Difference between revisions of "Lean Management & Development: From Knowing to Doing"
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== Overview ==
== Overview ==
Revision as of 04:47, 27 July 2009
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.
Anyone interested in improving an enterprise, delivering value fast, and continuous improvement.
Introductory to intermediate: This course introduces concepts and techniques that the attendee will apply during the session.
- Describe the motivation and evidence supporting lean
- Define the key Toyota Way principles
- Define Lean Product Development principles and practices
- Define Lean Service principles and practices
- Apply visual management
- Plan and deliver with pull-based methods
- Apply queuing theory to planning, development, and service activities
- Reduce common-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
- 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
Environment - Room, Tools, Texts
Read this: Course Environment - Workshop Style1