Global Steering Group. John is also a non executive board member at Glasgow Kelvin College and is also currently Chair of the College’s Audit & Risk Committee.

Session Summary

This session will focus on the importance of building the foundations at the beginning of your Lean journey. You will
learn about the approach taken at the University of Strathclyde over the last 9 years, lessons learnt along the way and
what the future holds.

Lee Houghton


Using the Lessons of Comedy to Overcome Resistance to Change – No Jokes!

Speaker Bio

Comedians make us feel emotion far quicker than most professions, is there a secret to this? And could this help us
overcome resistance? Getting fewer “That Won’t Work Here” or “We’ve Tried This Before” can be achieved by utilizing
the lessons of comedy and it doesn’t require you to tell ANY jokes. Learn how the most important things in comedy and
the 3 types of comic timing can help you deliver change more successfully.

Session Summary

Lee is the father of two amazing children. He is a business improvement coach who prides himself on helping people
and teams make today better than yesterday, a lot of people can say these things about themselves though. So what
makes Lee different is his random journey to get to where he has with, one pivotal moment in losing his best mate
‘Chris’ after his brave cancer battle that changed Lee’s life forever.Lee’s random journey has included writing 5 children
books, owning a bouncy castle business AND DJ, including 18 months Dj’ing dressed as a monkey.... all these things
have shaped his career from data input administrator to co-founding Get Knowledge in 2018.BUT, as a shiny object
syndrome sufferer, it was losing Chris that has sharpened his focus and desire to help people confidently deliver change.

Tiago Oliveira


The Gemba Walk as an Effective Tool

Speaker Bio

Tiago has had a broad level of experience as a leader with a background in manufacturing, industrial engineering, indus-
trial cost, and in Lean Six Sigma. That experience has also taken him internationally as he has worked in Brazil, Germany,
Italy, Hungary, Poland, Slovakia, Mexico, and currently in the USA. Originally from Brazil, Tiago earned his Bachelor’s
degree in Industrial Mechanical Engineering, a Master’s degree in Production Engineering, and a specialization degree
in Business Administration.

Session Summary

A critical component of practicing Lean is understanding and using the concept of the Gemba walk. The concept of
Go-and-See, is at the heart of gaining an in depth understanding of the process and starting to find solutions. Join us
as we have a conversation around the importance of embracing the Gemba Walk.

Tracey Richardson


The “Thinking and Doing” behind Toyota’s
Culture of People Development

Speaker Bio

Tracey has 34 years experience with Toyota Thinking in both Production and Human resources. A Coach, Influencer
and sharer of wisdom developing Executives to Process owners in any industry to move the needle on critical KPI’s and
alignment to true north goals. She was hired by Toyota Motor Manufacturing KY (TMMK) in 1988 at the start up of the
first North American Toyota plant, worked ten years on the production floor from hourly to management then moved on
to Human Resources as a trainer/Sensei. The creator of GTS6 + E3=DNA (Formula for Leadership Standardized Work)
Tracey worked one-on-one with Japanese trainers from Toyota Motor Corporation and was certified by the Toyota
Institute in Japan in the 8 step Toyota Business Practices Problem solving. Tracey and her husband Ernie Richardson
created Teaching Lean, which they incorporated in 2003--they travel all over the U.S. teaching and implementing Lean
Transformation in various industries, although she just retired this year. Be sure to follow her hashtag on LinkedIn,

Session Summary

The Toyota Engagement Equation (GTS6+E6=DNA) is the tangible actions behind the culture of developing, engaging,
and empowering people to make a difference in their daily work by connecting their processes outcomes to the Com-
pany’s true north! Standardization, Visualization and Communication are key components in measuring “how do you
know?” you have improved.

Horia Slușanschi


The Magic of Chartering Teams

Speaker Bio

Horia is passionate about finding joy in work and delighting customers. He enjoys practicing curiosity and learning to
change his mind about many things.

Session Summary

When embarking on a new journey, good preparation is essential. A Lean journey in particular requires inspiring every-
one on the team to engage and commit emotionally and intellectually to the journey ahead. This session will explore
some of the typical challenges involved in starting teams well, and will offer a range of countermeasures (overall referred
to as Team Chartering) that have been demonstrated to achieve excellent results in many cases.

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