Námskeið 2017-09-22T10:14:55+00:00


Mike Orzen

 Lead with respect

Dagur: 15. og 16.mars
Tími: 9:00 – 16:00 og 9:00-12:30
Staður: Stofa M208 í Opna háskólanum í Reykjavík, Menntavegi 1, 101 Reykjavík
Tungumál: Enska  
Fullt verð: 147.500 kr. 


Through instruction, small group discussions, and hands-on exercises, session participants will:

1)     Understand how to apply the 7 practices of Lead with Respect
2)     Learn by doing through a series of exercises and breakouts
3)     Leave the workshop with a personal plan of growth and practice
4)     Return to work with a new paradigm of Leadership

Building a great organization requires effective leadership. It turns out that leadership skills can be learned. A key element that is often misunderstood is what it means to lead with respect. This learning session explores why leading with respect is essential in a successful transformation, what respect looks like in practice, and how it impacts your people to drive lasting change for the better.

The session provides an in-depth review of the model introduced in the book, Lead with Respect, a novel of lean practice, by Michael and Freddy Balle’ and was developed in collaboration with Professor Balle’.


Leading with respect involves awareness of our focus and intention, and how well we are connecting with people to create an environment of mutual trust and sustained high levels of performance. This is accomplished through the application of 7 core practices:

  • Go and See for Yourself: a primary skill of Lead with Respect is going to the gemba, where value is created, to see with your own eyes to begin to deeply understand the work environment, processes, products, services, and, most importantly, the obstacles your people face everyday. This foundational practice is the basis of showing respect and standing in their shoes to genuinely understand.
  • Creating a Meaningful Challenge: a key to getting people to work together is to agree on the problem before disagreeing about solutions. Rather than setting fixed goal posts and objectives, “challenge” is about highlighting specific improvement dimensions in any job. The art and persistence of challenging brings an influx of energy and constructive tension to get teams focused on the right problems they need to solve.
  • Effective Listening: challenges exist because of very real barriers preventing people from doing what we want and need to accomplish. Listening means standing in their shoes and looking through their eyes until one understands the point of view the employee is expressing and the reality the obstacles have to them. Listening also means actively going to the gemba, pointing out physical facts, and trying simple ideas right away so that people deflate obstacles and focus more on facts.
  • Teaching and Coaching: the heart of people development in lean is problem-based learning. Problem solving can be taught by teaching how to define a problem as a gap with a standard (or an ideal state), how to grasp the situation by examining factors one by one with quick experiments, how to set a target for improvement, how to ask “why?” repeatedly and seek root cause, how to imagine alternative ways of working, pick one and complete it, how to evaluate the outcome to draw the right conclusions, and then establish the right standards to stabilize the countermeasure and move on to the next problem. This is the kind of learning that generates real behavior change and higher levels of performance.
  • Supporting Others: the practice ofdaily kaizen, and supporting people while they experiment with continuous process improvement, is the key to creating a kaizen culture. Daily kaizen is a natural offshoot of visual control as teams see for themselves where the process is going awry and work at getting it back to standard. Both visual control driven kaizen and improvement driven kaizen need to be supported by management stepping in and showing an interest by highlighting problems and clearing obstacles, as well as recognizing and reinforcing the effort of employees committing to daily kaizen.
  • Fostering Teamwork: teamwork is the individual skill of working with others across borders. Teamwork starts by respecting another’s opinion and trying hard to understand their point of view (which doesn’t always mean agreeing). Teamwork requires shared objectives. Teamwork also means knowing how to separate the person from the problem – being tough on the problem without placing blame so that a genuine win-win space can emerge.
  • Learning as a Leader: a key Lead With Respect skill is to learn to plant in local kaizen efforts the seeds of answers to the larger overall business challenges considered during the Challenge practice. Learning means leaders discerning new ways of seeing the business so that, in solving detailed work problems, they learn to see and discover what topics matter most to the business’ future development. Leaders learn to appreciate others’ experience and perspectives and discover what others have to teach them. Lastly, they learn how to enable growth in others.

Driving outcomes centered on Results & Relationships:

Effective leadership requires a dual focus: achieve great results through great behavior. Fostering the right behavior in others requires solid relationships built on trust, respect, transparency, and consistency. The results you need to achieve can only be reached through the efforts of your people. As your people learn new skills, and together with leaders, build a workplace that enables and supports the courage and vulnerability required to learn, practice, and master the core practices of Lead with Respect, results and healthy relationships with workers, customers, and suppliers are natural outcomes.

Following this session, participants will be able to:

  • Describe the 7 practices of Lead with Respect
  • Apply Lead With Respect principles to their daily work
  • Practice Lead with Respect concepts with their colleagues
  • Examine how to manage their personal journey of development and growth utilizing Lead with Respect practices


Who should attend? 

  • Senior Leaders
  • Managers
  • Improvement Deployment Leaders & Lean Champions
  • Lean and CI Practioners of all levels

With a consulting and coaching career spanning more than 20 years, Mike has gathered a unique blend of lean, IT, healthcare, and operations experience that he uses to coach organizations pursuing enterprise excellence. His personable approach and people-first philosophy has inspired leaders and empowered workforces to successfully apply conscious awareness, lean management, and enterprise excellence practices in many complex work environments.

He is the co-author of Lean IT: Enabling and Sustaining Your Lean Transformation winner of a Shingo Research Award, andThe Lean IT Field Guide. He holds degrees from Stanford University, the University of Oregon, and is certified in management accounting, production and inventory control, project management, Agile, and Lean IT. Mike teaches with LEI, the Shingo Institute, and The Ohio State University Fisher School of Business. He helps companies on lean journeys through Mike Orzen & Associates. Connect with him at mike@mikeorzen.com.


Niklas Modig
Author of “This is lean”

Lean Change Management 2.0

Dagur: 16.mars
Tími: 9:00-16:30
Staður: Stofa M209 í Opna háskólanum í Reykjavík, Menntavegi 1, 101 Reykjavík
Tungumál: Enska
Verð: 97.500 kr.

Lean Change Management is a workshop aiming to help managers to understand the core features of lean management and change management. The workshop is applicable for all types of industries, directed to executives at all managerial levels and appeals to both novices and experts. The intention of the workshop is to cover all basic aspects that an executive needs to know in order to lead and drive a lean transformation program.


Niklas and his co-author professor Pär Åhlström are currently working on a new management book, which will be released after the summer of 2017. In this particular workshop he will present and share concepts and models that are brand new. He will talk about what kind of capabilities managers need to build in order lead a flow oriented and self-improving organization. When developing a lean company how shall a manager “cut the elephant in to pieces”? How shall a manager structure the change process and what management areas do the manager need to improve, control and master.


The workshop is aiming to develop three areas of understanding:

  • The participant will understand what true operational excellence is by understanding the nature of a flow oriented operation strategy. What central decisions and structures are the building blocks of a flow oriented operations strategy? What does these decisions mean from a management perspective? What does this mean for the company?
  • The participant will understand how to develop and manage flow-oriented operations. The manager also needs to understand how to manage and lead change. How should a change process be initiated? Which management capabilities are most central in order to lead successful change? What are the building blocks of an effective and efficient change strategy?
  • The participant will understand how take full responsibly and ownership of the change. Which strictures and routines are needed in order to control the progress of the change? The manager needs to understand the role of the management team (prerequisites, requirements, success factors, common mistakes, balancing push and pull, balancing ownership and support).


Niklas Modig is a researcher at the Center for Innovation and Operations Management at Stockholm School of Economics and is one of the leading authorities within lean and operational excellence. He has been living for extended periods in Japan and reads, writes, and speaks Japanese fluently. As the first and only foreign researcher in the world Niklas was given access to conduct a in-depth study of Toyota Motor Corporation’s most high-performing service systems. He has spent thousands of hours inside Toyota trying to understand the depth of their philosophy. Niklas is a global speaker and have been inspiring people in more than forty different countries. He is the author of the best-selling book “This Is Lean – Resolving the Efficiency Paradox” which has sold over 200 000 copies and it is translated into 16 different languages. This makes the book one of the most sold lean books of all time in the world. In 2012 Niklas was selected as one out of 101 Super-talents in Sweden by the weekly business publication Veckans Affärer.


Cheryl Jekiel 

Rethinking HR for Operational Excellence

Dagur:  15.mars 2017
Tími: 9:00-16:30
Staður: Stofa M208 í Opna háskólanum í Reykjavík, Menntavegi 1, 101 Reykjavík
Tungumál: Enska
Verð: 97.500 kr.

A one day session to examine two ways that HR can participate in developing their HR Lean Leadership presence. The first way is to ensure each key process within HR is redesigned to best support a lean enterprise. The second way focuses on how improving the HR function itself can be used to practice skills and model best practices.


Organisations are struggling to ensure their operational excellence and Lean efforts are sustainable and deliver better business results year over year.

Building Lean Principles into each aspect of HR helps to ensure Operational Excellence and Lean initiatives become embedded into culture and daily work practices.

Key benefits:

  • Improve sustainability and deliver better results through an aligned HR programme to deliver better, long term result.
  • Build Lean principles into each aspect of HR programming to ensure Lean and Operational Excellence becomes embedded into the culture of daily work practices.

Learning outcomes:

  • Gain awareness of critical need to redesign HR programming for Operational Excellence and Lean Transformation.
  • Strategies for redesigning Key HR Programming in a Lean enterprise.
  • MEthods for implementing seven Lean Principles into HR programming to drive superior results.

Who should attend?

  • Individuals with responsibility for: Recruiting; Training, performance Management; Policies; and Employee Relations.
  • HR professionals and partners.
  • Manufacturing and operational leaders who aim to best align HR with Operational Excellence and Lean principles.
Cheryl M. Jekiel is the founder of the Lean Leadership Resource Center (LLRC) that sponsors a range of workshops, publications and speaking engagements. She has developed an expertise in lean manufacturing with a particular focus on lean cultures, and has made countless significant improvements in reducing operating costs and leveraging a lean culture to obtain new business. With more than 25 years of manufacturing experience, Jekiel brings a tremendous passion for continuous improvement in her commitment to building Lean HR as a recognized field of work