Lean Leadership Institute

OUR VISION

Our vision is to be the global leader in coaching excellence. We believe that the only appreciating asset in a company is its people. We consider every coaching assignment successful only after the targeted results are achieved, AND the people impacted are developed towards their true potential. We know that it takes ten times longer to develop people than it does to make improvements to a process. That’s why we engage everyone, every day, in making small improvements. We get them ready to the big changes which come from these small changes. Every project is organized for long-term sustainability by developing the team within the Lean Leadership Development Model;

  • Live the Core Values of the Organization,
  • Commit to Self-Development,
  • Support Daily Improvement,
  • Coach and Develop Others,
  • Create Vision and Align and Cascade Goals Everywhere.

OUR MISSION

We believe in a world-wide system approach to solving problems. We have adopted the world recognized Lean Leadership Development Model to align our Lean community in a global standard-way of implementing Lean for sustainable results. Of course, through it’s people.

OUR VALUES

values

THE CENTER OF OUR LEADERSHIP DEVELOPMENT MODEL

We realize that any type of development must begin with values, there needs to be a purpose. The purpose for a person is to live your values and continue to develop yourself to better to contribute to society and your family.

CHALLENGE

A company purpose may be a little different. At Toyota that set of values begins with challenge.  It's strongly believed and even assumed within Toyota, that people need to be challenged or they won't improve the way we know they can.

KAIZEN MIND

The next value is Kaizen mind means you think naturally in a disapproving way about any imperfection, any waste anything that doesn't fit the ideal.

GO AND SEE

A strong value, of going and seeing first hand.  We have incredible amount of information available to us on the computer, on the internet, and our corporate databases. You need to go to the Gemba - where the work is being done – to get a true perspective of the current condition.

TEAMWORK

This value contains a little bit of complexity. It is both individuals developing as well as individuals who are developed, working together, ensuring that the team is going to be stronger. But the team cannot be any stronger that the strength of the individuals. Team development and individual development go hand in hand.

RESPECT

Respect is a very, very strong value and must be present in everything you do and everybody you interact with.

OUR PROCESS

process2

STAGE 1 – COMMIT TO SELF DEVELOPMENT

To work towards perfection on yourself you need to be committed to developing yourself. This means learning to live the True North Values and when you need to learn it step by step you can't go from being an amateur to a professional overnight. Developing the skills, you need to both continuously improve and respect people living the values.  As you develop yourself you can begin to start Stage II.

STAGE II – COACH AND DEVELOP OTHERS

A key part of being a leader is you are developing others and your goal as a Lean Leader is not to force people to follow your way but to develop them so they have the capability of contributing in the right way for your organization.  They understand the corporate culture so they understand the True North Values and they're striving to develop themselves.  Then you'll get to the level of Daily Continuous Improvement or Kaizen and a lot will happen somewhat autonomously.

STATE III – SUPPORT DAILY KAIZEN

We don't belief in self-directed work teams, but the work group will begin to become more autonomous, then you have to support them in a somewhat different way.  You can now set those difficult goals in a way that's aligned across the organization and from top to bottom.

STAGE IV – CREATE VISION AND ALIGN GOALS

The method for doing this in Japan is called Hoshin Kanri.  Toyota is not the only company to use this method, it's part of Total Quality Management. It’s the method adopted to align goals, but you can't align goals and expect to get result unless you have an organization of people who have the skills, knowledge and motivation to achieve those goals.

OUR FOUNDERS

Dr. Jeffrey K. Liker is Professor of Industrial and Operations Engineering at the University of Michigan and president of Liker Lean Advisors—a network of top-notch practitioners who consult, coach and teach in The Toyota Way. Jeff has over 30 years’ experience studying the Toyota Way.
George Trachilis is a professional engineer living in Canada, and travelling the world consulting in Lean Leadership. After 20 years of implementing Lean in industry, George became devoted to Lean Leadership which was sparked by a visit from Jeff Liker to his home town of Winnipeg, Canada.
Jeffrey K. Liker

Jeffrey K. Liker [ Partner & Senior Advisor ]

team1

George Trachilis [ President & CEO ]

George and Jeff collaborated to produce an online course called The Toyota Way to Lean Leadership which later became a book, Developing Lean Leaders at All Levels: A Practical Guide. This book won the Shingo Research Award in 2016. This is the first award for George Trachilis, and the 12th award for Jeff Liker, earning him a spot in the Shingo Hall of Fame.

About LLI

We provide the highest quality and most economical education and support for developing Lean leaders and improving organizational performance.

(LLI) offers an innovative way to learn the secrets of lean leadership through an online education model that is itself lean, and extends that lean education far beyond the course materials to learning by doing with a coach.

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