Lean Management & Development: From Knowing to Doing

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Overview

2 or 3 days

Lean is the English term used to refer to the Toyota Way, the powerful set of principles and practices that have helped shape what is arguably the greatest company in the world -- extraordinary profit, sustainability, quality, and continuing improvement. Note that lean principles apply to new product development, service, operations, and production; in fact, all domains of the enterprise can and should apply lean principles to banish waste and increase value.

In this hands-on course, you will learn and apply key principles and practices of lean thinking as applied to management, development, and services.


Methods of Education

Discussion, presentation, Q&A, workshop exercises.


Audience

Anyone interested in improving an enterprise, delivering value fast, and continuous improvement.


Level

Introductory to intermediate: This course introduces concepts and techniques that the attendee will apply during the session.


Prerequisites

none


Objectives

  • Describe the motivation and evidence supporting lean
  • Define the key Toyota Way principles
  • Understand current state and end state, before applying lean tools
  • Define Lean Product Development principles and practices
  • Define Lean Service principles and practices
  • Plan and deliver with pull-based methods
  • Apply queuing theory to planning, development, and service activities
  • Reduce work-in-progress (WIP) and design-in-progress (DIP)
  • Apply visual management -- to see WIP, DIP, waste, and the flow of value
  • Reduce special-cause variability and support level pull in management and development
  • Demonstrate 'Go See'
  • Do value-stream mapping and identify the value ratio
  • Identify value streams and waste
  • Advise how to create a team Big Room (obeya)
  • Facilitate kaizen events
  • Explain the A3 practices
  • Facilitate set-based concurrent engineering workshops and practices


Sample Topics

  • Lean: Core Ideas and Two Pillars
  • Pillar One: Respect for People
  • Pillar Two: Continuous Improvement
  • No Final Process
  • Stop and Fix; Build Quality In
  • Value and Waste
  • Value Stream Mapping
  • Eyes for Waste
  • The 14 Toyota Way Principles
  • Flow: Ever-Smaller Units to Expose Weaknesses
  • Pull Systems
  • Simple Visual Management
  • Five Whys
  • Lean Product Development Principles and Practices
  • Lean Thinking in Service Delivery and Improvement
  • Big Room with Visual Management
  • Set-Based Concurrent Engineering
  • The Lean House


Maximum Participants

25


Environment - Room, Tools, Texts

Read this: Course Environment - Workshop Style1