Central Coast Lean Summit

Central Coast Lean

Summit Sponsors



Central Coast Lean Summit

Now building our mailing list and reserving seats for the Central Coast Lean Summit 2017.

Complete this Google form  https://goo.gl/forms/18wh3cPqCCQDNxeT2  to be notified when registration opens or to reserve seats.  We will be publishing more details as we build out the rest of the Summit.  This is our 6th annual and we usually sell out for both the Pre-Summit Workshop and the Summit itself.  We are looking at Thurs/Friday dates in February.

Central Coast Lean Summit 2016


  • Half Day Pre-Summit Workshop by Brian Maskell – International thought leader, consultant, and author of “Practical Lean Accounting” http://www.maskell.com/
  • Half Day Pre-Summit Workshop by Rona Consulting Group on 3P (production–preparation–process) a lean approach that lean leaders can use to radically redesign processes, products and facilities to better meet the demands of the healthcare marketplace. https://www.ronaconsulting.com/
  • Keynote by: Sam MacPherson – Co-founder and Executive Director of the Lean Leadership Academy. Former Chief of Training for the Elite United States Army Special Forces (The Green Berets) and Manufacturing Executive Vice-President of Operations.  http://www.leanleadershipacademy.com/lla-leadership/sam-macpherson/
  • Mini-Workshop by Ken Snyder -- Executive Director of the Shingo Institute. http://shingo.org/
  • Mini-Workshop by Steve Kane of Gemba Academy to help your transformation.



  1. Provide lean content that will be of value to a wide variety of lean practitioners, including those in business, education, government and non-profits.
  2. Continue to build the Central Coast Lean Community by providing visibility and networking opportunities.


Pre-Summit Workshops: Thursday, 18Feb, 2016

8:00am-12:45pm – Lean Accounting

1:00-4:00pm – 3P (production–preparation–process)


Lean Networking Reception: Thursday, 18Feb, 2016,


Summit: Friday, 19Feb, 2016, 8am-5pm

Workshops, lectures, and activities include: Lean Leadership Focus, Management Engagement, Lean Accounting, The Shingo Model, Liberating Structures, Coaching Café and more!

With Speakers: 

Sam MacPherson

Brian Maskell

Ken Snyder
http://shingo.org/blog/index.php/20-new-director-at-the-shingo-institute , and more!

Location:  Cal Poly Performing Arts Center (PAC), San Luis Obispo, CA

Pricing Schedule
Pre-Summit Workshops Lean Accounting (morning & lunch discussion) SOLD OUT
3P (afternoon) SOLD OUT
Lean Networking Reception





Early Bird pricing ends on January 29th, 2016

Sponsoring Organizations:

Orfalea College of Business Industrial Technology Society
Gemba Academy Dignity Health
MoreSteam Zodiac Aerospace
Lean Leadership Academy Tenet Health
BMA, Inc. Rona Consulting Group
DOZUKI San Luis Obispo County
Radiology Associates Zurn Wilkins


Want to be a sponsor?

For $1,500 you’ll receive 2 free seats at the Summit this year and directly support building a community of lean practice on the Central Coast!

Two-Day Outline:

Pre-Summit Workshops: Thursday, 18Feb, 2016

Morning and Lunch 8am-12:45pm

Title: Financial Metrics that Matter -- Lean Accounting


Presentation slides: dl-pdf Handouts:  dl-pdf

Facilitator: Brian Maskell -- President, BMA Inc.

Bio: Brian H. Maskell, President of BMA Inc., has more than 30 years experience in manufacturing and distribution industry. He has held a variety of management positions from the shop-floor of an electronics company to Manager of European Inventories for the Xerox Corporation to Vice President of Product Development and Customer Service of the Unitronix Corporation.

Over the past twenty years Mr. Maskell’s consulting practice has taken him to many manufacturing and distribution companies, large and small, in the United States, England, Europe, and throughout the world. He has assisted these companies in lean transformation, lean accounting, lean manufacturing and distribution, lean healthcare, lean business management, new approaches to performance measurement, problem solving & decision-making, value pricing, logistics and supply chain. He frequently works with company executive teams to help create truly lean enterprises.

A sought-after speaker, Brian Maskell is the author of eight books including; Practical Lean Accounting (2003,2011), The Lean Business Management System (2007), Making the Numbers Count; the accountant as an agent of change (1996, 2009), Performance Measurement for World Class Manufacturing (1991), and Life’s Little Lean Accounting Instruction Book (2006). He is also featured in the video presentation Lean Accounting (2004) from the Society of Manufacturing Engineers. Mr. Maskell’s works address the needs of manufacturers, healthcare, and other organizations in the increasingly competitive 21st century. Mr. Maskell conducts seminars and workshops around the world on such subjects as Lean Accounting, Lean Business Management, Performance Measurement for World Class Manufacturing, Lean Manufacturing, Lean Healthcare, Value Stream Cost/Profit Management, Target Costing, Value Pricing, and Lean Sales & Marketing.

Mr. Maskell has an engineering degree from the University of Sussex, England. He is certified with the Chartered Institute of Management Accountants (CIMA) in London, the American Institute of Certified Public Accountants (AICPA), the Institute of Management Accountants (IMA) and is a Fellow of the American Production and Inventory Control Society (APICS). He is the author of numerous articles and papers and regularly presents papers at national and international conferences, and teaches occasionally at Wharton Business School.


Workshop Description:
Lean companies always “run by the numbers”. We need real, relevant, and timely data to:

  • understand today’s performance
  • take the right actions
  • drive improvement throughout the company
  • and make the right decisions.

We also need financial measurements that can be immediately understood and used by everybody in the organization.  Yet most companies attempt to make break-through lean change while still using the same old performance measurements and financial reports. These traditional measurements were designed for traditional production. Lean companies need different financials. They need ” Metrics That Matter”.


Linkage of strategic objectives to the key drivers of value is critical to the successful deployment of strategy.  Drivers are those factors that positively or negatively impact a company’s ability to execute its strategy and drive economic value. Drivers form the basis for identifying the key metrics and targets that translate strategy and risk appetite into performance expectations. A number of studies have shown that companies utilizing a comprehensive set of metrics to track the execution of strategy tend to lead their peer group, both in terms of financial results and their ability to adapt to economic or operational changes.


Workshop Outline:
In this workshop you’ll learn the key concepts through instruction, discussion, simulation, and small-group exercise.

  • Accounting for Flow
  • Value Stream Accounting
  • Accounting Methods shortcomings
  • Managing for Value Growth
  • Simplification of the accounting system


Learning Objectives:

  1. How to establish lean financial Metrics that Matter at each level of the organization including the Executive level, value stream level, cell or process level.
  2. How to use these measurements at each level to drive the company to strategic growth, lean process improvement, and exceptional profitability.
  3. How to run your business better using a few simple, visual, “metrics that matter,” Financial information that everybody can understand and use. Empowered people making real-time valid improvements and decisions to drive revenue growth, manage costs, and greatly increase profits and cash.

Afternoon 1pm – 4pm

Title: Putting 3P into Action

Presentation slides: dl-pdf

Marnee Iseman and Steve Mattson, both Principles of the Rona Consulting Group




Rona Team:


Marnee Pierson Iseman, MHA – Principal

  • Former senior healthcare leader, having served as Vice President, Vice President of Physician Services and COO.
  • Leadership experience for the development of EHR.
  • Expertise in the application of 3P for redesign of ambulatory facilities in primary and specialty care.
  • Recipient of several healthcare awards.
  • Presenter to the healthcare community nationwide on topics including Lean and TPS as it applies to ambulatory care, process improvement, patient access, supply and demand, and quality.
  • Former faculty member of IHI (Institute for Healthcare Improvement).



Steve Mattson, MBA – Principal

  • Former senior healthcare leader, having directed one of the early implementations of the Toyota Production System in healthcare.
  • Experience guiding 3P teams in both the hospital and clinic settings, including the design of new facilities, care models, supporting processes and EHR implementations.
  • Expertise in change management and its importance to long-term, sustainable change.
  • Finance background helps him and others connect quality and cost in the never ending pursuit of high value healthcare.


Workshop Description:

An overview of the approach for building new products, processes and plants that Toyota pioneered and can now be found more frequently in the design of healthcare processes and spaces.  This seminar will review the methodology and illustrate some of the innovative techniques used by teams to design processes and spaces and achieve future state visions of improved quality, exceptional customer service, lower cost and engaged care givers.


Learning Objectives:

Participants will gain an introductory understanding of

  1. Toyota’s 3P methodology
  2. Techniques for innovative thinking used in 3P
  3. How these can be applied to the design of healthcare processes and spaces.

Lean Networking Reception Thursday, 18Feb, 2014, 4:30-6:30pm

Free for Pre-Summit Workshop or Summit attendee and guest. Wine, beer, soft drinks, and hot appetizers, etc

Summit: Friday, 19Feb, 2016, 8am-5pm.


7:30 – 8:00am

Registration and continental breakfast

8:00 – 8:10am


8:10- 9:00am


Title: Leading a Culture of Excellence: Breakthrough Strategies for Leading a Successful Lean Transformation and Beyond

Sam MacPherson – Co-founder and Executive Director of The Lean Leadership Academy and the Summit on Lean Leadership

Presentation slides: dl-pdf Presentation videodl-pdf
SMcPhrsnBio Sam MacPherson is an internationally recognized Lean Enterprise Transformation Leader and has dedicated over 28 years to developing organizational leadership, senior leadership teams, and designing lean enterprise management systems. Following the attacks of Sept. 11, 2001, Sam was recalled to active military service to serve as the Director of Special Operations Plans for the Elite United States Army Special Forces (The Green Berets) during Operation Enduring Freedom in Afghanistan. Sam was introduced to the Toyota Production System and the Shingo method in the mid-1980’s, while serving as the project leader for Dr. Shigeo Shingo. Sam led industry award winning Lean Transformations as a plant manager for Crown Cork and Seal.  As Director of Lean Operations and Marine Industry Executive Vice-President of Operations, Sam led Lean Transformations across the enterprise in operations, quality systems, manufacturing engineering, supply chain/logistics, and sales.  Sam retired in 2004 as the Special Forces Director of Training and private sector operational leadership in 2007.   In 2011,Mr. MacPherson co-found the Lean Leadership Academy® with TPS experts Art Smalley and Toyota Vice President and mentor Russ Scaffede to help organizations develop their organizational leadership pipeline and properly implement TPS as a comprehensive system to achieve business and organizational excellence.


Description: Do you have the skills you need to build your staff into a Lean Leadership Team capable of transforming your organization to an Engaged Culture of Excellence?


As a transformation leader you will have to face and overcome five critical conditions that doom most lean transformation efforts:


  1. The strength of existing management beliefs, values, and mindsets, from the boardroom to the shop-floor
  2. The strength of existing management behavior at every level of leadership
  3. The strength of the current management and IT systems reinforcing existing leader mindsets and behaviors
  4. The strength of instability in existing relationships, the operating systems and business processes, and
  5. The Culture that these beliefs, values, mindsets, behaviours, and reinforcing management system(s) create in the organization.

Successfully leading your organization through a Lean Transformation, growth, and beyond requires a special kind of leader with a deeper level of skills, experiences, and understanding of Lean as a comprehensive Business Operating System.  It will also require a strategy to unseat the strength of the current leader mindsets, behaviors, management system and culture with new thinking, keystone leadership routines, and a lean operating model that will create breakthrough performance and an engage Culture of Excellence.


Internationally recognized Lean Leadership Development and Transformation Expert and former Green Beret Officer, Sam MacPherson, will share how he integrates his challenging leadership approach, implementation of a comprehensive Lean Management System, and breakthrough business objectives to help you lead a successful lean transformation and create a Culture of Excellence at every level of the organization.


In his Keynote we will explore:


  1. The Current State Lean and Enterprise Excellence Transformation efforts
  2. Barriers to a successful Lean Transformation and Culture of Excellence
  3. The Three Critical “Must Haves” for a successful Lean Transformation
  4. The Role of the Leader in Creating a Culture of Excellence
  5. The Secret to getting Senior Leadership Engagement
  6. Proven strategies for Leading a Lean Transformation and Culture of Excellence
  7. Proven Keystone Leadership Routines that will make you a more effective leader, “Jump-Start” your Lean transformation, accelerate lean leader development, to achieve breakthrough performance and ignite Critical Mass to Create a Lean Culture Excellence


Networking Activity: 9:00-9:30 Sharing Challenges and Expectations – facilitated by Dr. Eric Olsen, Director Central Coast Lean


Presentation slides: dl-pdf Presentation videodl-pdf
Description: In this high energy, interactive exercise we will be getting up out of our chairs to rapidly share challenges and expectations while building new connections. We will be using a large group facilitation technique called “Impromptu Networking” (http://www.liberatingstructures.com/2-impromptu-networking/ ) to identify issues of common interest and get to know one and other.

Note that we will be starting a Liberating Structures User’s Group in the near future to learn and practice these types of techniques.

9:30 – 9:45am

Break and networking

9:45 – 11:30am

Workshop 1

Title: The Shingo Model™ and the Pursuit of a High-Performance Culture

Presentation slides: dl-pdf Presentation videodl-pdf

Ken SnyderFacilitator: Ken Snyder -- Executive Director of the Shingo Institute

Bio Snyder developed an interest in Japanese business practices while living in Japan during the time he was a student. His interest led him to major in Japanese history and then to pursue an MBA for the purpose of working with a Japanese business expanding to the United States. Inspired by the work of Professor Mike Yoshino and Professor William Ouchi, Ken wrote his master’s thesis on “Applying Japanese Business Practices in American Companies.”

Immediately after graduation, Snyder joined a Japanese electronics manufacturing company and helped lead the establishment of its U.S. affiliate company. As plant manager, and later president of that company, Ken led the company through TQC and QC Circle initiatives, and then later as the company implemented JIT and kanban initiatives.

After 10+ years with the Japanese company, Snyder led the startup of Progressive Impressions International (PII) in Bloomington, Illinois. There he created a “lean accounting” system even before that term existed. Snyder led the growth of PII from pre-revenue to over $25 million in annual revenues.

Before joining the Huntsman School, Snyder was president of Marketing Communication Inc., an operating division of Taylor Corporation, where he directed a group of six companies while growing revenues of the group from $25 million to over $80 million. He joined the Jon M. Huntsman School of Business in 2008.

Snyder has served as a board member of the Shingo Institute since 2009 and a Shingo examiner since 2010. He was named chairman of the Shingo Executive Advisory Board and executive director of the Shingo Institute in 2015.

He earned an MBA from the Harvard Graduate School of Business in 1980 with an emphasis in international business. Prior to that he earned a BA in Japanese history from University of Utah in 1978.

Workshop Description: We will review the history of the Shingo Prize and the improvements made in the assessment of organizations that apply for the Prize. We will discuss why the assessment methodology was changed, and how that resulted in the development of the Shingo Model™. We will review the Shingo Model, the guiding principles that make up the model, and how principles and systems can help influence ideal behaviors that lead to a high-performance culture. We will review a case study that will help us identify how guiding principles and properly designed systems can help drive ideal behaviors.


Learning Objectives:

  • Learn why the Shingo Prize has become the world standard for operational and enterprise excellence.
  • Learn the basics of the Shingo Model and Shingo Ideal Behaviors.
  • Learn how behaviors create a sustainable culture of operational and enterprise excellence.
  • Learn some ways in which principles and systems can influence behaviors, and help create a high-performance culture.

11:30 – 12:15pm

Lunch and networking

Case Present  12:15 – 12:45pm  Journey of the New Employee:  A lean success story – Cal Poly Payroll Services.

Presentation slides: dl-pdf Presentation videodl-pdf
CPPayrollPresenters: Lori Serna, Assistant Director; Genae Jenkins, Payroll Analyst; Leslie Martino, Administrative Support.


Presentation Description:  Come hear how Cal Poly Payroll Services used Lean to remove waste, decrease wait time, increase efficiency and plan for the future of the new employee intake process.

12:45 – 2:30pm

Workshop 2

Presentation videodl-pdf

Title: Building a Continuous Improvement Culture Through the Development of People

StevenKFacilitator: Steven Kane -- Director of Customer Success at Gemba Academy

Bio Steve Kane is Director of Customer Success for Gemba Academy, LLC, a provider of online Lean and Six Sigma training content.  He brings to this role his experience in Lean leadership and executive operational management to assist customers with Lean learning and implementation.
Prior to joining Gemba Academy, Steve was Vice President of Operations for Specialty Silicone Fabricators, Inc., a contract manufacturer of medical silicone, bioresorbable materials, and medical device-drug combination components based in Paso Robles, California.  Steve is a Lean leader who emphasizes a customer focused culture.  His professional experience includes Lean supply chain management, sales, satellite plant operations management, value stream management and multiple site operations.
Steve received a B.A. in philosophy from the University of California, Santa Cruz, a project management certificate from the University of Minnesota Extension, and a Lean Champion certificate from Northwestern Michigan College. He has served in the United States Army Reserve and volunteered as a police officer and deputy sheriff in Orange County, California.


Workshop Description: Starting with the two pillars of lean (continuous improvement and respect for people), Steve discusses nuances of leadership that can help with lean transformation and the development of a continuous improvement culture.  He connects lean to basic human needs to develop the intrinsic motivation needed to drive a lean enterprise.


Learning Objectives:

  • Know the difference between leadership and management.
  • Understand the leader’s role in a continuous improvement culture.
  • Understand how the six basic human needs are related to respect for people and continuous improvement.
  • Learn ways to make continuous improvement an essential part of each employee’s daily work.
  • Learn how to build a team of problem solvers out of a group of employees.

2:30 -- 2:45pm

Break and networking

Case Present 2:45 – 3:15pm The Lean Start-Up Model: A success story – Team from the Cal Poly Incubator and Hot House program


HHouseTeam Description  Jonathan York is Associate Professor of Entrepreneurship in the Orfalea College of Business, and the Co-founder and Faculty Director of the Cal Poly Center for Innovation & Entrepreneurship. Lori Jordan is the Manager of Student Innovation Programs for the Center for Innovation & Entrepreneurship, and is in charge of the Summer Hothouse Accelerator, a 13 week lean startup boot camp, as well as the Hatchery, a student startup accelerator on campus.  Both have extensive experience in entrepreneurship through multiple startups as well as venture capital and angel investing.  Founders of startup companies who have emerged from this lean process at the SLO Hot House will join them in the presentation.

Presentation Description:
A startup has been defined as a temporary organization in search of a repeatable and sustainable business model. As such, there is probably no other company more in need of following lean principles. It’s not just about waste, it’s about allocating highly scarce resources (largely time and money) only into areas where impact can be measured and demonstrated. Startups must run constant experiments as they search for a business model; only after this can they actually begin to execute. This panel will examine the experience of one such startup as it has grown following well defined lean startup practices.


Case Present  3:15 – 3:45pm  Leaning on Local Government  – Paul Stamper, Lean Six Sigma Master Black Belt, Deputy Executive Officer, County of Ventura

Presentation slides: dl-pdf


PStamperBio  Paul Stamper is a Lean Six Sigma Master Black Belt and Deputy Executive Officer for the County of Ventura, California. He leads the County-wide continuous process improvement efforts known as the Service Excellence Program. Utilizing Lean Six Sigma, the County of Ventura has saved over $27 million dollars and increased customer satisfaction through over 850 documented improvements.

 The Human Services Agency has been one of the leading agencies in The County of Ventura’s continuous process improvement approach. The Human Services Agency serves the most vulnerable people in our community providing access to food, healthcare, and insurance while also addressing challenges such as unemployment, homelessness, and child or elder abuse. One out of every four County residents is served by the Human Services Agency.


Presentation Description:  How is Lean transforming local government? Paul Stamper and a Lean leader from the Human Services Agency will share some stories from Ventura County’s Lean journey over the past seven years. Specific examples from the Human Services Agency will highlight Lean’s impact on Local Government.


Activity: 3:45 – 4:15pm Lean Leader Bad Behaviors – facilitated by Samson Blackwell, Cal Poly Talent Acquisition and Recruitment Director





Description: In this interactive exercise we will have fun identifying the worst things a lean leader can do in order to know what we must stop doing. We will be using a large group facilitation technique called “Making Space with TRIZ” (http://www.liberatingstructures.com/6-making-space-with-triz/ ) to challenge sacred cows safely and encourage heretical thinking.

Note that we will be starting a Liberating Structures User’s Group in the near future to learn and practice these types of techniques.


Case Present 4:15 – 4:45pm Leveraging Lean to Achieve High Reliability Healthcare Organization Status – Kim Brown Sims, MBA, BSN, RN; Chief Nursing Officer, Sierra Vista Regional Medical Center, Tenet Health

Presentation slides: dl-pdf

Bio  Kim leads the growth and development of SVRMC’s nursing division, encompassing Women’s and Children’s Services (Labor and Delivery, High Risk OB, Maternal-Child Services, Pediatrics and Level III Neonatal ICU), Adult Services (ICU, CVICU, Step Down, and Medical-Surgical Unit), Surgical Services, Procedural Areas, and the Emergency Department. Additionally, she has oversight for quality improvement, risk management, clinical education and strategic planning for successful business development of all aspects of clinical practice.
Kim came to Sierra Vista in 2014 with 30 years experience in adult, women and children’s healthcare and electronic health information system development. Prior to her current role, Kim served as Assistant Administrator, Women’s and Children’s Services for Sutter Medical Center, Sacramento and Director of Nursing, Administrative Services, at Kaiser Permanente in Roseville. Previously she served as staff nurse, assistant nurse manager and nurse manager of Kaiser Sacramento’s NICU. From 1989 to 1999, Kim was also an RN in Sutter Memorial Hospital’s NICU and served as Clinical Nurse Manager of Sutter Davis Hospital Birthing Center.


Description: A paradigm shift is essential to becoming a High Reliability Organization. At Sierra Vista, Joe DeSchryver, CEO agreed to be one of the first in Tenet to pilot LEAN as a mechanism to improve staff engagement. The Leadership Team understands that the key to improvement across the board is the active involvement of front line staff in problem identification and improvement. It is our goal to achieve a culture of ‘speaking up’ and taking steps to improve processes that impede our ability to provide the safest and highest quality care to our patients. Lean Daily Management is the tool on which our organization relies to help achieve these goals.

Open Forum and Wrap-up 4:50-5:00pm

Building a community of lean practice on the Central Coast”



Poster Session 7:30-5:00pm

Posters to be 36 x 24 inches landscape or 36 x 48 inches portrait. 36-inch hangers and spacing is provided in the break/networking area.


Lean Coaching Café** 8:00-11:30pm, 12:15-4:50pm


Lead Coach: Beau Keyte -- President, Keyte Group

  • How is leadership standard work WORKING for you?
  • What is your new role as a coach, and how is it working?
  • How is your organization developing thousands of problem solvers?
  • How are you balancing the technical and social issues of transformation?
  • What are you learning from your experiments?
  • How are you addressing cultural barriers to transformation?


bkeyteBio: Beau is author of the new edition of The Complete Lean Enterprise: Value Stream Mapping for Office and Serviceshttps://www.crcpress.com/The-Complete-Lean-Enterprise-Value-Stream-Mapping-for-Office-and-Services/Keyte-Locher/9781482206135


The Keyte Group, www.keytegroup.com, helps organizations build new capacity within their organization to effectively address the changing environment we all face. Beau’s role in this is to teach, coach, and facilitate on two important fronts of a lean transformation: changing the work processes and changing the roles and responsibilities of leadership to support new work processes. This work keeps him happy as he guides systemic learning and change: teams learn how to understand, prioritize and solve performance problems while management learns how to coach the staff in a way to develop them into better thinkers and employees. His work includes support in healthcare, financial services, and manufacturing.


Beau also has been active in designing ways to help organizations learn in highly leveraged collaborative models, including working with 62 emergency departments across the Michigan to simultaneously improve patient outcomes. He has two Shingo Prize-winning publications, The Complete Lean Enterprise and Perfecting Patient Journeys. He also coaches students in Ohio State University’s Masters of Business in Operational Excellence program, lectures for the Lean Enterprise Institute and is a contributing author of the Huffington Post.
**Coaching Café will consist of a breakout area with a circular arrangement of chairs where individual lean questions are shared with an ad hoc group of volunteer participants and an experienced “lean coach.”



Working Premise: Someone in the lean community has experienced their version of your problem and probably has a comment or suggestion that may help you.



Description: A lean environment is a learning environment, where a great question is much more powerful than a command or a directive. Lean practitioners live in a world of questions, seeking ideas and suggestions from every credible source. At the Lean Coaching Café, we create an environment where your questions are welcomed. For each question, our facilitator will help the group contribute until the person who posed the question has some ideas to try back at the workplace on Monday morning.

Often, the question asked by others is also the question on our mind. Attend this session to learn from your peers while contributing your own experiences and innovations.



Schedule: During the summit, the café will be open at specific times. Come to the cafe, where a great discussion will nourish your mind, while you get a cup of java.


Learning Objectives:

  1. Learn workflow tips and tricks in a facilitated peer group discussion.
  2. Get suggestions from your peers to address your specific issue
  3. Learn from answers to questions that you would not even think to ask.
  4. Collect simple Lean “tips and Tricks” which you can implement in your own workplace


NOTE: It is NOT the goal of the Lean Coaching Café or the Lead Coach to provide a definitive answer to any particular problem or question. The goal is to maximize participation and allow lean community members to pull and deliver value.


Host and Summit Facilitator: Eric Olsen, PhD – Industrial and Packaging Technology – Orfalea College of Business, Cal Poly http://www.cob.calpoly.edu/directory/profile/eric-olsen/

office: 805 756-1754 cell: 805 602-0228 e-mail: eolsen@calpoly.edu


sponsored by

Orfalea College of Businesscpblack

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