Hold difficult conversations about lean operations transition early, while they are still small.
Leading the Shift to Lean Operations and Reducing Waste
Build a working method for lean operations transition that stands up to scrutiny and survives daily pressure.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most failures in lean operations transition trace back to a conversation someone avoided having. Teams read what their leaders tolerate on the practice within organisational leadership far more accurately than what their leaders announce. The level assumes working familiarity with the management team but no prior formal training in the wider organisational leadership agenda. The course leaves participants able to diagnose weaknesses in lean operations transition before they become incidents. Cases are chosen to expose the trade-offs in this strand of organisational leadership rather than to illustrate ideal conditions. Where the wider organisational leadership agenda is measured, it improves; where it is only discussed, it drifts. The programme takes participants through lean operations transition end to end, from framing the problem to closing it out. Teams frequently over-invest in documenting the practice within organisational leadership and under-invest in testing it. Participants leave with a first-ninety-days plan for the organisational leadership capability rather than a set of notes.
Expected Learning Outcomes
Assign clear ownership for each element of lean operations transition across the functions involved.
Diagnose whether a problem in lean operations transition is one of design, resourcing or discipline.
Resolve conflict about lean operations transition without leaving residue.
Communicate the reasoning behind lean operations transition, not only the conclusion.
Delegate responsibility for lean operations transition without losing sight of the outcome.
Assess the current state of lean operations transition against a structured set of criteria rather than impressions.
Who Should Attend
Team leaders and supervisors who put lean operations transition into practice day to day.
Executives leading multi-function programmes involving lean operations transition.
Anyone whose accountability for lean operations transition exceeds their current formal training in it.
Newly promoted managers taking on lean operations transition for the first time.
Project and programme managers whose success depends on lean operations transition.
Managers of geographically distributed teams handling lean operations transition.
Course Modules
Lean operations transition: performance, standards and consistency
2 sessions · 8 pointsSession 1Applying the standard on lean operations transition to your best performer
- Identify your successor for lean operations transition and the gap they need to close.
- Check whether incentives anywhere reward behaviour that undermines lean operations transition.
- Identify where judgement in lean operations transition is legitimate and where it is not.
- Record the rationale for each significant choice made about lean operations transition.
Session 2Saying the thing about lean operations transition that nobody wants to say
- Confirm that the people affected by lean operations transition heard it from you first.
- State the outcome expected from lean operations transition in a single sentence anyone can repeat.
- Identify the conversation about lean operations transition you have been postponing, and schedule it.
- Compare the cost of lean operations transition with the cost of its absence.
Lean operations transition: influence across functions you do not control
2 sessions · 8 pointsSession 1What your team concludes from how you handle lean operations transition
- Decide the point at which you would escalate lean operations transition.
- Benchmark the organisation's lean operations transition against comparable operations.
- Give one piece of specific feedback on lean operations transition within the week.
- Set the decision rights on lean operations transition: who decides, who is consulted, who is told.
Session 2Building lasting competence in lean operations transition
- Set the review point at which lean operations transition will be reconsidered.
- Decide what you will delegate on lean operations transition and what you will not, and say why.
- Build the competence framework that supports lean operations transition.
- Ask the team what they think is wrong with the plan for lean operations transition.
Lean operations transition: the conversations that decide the outcome
2 sessions · 8 pointsSession 1Moving lean operations transition from approval to execution
- Verify six months later that changes to lean operations transition have held.
- Estimate the resource lean operations transition requires to run as designed.
- Name the person accountable for each part of lean operations transition, not the committee.
- Review a past decision on lean operations transition and state honestly what you would change.
Session 2Recovering after a visible mistake on lean operations transition
- Establish who is informed, consulted and accountable in lean operations transition.
- Confirm that those complying with lean operations transition understand why it exists.
- Define the trigger that would require lean operations transition to be redesigned.
- Identify single points of dependency in lean operations transition and reduce them.
Lean operations transition: setting direction people can act on
2 sessions · 8 pointsSession 1The cost of lean operations transition and how to present it
- Test the procedure for lean operations transition against a realistic scenario.
- Recognise publicly one person whose work on lean operations transition went unnoticed.
- Write down the reasoning behind your position on lean operations transition.
- Decide what will be stopped to create capacity for lean operations transition.
Session 2Moving lean operations transition through people who do not report to you
- Agree the standard on lean operations transition and confirm it applies to everyone.
- Establish the boundary of lean operations transition and record what sits outside it.
- Plan the sequence in which improvements to lean operations transition will be introduced.
- Draft the minimum viable leadership plan for lean operations transition.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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