John Y. Shook
Chairman and CEO,
Lean Enterprise Institute
John Y. Shook
John Shook is recognized as a true sensei who enthusiastically shares his knowledge and insights within the Lean Community and with those who have not yet made the lean leap.
Shook learned about lean management while working for Toyota for nearly 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and subsequently to other operations around the world. While at Toyota’s headquarters, he became the company’s first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, MI, as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, KY, assisting North American companies implement the Toyota Production System. As co-author of Learning to See John helped introduce the world to value-stream mapping. John also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. In his latest book Managing to Learn, he describes the A3 management process at the heart of lean management and leadership.
Shook is an industrial anthropologist with a bachelor’s degree from the University of Tennessee, a master’s degree from the University of Hawaii, and is a graduate of the Japan-America Institute of Management Science. He is the former director of the University of Michigan, Japan Technological Management Program, and faculty of the university’s Department of Industrial and Operations Engineering.
He is the author of “Toyota’s Secret: The A3 Report”; Sloan Management Review, July 2010; “How to Change a Culture: Lessons from NUMMI”; Sloan Management Review, January 2010. Shook is a sought-after conference keynoter who has been interviewed on lean management by National Public Radio, Bloomberg News, The Wall Street Journal, and numerous trade publications.
John’s Keynote at Lean Summit -2014 will focus on:
Lean Transformation Model: A successful lean transformation calls for a situational approach that is based on innovating on key dimensions of any organization through addressing a series of questions. Learn about the 5 fundamental dimensions for a lean transformation and the key questions associated with each
Lean Leadership: Lean leadership builds systems that are the operational result of disciplined lean practice—a problem-solving culture that creates continuous improvement that delivers business results while always solving better customer problems and where each member is engaged as entrepreneurial owner of his or her challenges
JOSE ROBERTO FERRO. Founder and president of Lean Institute Brasil. Vice chairman of the Lean Global Network (LGN). He was a researcher with the International Motor Vehicle Program at MIT (Massachusetts Institute of Technology) that produced the book “The Machine that Changed the World” where the term lean was coined to characterize a new management system. Author of articles and books. Has made presentations in conferences and events in 27 countries.
His keynote in India will remain focused on:
LEAN PRODUCT AND PROCESS DEVELOPMENT (LPPD): The Lean Product and Process Development creates products and processes that delivers maximum value to the customers and reduces costs and improve quality and profitability. The main principles and elements involved in LPPD will be presented.
MAKING LEAN SUSTAINABLE OVER TIME – CULTURE AND MANAGEMENT: To make lean sustainable over time we need to move beyond the lean tools. It is required the adoption of a new management system and a new culture. Lean changes the work practices and challenges current management and leadership assumptions.