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Lean (also known as Toyota Production System or TPS) Practices
Lean Business & Lean Manufacturing Suite
10.1 Lean Practices Implementer's Course
Understanding How to Implement and Use the Lean Practices Tools
(One week course)
Who Should Attend?
- Lean/Kaizen Managers and Facilitators
- Directors/Managers of Quality
- Production Managers
- Operations Managers
- Plant Managers
- Directors of Engineering
- Materials Managers
What Can They Learn?
- How to measure your current performance
- How to use a process map to identify process steps that are costing valuable time and resources
- How to get the most out of your Action Workouts
- An Introductory knowledge of:
- How to measure the cost saving potential of Lean Practices implementation
- 7 Hidden Wastes
- 5S Workplace Organization
- Single Piece Flow and Workcenter Layout
- Quick changeovers and equipment set-ups
- JIT & Kanban systems
- Mistake Proofing and poka-Yokes
- Continuous Process Improvement
- Information and Material Flow
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10.2 Introduction to Lean Practices
Overview of Management’s Role in Lean Implementation
(Two day course customized for Executives)
Who Should Attend?
- Lean/Kaizen Managers and Facilitators
- Directors/Managers of Quality
- Production Managers
- Operations Managers
- Plant Managers
- Directors of Engineering
- Materials Managers
What Can They Learn?
- A systematic approach for implementing Lean principles
- How to identify Hidden Wastes and how to eliminate them
- What is needed to sustain the gains Rapid Improvement Process teams can make
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10.3 Implementing Total Productive Maintenance and 5S
Understanding How to Improve Equipment Effectiveness with Lean Practices
(3 Day course)
Who Should Attend?
- Lean/Kaizen Managers and Facilitators
- Directors/Managers of Quality
- Production Managers
- Operations Managers
- Plant Managers
- Directors of Engineering
- Materials Managers
What Can They Learn?
- How to implement a 5S program
- How to identify root causes of equipment break-downs
- How to develop Total Productive Maintenance
- How to measure and improve equipment effectiveness
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10.4 Value Stream Mapping
Understanding How to See Your Processes with Different Eyes
( Four Day Course)
Who Should Attend?
This course is fundamental to the continued study in Lean practices by Operations or Manufacturing Team Leaders and Managers, Production Leaders and Direct Line Supervisors. Process and Manufacturing Engineers can continue their education along side Production Coordinators, Continuous Improvement Managers and key shop floor personnel.
What Can They Learn?
- How to map process value added and non-value added steps
- How to analyze your current process flow to identify hidden wastes, how to identify processes that are roadblocks and how to improve them
- How to overcome hurdles that may block improvement efforts
- How to communicate the teams findings to everyone involved
- How to document the potential saving from improvements
An introductory level understanding of:
- Material and Information Flow
- The 7 Hidden Wastes
- Improving Quality, Delivery, and Costs
- Workplace Organization and Visual Controls
- Single Piece Flow and Workcenter Layout
Learn to develop a map that identifies the valued and non-valued portions of your process from the beginning the end
In this 4-day workshop you will obtain a working knowledge of Value Stream Mapping. You will understand how all the pieces of the value stream interact to produce your current state of performance. Taking this map to the shop floor to identify improvement possibilities and then developing a future state map will include how it could be using Lean Practices principles and techniques. Your team of participants will successfully use this training to identify safety, quality, delivery and cost improvements. The future state map can be used by cross-functional teams to aid in understanding how their individual process impacts all the other processes.
This course is a combination of classroom discussion and map drawing, and shop floor examination and discovery. The schedule is flexible and very hands-on in both the classroom and shop areas.
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10.5 Rapid Improvement Processes
(One week improvement activity)
Who Should Participate?
Cross functional members from different departments to include;
- Quality Engineers
- Production Personnel
- Operators
- Materials Handlers
- Mid-level Managers
A Lean Plus "Rapid Improvement Process" (RIP) follows an analysis of improvement opportunities and then involves your workers to implement changes to bring immediate cost savings results. Five-day RIPs are designed to produce immediate results and identify follow-up actions that will secure the production or service gains. Implementation of work-center layout and redesign, process improvements, and increased product flow are accomplished by your own personnel to ensure buy-in and continued support from everyone involved. These RIPs are designed to support your Current Quality initiatives.
Our facilitation of your teams produce immediate results while your personnel learn the techniques and can facilitate future projects themselves. We help to train-the trainers who will be responsible for your future Rapid Improvement Processes. These projects can become a critical part of a systematic implementation of organization-wide improvements.
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10.6 JIT and Kanbans
Understanding How to Measure Just-in-time efforts and building Kanbans
(Four Day Course)
Who Should Attend?
This course is fundamental to the continued study in Lean practices by Operations or Manufacturing Team Leaders and Managers, Production Leaders and Direct Line Supervisors. Process and Manufacturing Engineers can continue their education along side Production Coordinators, Continuous Improvement Managers and key shop floor personnel.
What Can They Learn?
- How to identify Just-in-time opportunities
- How to to use cellular layouts and zoning to improve work areas
- How to improve material handling
- How to reduce the amount of WIP within processes
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10.7 Lean Assessment Course
Understanding How to Complete a Lean Assessment
(Three day course)
Who Should Attend?
What Can They Learn?
- How to measure your organization’s current performance
- How to identify opportunities for improvement
- An Introductory knowledge of:
- How to measure the cost saving potential of Lean Practices implementation
- 7 Hidden Wastes
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10.8 Lean Sigma
(Four Weeks of training over six months)
Who Should Attend?
This course is a comprehensive development of using Statistical Process Control tools to mathematically examine the performance of processes and improve their quality. Individuals who will be dedicated to working on projects to improve the organizational performance, and implement drastic savings with an organization should attend this training. The training is spread out in four weekly increments given over a six month period. Participants will select projects with managers to apply the skills learned and measure understanding ability to implement Lean Sigma techniques. Results will be a complete LeanSigma project with significant, verified, savings.
What Can They Learn?
- How to identify the hidden lean waste and its financial impact
- How to develop a comprehensive 5S (Workplace organization) program
- How to implement Visual Controls and Total Productive Maintenance
- How to identify and implement JIT and Kanban opportunities
- How to develop "lean" process layouts that promote production flow
- How to identify process capability (Cpk)
- How to perform analytical experiments
- How to systematically improve processes
- How to identify substantial cost reductions within processes
Organizations can use this training to develop their own internal "experts" to guide continuing improvement efforts and realize significant momentum in starting their implementation of Lean Manufacturing techniques across the entire organization. There is usually an "early" return-on-investment (ROI) in the projects that produces financial savings from reduced operations costs.
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11.1 Certified Lean Manufacturing Expert Course
Certified by the International Accreditation Registry (IAR)
(Six Weeks of training over eight to ten months)
Become a Certified Lean Manufacturing Expert from an intensive 8-10 month program of learning and doing. You will be given the training to start and complete a Lean Manufacturing Improvement Project that will substantially lower your organization’s operations cost. You will learn how to lead your organization’s Lean Journey.
Who should attend:
This course is designed for those companies that want to dramatically lower their blend operations cost quickly. It is for Operations Directors and Manufacturing Managers, Team Leaders, Engineers, and Line Supervisors who can gain an insight to improvement opportunities. Middle managers and tomorrow’s leaders within your organization can learn tools to help them put Lean Manufacturing techniques into motion on your shop floor.
Your training will include the following courses:
- How to complete a Lean Assessment
- Lean Manufacturing Implementers course
- 5S, Visual Controls and Total Productive Maintenance course
- Value Stream Mapping course
- Rapid Improvement Process course
- Train-the-Trainer course
Over a 6-9 month timetable each student will receive training and mentoring as they apply what they have learned to a real project that is completed during the training.
Three criteria must be met for the Certification:
- Completion of all training
- Verification by your CFO that there is a significant savings from their project
- Passing score on Final Examination
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12.1 Developing High Performance Teams/Cells
(Ten days of training spread over an extended period of time, or 12 consecutive days, after Preparatory Sessions)
Who Should Attend?
- H.R. Managers and Facilitators
- Directors/Managers of Quality
- Production Managers
- Operations Directors
- Directors of Engineering
- Materials Managers
- Key Cell Team Leaders
- Cell Members/Operators
What Can They Learn?
- A systematic approach for implementing High Performance Teams into Cell
- How to establish cells, design of cell and assign personnel
- Skills needed to support and lead Cellular Processes
Note:
- The pace of the training may be set by management initiative, the state of business and the absorption/retention characteristics of the cellular personnel
- Ongoing production and cell unique training interlaced with this training
- Some "fall-out", replacements, and additions to cell teams are not uncommon
Definitions
- Cell Steering Committee- A middle management group that maintains the pulse of the cell, training, and implementation
- Cell Design Team- Several cellular "champions" who would facilitate the changes, deliver cell unique training and monitor cellular implementation
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Typical Results:
- Productivity increased 35%
- Machine utilization increased 25%
- Floor space required reduced 35%
- Manpower utilization increased 25%
- Work-in-progress reduced 50%
- Scrap and Rework reduced 45%
- Process Cycle time reduced 50%
- Transportation movement reduced 45%
- Change-over and set-up time reduced 70%
- On time bill collection increased 35%
- Order processing errors reduced 60%
Electronics, Warehouse Receiving;
Reduced 31 step process to 9 steps
Reduced cycle time from 9 days to one day
Savings of $2,000,000 annually (6 months)
Repair and overhaul of oil industry submersible motors;
Reduced 24.5 hour process to 19 hours
Reduced drying process from 12 hours to 2 hours
Savings of $436,000 annually (15 days)
Automotive parts manufacturing and assembly operation;
Facilitated 16 Rapid Improvement Processes for a combined
annual savings of $2,500,000 (16 one week RIP’s)
Pharmaceutical manufacturer;
Reduced scrap of raw materials from 6% to 1.2%
Reduced consumption of energy by 56%
Saving of over $200,000 annually (6 months)
Consumer goods manufacturer;
Increased production from 80 units per hour to 124 units per hour,
annually increased production worth over $3,000,000 (9 months)
Rapid Improvement Process reduced cycle time by 25% and reduced
material handling by 35% for annual savings of $135,000 (1 week)
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