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Lean Project for Lean Enterprise Certification

Overview:

Lean is recognized globally as a one of the most powerful and effective ways known to build, improve, and sustain business and institutions. Following a Lean path, any business in any industry of any size or type can improve itself continuously – both in the short term and over the long term. Led by advancements first pioneered at the Toyota Motor Corporation over 50 years ago and since translated and refined by experts and practitioners worldwide, the principles, methods, and practices of Lean constitute a successful approach to organizing and operating any enterprise.

Course Outline:

Defining Lean
    What is Lean?
  • The logic of Lean
  • Where is Lean
  • What Lean is not
  • What makes Lean so special?
    The Lean pedigree
  • Toyoda and Ohno
  • The Toyota Production System
    Lean and the World of Continuous Improvement
  • Six Sigma
  • Lean Six Sigma
  • Business Process Management (BPM)
The Foundation and Language of Lean
    Understanding Lean Basics
  • Creating the foundation
  • Learning from TPS
  • Building on the foundation
    Waste Not, Want Not
  • Muda, muda, muda
  • All in the family
Lean in the Organization: Principles, Behaviors, and Change
    Assessing Organizational Culture
  • Will the real principles please stand up?
  • Getting the culture to the starting line
  • Measuring the gap
    Changing the Organization
  • Going through the five phases of change
  • Hurdling roadblocks to success
  • Lean State of Mind
Power to the People
    The Human Side of Change
  • Change and the individual
  • Change and the team
  • Change and the managers
Go Lean: Implementation Strategy, Startup, and Evolution
    Preparing to go Lean
  • Starting from the top
  • Creating the Lean infrastructure
    Finding the Master and Developing the Students
  • The Lean Sensei
  • Lean students
    Beginning the Journey: The Lean Rollout
  • Minding the big picture
  • Picking the starting point
  • Creating awareness
  • Avoiding the program-of-the-month syndrome
  • Measurements: The enterprise at a glance
Living Lean
    The Lean evolution
  • Unleashing the mindset of kaizen
  • Facilitating with finance
  • Now I am a master
Seeing Value through the Eyes of the Customer
    What is value?
    To Add Value or Not to Add Value, That Is the Question
  • Defining value-added
  • Defining non-value-added
  • When non-value-added seems like value-added
    Understanding How the Customer Defines Value
  • Uncovering the elusive customer
  • Considering customer value
    Understanding How the Consumer Defines Value
  • Responding to the consumer
  • Understanding what consumers value
You Are Here: Mapping the Current State
    Introducing the Value Stream
  • Visualizing the value stream
    The Fundamentals of Value-Stream Maps
  • Map reading 101
  • The purpose of the value-stream map
  • The people who use a value-stream map
  • The elements of a value-stream map
    Pack your bags: What You’ll Need to Get Started
  • Identifying the natural owner
  • Gathering the crew
  • Using the mapping tools
  • Gathering supporting information
  • Premade gourmet salads: A value stream case study
    Hitting the Road: Creating the Current-State Value-Stream Map
  • Identifying the activities
  • Qualifying and quantifying
  • Determining the information flow
    Summing Up the Process
  • The box score
  • Takt time
Charting the Course: Using Value-Stream Maps
    Investigating the Value-Stream for Clues
  • Rounding up the usual suspects
  • Analyzing from different perspectives
  • Evaluating the evidence: An analyzed example
    Painting a Picture of the Future
  • Creating the ideal-state value-stream map: Long-term vision of possibilities
  • Stepping closer to perfection: The future-state value-stream map
    Creating the Mosaic of Continuous Improvement: Setting the Stage for Kaizen
  • Looking toward the annual horizon
  • Future-state implementations
Flowing in the Right Direction: Lean Projects and Kaizen
    Kaizen: A Way of Life
  • Kaizen: The philosophy
  • Kaizen in action
    Improving the Value Stream with Kaizen
  • Selecting projects
  • Project methodology
  • Individual projects
  • Group projects
    Kaizen: The Workshop
  • Planning the Kaizen workshop
  • Conducting the Kaizen workshop
  • Sustaining the Kaizen-workshop gains
Customer and Value-Stream Tools
    Communing with the Customer
  • Capturing the voice of the customer
  • Understanding the customer satisfaction
  • Sizing up the competition
    Working with the Value Stream
  • Quantifying the value stream
  • On the case like Sherlock: Investigating your value stream like a detective
  • Ahead of the Curve – Using 3P
  • Working with Software Tools
Flow and Pull Tools
    Flow
  • Smoothing the waters – 5S (plus one)
  • Take one, make one
  • Preventing blockages to flow
    Pull
  • Smoothing the bumps
  • Signaling replenishment
  • Changing logistics
Perfection Tools
    Beginning with Standardized Work
  • Guiding rules for standardized work
  • Implementing standardized work
    Improving with Kaizen
  • The Kaizen event
    Seeing with Visual Management Tools
  • Andon
  • Display boards
  • Cross-training charts
  • Resolving issues with A3
    Everyday Improvement Tools
  • The 5 Whys
  • Display boards
  • The seven basic tools of quality
  • Using Qualitative Tools
Management Tools
    Managing Strategy
  • Hoshin: balanced planning
  • The Balanced Scorecard
    Go and Observe
  • The power of 3 Gen
  • Gemba walks
    Management Information Tools
  • Lean process facilitation software
  • Spider charts
  • Visualizing Processes
  • Business Process Management Software
Lean within the Enterprise
    Lean Enterprise Management
  • It’s a Lean, Lean, Lean, Lean world
  • It’s All about the Customer
  • Marketing the customer
  • Selling the customer
  • Servicing the customer
    Satisfying the Customer Through Products and Services
  • The systems approach
  • Hearing the voice of the customer
  • Front-loading the engineering process
  • Rigorous standardization – for maximum flexibility
  • Designing for manufacture
  • Built-in learning
  • When the product is software
    Leaning Up the Support Functions
  • Lean in human resources
  • Lean finance and administration
  • Lean IT
    Lean Supplier Management
  • Behaving as one: The architecture of supply
  • Binding the links
  • Let it flow
  • Logistics
  • Positioning stock strategically in the chain
Lean across Industries
    Lean Manufacturers
  • From batch to flow
  • Reducing inventory
  • Kanban, just-in-time, and the pull system
  • Volume and variety
    Lean in Services
  • Commercial services vs. internal services
  • A service is a product!
  • The seven forms of service waste
  • Improving services the Lean way
    Lean in Healthcare
  • Improving healthcare through Lean
  • Defining waste in healthcare
  • Lean in Government
  • Lean in Retail
  • Lean Everywhere
Real-Life Lean
    Improving Healthcare
  • Laboratory queuing and workflow
  • Getting new consumers to show-up to scheduled appointments
  • SMED operating room turnaround
    First Kaizen Experience with a Post-Merger Team
  • Initial conditions – before Kaizen
  • Kaizen: People, process, and attitude
  • Future state – after Kaizen
    Lean Reduction of Call Center Attrition
  • Characterizing the problem
  • The Lean team’s solution
Ten Best Practices of Lean
    People first – and foremost
  • Genchi Genbutsu
  • The Art of Simplicity
    At a Glance
  • Step by Step, Inch by Inch
  • The (Standard) Way
Ten Pitfalls to Avoid
    Shiny Objects
  • Why Do This? It’s Just Not For Us
  • Stuck in the Middle Again
  • Complacency
  • Same-Old Same-Old Senior Managers
  • It’s a Quick Fix!
  • Cherry-Picking
  • Playing the Shell Game
  • The Grease Monkeys
  • Beans are Beans
  • Busy Bees
Schedule

Please contact OptionTrain (416)486-6555 or info@optiontrain.com