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BMGI Spring

Online Training: The Leadership Triangle, Part 1: Providing Alignment

An online training course produced by IndustryWeek, in partnership with BMGI

Date: This webinar is now available On-Demand.
Event Type: On-Demand Webinar
Cost: Starting at $199. See details below.

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Aligning an organization with its business objectives isn't easy. In fact, it's one of the most difficult things leaders do and few organizations do it well. While most organizations have well-documented business objectives, the vast majority of organizations are ineffective at communicating their direction on an ongoing basis. This creates an environment where there is little or no alignment between business objectives and improvement efforts. The first side of the Leadership Triangle, alignment, indicates we have to align everyone to the organization’s common goals and objectives if we hope to flourish in today’s economy.

This online training session discusses the essence of interacting with all parts of the business in a regular and systematic way through process management. We introduce specific tools that leaders and managers can and should use on an hourly, daily and weekly basis to provide alignment among all employees and the organization’s objectives.

Agenda topics:
In this two-hour online training session, instructor and Lean master consultant Wes Waldo will introduce you to three key concepts that will enable you to effectively provide alignment throughout your organization:

1. Genba leadership
Genba (also written "Gemba") is a Japanese word that means "the place." Leaders have to go to where the work takes place so they can give timely guidance based upon the current business reality. Genba leadership is much more than just "management by walking around," which is often random and unstructured. In this session you will learn how to construct effective genba walks by applying some key concepts:

  • Cascading daily management
  • Tiered meeting structure
  • Daily operations genba walks
  • Stakeholder analysis and management
  • Identifying the process owner for a cross functional product or service

2. Leadership standard work
Instead of stifling employees, standardization enables creativity by giving us a baseline from which to judge all the great new ideas. We will discuss:

  • What is standard work as it applies to leaders?
  • Examples of leadership standard work for several levels within the organization
  • Modifying and using leadership tri-folds
  • Cross training

3. The tool map
It is important to understand the sequencing of tools that ultimately lead to selecting the best kaizen events, DMAICs and just-do-its -- in other words, the improvement projects that best align to your organization’s business objectives. Specifically, we will introduce the importance and sequencing of:

  • Hoshin planning
  • Value stream assessments
  • Facilitating kaizen events
  • Standard work
  • Daily management

Who should attend:

  • Vice presidents
  • Plant managers
  • Operations and quality leaders who are responsible for improvement efforts.
  • Process owners who are responsible for ensuring improvements are maintained.

These principles can be applied to all forms of leadership, not just within manufacturing companies.  Leaders of all organizations are encouraged to attend.

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Included with all registrations:

  • On-demand training course
  • Downloadable slides for note-taking
  • Continuing education credits -- see details below


  • A CD-ROM can be added to any registration for an additional $199 per session.

Continuing education credits

Each registration entitles you to receive continuing education credits for one person through our partnership with the International Association for Continuing Education & Training (IACET).  During the training session, you'll receive instructions on how to claim your credits.

IACET continuing education credits are accepted by the American Society for Quality (ASQ) and hundreds of other organizations and companies.


Wes Waldo
Chief Operating Officer

William "Wes" Waldo is a disciplined, organized and highly respected leader.  As BMGI’s Chief Operating Officer, he leverages more than 15 years of quality, operations management and process improvement experience as he strives for perfection in BMGI's sales, marketing and internal processes.  Wes' appointment as COO follows many years as a Lean master consultant, Lean product manager and nearly two years as practice leader for BMGI’s manufacturing team.  A respected authority in his field, he co-authored the manual A Team Leader's Guide to Kaizen Events, and contributed to The Complete Idiot’s Guide to Lean Six Sigma and The Innovator’s Toolkit.  Wes enjoys working with a wide variety of organizations from healthcare to high-end technology manufacturing, especially in the development of their strategic planning.

More information

This training session will be conducted using a slides-and-audio format.  After you complete your registration, you will receive a confirmation email with details for joining the training course, as well as your unique password.


Purchase this on-demand training