Subscribe  |  Login  | 
Lean Management & Lean Engineering

Lean Management & Lean Engineering

3 days
MOT/LMGT-E
Sessions
This course is not scheduled.
Who should attend?

Audience

    • R&D engineers, managers, executives who would like to implement Lean Management and Lean Engineering in their organizations.

Level

  • Foundation
  • This course provides a deeper knowledge and competencies on methodologies for implementing Lean Management and Lean Engineering and making the critical leap from the conventional business focus to the value-stream focus of optimizing the flow of value.
Learning Objectives
  • Upon completion of the course, participants will be able to:
  • understand the basic notions of lean management and lean engineering,
  • identify waste in any organization,
  • know the tools associated with lean,
  • diagnose your own organization,
  • understand how to implement lean management and lean engineering role playing.
Course Content

Introduction

0.25 day

  • History of lean.
  • Introduction to Lean Management/Lean Engineering/Lean Manufacturing/Lean Thinking.
  • Lean management only in automotive industry?

Change management

0.25 day

  • Why do we decide to change? Why have a lean approach? Benefits, challenges and difficulties. Environmental analysis.
  • Stakeholder analysis.
  • Organizational culture: practices become habits and then later an established culture. Overcoming barriers to change. Developmental change management. Transformational change management.
  • Change analysis and communication: communicating the basis to reach the change, difficulties of communication, emission and perception filters, communication styles, difference between facts/opinions, interpretation, top down and bottom up communication, effective communication (solicit and act upon feedback, recognize the human element in the change, …), executive support.
  • A clear vision for the change management process. Sponsor the change. Management “model”. Create a structure to support the change.
  • Employee involvement for Effective Change Management: involving the people/teams, build measurement systems, … Role playing.

Lean management overview

0.5 day

  • Kaizen: history, benefits, implementation - Value definition: the voice of the customer.
  • Unproductiveness: Muda, Muri, MuraBasic Problem Solving tools: 5 Whys, Ishikawa diagrams, pareto, brainstorming, selecting solutions, …
  • Key tools overview: 5S, value stream mapping, process mapping, SMED (Single Minute Exchange of Dies), TPM (Total Productive Maintenance).

Value stream mapping

0.5 day

  • Variability: why reduce variability? Stock and time absorbers, control and smooth the load.
  • Just in time: pulled vs pushed flows, flows manage the process, think system and not final product.
  • Faultless or Jidoka.
  • Value stream mapping (VSM Methodology): process mapping, value creation flow (SIPOC diagram), constructing the "Current State Map" and the "Future State Map", "Future State" implementation strategy development and deployment, material & information flow analysis, how VSM can support the change?
  • VSM Product Development is so different, …
  • Role Playing.

Continuous improvement culture: PDCA spirit

0.25 day

  • PDCA cycle: Plan, Do, Check, Act. Continuous improvement. A3 management process and report. Problem solving process. Problem solving thinkers. Role Playing.

Standard

0.25 day

  • Global cycle of improvement. The standard: basis of continuous improvement. Goals and expected results. Role playing.

Lean management deployment

0.5 day

  • Global cycle of improvement.
  • Conventional vs Lean Management (reverse pyramid).
  • Visual management: visualize the process and the performances, visualize the standard, the deviations and the treatment, lean key metrics, Obeya make visible yo act quickly, best practices.
  • Autonomous teams: why autonomous teams? goals and benefits for the organization, elementary unit organization.
  • Lean thinking to improve personal performances.
  • Deployment basis.
  • Management by targets or by processes.
  • Policy deployment of strategic objectives: Ho Shin Kanri.

Lean engineering vs lean manufacturing

0.5 day

  • Lean product development system: the 13 principles of J. Liker: VOC, Chief Engineer, Set Based, …
You might be interested by these trainings