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Workshop

Lean Leadership: The Role of the CEO and CFO

In the end, it’s all about people

Workshop Code: MW-18

Day & Time: Monday, Oct 15, 2012 - 1:00 PM

Length: 4 hours

Cost: $200.00 USD

Most lean transformation failures have a common cause: companies focus on lean tools but fail to recognize that in the end it's all about people. Understanding this, Wiremold Company changed the roles of its CEOs and CFOs for this new environment. They knew this would be central to the company's successful lean transformation. And it more than just worked. From 1990 to 2000, the value of Wiremold increased from $30 million to $770 million. That's a more than 25-fold increase in 10 years!

Achieving these results demands that the CEO and CFO do things differently, not just talk about things differently. As a result, cultural change was perceived, inspired and driven by Wiremold Company's leadership. This workshop will show you how you too can have successful lean implementation by doing lean rather than just talking lean.

In this workshop:

  • Hear why it's important to do lean rather than just talk lean.
  • Learn why Wiremold Company's CEOs and CFOs changed roles when implementing lean.
  • Find out why leadership behaviors need to be different in a lean environment than in a traditional environment.
  • Learn the management principles and practices the company used during its lean journey.
  • Take home methods and techniques you can use to implement lean at your business.

The Wiremold Company

Wiremold is the leading manufacturer of innovative pathways and wire and cable management solutions. As the industry's largest provider of end-to-end wire and cable management and pathway solutions, Wiremold delivers the widest range of innovative ways to get from point A to point B.

The Wiremold Company has been featured in many articles and in the books Lean Thinking by James Womack and Dan Jones and Better Thinking, Better Results by Bob Emiliani.

Orest Fiume

Until he retired, Orest (Orry) Fiume was vice president of finance and administration and a director at The Wiremold Company. Orry led the company's conversion to lean accounting in 1991 and developed alternate management accounting systems that supported the company's lean efforts, going on to install lean accounting at more than 20 Wiremold acquisitions.

Orry has taught lean accounting and lean leadership at the Lean Enterprise Institute, the TBM Institute, the University of Dayton Center for Competitive Change and at numerous companies in North and South America, Europe and Asia. Orry has been inducted as a life member of the Shingo Prize Academy and serves on the board of directors of the Lean Enterprise Institute and the Thedacare Center for Healthcare Value. Orry co-authored the Shingo Prize-winning Real Numbers: Management Accounting in a Lean Organization.

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Beginner Intermediate