Session Title:
Coaching and Organizational Transformation
Facilitator:
Scott Curtis
Session Abstract:
Companies interested in learning how critical Coaching is in transforming an organization from a traditional manufacturer to an agile Lean and Continuous Improvement focused manufacturer should attend this presentation. Attendees will benefit by acquiring key takeaways from a company that has made the transition from initially struggling with using Lean tools to an organization whose culture is relentlessly focused on achieving True North. These lessons learned will help prepare those responsible for leading an organizational in transition with critical Coaching lessons. Specifically, attendees will gain insight in to how important good Coaching is in leading an organizational transformation.
The Presenter managed the plant featured in the case study for seven years until 2012 and led the way on a Lean journey that resulted in significant and sustainable improvements in operational and bottom line performance since 2006. Early in the transformation employee buy in and sustainability were a major concern and specific actions were taken to avoid the common backslide or loss of momentum many companies face with improvement initiatives. Those that attend this session wll learn how these lessons learned can be applied to resolve current day issues.
Specific Learning Objectives:
“In this session you will learn…”
- In this session you will learn the importance of Coaching in Organizational Transformation
- In this session you will learn when to apply the different elements of Coaching as the organizations matures through their Lean journey
- In this session you will learn how critical Coaching is in Hoshin Kanri
Facilitator Biography:
As the Director of the TWI Institute, Scott brings 25 years of manufacturing experience and leadership and a deep working knowledge of TWI programs. As a Plant Manager at Albany International for 7 years Scott was not only able to keep the business viable, but thrive in the face of rapidly escalating raw material costs and stiff competition from overseas markets. Much of the improvements achieved, such as an operating income increase of 375% over 4 years, were the result of a successful Lean implementation and the development of a world class TWI program. The achievements from the TWI implementation were featured as a case study in Bob Wrona and Patrick Graupp’s book Implementing TWI: Creating and Managing a Skills Based Culture, published by Productivity Press in November 2010.
Scott began his career with Mobil Chemical as a project engineer responsible for large capital project installations. He also held positions as a Process Engineer, Maintenance Manager, Plant Superintendent and Plant Manager in his 13 year career with Mobil/Pactiv. Scott moved on to Huhtamaki Consumer Packaging and spent 5 years as Operations Manager where he was involved with the initial implementation of their Lean systems.
Scott has training in Six Sigma from the University Of Tennessee Knoxville, and earned a bachelor’s from the Rochester Institute of Technology and an MBA from the University of Phoenix.
