Increasing Performance and Problem Solving Effectiveness – Tiered Huddles

Session focus: 

Change leadership, daily problem solving, visual communication, coaching, trust, facilitation

During this session, we will explore why huddles and huddle boards can sometimes fail and what can be done to maximize their effectiveness. The Tiered Huddle process, which Honsha has adapted from Toyota and applied in government agencies, will be explained and examples will be given. This session will enable leaders to improve the effectiveness of daily huddles at all levels of the organization, including creating linkages between key metrics at all levels and upper tier support of solving problems experienced at the front lines of the organization. 

Target Audience: 

Supervisor, Executive

Presenter(s): 

Bob Plummer
Sr. Managing Director
Honsha

Bob began his career with 15 years of experience leading manufacturing operations, including Toyota experience at NUMMI, followed by 15 years of experience as Division President and CEO of both manufacturing and service companies. He has a Bachelor of Industrial Engineering from Kettering University and a MBA from Harvard Business School. While in the roles of Division President and CEO, he implemented TPS in several businesses. When implementing TPS and kaizen, he emphasized the important role of leadership, meaningful metrics, building kaizen skill and ability, and cultural transformation. As Managing Director of Honsha, he works with clients to improve the ability of their operations and extended value streams to meet customer needs for delivery, quality, products, and services in the most effective and efficient ways possible. He achieves those results by focusing on a combination of building organizational capability and culture and working with clients to implement mature systems for solving problems.  ndustries where he is currently focused include manufacturing, government, health care, and distribution.

Matt Wehr
Managing Director
Honsha

Matt designs and leads implementation of lean organizational transformations in manufacturing, healthcare and other clients. He facilitates creation of learning organizations that deliver improved employee engagement, customer satisfaction, operations and financial results. Matt is a former Toyota executive, trained by TMC’s top senseis. Under the guidance of former Presidents of TSSC, Hajime Ohba and Hideshi Yokoi, Matt led Toyota’s Operations and Management Development Division. OMDD’s aim is to develop managements’ skill in TPS, Toyota Way and Global Business Practices while improving operations, thus creating internal senseis. Matt effected this work in Toyota’s North America Assembly plants and select supplier plants from 2002 to 2009. A graduate of Harvard Business School with a general management focus, Matt brings an extensive breadth of experience leading the use of Toyota Lean as a business system.