Pivotal Resources - Continuous Improvement


Lean Training Agenda

The following is a typical Lean training agenda. Pivotal Resources can customize the course material to client training requirements, as well as certification objectives.

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The Value Of Lean Enterprise
  • Key concepts and strategies overview
  • Concepts/Tools
    ACTIVITY: Work through the Can Manufacturing case example (from “Lean Thinking”) and perform manual calculation of “manufacturing cost” and “total system cost” for two different supply chain management options
Lean Initiative: Define
  • Set-up
  • Vision
    ACTIVITY: Draw and compare a “to-be” ideal process with the current state. Describe the “perfect” process (20 min)
  • The Lean initiative charter
    ACTIVITY: Write opportunity and goal statements for an initiative, and determine what additional facts or measures will be needed to quantify and validate the same (20 min)
  • Documenting the process & requirements
    ACTIVITY: Define a SIPOC and identify customer requirements for the key output (50 min)
  • Planning to drive change
    ACTIVITY: Identify stakeholders and note their requirements on the SIPOC (20 min)
Lean Initiative: Investigate
  • Identify obvious root causes of waste and variation
  • Value and Time Analysis
    • Process Mapping builds to Value Stream Mapping
    • Value Stream Mapping – why, what, and how Components
      ACTIVITY: Each team creates a Value Stream Map from one or more of the SIPOC elements for their process (60 min)
      FOLLOW-UP ACTIVITY: Estimate or collect actual data on cycle time and inventory within the process to place detail on the maps (90 min)
      ACTIVITY: For the VSM mapped before, identify VA, VE and NVA steps (20 min)
      ACTIVITY: Calculate and place WIP / Inventory information on the VSM (20 min)
      ACTIVITY: Observe / estimate wait and work time for each step in the process. Place information on the map (30 min)
      ACTIVITY: Identify and mark on the map ¬ communication flow, ¿pullî and pushî flows, scheduling functions (20 min)
  • Assess value stream for opportunities to enable future flow solutions
    ACTIVITY: Identify issues / concerns with the process and customer impact. (30 min)
  • Investigating causes
    ACTIVITY: Use a fishbone diagram to determine the causes and determine 1-3 most likely causes for further investigation (40 min)
  • Confirming with data
  • Investigating causes
    ACTIVITY: Identify (on the VSM) the yield of each process step, get RTY (45 min)
Lean Initiative Attainment: Streamline
  • Identifying Solutions for Just in Time Flow and Pull
    • Red tag process
      INDIVIDUAL ACTIVITY: Tag unnecessary items in the work area and ¿claimî others° marked items if needed (30 min)
    • Generating new innovative ideas through brainstorming, multi-voting and other techniques
      ACTIVITY: Using the tools learnt, identify 5 ¬10 solution ideas, and determine steps to make final choice (45 min)
      ACTIVITY: Based on solutions identified, modify the value stream map (45 min)
  • Advanced “flow” solutions
  • New tools and “mindset” required for establishing JIT flow
    • QuickChange (a.k.a. SMED)
      ACTIVITY: Identify potential flow solutions and discuss the costs/risks associated with changes, their impact, mitigating strategies (60 min)
    • Cell Design
      ACTIVITY: In sub-teams. visit critical work cell, and re-align work to optimize design for sub-processes (60 min)
    • Scheduling level production and leveling demand
      ACTIVITY: Brainstorm to develop further advanced flow solutions and reduce list, using tools learned earlier to select best solutions (45 min)
  • Selecting final solutions
    ACTIVITY: Using the Impact /Effort matrix created earlier, review each potential solution for an iterative solution selection process (60 min)
  • Implementing solutions
    ACTIVITY: Develop a preliminary action plan based on the solutions decided upon earlier. (45 min)
Lean Initiative Control
  • Controlling the flow using “Pull” (including Kanban), plus planned “report-outs” from teams to Champions / Sponsors
    ACTIVITY: Review sources of information about customers, identify best sources, and plan “action” to obtain/communicate demand information to all process participants (20 min)
    ACTIVITY: Identify loops in the process, optimum methods to control production/delivery and target sizes for an action plan for a Supermarket (60 min)
  • Advanced lean tools to control Just-in-Time production or service delivery with ongoing measurement.
    • Monitoring and control by documentation, dashboards, control charts
      ACTIVITY: Identify measures for ongoing monitoring, who needs these, formats for measures, data collection / presentation (60 min)
  • Visual Control
    ACTIVITY: Using the chart provided identify measure components and develop an action plan for performance accountabilities (45 min)
  • Documentation and translation
    ACTIVITY: Identify “spin-off” projects to pass of to champion / leadership team (15 min)
    ACTIVITY: For the project discussed, review progress, firm up action plan for close within 30–60 days (30 min)

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