LEARNING OUTCOMES:

• Define Lean and its key terms
• Describe the Toyota Production System and the TPS house
• Describe the five critical improvement concepts
• Use the Kano model to understand, describe, analyze, and improve value
• Identify and reduce various types of waste
• Create a plan for a more environmentally Lean organization
• Use the PDSA and R-DMAIC-S models to plan, execute, and evaluate Lean changes
• Use Lean thinking frameworks, including 5W-2H, Genchi Genbutsu and Gemba
• Prepare for and complete a basic 5-S
• Describe the key elements of Kaizen events, particularly a Kaizen blitz
• Gather, analyze, and interpret data using flow charts, Ishikawa (fishbone) diagrams, SIPOC diagrams, and value stream maps
• Go back to their organization with a plan to begin incorporating Lean into their corporate culture

COURSE OVERVIEW & CONTENT:

Lean principles have come a long way over the past 300 years. From Benjamin Franklin’s early ideas, to Henry Ford’s work in the 1920’s and the Toyoda precepts in the 1930’s, to Jeffery Liker’s publication of The Toyota Way in 2004, Lean processes have evolved from a simple concept to a set of widely used best practices.

This two-day course will give participants the foundation to begin implementing Lean process improvement tools in their workplace. The first day will explore the foundations of Lean through the Toyota precepts and the five critical improvement concepts (value, waste, variation, complexity, and continuous improvement). The second day will give participants tools to perform continuous improvement in their organization, including 5S, 5W-2H, PDSA, DMAIC, Kaizen, Genchi Genbutsu, and various Lean data mapping methods.

Understanding Lean

• Defining Lean
  • What Lean Is and What its Origins Are
• The History of Lean
• Lean vs. Six Sigma
• A Lean Glossary

The Toyota Production System

• Overview of the Liker Pyramid
• Exploring the Philosophy
• Considering the Processes
• Understanding People and Partners
• Problem Solving Tools

The Toyota Production System House

• Another representation of the Toyota Production System

The Five Critical Improvement Concepts

• Five Key Ideas Supporting Lean Process Improvement:
  • Value, Waste, Variation, Complexity, And Continuous Improvement
• Case Study

Understanding Value with the Kano Model

• The Kano Model, Which Divides Product or System Characteristics into Three Groups:
  • Basic, Performance, And Value Added

Types of Waste

• The Three Categories
  • The Three Main Wastes (Muda, Muri, And Mura)
• Making Connections

Creating a Lean Enterprise

• Create An Environmentally Friendly Organization With Lean
  • Going Green with Lean
• John Bicheno’s 20 Keys to a Lean Organization
  • The Characteristics of a Lean Organization

The Plan, Do, Study, Act (PDSA) Cycle

• The PDSA Cycle, Which Should Be Used to Plan and Implement Organizational Changes

Using the R-DMAIC-S Model

• An Advanced Version Of PDSA
  • Recognize – Define – Measure – Analyze – Improve – Control – Sustain model

Lean Thinking Tools

• 5W-2H
• Genchi Genbutsu and Gemba
• Performing a 5-S

Kaizen Events

• About Kaizen and Kaizen Events
• Typical Kaizen Blitz Workflow
• Personal Reflection

Data Gathering and Mapping

• Flow Charts
• Making Breakfast
• Ishikawa (Cause and Effect) Diagrams
• SIPOC Diagrams
• Value Stream Maps
• Tips for Effective Data Analysis

A Plan to Take Home

• Roadblocks and Pitfalls
• Creating a Successful Organizational Structure
• Where to Get Started?
• A Plan for Success