On September 8, 2019, TL/GL Training camp was launched in a research institute of Chinese Aeronautical Establishment. Party secretary, vice president and functional department heads participated in the training camp. Mr. Yang, strategy consultant of Dantotsu, was the chief trainer of this training camp. Mr. Yuan and Cindy was the training instructors.
The training camp still adopted Behavior Nine Grid and lean leadership 12 paradigm. Dantotsu's team customized the design according to the working characteristics of the staff in the research institute, with the purpose of building a high-performance learning organization and enabling professional knowledge and skills to take root and thrive in the behavior carrier. Dantotsu's team redesigned the training content according to the working characteristics of the staff in the research institute, with the purpose of building a high-performance learning organization and enabling professional knowledge and skills to take root and grow in the behavior carrier.
After a brief launching ceremony, the consultant introduced the main contents, methods and rules of the training camp. In the training process, "Group Competition", "Team Game" and other methods were used to carry out all-round leader training from TL/GL training's origin, purpose, objectives, safety first, team building, Identifying and eliminating seven wastes, standard work improvement, outward bound training and other aspects.
The trainees were divided into three groups: blue, red and green. They began the training with high standards and strict requirements in the form of a team. In the process of training, the trainees were faced with the multi-dimensional and high-intensity training, such as consultants’ continuous denial and punishment, nervous team ceremony, many classwork and homework, knowledge summarization and reporting, etc. Their mind and body experienced a devil training. They experienced from shock - negation - rejection - frustration - recognition - attempt - integration process. This training really honed his will, and strained his bones and muscles. This had to be said to be a gorgeous turn.
After the training, President Yang summarized the results of the training in two words: enterprising and certification. He pointed out that the training made him see the change of people. At the beginning, the trainees felt a little embarrassed, but gradually became focused, then thought about what the leaders around them were, and finally everyone became energetic. The whole transformation process was summed up as "embarrassment - focus - thinking - change". Lean was about to start, and this training camp is a briefing for the beginning of lean, not the end of lean. Workmates who attended Phase I training camp had already started to promote lean, and more workmates would do lean work in the future.
Mr. Yang made a final comment on the training camp report, and explained the role of the training camp. The main theme of the training camp was "change", including "personal change" and "team change". In the process of transformation, we needed scientific methods. Finally, Mr. Yang summarized the core content of the training camp in three words.
1. Standards: establish standards and solidify results after solving problems.
2. Improvement: the established standard must be continuously improved. We should have a strong awareness of problems, solve problems and make continuous improvement.
3. Challenge: a leader must have a strong spirit of challenge.
TL/GL training camp can strengthen organizational capacity building, ensure the implementation of strategic development. Through systematic learning and training, practicing the lean leader paradigm, change the traditional working mode, it help leaders quickly improve their influence and execution.