Lean Business Solutions.
Lean Master
ASQ Certified Quality Engineer
Certified Six Sigma Black Belt
byronheadrick@theleanleap.com

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  3. Participant Cancellation Fees: Participant cancellation fees are based on the number of days preceeding the seminar start date that a written cancellation request is received. Cancellations received greater than 28 days prior to the seminar start date will incur a 25% cancellation fee. Cancellations received 15 - 28 days prior to the seminar start date will incur a 50% cancellation fee. Cancellations 14 days or less prior to seminar start will incur a 75% cancellation fee. No shows will be charged the full program fee. Bill My Credit Card Later customers will have cancellation fees charged at time of receipt of cancellation notice from participant.

    Participant Transfers (From one seminar to another): One transfer is allowed per registration and must be received in writing (via email, fax, or written correspondence). Transfer requests received within two weeks of the class start date will incur a $25 administrative fee.

    Participant Substitutions: Substitutes for registrations can be accommodated with two week advance written notice.

    Cancellation Notices: Notification must be received in writing, either by email, fax, or written correspondence and acknowledged via reply email.

    Program Cancellation: Lean Frog reserves the right to amend its program(s) as necessary. In the event of a program cancellation, Lean Frog is not responsible for travel or other costs incurred by registrants (i.e. non-refundable airfare, hotel charges, etc.). Lean Frog recommends that refundable airline tickets be purchased. In the event of a program cancellation all registrations fees will be refunded to registrants.

 

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Whether you go to into a franchised fast food restaurant or take an airplane ride, you will encounter companies that are using Lean to improve the value that they offer their customers while driving bottom-line results.
Take Southwest Airlines for instance…
While you may not hear the company talking in terms of Lean phrases, they have used Lean principles for years to drive improvement in their business. Lean principles come naturally to high performance companies, whether they know it or not. One of my favorite examples is Southwest’s 15 minute turns. According to the book Nuts! By Kevin and Jackie Freiberg, today, two of three Southwest planes are turned in 20 minutes or less. Using similar technology to Lean quick changeover practices for production equipment, Southwest has developed a standardized method for turning a plane. Turning means to completely unload guests and luggage; reload the plane with guest, luggage, fuel, supplies; and then get the plane back on the runway for take off. Southwest does this in about half the time of their major competitors.What has this meant for Southwest Airlines? By being able to quick turn a plane, Southwest uses about 35 fewer planes than competitor airlines that turn planes at the industry average rates. The book Nuts! Points out that with new planes at $28 Million in 1995, that’s $1.3 Billion in capital expenditure savings. This translated into value for Southwest’s customers in the form of lower fares while increasing profits for Southwest’s shareholders.

Think about it.

What can Lean do for your business?