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Webinar session 3: Roles, Responsibilities and Skills of the LEAN4.0 Operations Manager
11th March 2021 @ 09:00 - 10:00 CETFree
Thursday March 11th from 9:00 am – 10:00 am (MSTeams sessions)
Third and last session in a series of three meetings for operations directors and managers interested in Lean and Industry 4.0 technologies.
How is the work of the operations director and managers changing because of the development and introduction of Industry 4.0 technologies? This topic will be covered in short MSTeams sessions. The sessions are organized by the HAN Lean QRM Center (HLQC) of the HAN University of Applied Sciences. It is part of the European LEAN4.0 project in which the HLQC is involved. The purpose of these meetings is to define the roles, responsibilities and skills of the LEAN4.0 operations manager.
Each meeting will start with a half-hour presentation of Isao Yoshino, who was 40 years manager at Toyota, including time for Q&A. In this half-hour, we will learn from experiences at Toyota about the roles, responsibilities and skills of LEAN operations manager. After this, we will discuss the need to add or specify the work of the operations director or managers from an Industry 4.0 viewpoint.
Short overview of the three meetings and the topics in the first part of the meetings:
|Date||Topic that will be covered by Yoshino.|
9.00 – 10.00
|How come the Toyota’s operations function is still world-class? What is the focus of the operations manager/director? And what is his/her role and responsibility?|
|March 4th, 9.00 – 10.00||What are key capabilities of operations managers/directors at Toyota? Which skills are needed?|
|March 11th, 9.00 – 10.00||How to develop Operations Managers/Directors? How to create on-the-job training for Operations Managers/Directors?|
We will send you before each of the sessions a very short questionnaire, consisting of a limited number of statements to be assessed by means of a nine-point scale. The outcome of each questionnaire is, next to responses on Yoshino’s presentation, input for discussion.
After the three meetings, we will have a more complete picture of what to expect from the LEAN4.0 operations manager. This is our main objective. Researchers in the LEAN4.0 project will take case of final reporting, available for all attendees.
The sessions will be moderated by professor/lector Jannes Slomp of the HAN University of Applied Research. If you want to join the sessions, please send an email to firstname.lastname@example.org. He will add you to the MSTeams meetings. There are no costs involved for managers who will join the meetings.
About the speakers
Isao Yoshino is a 40-year Toyota leader and spent a total of 14 years in the United States working on various projects; manufacturing, locally in Florida, water-ski boats equipped with Lexus engines, market research on stationary fuel cell equipment, etc. In 1979 and 1980, he became in charge of “Manager-Development Program”, which was a two-year company-wide program (called “Kan-Pro” in Japanese) for all the back-office managers at Toyota HQs in Japan. All managers created their own Hoshin Kanri documents using an A3 and went through a presentation two times a year (in June & December) with the officers attending for Q & A sessions. Through those two years, he witnessed all the managers reconfirm their roles & responsibilities and also relearn the importance of Hoshin Kanri. Yoshino believes the “Kan-Pro” campaign is one of the key practices that made Toyota what it is now.
In 1983, he was assigned to the manager of a newly-established training section for NUMMI’s shop floor leaders. He hired John Shook from outside and other staff members from within to develop a hands-on training program for American shop floor group/team leaders who travelled from Fremont, California. In June, 1984, Yoshino and his team started training American shop floor leaders for three weeks at Toyota’s plant. He saw some changes emerging in the US trainees’ mind and their attitude.
Jannes Slomp is Full Professor World Class Performance at the HAN University of Applied Sciences in The Netherlands. He wrote and co-authored about 50 papers in academic journals, more than 40 papers for scientific conferences, and 11 chapters in scientific books. In addition, he wrote several papers in professional journals. His interests concern lean and quick response manufacturing, automated technologies and lean product development. He has been involved in many industrial projects and has a large network both in industry and in the academic world. In his current position as Full Professor World Class Performance, he is responsible for setting up and running innovative research projects together with industrial partners. His research group includes over 20 scientific staff members.