Lean Tool Training

• Path to Value

• Key Lean Terms and Concepts

• Gemba Walk

• Process Stapling

• Lean Temple

• What are Customers?

• What is a Process?

• Tension Between VOB and VOC

• What Do We Mean by Value?

• Path to Value

• Dealing with Values

• Eight Wastes of Lean

• Introduction to Key Lean Metrics

• Tools and Techniques

• Spaghetti (Movement/Transportation) Diagrams

• Measles Charts

• Lean Triad

• 5S

• What is of 5S

• Steps of 5S

• What is Poka Yoke

• Two Main Types of Poka Yoke

• What is SMED?

• Employing SMED Will Enable You to

• How SMED Looks Like?

• Voice of Customer (VOC)

• Customer Segmentation

• Customer Segmentation

• SIPOC

• CSandF Web Fulfilment SIPOC

• VOC Step Two: Gather Customer Information

• VOC Step Three: Analyse Customer Information

• Affinity Diagrams

• Overview of the Kano Model

• Kano Model

• Kano Analysis: Budget TV 2012

• VOC Step Four: Determine Customer Needs

• Identifying the Requirements

• What is a Critical to Quality (CTQ)?

• Common Terminology

• Identifying the Root Cause

• Five Whys

• Root Cause Analysis (Fishbone)

• Reverse Fishbone

• Control Frameworks

• Three C’s

• Eight Ds

• Plan Do Check Act

• Introduction to Kaizen

• Kaizen

• Kaizen Philosophy

• Kaizen Events

• Formal Kaizen Roles and Process

• Managing Teams

• Lean Teams

• Features of Lean Teams

• High Performing Teams (HPT)

• High Performance Challenge

• Contrasting Team Structures

• Managing Progress and Demonstrating Control

• Kanban Board

• MoSCoW Prioritisation

• Daily Stand-Ups

• Managing Teams

• Work Cells

• Lean Management

• Self-Managed Team Philosophy

• Lean Manager and the Self-Managed Team

• Personality Styles

• High Performing Teams (HPT)

• Autonomous HPTs

• High Performance Challenge

• Problem Solving

• Problem Solving Framework

• A Seven-Step Problem Solving Methodology

• Introduction to Visual Management

• Guidelines for Visual Management

• Advanced Intelligence Methods

• Ways of Gathering the VOC

• Intelligence Gathering: Top Tips

• Critical to Quality Trees

• Metrics

• Measures and Targets

• A Reminder: Fundamental Lean Metrics

• Metrics Drive Behaviour

• Traditional Vs Lean Metrics

• Choosing the Right Metrics

• Things to Consider When Selecting Metrics

• Useful Metrics

• First and Second Project Metrics

• Metrics and Measures Roadmap

• What are Lean Process Measurements?

• Two Level Measures

• Four Sub-Metrics

• Availability

• Quality

• Performance

• Loading

• Calculating OEE and TEPP

• OEE is Not a Magic Number

• First Time Quality

• Rolled Throughput Yield (RTY)

• Work in Progress

• Completed Orders Metrics

• Delivery Metrics

• Warranty Metrics

• Customer Feedback Metrics

• Reporting Metrics

• Aims of Data Collection

• Key Performance Indicators

• Process Measurement Points

• List of Criteria for a Good Measure

• Gauge R and R

• Measurement System Resolution

• Brief Description of Data Collection Planning

• Five Steps of Data Collection Process

• Data Collection Sheet

• Frequency and Sample Size

• Evolving Your Data Collection Plan

• TPM in a Nutshell

• What is TPM?

• TPM: Goals

• Why is TPM Needed?

• Benefits of TPM

• TPM: What to Focus On?

• TPM: Where Should it be Applied?

• TPM Maturity Levels

• TPM Health Check

• Implementation Structure of TPM

• Establish Infrastructure

• Eliminate Top Issues

• Training

• Conduct Autonomous

• Conduct Planned Maintenance

• Design Maintenance Prevention

• Heijunka

• Heijunka in a Nutshell

• Process Levelling Overview

• Production Levelling

• Demand Levelling

• Sequencing

• Sequencing Concepts

• Single Piece Flow

• First in First Out

• Pull

• Kanban

• Three-Bin System

• Kanban Operation Rules

• Andon

• Process Levelling

• Resource Scheduling

• Theory of Constraints

• TOC Process

• Other Techniques to Enable Level Scheduling

• Process Levelling in the Office

• What is the Minimum Cycle Time for a Form?

• Putting it All Together

• Lean Office: How it Was?

• Purchasing Department: After Laen

• The Lean Office: Putting it All Together

• Value Stream Terminology

• Process Maps

• Swim Lanes

• Typical Process Map Contests

• Value Stream Maps

• Headache Tablets: Value Stream Mapping

• Process Maps

• Process Map Levels

• On the Ground Instructions (OTGIs)

• What is a Value Stream?

• Creating the “As Is” VSM

• Investigating and Understanding the Process

• Headache Tablets: Value Stream Mapping

• Creating a VSM: Process Borders Definition

• Process Boxes

• Useful VSM Metrics

• Square Wave

• Creating an Improved Process

• Steps for Building a Value Stream Map

• Action Plans

• Identifying Priorities: Effort/Impact Grid