Certified Lean Foundation and Practitioner in Brighton

Course Outline

Module 1: Introduction to Lean

• What is Lean?
• The Path to Value
• Key Terms and Concepts of Lean
• Gemba
  • Gemba The Real Place
  • Gemba Tools and Walk
• Process Stapling
• Kaizen
• Hoshin Kanri (Policy Deployment)
• Jidoka (Autonomation)
• Just In Time (JIT)
• Six Big Losses
• TPM: Total Productive Maintenance
• Lean in a Nutshell
  • The Lean Temple
  • The Lean Business
  • Uses of Lean
• What’s Changing at Service Companies?
• Origins of Lean
• Customers, Processes, and Waste
• What are Customers?
• What is the Process?
• The Focus
• Tension Between VOB and VOC
• What Do We Mean By Value?
• The Path to Value
• Dealing With Values
• The Eight Wastes of Lean
• Key Lean Metrics
• Tools and Techniques

Module 2: 5S Training

• What is 5S?
• The Steps of 5S
• Tips for 5S
• Define Poka Yoke
• Understand SMED
• Voice of Customer (VOC)
  • Customer Segmentation
  • Define SIPOC
  • Overview of the Kano Model
• Value Stream Analysis
  • Value Stream Terminology
  • Process Maps
  • Swim Lanes
  • Process Mapping
  • Typical Process Map Contests and Symbols
  • Value Stream Maps
• Heijunka in a Nutshell
  • Process Levelling Overview
  • Production Levelling
  • Demand Levelling
  • Sequencing and its Concepts
• What are Kanbans?
• Three-Bin System
• Kanban Operation Rules
• Benefits of Employing a Kanban Series
• Andon
• Pull Systems and Kanban Summary
• Identifying Root Causes
• Seven Key Steps in the Use of a Fishbone Diagram
• Fishbone
• Problem Solving
  • Problem Solving Framework
  • Prioritisation Tools
• Control Frameworks
  • The Three C’s
  • The Eight Ds
  • Plan Do Check Act
  • Introduction to Kaizen
• Lean Teams
  • High Performing Teams (HPT)
  • Managing Progress and Demonstrating Control

Module 3: Managing and Building Lean Teams

• The Role of the Team Leader
• Managing Teams
  • Work Cells
  • Lean Management
  • Self-Managed Team Philosophy
• What is Personality Style?
• High Performing Teams (HPT)

Module 4: Visual Management

• Introduction and Guidelines to Visual Management
• Cell Information Boards
• Visual Communications and Documentation
• Operations Control and Team’s Territory
• Visual QC and Making Progress Visible
• Process Indicators and Implementation
• Visual Management Checklist

Module 5: Advanced VOC

• Advanced Intelligence Methods
• Critical to Quality Trees

Module 6: Lean Metrics

• What are the Metrics?
• Measures and Targets
• Metrics Drive Behaviour
• Traditional vs Lean Metrics
• Choosing the Right Metrics
• Useful Metrics
• Metrics and Measures Roadmap
• Key Metrics

Module 7: Process Measurements

• What are Lean Process Measurements?
• First Time Quality
• Rolled Throughput Yield (RTY)
• Completed Orders Metrics
  • Delivery Metrics
  • Warranty Metrics
  • Customer Feedback Metrics
  • Reporting Metrics
• Aims of Data Collection
• Key Performance Indicators
  • Measurement
  • The Focus
  • 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

Module 8: Total Productive Maintenance

• TPM in a Nutshell
• What is TPM?
• TPM: Goals
• TPM and Teamwork
• Why is TPM Needed?
• The Benefits of TPM
• TPM: What to Focus on
• TPM: Where should it be applied?
• TPM Maturity Levels
• TPM Health Check (Capability Assessment)
• Implementation Structure of TPM

Module 9: Process Levelling

• Define Process Levelling
• Level Scheduling: The Concept
  • Process Levelling (Theory)
  • Process Levelling: Demand Management
  • Resource Scheduling: Simon’s Coffee Bar
  • Theory of Constraints
• Just in Time
• Total Productive Maintenance
• Variance in Takt Time
• Process Levelling in the Office
• Water Spider
• What is the Minimum Cycle Time for a Form?
• Putting it All Together
• Purchasing Department: Before Lean
• The Lean Office: How it Was
• Purchasing Department: After Lean
• The Lean Office: Putting it All Together
• Purchasing Department: The Lean Environment

Module 10: Value Stream Mapping

• Process Maps
• Advantages of Visual Mapping
• Process Maps
• Swim Lanes
• Process Map Levels
• On the Ground Instructions (OTGIs)
• Value Stream Maps
• Investigating and Understanding the Process
• Creating an Improved Process
• Identify Areas of Improvement
• Building Your Paper to the Required Standard
• Points for Facilitators
• Process Mapping Closedown
• Identifying Priorities: Effort/Impact Grid