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BMGI Spring Part 2

Online Training: The Leadership Triangle, Part 2: Creating Accountability

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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The last decade is often considered the time of employee empowerment. Although this sounds like a noble and good idea, it will probably go down in history as the time when we lost the ability to hold each other accountable. Leaders completely removed themselves from decision making because they believed (or were told) that it was the only way to "grow" employees. That experiment did not work very well. Leaders lost sight of the fact that while you can delegate responsibility, you cannot delegate accountability.

The second side of the Leadership Triangle deals with creating an environment of accountability. Leaders have to learn how to create just enough process to guide staff, while allowing them to be creative in their problem solving. Leaders have to learn how to trust their employees by creating monumentally successful processes that work equally well with the typical employee as they do the superstar.

Agenda topics:
In this two-hour online training session, instructor Wes Waldo covers two fundamental concepts that enable leaders to achieve accountability throughout their organization:

1. Foundational 5S.
5S (sort, store, shine, standardize and sustain) creates process discipline. It is not a form of punishment, but an enabler of success. 5S should go beyond simply "cleaning out the warehouse" to involving leadership tools that will enable you to hold yourself and your team accountable. Specifically, we will discuss:

  • What does 5S really look like?
  • Making 5S actionable through zone maps and radar charts
  • Daily 5S genba walks
  • Establishing the sustainment plan

2. Genba level accountability.
Learn how to combine tools such as leadership standard work, tiered meeting structures and kaizen events with associate-owned visual management. Creating process control that is owned by the point-of-action resources is the first step toward the creation of accountability. When the leadership team then uses the information, you establish a culture of continuous improvement that upholds high standards of execution. Specifically, we will look at:

  • What is process control?
  • Visual management
  • Creation of metrics
  • QDIP boards
  • Setting up data collection for metrics

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