Overview

LGN Latin America (LGN LA) is a joint initiative led by Jose Ferro and the Lean Institute Brasil (LIB) with support from the Lean Enterprise Institute, Inc. (LEI), and Instituto Lean Management Espana (ILM Spain). LGN LA is based in Sao Paulo, Brazil.

LGN institutes and partners have been active in many countries in Latin America over the past decade. We recognize there is growing interest in the region for more lean knowledge and technical support.

The purpose of LGN LA is to create greater awareness of LGN’s point-of-view – both Lean Thinking and Practice and what it takes to lead a successful lean transformation — throughout the Spanish speaking countries of Latin America.

Our initial approach is to provide a unified and coordinated strategy to advance lean thinking in the region through selective education and awareness activities. We aim to identify like-minded lean thinkers and practitioners and facilitate connections and learning opportunities among interested companies, institutions, and individuals.

At the same time, we want to develop local capabilities and knowledge by working together with local organizations.

If you or your organization would like to learn more or are interested in joining our initiative, please contact us at telma@lean.org.br

 

 

Strategy and Plans for 2015 – 16

In order to achieve our purpose in Latin America we plan to:

  • Share our understanding of what it takes to lead an organization-wide Lean transformation
  • Improve access to Spanish language thought leading Lean books and publications
  • Greater access to public and in-company educational programs and events
  • Partner with Lean practitioners and thought leaders in the region.

Leadership Team

Oriol Cuatrecasas

President

oriol.cuatrecasas@institutolean.org

Oriol Cuatrecasas heads the Instituto Lean Management (ILM) in Barcelona, Spain. ILM Spain spreads Lean Thinking throughout Spain and collaborates with organizations in Spanish speaking countries to promote Lean activities.

Telma Rodriguez

Latin America Co-ordinator

telma@lean.org.br

Jose R. Ferro

President and founder

lean@lean.org.br

President and founder of Lean Institute Brasil. Vice-chair of the Lean Global Network. Senior Advisor of the Lean Enterprise Institute in the U.S.A. One of the founders of the lean global movement. Speaker  in conferences and events in 26 countries. Researcher at the MIT project  that lead to the publication of the book “The Machine that changed the world” where the term lean was coined. Author of chapters of the Portuguese-language version of the books “The Machine that Changed the World” and “Lean Thinking” by Womack and Jones. Holds a B.S. in Production Engineering and a master’s degree and Ph.D. in Business Administration.

John Y. Shook

Chairman and CEO

jshook@lean.org

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. Shook also helps companies learn lean management through the Lean Transformations Group, LLC, and the TWI Network, Inc.



Books

Education


Interested in organizing a workshop in your company ? Choose from the available workshops in the catalog view CATALOG

Key Concepts of Lean

Designed for individuals and teams little to moderate experience and exposure to lean who want to gain a better understanding of the components and underlying philosophy of lean, and how the elements and philosophy work together to create a lean enterprise.

Key Concepts of Lean

Designed for individuals and teams little to moderate experience and exposure to lean who want to gain a better understanding of the components and underlying philosophy of lean, and how the elements and philosophy work together to create a lean enterprise.

 

Value Stream Improvement

This hands-on, interactive workshop will take you through EVERY step of the value-stream improvement process: preparation before mapping, current-state mapping, problem-solving to design the future state, managing implementation of a lean transformation to plan, and continuing to support the value stream after implementation. As a result of participating in this workshop, the attendees will:

  • Develop basic understanding of fundamental lean principles and tools appropriate to address issues in the value stream
  • Develop the ability to apply mapping techniques to visualize a current process
  • Understand how to reach agreement with the leadership team on the redesign of the value
stream and the anticipated improvements in performance that should result from the project implementation
  • Develop a basic understanding of and ability to apply lean tools and techniques to create a future-state map
  • Learn how to plan and implement a lean value-stream improvement project to achieve sustainable gains.

 

Kaizen

The Kaizen methodology promotes the sustainable continuous improvement as a daily way of life for every member within the organization. It supports the flow, implementation and recognition of improvement proposals made by all collaborators. Kaizen provides a structure to channel the opportunities for improvement detected by any employee and convert them into realized changes that have a positive impact in the way people perform and perceive their work. The workshop is designed to emphasize the critical role that the scientific method of PDCA plays in helping organizations successfully implement their strategies, create the environment for continuous improvement and develop people enabling them to solve increasingly complex problems.

 

Leadership

Designed to help leaders understand conceptual differences between traditional or modern management and Lean management. Participants will learn about applying lean to their organization vs. integrating it into the business system with the expectation of creating a new problem solving culture, and what changes in their own thinking and behaviors are required so they can effectively support their organizational transformation.

 

Managing to Learn / A3 Thinking

The purpose of this workshop is to explore the lessons and insights of Managing to Learn from four perspectives. 1. First, you'll learn sound A3 thinking and management by following the stages of learning shared in Managing To Learn (MTL). You'll examine how the A3 changes with each revision, what the young manager has learned about the A3 thinking, the A3 process that he applies in each revision, and what the course of his development indicates about the deep problem-solving focus that characterizes lean thinking. 2. Next, you'll get the chance to develop your own eyes and ears to recognize effective A3 stories. You'll describe the problem-solving thinking that is required for each section of the A3 for the PDCA story it tells to be effective. 3. Then, you'll create your own A3s. You'll address real problems you're already working on every day for this exercise. You'll work in small groups to read, discuss, and evaluate each other's A3s. And then you'll have the chance to coach each other, offering guidance on how to improve each other's A3 stories. 4. Finally, you'll learn various forms and uses of the A3 process.

Point of Contact

Telma Rodriguez
Latin America Co-ordinator
Email
Phone
(55 11) 5571-0804
Mailing Address
São Paulo - Rua Brás Cubas, 187 - Jardim Sao Caetano, São Caetano do Sul - SP, Brasil
Supported Languages
English,Spanish,Portuguese.

Other Regional Initiatives