Lean Improvement Event
Lean Improvement Event (5 day practical workshop)
Aim
Lighthouse Consultants, utilising the original first principles developed by Toyota in the Toyota Production System, combined with the latest LEAN techniques from LERC and the LEAN Enterprise Academy, have developed a Lean Process Improvement Event designed to give team members, supervisors, managers and change agents an understanding of the philosophy of Lean, as well as practical tools to make a difference in the workplace.
The Lean Process Improvement Event focuses on improving a single process, or Value Stream, and resolving issues with the current situation. All aspects of the course outlined below will be covered, so all delegates have a full understanding of lean concepts and techniques. However, the course is tailored to each event, with more or less time spent on each technique, as appropriate to the process concerned. The course is fully practical, with a limited time spent on theory and worked examples and the majority of the event spent on improving the process concerned.
This enables the team to see immediate results for the application of lean techniques, as well as a theoretical grounding to allow them to transfer the theory to other processes within their area.
Course Outline
|
Suggested Sessions (tailored by Event) |
Toyota Production System Principle |
Course Content |
Benefits to the team or department |
Deliverables |
|
Day 1 |
1 – Long Term Philosophy |
Value Value Streams Internal Customer Chains Voice of the Customer, including ‘Critical to Quality’ (CTQ) tree diagram |
Clear understanding of what is required by their customers |
Clearly defined process requirements. Voice of the Customer statements. |
|
Day 1/2 |
2 – Continuous Process Flow |
Value Stream Mapping Identifying ‘Value Adding’ and ‘Non-Value Adding’ steps Identifying the 7 Wastes One piece flow Work Cells and Layout, including ‘Spaghetti Diagrams’ Process measurements |
Clear understanding of the current process and its issues, particularly any perceived overarching problem |
Process map of the current process, with basic analysis of each step. Identification of current issues and possible root causes. |
|
Day 2 |
3 – Pull |
Takt Time – based on actual customer demand and requirements Pull Systems, including Kanban |
Understanding of the link between customer requirements and work output actually required. |
Calculations of outputs required. Analysis of products and requirements, showing key customer demands. |
|
Day 3 onwards |
Future State Mapping |
Blue Sky Visioning, using 4-pen brainstorming Top-down hierarchical process development Detailed process mapping |
Opportunity to design the ideal process, without undue influence of current restrictions. Focus on customer requirements. Practical process development. |
A creative vision of Utopia. A practical new process, with detailed steps. Agreed appropriate process measures, based on customer requirements. Links between proposed process and solutions to current issues. |
|
Day 3 |
4 – Levelling |
Line Balancing in a service environment – how to smooth everyone’s workload SMED – how to change from one job to another without wasting time |
Understanding of how work can be smoothed and scheduled according to actual customer requirements |
Basic calculations showing new work content and associated resources required. |
|
Day 4 |
5 – Quality |
The 6 Basics of Auto-Quality - Quality Wall - Self-inspection - OK 1st Piece - Rework under control - Poka-Yoke - Red Bins |
Understanding of how individuals can be empowered to regulate quality |
Additional detail to add to the new process. |
|
Day 4 |
6 – Standardisation |
Standard Work Standard Operating Procedures |
Clarity on the importance of a standard way of working and how it can reduce issues |
Development of new working procedures, and an action plan for any outstanding ones required |
|
Day 4 |
7 – Visual Control |
5S Workplace Organisation Visual Management |
Pride in the department and a clear view to any visitors of the process and progress. |
Where possible, and appropriate, 5S is implemented in at least one area of the department. Draft Visual Management boards set up to demonstrate new process measures. |
|
Day 5 |
9, 10, 11 Develop your People |
Top 5 Meetings Introduction to Autonomous Teams |
How to involve the wider team and integrate continuous improvement |
Action plans for implementation |
|
Day 5 |
12, 13, 14 Root Cause Problem Solving |
Problem Solving Cycles Problem Solving Tools, including 5 Whys etc Gap Analysis Ease/Impact Matrix |
These would be in use throughout the week, and highlighted here as a review of the week |
Prioritised action plans for any outstanding items. Presentation to sponsor and managers. |
Who should attend?
A team of 8-12, representing all aspects of the selected process. The workshop is carried out on site, and is intensely practical, making changes to the process, or value stream, during the five days.
The delegates must therefore have the support of senior management and the ability to make decisions about their own work area.