1. 1
Your Presenters:
Jean Fuller Larry Miller Ray Dyck
STS and Lean

2. Purpose
To explore the
possibilities of complementarity
between STS approaches and Lean
2

3. Agenda
• Expectations and Starting Points – 20 minutes Jean/Ray
• What is Lean – 35 minutes Larry
• Case Studies * Ray/Jean
– Case Study Summaries, Assign Questions to small groups – 20 minutes
– Groups work on assigned questions – 30 minutes
– Groups report out in plenary – 20 minutes
• Closing – 10 minutes Ray
* NOTE: Case Studies will be required pre-reading
3

4. Expectations and Starting Points
• Select someone you do not know or don’t know very much
• Take 3 minutes to share
– Your expectations vis-à-vis this segment of the workshop
– Rate yourself re knowledge/experience with Lean and STS – 1, knowledgeable, 2
somewhat and 3 not familiar
• Meet up with another pair of participants and complete the grid you will
be given
– As a group of four, summarize your group’s expectations and starting points in regards
to this segment of the workshop.
• In plenary, share expectations and starting points.
4

5. Who’s In the Room
Name Expectation STS Lean
Jean Understand differences and points of convergence
between STS and Lean
1 3
Mary
Monique
Robert
5

6. How would you characterize Lean?
6

7. What is Lean?
7
SEE PDF FILE

8. How would you characterize Lean
… any changes?
8

9. Case Studies
9

10. Case Study Summary:
Team Based Redesign at CMCO (Fictitious name)
Ray Dyck
10

11. Case Study Summary:
Reconciling Top-Down and Bottom-Up Lean Implementation
Jean Fuller
11

12. Case Study Assignment
• Break into Groups & Assign Cases
• Each group/table will discuss the following questions:
– How were the Lean and STS approaches combined? In what ways was this effective
or not?
– What are the lessons you take away from this case for your practice or for your
company?
– What questions do you have for the consultants in these cases?
12

13. Group Report-Outs
Capture on flip chart at front of class
13

14. Closing
14