Workshop: My CEO Said We Need AI. Now What? A Practical Guide to: Finding Parts, Serving Customers, Selling More.

A Practical Playbook for Industrial Distributors and Manufacturers

After more than four decades of Lean, Kaizen, and continuous improvement efforts, most organizations don’t suffer from a lack of tools—they suffer from an excess of them. This session reframes operational excellence not as a deployment, transformation, or consulting exercise, but as a leadership discipline that demands clarity of purpose, humility in practice, and sustained daily commitment. Drawing on the evolution of Lean thinking from its U.S.–Japan origins through the Toyota Production System, Toyota Kata, and modern problem‑solving systems, this session examines why common approaches fail, why they persist anyway, and what actually works when leaders stop optimizing activities and start developing people.

Delivered by James Franz, co‑founder of the Toyota Way Academy and former Vice President of Global Operations at Toyota Way Consulting, this session is grounded in decades of real‑world application inside complex manufacturing and engineering environments. Trained directly by Toyota in both Japan and the United States, James has led enterprise‑wide transformations across automotive, aerospace, defense, industrial manufacturing, and service organizations. He brings a rare practitioner’s perspective on how operational excellence is sustained through leadership behaviors, standard work, daily problem solving, and people development—not through tool rollouts or short‑lived initiatives. Attendees will leave with a clearer understanding of why operational excellence is simultaneously simple in concept, difficult in execution, and still widely misunderstood—and what it truly takes to build learning organizations capable of sustained performance in today’s complex manufacturing environments.

Most purchasing systems rely on fixed lead times and historical usage to determine what and when to buy, even though both demand and supply are inherently uncertain. Using imported fasteners as a practical example, Josh will show how these assumptions can lead to shortages, excess inventory, and poor purchasing decisions. Attendees will learn practical ways to improve lead-time settings, demand inputs, and safety-stock decisions within the ERP systems and purchasing processes they already use.