Several attendees of the Coffee Chats requested to be involved in the upcoming Community Focus Groups to exchange ideas on recovery; which will be conducted on Wednesday, May 20 at 12:30EST.
The Focus Groups will break-out into 2 individual virtual sessions to discuss one of the following topics:
Work at Home; HR implications / Employee engagement
Operational changes; new efficiencies; scheduling, PPE, social distancing etc.
We all have something that is very important to share:
If you or your colleagues would be interested in participating in any of these 3 topics, please contact: email@example.com
These sessions are open to both VOE-Network members and non-members alike to continue our tradition of “We’re all in this together” .
May 20, 2020 | 1:00 pm to 2:00 pm
Steven J. Spear Dr. Steve Spear, DBA, MS, MS, is known as author of “Decoding the DNA of the Toyota Production System,” “Fixing Healthcare from the Inside, Today,” and The High Velocity Edge. He is also inventor of the See to Solve system, a portable andon for connecting distributed workforces to centralized resources. Spear’s work on managing complex operations to establish a fast-paced dynamic of self-correction and self-improvement has found expression in the Alcoa Business System, Pratt and Whitney’s Engineering Standard Work, DTE Energy’s operating system, the Pittsburgh region’s "perfecting patient care system," and in enterprises spanning many verticals.
Spear has been advisor to a U.S. Secretary of the Treasury, an Undersecretary at the VA, a Chief of Naval Operations, and the head of the Army’s Rapid Equipping Force. He has degrees from Harvard, MIT, and Princeton. A board member of the Greater Boston Manufacturing Partnership and the Maimonides School, he lives in Brookline, Mass., with his wife Miriam, an architect, and their family.
The post-COVID-19 economy won’t restart smoothly. It will be characterized by fits, stalls, and reprioritizations. That means the products and services the market will reward will change as will the business processes by which those new (or at least updated) offerings are designed and delivered. In constructing the new, some leaders will think they have an answer and push it to the field for "deployment." Given their best answer is based on experiences that are poor approximations of changed circumstances, that approach is unreliable. In contrast, others will realize they can’t pull on the past to create answers for an unfamiliar future, so they will broadly distribute opportunity to experiment — pulling in those diverse experiences to be synthesized into a collective best sense of how to proceed. Predication? The former will struggle and the latter will cruise.
During this webinar we will:
:To register for this free webinar, please go to our Events page: www.voenetwork.com/coming-events.html#!event-list
Daily routines have become upside-down for some.
Standardization can be comforting both at work and at home.
Here is a wonderful "checklist manifesto" that can keep our minds and souls chugging away.
Even in pajamas.
Lean Belt Certification Training is a great way to get your staff, new and not-so-new, on the same page and to mobilize them to identify waste in operations and processes. When finished with belt certification classes, the successful candidate will be able to participate in lean activities as a stakeholder and customer.
The VOE Network is proud to offer online self paced lean certifications. Over 100 members have already taken advantage of this great opportunity to learn and grow.
Want to hear more? Go to the Belt Certification tab for FAQs or use the link below, see past alumni, and learn how to register!
Kevin J. Ryan from Inc Magazine offers 3 simple tips to consider when preparing for reopening:
1) Monitoring Employee's health
2) Infrastructure ideas
3) OSHA Guidelines
Read the brief article here:
Practice makes perfect...
Author Michael Balle gives us a an idea of the how preparing for the small daily crises can help with dealing with the large-scale crises like COVID-19.
Michael reminds us that
"Faced with any problem, our instinct is to correct, rework, or reschedule. What lean asks us to do is look at the smallest incidents and ask “why?” so that we can create recognizable repeated experiences and learn to do the task with less risk of a glitch, a breakage or an outage. In my wine-glass analogy (in the article), this would be realizing the wine glasses are stored in a really awkward place and tricky to grasp.
Read more here:
"Continuous Improvement helps people help animals..."
Tools and concepts can be intimidating, and videos can only show so much. We want to help you get started on the right foot, and be as successful as possible!
Contact us and we will do our absolute best to assist in any way possible, and put you in direct contact with an experienced Continuous Improvement practitioner.
Sends us an email at: firstname.lastname@example.org