LEAN MANUFACTURING
Apply the Lean roadmap to your business to
ensure that your Customers Are Priority One
BENEFITS WORKSHOP DESCRIPTION WHO SHOULD ATTEND
Are you ready for Lean? Lean programs offer a proven This workshop is recommended for
Are you up to speed on roadmap for continuous improvement anyone who operates in a
Lean concepts? within organizations. The KT approach manufacturing environment and is
to Lean drives business success by new to Lean concepts. Supervisors,
combining KT critical thinking and i d ti d
engineers, production and process
This workshop helps you Lean processes. KT Lean training personnel, planners, project managers,
begin your Lean journey promotes data-driven actions that middle managers, and even top
or accelerate your accelerate results and ensure executives can benefit from the
financial success with every project methodologies and tools presented.
contribution to an existing
implementation. It helps you improve This practical program can be
Lean program. quality, build customer satisfaction, learned and applied to all areas
advantage.
and achieve competitive advantage organization.
within an organization
Time (hours)
WHAT YOU WILL LEARN 0
Day 1 Day 2 Day 3
Opening Briefing Review Day 1 Review Day 2
This workshop is focused on .5
Lean Model Teach: Customer, Pull Systems Teach: Push,
helping you achieve the Principles, Cornerstones Value Stream Mapping JIT, Kanban, FIFO,
1.0 Supermarkets
Teach: Current State
value as perceived by the Lean Model Case Practice:
Lean Principles Break
1.5
customer By building upon
customer. Break
B k B k
Break
Pull Systems Practice
the cornerstones of leadership, 2.0
Value Stream Mapping 5S Teach: Setup, Sort, Set in
people involvement, discipline Current State Practice Order, Shine (S0-S3)
2.5 Lean Simulation Discovery
Rapid Results & first-hand-observation, you (The KT Cube Factory)
5S Case Practice: (S0-S3)
Value Stream Mapping 5S Teach: Standardise, Sustain
will learn how to integrate KT 3.0
Teach: Future State
5S Case Practice: (S4-S5)
critical thinking into Lean 3.5
implementation in an Lunch
4.0 Lunch Lunch
environment that is established
for long-term success. 4.5 Value Stream Mapping
Visual Management Teach:
Future State Practice
Lean Simulation Discovery Indicator, Signal, Control
5.0
(The KT Cube Factory)
Value Stream Mapping Standardisation Teach
5.5 Application
Lean Simulation Debrief:
Standardisation Practice
(The KT Cube Factory) Spaghetti Diagrams Teach:
6.0
Current & Future State
Lasting Value Identify & Eliminate Waste
Teach: 7 Wastes
Break
Lean Will Influence Break
6.5 Quick Changeover Teach:
Break Spaghetti Diagrams
Current & Future State
2011 Schedule L
Lean 70
7.0
Identify & Eliminate Waste
Practice
Mistake Proofing Teach:
Quick Changeover Practice
Case Practice: 7 Wastes Inspection methods &
Jul. 12 - Jul. 14, 2011 Hong Kong 7.5 Implementation
Rejects/
Jul. 27 - Jul. 29, 2011 Bangkok Rework Safety Rapid Improvement
8.0 Identify & Eliminate Waste Process Teach: Kaizen
Sep. 19 - Sep. 21, 2011 Kuala Lumpur Inventory/ On-Time Mistake Proofing Practice
Application: 7 Wastes
Overhead Delivery
Cost Processing 8.5 Close-Out and Evaluate
Workshop Hours are 9:00 am to 5:30 pm Cost Review Evening Opportunity Review Evening Opportunity
Dress code is business causal
9.0
®
Singapore Malaysia Thailand
+65-62566492 +60-3-76609128 to 9 +66-2-2740646 to 8
kt-singapore@kepner-tregoe.com kt-malaysia@kepner-tregoe.com kt-thailand@kepner-tregoe.com
REGISTER ONLINE AT WWW.KEPNER-TREGOE.COM/WORKSHOPS
Apply the KT Way, Drive Wastes out of Your Business
Identify & Eliminate Wastes Value Stream Mapping (VSM) Pull Systems
This module focuses on the practical Value Stream Mapping is a process Pull systems within businesses are often
application of the identification and that helps a business identify and hard to identify due to the high level of
elimination of waste. Using the understand the material and forecasting and demand planning that
headings of the well known seven information flow as a product or service exists within businesses today. A lack of
wastes, participants follow a process makes its way through the contact with customers and unclear
of: organisation. VSM gives an expectations means that forecasting is
• Understand the waste in question organisation the tools to stand back relied upon rather that the more efficient
• Identify areas within a business/ and identify the wastes in the business past.
pull systems of the past In this module
department where this type of and to streamline processes to remove the participants follow the process of:
waste resides that waste. The application of this • Identify processes by which a pull
• Brainstorm ways to eliminate the process is as valuable on the factory system would enhance current
waste from the process floor as it is in the administrative area. performance
• Plan for the removal of the waste Think of it as your personal magnifying • Calculate size of system and metrics
• Set up actions to ensure the waste glass and your source for solutions to to implement
does not occur again eliminate unnecessary tasks that occur • Understand pull system deployment
process.
in the process and implementation strategies
Quick Changeover (SMED) Mistake Proofing 5S
Quick Changeover is a visual tool to Mistake Proofing is a mechanism to The 5S Philosophy focuses on effective
understand and streamline the setup prevent or highlight defects. It helps to workplace organisation and
or changeover procedure of parts or ensure a process is performed with standardised work procedures.
equipments in the safest, easiest and zero mistakes. In the event when 5Ssimplifies your work environment and
quickest way possible. The 5 steps of defects are produced, they could be reduces waste and non-value activity
Q i k Changeover are:
Quick Ch spotted as early as possible b f
tt d l ibl before hil improving quality, efficiency and
while i i lit ffi i d
• Document current changeover they are propagating through the safety. The 5 steps undertaken are:
process process to incur additional cost. • Sort – eliminate all unnecessary items
• Classify activities as Internal or Participants follow the process of: from the workplace
External • Understand causes of defect • Set In Order – setup effective storage
• Convert activities from Internal to • Identify areas of opportunity methods
External • Determine inspection method • Shine – thoroughly clean the work area
• Streamline Internal activities in the • Implement a mistake proofing system • Standardise – decide on best practise
process Monitor d
• M it and control t l • S t i – d fi th new operating
Sustain define the ti
• Standardise and monitor new • Determine types of Mistake Proofing procedure and embed this into the day-
changeover procedure Systems to-day operation of the organisation
Standardization Spaghetti Diagram Rapid Improvement Process
Every process and action has numerous Spaghetti Diagram is an essential tool in For less complex, more action-oriented
ways of being completed – however the elimination of Transportation Waste. projects, the keys to success are
there is rarely more than “One Best The amount of time lost in the non value complete buy-in to the change and fast
Way”. Repetitive actions completed by added movement of products and services implementation. “Kaizen Blitzes” have
varying personnel need to be is a key contributor in the inflated cycle focused on these objectives for years
standardised before any real continuous times we see in businesses today. and provide a framework for
improvement takes place. This ensures Movements such as gathering paper from implementing collaborative change.
sustainability of the process. printers to moving stock from one area to Participants follow the process of:
Standardisation builds a discipline of the next are specific examples of this type • Identify suitable process
focus and promotes continuous of waste. Participants follow the process of: • Facilitate setting business objectives
improvement rather than what is • Identify the process steps with the highest and measures
commonly publicised as ‘process work’. level of movement • Facilitate brainstorming activity and
Participants follow the process of: • Measure the movement and frequency tools to support
• Map process task under question • Determine value added verses non value • Document solutions and plans
• Document variation in execution that added • Facilitate risk assessment
currently exists • Determine Root Cause of movement • Manage implementation
• Decide on the best way to operate • Document result and plan alteration
• Implement changes and set up • Re-measure for improvement and lock in
procedures to monitor procedure
®
Singapore Malaysia Thailand
+65-62566492 +60-3-76609128 to 9 +66-2-2740646 to 8
kt-singapore@kepner-tregoe.com kt-malaysia@kepner-tregoe.com kt-thailand@kepner-tregoe.com
REGISTER ONLINE AT WWW.KEPNER-TREGOE.COM/WORKSHOPS