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LCI NorCal Presents: Lessons of A Failed Kaizen Event

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An LCI NorCal Event/Co-Sponsored by AIA East Bay

Wednesday, March 11, 2015
5-7pm, networking reception to follow
Location: AIA East Bay Office, 1405 Clay Street, Oakland, CA  94612
REGISTER HERE

1.5 CES LUs

Early Registration: LCI or AIA Members: $55.00; Non-Members: $75.00; Public Sector Owners Representatives: Free; Not-for-Profit Owners Representatives: Free; Academic: $30.00.

Regular Registration Begins March 4thLCI or AIA Members: $75.00; Non-Members: $95.00.

The goal of the kaizen event is to improve safety, quality, and productivity by developing standard operations for the stripping, set up, reinforcing, and placing of precast systems.  The change we are looking to bring about was to go from a team who constantly had to look to their supervisor for what to do next to a team where each employee knew exactly what their role was in completing all the work.

Kaizen events can introduce dramatic change to a process with the potential for great results.  However, the power of kaizen must be applied with the culture of the organization in mind.  In this presentation, we will learn how managing the preparation for a kaizen can go very well, or very badly.

The presentation will be followed by a networking session with heavy appetizers and a hosted bar. 

Presenter

Garrett Bradford, Clark Pacific. Clark Pacific, founded in 1963 as Tecon Pacific, is a leader in the design, manufacture, and installation of state-of-the-art structural and architectural precast building systems. They are a trusted partner in design-build turnkey structural solutions.  They focus on a preconstruction partnering process that helps clients achieve shorter project schedules, reduced project costs, and best value designs.  They have two production facilities in Northern California (West Sacramento and Woodland), and two production facilities in Southern California (Fontana and Irwindale).

Learning Objectives

In this presentation, attendees will learn:

1. How to avoid the pitfalls of change in an organization.
2. How managing the preparation for a kaizen can go very well, or very badly.
3. The steps necessary for assuring alignment between management and a project team through real examples of failure (which is the 1st step to success).
4. How kaizen events can introduce dramatic change to a process with the potential for great results.


 

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