DAY 1: Implementing Lean Foundations

Introduction to Lean Thinking

• The principles of Lean thinking: value add vs non-value add
• Identifying the 7 classic wastes
• Getting started: waste walking and the chalk circle

Workplace Organisation (5S)

• The role of workplace organisation in waste elimination
• How to achieve and sustain an organised workplace using the 5S approach (sort, straighten, sweep/shine, system, sustain)
• Planning, implementing and sustaining workplace organisation

Standard Working

• The importance of standards and their role in Lean implementation
• The difference between engineering standards and workplace standards
• A guide to writing and implementing standards in the workplace
• Process confirmation

Visual Management

• Visual tools to support waste elimination and process control
• Creating a visual workplace

Implementing the Lean Foundations

• Engaging sponsor support
• Creating the ‘Just Do It’ culture and encouraging quick wins
• A3 reporting – DMAIC and PDCA

DAY 2: Mapping Tools – Identifying Quick Wins

Understanding Processes

• Defining a value stream
• Overview process improvement approach

Planning a Mapping Activity

• Deciding where to start: prioritising and scoping improvement activity
• Defining the purpose of the activity
• Use of SIPOC maps to understand the process at a high level
• Understanding voice of the customer

Understanding the Current State

• Introduction to mapping tools
• Value stream mapping
• Process flow charting
• Process sequence charting
• Use of swim-lane mapping
• Spaghetti diagrams

Analysing the Current State

• Value add/non-value add analysis
• Analysing process risk

Developing the Target State

• Approach to ‘to be’ mapping
• Lean design principles

Implementing the New Process

• Planning and communication steps
• Links to standard operations and process confirmation – maintaining the standard
• Checklist for next steps

DAY 3 Root Cause Analysis

Introduction to Problem Solving

• Conditions for effective problem solving
• Different levels of problem solving
• E = Q x A – the importance of engagement
• The 8 disciplines of problem solving
• Introduction to the 8D problem solving sheet

Grasping the Current Situation

• Emergency response actions
• Forming the team
• Taking a facts driven approach
• Use of Is/Is Not analysis
• Problem statements and goal setting
• Understanding the situation
• Data collection tools and techniques
• The reason and use of Pareto charts

Getting to the Root Cause

• Cause and effects analysis
• Analysing data: use of histograms, control charts and scatter plots
• Identify the root cause (5-Why)

Implementing Countermeasures

• Solution identification and selection
• Application of mistake proofing
• Testing countermeasures
• Checking and acting on the results
• Implementing permanent countermeasures
• Sharing lessons learned
• Links to the importance of standards and process confirmation

DAY 4: Leading Value Stream Improvement

Advanced Lean Practitioner Role

• The role of the facilitator: key skills, attributes and responsibilities
• Leading improvement projects

Scoping Value Stream Improvement

• Scoping the improvement activity: defining product/process families
• Understanding value from the customer perspective: defining CTQs
• Writing the Improvement Charter

Engaging Stakeholders

• Stakeholder analysis tools
• Building effective sponsorship
• Selecting team members

Planning a Value Stream Mapping Activity

• Defining a value stream
• Understanding the 4-step approach
• Deciding where to start: defining the boundaries

Drawing the Current State

• What data is required
• Level of detail required
• Ste by step current state mapping

Analysing the Current State Process

• Can we meet the customer demand
• Is the process stable?
• Balancing load and capacity: finding and analysing bottlenecks
• Cycle time and workload analysis
• Work-in-process and lead time analysis

DAY 5: Lean Optimisation Techniques

Creating a Future State Map

• Creating a lean vision and a ‘must be’ list
• Developing the future state map
• Creating continuous flow
• WIP control strategies / push versus pull systems
• Mistake proofing
• Introduction to rapid changeovers and Total Productive Maintenance

Developing the Improvement Plan

• Optimising the solution
• The use of FMEA to manage risk
• Developing the improvement plan: different levels of improvement activities
• Managing the implementation
• Use of Kaizen events

Facilitating Improvement Events

• Dealing with facilitator’s ‘nightmares’
• Managing group dynamics, reading body language, and developing active listening
• Best practices in facilitation

Next Steps Planning

• Next steps overview
• Personal action planning