As lean has evolved to a focus on continuous improvement through employee engagement we have increased our own skills for grasping the situation, PDCA problem solving, reflection and A3 thinking. We have also learned that lean leaders need to develop the problem solving thinking of others to lead in a CI culture.  The question is, how do you coach others in their problem solving efforts in a way that helps them increase their skills and the soundness of their thinking?  This session will introduce Coaching for Development , which is based on a practice Toyota leaders use to build problem solving capability in employees. The role of the coach in this kind of coaching is to raise awareness and prompt systematic investigation and fact-based thinking without taking over problem solving responsibility. Participants will experience the impact of this form of coaching and practice the basic skills required during the session.

David Verble

David applied his organizational skills at Toyota's Georgetown, KY, plant where he worked in management and organizational development during the facility’s startup phase and beyond. During his 10 years at Toyota, David became the manager of Human Resource Development at Georgetown and then manager of Human Resource Development for North American Manufacturing at Toyota's manufacturing headquarters in Erlanger, KY. Before his tenure at Toyota, David was responsible for organizational development as assistant to the Dean of the College of Education, University of Kentucky. He currently aids companies implementing lean through the Lean Transformations Group.