Building a Dream Team Culture: People-Powered Lean

  • 22 Mar 2011
  • 7:30 AM - 4:30 PM
  • MarquipWardUnited, 10615 Beaver Dam Road, Hunt Valley, Maryland 21030
  • 27

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  • Not an employee of a MWCC member company
  • Employee of a MWCC member company

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Smart business leaders understand the link between process and people and they work every day to boost the return on their most valuable asset--their people.  Research has established that employee engagement is a leading indicator of future business performance and success. Employee satisfaction, tenure, and organizational perception are all linked to individual engagement and performance level. Join the MWCC and popular September 2010 quarterly meeting speaker, Joe BartoFounder and President of Training Modernization Group, to learn how to make employee engagement a top priority. 


Employee engagement is a direct result of organizational culture and team stability.  In order to increase employee engagement and build a dream team capable of a lean journey, a cultural change must take place.  A lean journey is the ultimate cultural change; it requires full involvement and empowerment of all employees, from top to bottom.  Whenever change is introduced, culture unfailingly pushes back in an attempt to maintain the status quo.   Without team stability and strong leadership, culture will reject change and return to the status quo.  Unless team stability and strong leadership can guide change to overcome the inevitable cultural push back, a lean journey is doomed to failure.


This workshop will show how to effect a cultural change that will sustain a lean journey.  It will provide steps to maximize engagement and organizational/team stability through goal alignment, leader development, team engagement, overhead reduction and improved employee performance.  It will cover methodologies for analyzing return on investment for human capital management programs and assessing internal cost drivers associated with implementation. These methodologies will be shown though case studies and discussions on how to synchronize and integrate people improvement programs into and in direct support of every lean initiative.

Learning Objectives

  • Understand how to build a culture of continuous improvement
  • Understand the difference between operational stability and team stability
  • Understand importance of team alignment and how to organize your team for success
  • Learn ways to better develop your most valuable assets: the leaders
  • Understand the linkage between team engagement and business performance
  • Understand that recruiting, trying out, and making the team (on-boarding) are key value added activities
  • Understand where to begin in the process of developing a “Modernized Human Capital Performance Program”  

Agenda 

7:30am Continental Breakfast

8:00am Building a Dream Team Culture: Theory and Practice

11:30am Lunch (included)

12:00pm MarquipWardUnited Best Practices and Facilitated Plant Tour*

2:00pm Heartbeat Leaders

3:30pm "Team Culture Snapshot" Analysis Workshop

4:30pm Closing the "Dream Team Champion" Ceremony

*Closed-toe shoes must be worn for the plant tour; other personal protective equipment will be provided.


About Joe Barto

Since the founding of Training Modernization Group, Inc. (TMG) in July 2002, Founder and President, Joe Barto, has led a one of the most successful small businesses in the Commonwealth of Virginia with operations across America.  Built on the cornerstone of trust and values driven… he has assembled a team of highly engaged professionals committed to success resulting in Training Modernization Group reporting profits every year.  

Some of their partners include Northrop Grumman Newport News, BAE Systems Ship Repair, L3 Communications, Ball Metal Manufacturing, Liebherr, Aera Energy, Oceaneering, the Virginia Department of Transportation, and the United States Army.A retired U.S. Army Lieutenant Colonel, Mr. Barto served in peace and war both in the United States and abroad. During Operation Desert Shield he was the Chief of Current Operations for the 25,000 soldier 24th Infantry Division (Mechanized) and then was the Executive Officer of the 2nd Squadron, 4th Cavalry Regiment which led the division into the Euphrates River Valley during Operation Desert Storm.  From July 1992 - August 1994, he was assigned as a Special Assistant to the Commanding General of Training and Doctrine Command, Fort Monroe, VA. Prior to retiring, Mr. Barto served as an original member of the Joint Warfighting Center and was one of the key developers of the Joint Training System and the primary author of the June, 1996 Joint Training Manual.

He earned a Bachelor of Science degree from the United States Military Academy at West Point, NY in 1978 where he was an Army Basketball Player.  He earned a Masters Degree in Organizational Theory and Leadership from James Madison University in 1988.  He is on the Board of Directors for New Horizon’s Regional Education Center Foundation and the Association of Manufacturing Excellence’s Southeast Region Board of Directors.   He is a frequent presenter at professional forums and a published author in Leadership, Performance Improvement, and Lean.

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