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Your Presenters:

Jean Fuller Larry Miller Ray Dyck

STS and Lean

Purpose

To explore the possibilities of complementarity

between STS approaches and Lean

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Agenda

• Expectations and Starting Points – 20 minutes Jean/Ray

• What is Lean – 35 minutes Larry

• Case Studies * Ray/Jean– Case Study Summaries, Assign Questions to small groups – 20 minutes– Groups work on assigned questions – 30 minutes– Groups report out in plenary – 20 minutes

• Closing – 10 minutes Ray

* NOTE: Case Studies will be required pre-reading

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Expectations and Starting Points

• Select someone you do not know or don’t know very much• Take 3 minutes to share

– Your expectations vis-à-vis this segment of the workshop– Rate yourself re knowledge/experience with Lean and STS – 1, knowledgeable, 2

somewhat and 3 not familiar

• Meet up with another pair of participants and complete the grid you will be given– As a group of four, summarize your group’s expectations and starting points in regards to

this segment of the workshop.

• In plenary, share expectations and starting points.

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Who’s In the Room

Name Expectation STS Lean

Jean Understand differences and points of convergence between STS and Lean

1 3

Mary

Monique

Robert

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How would you characterize Lean?

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What is Lean?

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SEE PDF FILE

How would you characterize Lean

… any changes?

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Case Studies

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Case Study Summary:Team Based Redesign at CMCO (Fictitious name)

Ray Dyck

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Case Study Summary: Reconciling Top-Down and Bottom-Up Lean Implementation

Jean Fuller

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Case Study Assignment

• Break into Groups & Assign Cases• Each group/table will discuss the following questions:

– How were the Lean and STS approaches combined? In what ways was this effective or not?

– What are the lessons you take away from this case for your practice or for your company?

– What questions do you have for the consultants in these cases?

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Group Report-Outs

Capture on flip chart at front of class

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Closing

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