MASTER STRUCTURE

The course includes:

• a classroom training phase
• an individual study phase with remote support from instructors
• a simulation of the classroom exam with discussion of the results

Practical exercises are conducted during the course to allow immediate verification and application of the concepts outlined in the classroom, and use the tools adopted in Lean implementations to identify Value flows and waste sources. Successful Lean implementation Case Studies are also discussed.

The course is structured across 5 days of classroom training with certified instructors.

Teaching is in English.

DETAILED PROGRAMME


1. Introduction to Lean
    What is Lean
    History
    Business Strategy
    Ford, GM and Toyota system
    The House of Toyota
    The 5 Lean principles: Value, Value Stream, Create Flow, Pull, Perfection

2. Lean Principles
2.1 Defining Value and Waste
    Value added activities: Definition and Recognition
    Viewpoint of the Customer
    Muda/Mura/Muri
    7 Muda (7+1): Definition and Recognition
    Lead Time: Components of Lead Time
    Effects of shorter Lead Time

2.2. Identifying the Value Stream
    Basic principles of Value Stream Mapping
    Defining product families
    Current state Value Stream Map
    Basic symbology
    Process box - Boundaries
    Data box
    Inventory triangle (production, office, service)
    Material flow
    Production Planning
    Transportation
    Kanban loops and supermarkets
    Inventory, Waiting and Delay
    Information flow
    Lead Time ladder: Components, Meaning
    Cycle Time
    Process Time
    Single Stream VSM: How to start drawing, Paper & Pencil drawing, Software based VSM
    Future state Value Stream Map
    Loops and Symbology

2.3 Creating Flow
    Takt Time: Definition and Calculation
    Continuous flow vs. Job Shop
    One-Piece-Flow
    FIFO lanes
    5S technique
    SMED technique
    • Definition of a setup
    • Why (EPEI, Flexibility, Capacity, Cost reduction)
    • Internal vs. external setup
    • Converting internal to external setup
    • Setup instructions

2.4 Pull from Customer demand
    Pacemaker
    Interval: Definition and Calculation
    EPEI
    Kanban definition
    Kanban types
    • Supermarket
    • Withdrawal Kanban
    • Production Kanban
    • Specific Kanban
    • Generic Kanban
    • Two (three)-bin system
    Kanban and ERP system
    Heijunka

2.5 Striving for Perfection
    Kaizen
    Kaizen-event
    Standardised work: Definition, Importance, Work instructions, Continuous improvement
    Poka-yoke
    Visual Management
    • Power of visual control
    • Andon
    • Marking, spaces, pictograms
    • Daily reporting board
    • Weekly reporting board
    • Management reporting
    Basic Lean measures
    • Throughput time
    • WIP
    • Scrap/rework/PPM

3. Improvement Management
3.1 Basics of Project Management
    Introduction to Project Management
    Triple Constraint Management
    Five Process Groups of Projects
    Nine PMI Knowledge Areas
    Project Management Tools
    • Project Charter
    • Work Breakdown Structure (WBS)
    • Schedule development
    • Cost estimating
    • Responsibility Assignment Matrix (RAM)
    • Risk Management
    • Progress reporting

3.2 Complementary Improvement Methodologies
    Six Sigma
    • Jidoka
    • Complexity – Variation – Mistakes
    • DMAIC improvement methodology
    • Basic Six Sigma Tools
    TQM tools
    • PDCA
    • Pareto
    • Ishikawa
    • Flowchart
    • Histogram
    • Check sheets
    • Scatter diagram
    • Control sheets
    • Five Why’s
    Process Mapping

• Representatives and staff in the areas of Production, Supply Chain, Quality, Purchasing and Organisation in the Industrial and Services sectors;
• Area Operations Consultants;
• Plant Managers;
• Production and Process Engineers;
• Companies wishing to implement Lean

The exam is a multiple-choice test with 80 theoretical questions (paper & pencil format) in English. The candidate has 3 hours to complete the exam. A score of 70% is required to pass the exam.

ENROLMENT FEE