May 2015

New videocasts on Lean Management with Gad Allon, Professor at the Kellogg School of Management

Gad Allon joins the CrossKnowledge Faculty and talks about how to reduce the sworn enemy of your organization: waste, with practical tips that you can apply to your own business.

Lean Management is not only a set of rules and regulations, but also a philosophy, relevant to everyone from services to manufacturing, SMEs to NGOs, as well as multinationals. This new program from CrossKnowledge seeks to answer the fundamental question: “what is your organization’s ideal process and how can you get closer to it?”

Learn to master indispensable tools to implement Lean. More importantly, learn how to identify and reduce your organization’s biggest sworn enemy: waste.

Gad Allon is a professor at the Kellogg School of Management, he is an internationally acclaimed expert in operations management. He was also recently rated among the 40 best Business School professors under 40 by Poets & Quants.e-l.

 


Lean Management: a series of new videocasts by CrossKnowledge and Gad Allon.

Watch in exclusivity the first videocast: ‘Today’s solutions must be tomorrow’s problems’

 

The training program in detail:

Each Videocast is avaliable in 7 languages: English, French, Spanish, German, Dutch, Portuguese and Italian.

Prevent mistakes before they happen

Lean and mistakes don’t mix. Why? Because fixing mistakes is a wasteful, costly activity. Lean not only encourages us to correct mistakes as early as possible, but as Gad Allon underlines, we should go a step further and design processes to safeguard against mistakes. By preventing mistakes before they happen, the advantages are numerous!

Today’s solutions must be tomorrow’s problems

One of the most important ideas in Lean is that improvement must be continuous. Many firms don’t go far enough or aren’t persistent enough in their search for solutions, which can be a costly mistake. In this videocast, Gad Allon tells us about how one company decided to fix a basic problem. But the solution actually became a huge problem later on…

Use digital technologies to gain in visibility

To be Lean, you’ve got to have excellent visibility in the process. But in complex processes, this can be extremely challenging for managers because visibility is reduced, making it difficult to direct your attention to the right place at the right time. Digital technologies have made it easier to get a better view of your process. In this videocast Gad Allon tells the story of how one company harnessed technology to make sure they saw what they needed to, when they needed to.

Try cellular layout for improvement and growth

Traditionally, organizations physically group resources (people and machines) according to their function. But Lean encourages organizations to rethink the way they organize their resources. The tool is called cellular layout: instead of organizing people and machines according to their function, what benefits would stem from organizing them around the value stream? Gad Allon cites the example of a life insurance firm and reveals how this approach can work for everyone.

Digital technology eliminates even more waste!

Lean attempts to reduce levels of inventory within the process, reduce waiting and optimize the process so as to produce services or products just in time exactly when they are needed–not early, not late. One of the techniques to do so is called Kanban, which consists in authorizing upstream stations to send work downstream. While traditional Lean practices use physical Kanban cards, Gad Allon reveals the numerous advantages of using digital “e-Kanbans.”

To be lean, take a walk

One of the fundamental principles of Lean is that top management must be close to front-line staff. By doing so, the manager will gain valuable insight into the daily realities of his/her staff. Gad Allon illustrates this technique with a real-life example and shows the enormous benefits that stem from such practices.

Hold your horses, improvement takes time!

One of the big challenges of Lean comes from the fact that everything is put into question, all the time. If we adopt the philosophy that says “Today’s solutions are tomorrow’s problemshow can companies and managers better prepare to take on a philosophy where total satisfaction never exists?

Going lean: can your organisation do it alone?

Lean operations can be a bit intimidating for many managers. There’s a lot to know: techniques, philosophy, tools… Sometimes managers trying to go Lean may feel overwhelmed and often wonder if they need to bring in external consultants to help implement Lean. In this videocast, Gad Allon will help you weigh the risks and benefits of either choice.

Use front-line staff as a second pair of eyes

One of the main ideas in Lean is about inclusion. Within the firm, Lean is supposed to be universal. Everyone is on board, everyone is dedicated to making sure Lean ideas and principles are put into play. In this videocast, Gad Allon reveals how getting front-line staff involved in problem solving can be beneficial to your organization and particularly how they constitute an invaluable resource for gaining in visibility.

If you want to see waste, look at a Coke can!

If there’s one bad word in Lean, it’s waste. Waste is Lean’s worst enemy. Lean seeks to make waste visible and then eliminate it. While it’s easy to think that major industries today have all found ways to perfect their operations, the example of an ordinary Coke can serves as a wonderful illustration of improvements that even huge firms should be focusing on if they want to save money and stay competitive.

Don’t push, pull!

Moving from a traditional Push system to the Lean alternative, a Pull system, can seem like a huge hurdle for many organizations. But in this videocast, Gad Allon delivers an example that underlines how easy adopting Pull techniques can actually be. In addition, Gad lets us in on techniques that are within everyone’s reach!

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