Course overview
By the end of this ‘hands-on’ Lean Practitioner Training Program individuals will be able to provide leadership and guidance to their teams to make local improvements using tried-and-tested lean tools and techniques specifically focused on deployment at the 'business unit (shop floor) level'. Included are the 7 ‘Basic’ Quality Tools and the 7 ‘New’ Tools.
The structured training program comprises three 2-day sessions delivered on-site over a period of 3- to 6-weeks. The program involves practical instruction and coaching to empower individuals to use Lean tools/techniques. Workshops and Projects feature prominently throughout.
The goal is to provide the individuals with practical guidance on how to become Lean Practitioners capable of deploying lean to the benefit of the organization.
Course details
The syllabus is always adjusted to match existing knowledge and the management structure of the organization involved. All workshops/projects are customised to meet in-house situations. As a minimum, the following topics are always included -
Principles of lean enterprise
Different approaches to lean - muda & mura
TPS (Toyota Production System)
Developing a ‘framework’ for lean deployment
Managing the implementing of lean
Implement lean - RADAR
Implementing lean - ‘results’
Implementing lean - ‘deployment roadmap’
Implementing lean - ‘assess and review’
5-S practice – systematic housekeeping the foundation of a lean enterprise
Product quality - work environment
5-S practice - the ‘pillars’ of success!
Road-blocks and benefits of 5-S practice
5‘S’ evaluation - where are we now?
Incorporating Safety - the ‘6th unwritten ‘S’
Sort - the first pillar of 5‘S’
Workshop-1 - conducting a ‘red-tag’ day in a designated work area
Identifying and eliminating waste
Avoiding waste - muda
Visualizing and identifying the 7 (+1) deadly wastes
Understanding waste - value-adding and non-value-adding activities
Understanding the importance of the ‘flow of goods’
Uncovering waste - gemba
Using ‘Waste-finding Checklists’
Analysing, classifying and eliminating waste
Identifying solutions for waste elimination
Focusing on the three ‘mus’ - Muda - Mura - Muri
Workshop-2 – identify a work area or value-stream and using TECTransnational’s checklists to systematically analyse for each of the 7-wastes and then eliminating them
5-S practice – set-in-order
Set-in-order – the second pillar of 5‘S’
Set in Order – link to Sort
Set in Order – avoids many wastes (link to Workshop-2)
Racks, storage bins, shadow boards
Principles of storage – jigs, tools, dies
Set-in-Order – neatness
Workshop-3 – focused on the previously ‘red-tagged’ work area or cell involving a “set-in-order” exercise
Value Stream mapping (VSM)
The ‘5-steps’ to perfecting the value-stream
Goal of value-stream mapping (as-is - should-be - could-be)
Developing a values stream map
establishing the ‘value-stream and mapping
analysing operations in the value-stream
verifying the reviewing the findings
establishing ‘lead-times’ and ‘cycle-times’
Creating the value stream map
process flow, material and information flow
establishing ‘lead times’ and ‘processing times’
Verify the ‘current state’ value stream map
Analysing and improving the current state
Analysing for ‘value’ and ‘waste’
Understanding and calculating fundamental value stream metrics
Making improvements using lean principles
Specifying the ‘future-state’ map - “what could be”
Workshop-4 – focused on a ‘family’ of products – creating/analysing a current state VSM then and developing a future-state VSM
5‘S’ – shine
Shine - third pillar of 5‘S’
Reasons for making shine habitual
The six steps to implement shine
Determining the shine targets (safety - waste - cleanliness)
Assigning shines responsibilities and defining shine areas
Specifying the shine methods, providing shine tools and implementation
Attending to ‘uncovered problems’ - using Clean/Inspection Checklists
Workshop-5 – conduct a Shine exercise and include a Shine Schedule and Clean/Inspection Checklist for a selected work area or cell
Visual Control
Using simple visual indicators
Using visual aids with team briefings
Display-boards, check-sheets + Andon
Visual display-board of lean (process-level) metrics
Operator-used check-sheets (shop-floor data collection)
Active high-profile Andon displays
Visual skills matrices (displayed in the work areas/cells)
Visual work area/cell production scheduling
Visual indication of job performance (target-actual, time and problem charts)
Involving supervisions and operators
Developing top management ‘cock-pits’ for displaying information
Workshop-6 – Implementing Visual Controls in a selected work area or cell - e.g. skills matrix; production scheduling; lean metrics; check-sheets for shop-floor data collection; etc.
5‘S’ – standardize
Standardize – fourth pillar of 5‘S’
Standardizing all visual controls
Developing colour-coded factory floor areas
floor colours, lines and direction
aisles and traffic flows
danger areas and warnings
tools location – shadow board
locations and objects – boundaries/labels
location indicators on shelving units (stock-level indicators)
Roles, responsibilities and training
Continuous improvement focused on standardization
Standard Work/Job
Understanding and defining ‘standard work’
Characteristics of standard work – the five elements of standard work/job
Controlled conditions – documentation
Standard work/job – typical input documentation
Developing the culture of standard work/job and CI
Creating visual standard work/job instructions – including safety!
Develop work/job instructions for operators with operators
The ‘TWI 4-step learning’ process – supervisor led training
Workshop-7 – developing standard work/job instructions for a selected (current) product
5‘S’ - sustain
Sustain - fifth pillar of 5‘S’
Creating ‘unconscious competence’
Proactively identifying things that can go wrong!
Planning and undertaking value-adding 5‘S’ audits
Creating conditions or structures
Understanding ‘autonomous maintenance’
5’S’ Display-boards, Posters and Slogans
Assessing the 5-levels of 5‘S’ achievement
5‘S’ problem and suggestion maps
Extending the 5‘S’ concept to Engineering, Inventory, Suppliers, IT and Finance
Engineering, Inventory, Suppliers, IT and Finance
Celebrating 5‘S’ success stories - creating 'team boards' and ‘storyboards’
Workshop-8 – conducting a 5‘S’ audit using a Checklist with associated Scoring
The Quality Tools
This extended session addresses the principles and practices included in the 7 'basic' quality tools and the 7 'new' quality tools.
Each tool is considered in details to ensure that students are 'empowered' to use the tool in the appropriate situation - correctly!
The 7 'Basic' Quality Tools
Cause-and-effect diagram
Check sheet
Control charts
Histogram
Pareto chart
Scatter diagram
Stratification
Process flow
Seven 'New' Quality Tools
Affinity diagram
Relations diagram
Tree diagram
Matrix diagram
Matrix data analysis
Arrow diagram
Process decision program chart (PDPC)
The Lean Practitioner Training Program is only available as an in-company programme of courses. The host company is responsible for the venue costs.
It can also be delivered for a Supplier Group – hosted by a ‘Parent’ customer organization.
Who should attend
The course was developed by Dr David Scrimshire (MD of TEC Transnational) specifically for aerospace, defence, automotive, motorsport and rail organizations - and their supply chains. The course is targeted at groups of individuals who are being earmarked as Lean Practitioners and future senior managers.
It is also relevant to existing team leaders wanting to update their Lean Enterprise skills and to aspiring individuals who have the potential for future development into SC21 Man Ex Practitioners/Lead Practitioners.
Deliverables & benefits
Individual benefits:
On completion of this Lean Practitioner Training Program participants will be able to:
Deploy lean enterprise tools and techniques in a practical manner
Analyse and reconfigure your workplace to create a more productive and efficient environment
Identify waste in all areas of your business and how to tackle it
Have a clear understanding of your anticipated work demand and the level of resource required to process it on time
Significantly improve the quality of your work output
Capture your current processes and create suitable documentation to ensure standardised work practices
Determine root cause of problems that affect your work and put in place solutions that permanently resolve the problem
Create visual management displays to improve communication and motivate staff
Design more efficient methods of processing our work to improve speed of delivery and reduce costs
Organization benefits:
Be confident in knowing that your selected personnel have all of the industry-specific Lean Enterprise skills expected by customers, and are able to provide the leadership and support to their colleagues.
Make real gains in greater efficiency and quality
Identify and minimise practices that waste money and time
Measure business improvements
Motivate all employees and encourage cross-organisation participation
Boost customer satisfaction and stakeholder confidence
Demonstrate people development and encourage the sharing of lean enterprise practices leading to better performance
Up-skill the participants in the use of modern lean tools and techniques
TEC’s expert tutors will guide participants through the Lean Principles and Tools and show you how to deliver the benefits in the workplace with hands-on exercises and projects.