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Lean Executive Leadership Programme 2010

Date: 04-02-2010
Duration: 2 Days
Times: 9am-5pm
Location:

Crowne Plaza Hotel, Blanchardstown Centre,Dublin 15 www.crowneplaza.com
Contact hotel directly for accommodation - B&B 65.00 - Bernice 01 8977721 or bokeeffe@crowneplazadublin.ie


Cost: Members 1750.00; Non Members 1950.00 - includes dinner at 7.30pm on February 4th

To book this Event or make an enquiry click this button.
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Lean Executive Leadership Programme facilitated by Toyota Motors/University of Kentucky

Day 1: 9.30-5pm

  • Introduction & Expectations
  • Path to True Lean Part 1
  • Break
  • Path to True Lean Part 2
  • Lunch
  • True Lean Human Resources Managemnet Development Part 1
  • Break
  • 8 Step Problem Solving
  • Perspective Review/Daily Wrap Up

Day 2: 8.30am-4pm

  • Refresher
  • True Lean Human Resources Management Development Part 2
  • Break
  • Standardized Work
  • Lunch
  • Jishuken Room: Managemnet & Operation
  • Break
  • Hoshin Kanri
  • Perspective Review/Discussion/Wrap-up

 

Ken Kreafle, General Manager-Production Engineering, Toyota Motors - Ken joined Toyota Motor Manufacturing Kentucky in 1987 and is currently an Executive in Residence at the University of Kentucky (UK) from Toyota Motor Engineering & Manufacturing North America, Inc. (TEMA). Ken serves as manager of the Lean Systems program with the UK Centre for Manufacturing/College of Engineering. In his most recent assignment at TEMA, he was General Manager of Vehicle Production Engineering in Erlanger Kentucky. He was the Chief Production Engineer for the new generation Avalon and works closely with the Toyota North American Manufacturing Companies (NAMCs), Toyota Technical Centre (TTC) and Toyota Motor Corporation (TPC) to ensure the success of the North American vehicle launches.

 

Pete Gritton is an Adjunct Instructor for the Lean Manufacturing Program at the University of Kentucky. Pete retired as Vice President of Human Resources for Toyota Engineering and Manufacturing of North America in June 2009. 

The guiding principle of Human Resources at Toyota is to develop philosophies, strategies, policies and procedures needed to create and sustain the “True Lean” culture.

As VP of HR, Pete was responsible for all human resources functions including: executive and management development, succession planning, compensation and benefits, health services and employee relations for Toyota’s assembly and parts manufacturing sites in North America with more than 22,000 employees.

After being hired as the Employee Relations Manager at the start-up of Toyota’s first wholly owned manufacturing facility in the United States in 1986, Pete held various positions in Human Resources and Production Control over the next 19 years.  Pete transferred to Toyota’s North American headquarters in 2005 as Vice President of Human Resources.

 

Tony Chamblin served Toyota Motor Manufacturing, Kentucky (TMMK) for nearly 20 years between 1989 and 2009. He began as a team member in the paint department working on the anti-chipping and sealer lines. After two years Tony was promoted to team leader of both those lines and had the opportunity to assist setting up the new anti-chipping and sealer lines in Plant 2 during the expansion of TMMK. As a team leader his responsibilities included: writing of standardized work, answering line calls, problem solving, serving as line support, the design and creation of work stations. Tony served 7 years as a team leader and was then promoted to group leader. In that capacity he led the anti-chipping, sealer, painting, and inspection processes groups. His responsibilities included:

  • supervising team leaders and members 
  • determining and predicting the root cause of defects and productivity issues
  • establishing and maintaining adherence to the principles of the Toyota Production System (TPS)
He also advised quality circles and worked with team leaders and members on kaizen activities.After several years, Tony became the group leader of the production improvement team, which involved training paint team members in basic skills and leading kaizen activities for the paint shop. He also traveled to other American plants to:
  • help determine root causes for ongoing problems,
  • develop countermeasures for these problems
  • train team members in the TPS
  • special projects within the paint shops - installation of pits, production boards, etc.

Today Tony is a certified TPS trainer, a certified Toyota Global Production Center Point Trainer and a certified Toyota Business Practices Trainer (8 Step Problem Solving). His extensive experience with TMMK uniquely qualifies him to teach TPS for the UK Lean Systems Program.