Organisational Values Vs Leadership Skills - Excel by mlp78341

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									                                          TO ENTER DATA

Step                                Description                                         Comments
       Click the "Update Data" Button on the top of the "Skills Matrix"
 1
       Worksheet
       Select the engagement number that you want to update from the
 2
       first dialog box
       Select whether you want to update data selectively or whether you
 3
       want to update a complete set of data (Go to Step 10)
       Selective Data Entry
                                                                               Drop down menu choices
                                                                               automatically bring up the
 4     Select the section you require from the first drop down menu
                                                                               appropriate choices in the
                                                                               other drop down boxes
 5     Select the subsection you require from the second drop down menu

 6     Select the skill you want to update from the third drop down menu
                                                                               The initial setting of the
       Select the new skill level you have achieved using the option           option buttons will reflect
 7
       buttons                                                                 your existing skill level for
                                                                               this skill
       If you want to continue to add information click the "Save &
 8     Continue" button, if you have finished adding information click the
       "Save & Quit" button
       Entering a Complete Set of Data
       You will be presented with a series of dialog boxes, each               Prepare your work (print
       representing one of the rows of the skills matrix. There is a set of    definitions, have some idea
       option buttons for each skill, change the option button selections to   of your levels) before you
       update your skill levels. When you have finished, click the "Next"      start entering a complete
       button.                                                                 set of data.
10     Clicking the quit button will not save any work.                        The initial setting of the
       Each time you click to update a complete set of data for a              option buttons will reflect
       particular engagement, that engagements data is cleared so you          your existing skill level for
       HAVE TO enter the complete set of data. If you have entered             this skill gained from a prior
       complete set of data but have left gaps or the second half you want     engagement.
       to fill later, use enter data selectively to add the later data


                           TO ADD PROJECT/ENGAGEMENT DETAILS

Step                                Description                                         Comments
       Click the"Update Project Details" button at the top of the "Skills
 1
       Matrix" worksheet.
       Select the engagement number from the option buttons then enter
       the engagement name and the start and finish dates, the name of
 2
       the person who reviewed your activity on this engagement and the
       date the review occurred then click the "OK" button.
                                         TO ADD YOUR NAME

Step                                 Description                                            Comments

                                                                                    This is the only instance
                                                                                    where data can be entered
       Type your name in the relevant box at the top of the "Skills Matrix"         directly on to the sheet. DO
 1
       worksheet.                                                                   NOT TYPE ANYTHING IN
                                                                                    ANY OTHER BOXES IN
                                                                                    THIS WORKBOOK


                                     PREPARING FOR A REVIEW

Step                                 Description                                            Comments

 1     Ensure that you have updated all of the skills that need updating.

 2     Print the "Skills Matrix" in colour on an A3 printer (if at all possible).


                             TO ADD ACTIVITY TO PLANNING MATRIX

Step                                 Description                                            Comments
       Enter planned activity to achieve next skill level against the target
 1
       skills.
 2     Type in planned start and end dates
                                                                                    When skill levels are
                                                                                    updated on the skills matrix,
 3     After activity is complete, review and note reviewed date.
                                                                                    a new plan will need to be
                                                                                    documented.
LEAN CHANGE AGENT DETAILS                                                                                                         PROJECTS / ENG
Name:                                                                   Activity                 Start        Finish         Reviewed
                                                                                                 Date          Date             by
                                                           1.                0                  01/00/00      01/00/00           00/01/00
                                                           2.                0                  01/00/00      01/00/00           00/01/00
                                                           3.                0                  01/00/00      01/00/00           00/01/00
                                                           4.                0                  01/00/00      01/00/00           00/01/00

**Only make changes to this sheet by using one of the macro buttons, do not type into cells except your name above l

                                                   The History of
                                                                                                    The Production           Lean Leadership
                                                       Lean                          #N/A
                            1.1 Lean Overview                                                          System                   Principles
            WHAT IS LEAN?




                                                   Transformation
                                                   0 0 0 0 0             0       0    0     0   0   0     0   0   0      0   0    0   0     0
                                                  The visual facory
                                                                                                                             3Ms - Identifying
                            1.2 Introduction to     - information            The role of
                                                                                                        Stablity tools        Waste and VA
                                                    centres, 5s &            Standards
                            Lean                                                                                                 vs NVA
                                                    visual control
                                                   0 0 0 0 0             0       0    0     0   0   0     0   0   0      0   0    0   0     0
                                                                         Effective use of
                            1.3 Resource for      Obtaining Union
                                                                          the Steering                        0                       0
  PREPARE




                                                      Support
                            Lean                                            Committee
                                                  0    0   0    0   0    0       0    0     0   0   0     0   0   0      0   0    0   0     0
                                                                                                                              Identifying the
                                                   Contducting a           Viewing the                 Strategy -
                            1.4 Baseline                                                                                        Financial
                                                  Diagnostic - Plan       Business as a             Finiding the Key
                                                                                                                               Opportunity
                            Diagnostic            and presentation           System                      Levers
                                                                                                                                 (ROIC)
                                                  0    0   0    0   0    0       0    0     0   0   0     0   0   0      0   0 0 0 0
                                                   Understanding
            WHY?




                             1.5 Establishing                             Creating Value             Using ROCE /
                                                    Bottlenecks/                                                                      0
                            the Compelling                               for Shareholders             ROIC / NPV
                                                     Constraints
                            Need
                                                  0  0 0 0 0             0       0    0     0   0   0 0 0 0 0 0 0 0 0
                                                     Defining                                       Establishing the
                                                                          Creating High                              Generating quick
                            1.6 Plan and          Implementation                                        Change
                                                                          Level Master                                 wins - Kaizen
                                                     Loops &                                         Management
                            Kaizen                                         Schedules                                  plan & methods
                                                     Approach                                          Approach
                                                  0 0 0 0 0              0       0    0     0   0   0 0 0 0 0 0 0 0 0

                                                                              Lean
                            2.1 -2 Change         Lean Awareness                                    Lean Leadership              The Change
                                                                          fundementals
                                                      training                                          training                 Agent Model
                            Agent Training                                   training
                                                  0    0   0    0   0    0       0    0     0   0   0     0   0   0      0   0    0   0     0
                            2.2 Expanded                                                              Improving
                                                      Blue Sky
                                                                                     #N/A           Communication                     0
                            Information               Workshops
                                                                                                       Channels
            HOW?




                            Sessions
                                                  0    0   0    0   0    0       0    0     0   0   0     0   0   0      0   0    0   0     0
                           HOW?
                                                                                                                       Training and
                                                                                             Training needs
                                                 2.3 Training Plan    Lean Skills Matrix                              Development in                    0
                                                                                                 analysis
                                                                                                                           Lean
                                                                      0 0 0 0 0 0 0 0 0 0                             0 0 0 0 0              0     0     0     0
                                                                       Value Stream Scientific method                  Value stream
                                                                                                                                             Value Stream
                                                 2.4 - 6 Value          Mapping -        in Lean -                    mapping - ideal
                                                                                                                                             mapping target
                                                                       current state  Problem solving                  state and full
                                                 Stream Mapping                                                                                  state
                                                                      Learning to see at every level -                    potential
                                                                      0 0 0 0 0 0 0 0 0 0                             0 0 0 0 0              0     0     0     0

                                                 3.1.1 Visual                                                                                 Improvement
                                                                          KPI Hierachy       Setting Targets              CCC Strips
                           WORKPLACE STANDARDS




                                                 Performance                                                                                     Plans
                                                 Management
                                                                      0     0   0   0    0   0     0    0     0   0   0    0    0    0   0   0     0     0     0
                                                                       5s philosophy
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                                                 3.1.2 5s
                                                                         standards
                                                                      0     0   0   0    0   0     0    0     0   0   0    0    0    0   0   0     0     0     0

                                                                      TPM philosophy             Autonomous
                                                 3.1.3 TPM                                                                OEE/AUR            Effective Training
                                                                        and benefits             Maintenance

                                                                       0 0 0 0 0             0     0    0     0   0   0    0    0    0   0   0     0     0     0
ESTABLISH VISUAL CONTROL




                                                                      The importance
                                                                                              Observation             Improvement
                                                 3.1.4 Standard       of standards and                                                       Control tools for
                                                                                                tools for                tools for
                                                                       link to problem                                                        standard work
                                                 Work                                        Standard Work            standard work
                                                                            solving
                                                                       0 0 0 0 0             0     0    0     0   0   0    0    0    0   0   0     0     0     0

                                                                       Introduction to
                                                 3.1.6 Quality                                                           Statistical
                                                                         TPS quality              Poke Yoke                                   Red Workshop
                                                                                                                      Process Control
                                                 Conrol                     quality
                                                                      0     0   0   0    0   0     0    0     0   0   0    0    0    0   0   0     0     0     0
                           JIDOKA




                                                 3.2.1 Introduce          Unit Time of       Problem Solving                                  Fixed Position
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                                                                              Work               Boards                                            stop
                                                 Visual Control
                                                                      0     0   0   0    0   0     0    0     0   0   0    0    0    0   0   0     0     0     0

                                                                                                                      Designing the          Role of the Lean
                                                                       What is Jidoka         Autonomation
                                                 3.2.2 Andon                                                          span of control         Team Leader

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                                                                       Toyota DNA -
                                                 3.3.2-3 Streamline                                                      Spaghetti
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                                                                                                  Takt Time           diagrams & PQ
                                                 the process for      Connection and                                                          Rationalisation
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                                                                      0 0 0 0 0              0     0    0     0   0   0    0    0    0   0   0     0     0     0
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                           JIT




                                                                       Load Levelling            Heijunka Box         One Piece Flow
                                                 3.3.4 -5 Levelling                                                                                 Stores
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                           6. Pull System                               Systems                                      Signal Point
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                           Organisation            structure &      Leader                   Roles and               structuring for
                                                   leader role                             Responsibilities              support
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                                                  Understanding Jishuken and the
                                                                                            Standardised            Machine Cycle
MANAGEMENT SYSTEMS




                           4. Continuous               the       Toyota method
                                                                                             work Kaizen             Time Kaizen
                           Improvement           PDC⁁祣汣ꕥ    湕敤      of kazien
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                           Capability Building    Measurement                                Experience
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                           3.3.1 Hoshin          Hoshin Planning                                                    the PDCA cycle
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                                                                                            Lean Layouts
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                           Construction
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                                                                          Effective            Presentation
                           Communication          Assignment -                                                          Written Skills
                                                                          Listening               Skills
                                                 CPQQRT model
                                                 0   0   0   0   0   0     0   0   0   0   0     0    0     0   0   0     0   0   0
1   2   3   4
  PROJECTS / ENGAGEMENTS                                                                                                       The History of
                                                                                                                                   Lean
              Review                         Activity              Start       Finish      Reviewed Review                     Transformation
               Date                                                Date         Date          by     Date                      1   1   3   5   6
               01/00/00        5.                 0               01/00/00     01/00/00        00/01/00       01/00/00
               01/00/00        6.                 0               01/00/00     01/00/00        00/01/00       01/00/00     Squares indicate skill levels
               01/00/00        7.                 0               01/00/00     01/00/00        00/01/00       01/00/00     R)
                                                                                                                           ie if 2 cells contain engagement num
               01/00/00        8.                 0               01/00/00     01/00/00        00/01/00       01/00/00
                                                                                                                           colour then the skill level achieved i
                                                                                                                           example level 5 was achieved with
except your name above left**

                          The
ean Leadership
                       Management                         0                    0                    0
  Principles                                                                                                      A
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                                                                                                                             1.1 Lean Overview
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                                                                                                                          1.4 Baseline Diagnostic
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                                                                                                                  F            Compelling Need

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                                                                                                                             1.6 Plan and Kaizen
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                                                  centre          problem solving                                    Management
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                          Planned          Early Equipment                                                                      3.1.3 TPM
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                         Maintenance        Management

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                                                                                                                    3.1.4 Standard Work
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                                                                                       Jidoka Milestone
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                                                                                           Auditing        Q
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                                                  labour                   0                   0
 Team Leader           Workshop                                                                            S
                                               requirements
                 0   0    0   0   0    0   0     0   0   0    0   0    0   0   0   0   0   0   0   0   0
                     VSM Designing
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                                               Setting EPE            QCO SMED
Rationalisation        system for                                                       Manufacturing      T
                     Continuous flow                                                                           3.3.2-3 Streamline the process for
                 0   0 0 0 0 0             0     0   0   0    0   0    0   0   0   0   0   0   0   0   0                continuous flow

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                          Work
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                                                                                                                              6. Pull System
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                                                    0                   0                    0
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                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0                        Organisation

Machine Cycle         Yamazumi &
                                                    0                   0                    0
 Time Kaizen          Work Balance                                                                       X
                                                                                                                4. Continuous Improvement
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  Capability
                               0                                                                         Y
s.Requirement                                                                                                           Capability Building
& Agree PDP
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                                                                                                                 3.3.1 Hoshin Planning and
or strategy and                0                    0                   0                    0           Z               Measures
Hoshin planning
               0 0 0 0 0 0                  0 0 0 0 0 0 0 0 0 0                     0    0   0   0   0
Trystorming -    Application of the          Last Planner -
requent piloting      guiding                 information    Standardised               Kaizen for            Lean Design and Construction
 & hypothesis      principles in              centres for   work for Projects            Projects        AA
    forming          design &                   projects
               0 0 0 0 0 0                  0 0 0 0 0 0 0 0 0 0                     0    0   0   0   0

Standard work
                          5s Auditing               0                   0                    0
   Auditing                                                                                              AB
                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0


       0                       0                    0                   0                    0
                                                                                                         AC
                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0

       0                       0                    0                   0                    0
                                                                                                         AD
                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0

       0                       0                    0                   0                    0           AE
                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0

 Written Skills                0                    0                   0                    0           AF
                  0   0    0   0   0    0   0   0   0   0   0   0   0   0   0   0   0    0   0   0   0
4   5   6   7   8
                                                         LEVEL DEFINITION
                                                         1 = Theoretical knowledge/ had training & can explain 75% of Lean content
                       Skill Title                           Has attended 2&5 day Lean Immersion training
The History of                                           2 = Sustainably deliver Lean support with LMR coach.
                       Numbers and                           Has attended 2&5 day Lean Immersion
Transformation         Colours indicate                      Undertaken deployment Projects with LMR Consultant support
                       engagement no.                    3 = Sustainably deliver Lean system without LMR support.
              6                                              Has attended 2&5 day Lean Immersion
                                                             Has undertaken a minimum of 2 deployment projects that have been
ares indicate skill levels 1 to 5 (from L to                 sustained without LMR support
                                                         4 = Demonstrated ability to train others.
  cells contain engagement numbers and                       Lead 2&5 day Lean Immersion Training
                                                             Sustained Delivery of lean projects over a 12 month period
ur then the skill level achieved is 2. In this
                                                         5 = Expert level
           5 was achieved with the




 Lean Overview



oduction to Lean



esource for Lean


                   0       0.2       0.4    0.6    0.8        1




aseline Diagnostic


  Establishing the
Compelling Need


 Plan and Kaizen


                       0     0.2      0.4    0.6   0.8        1




             Diagnostic



                 Planning
         Implementation



 Value Stream Mapping


                                 0         0.2     0.4    0.6   0.8   1



 isual Performance
Management



            3.1.2 5s



             .3 TPM



    Standard Work


                         0           0.2         0.4     0.6    0.8   1




         Quality Conrol




 roduce Visual Control




             2.2 Andon



                             0        0.2         0.4    0.6    0.8   1




Streamline the process for
 continuous flow



            4 -5 Levelling
           . Pull System


                           0   0.2   0.4   0.6   0.8   1




         Organisation




ontinuous Improvement




    Capability Building



  Hoshin Planning and
    Measures



esign and Construction




                Audits



                           0   0.2   0.4   0.6   0.8   1
    1   2   3   4   5   6   7   8



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 10  0  0  0  0  0  0  0  0
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     1  2  3  4  5  6  7  8



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     1  2  3  4  5  6  7  8



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 15  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%
 15  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 35  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%
     1  2  3  4  5  6  7  8



 40  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 30  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 35  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 30  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%
     1  2  3  4  5  6  7  8



 40    0  0  0  0  0  0  0  0
      0% 0% 0% 0% 0% 0% 0% 0%



 25    0  0  0  0  0  0  0  0
      0% 0% 0% 0% 0% 0% 0% 0%



 30    0  0  0  0  0  0  0  0
      0% 0% 0% 0% 0% 0% 0% 0%
       1  2  3  4  5  6  7  8



 40    0  0  0  0  0  0  0  0
      0% 0% 0% 0% 0% 0% 0% 0%



 30    0  0  0  0  0  0  0  0
      0% 0% 0% 0% 0% 0% 0% 0%
 25      0  0  0  0  0  0  0  0
        0% 0% 0% 0% 0% 0% 0% 0%
         1  2  3  4  5  6  7  8



 20      0  0  0  0  0  0  0  0
        0% 0% 0% 0% 0% 0% 0% 0%



 25      0  0  0  0  0  0  0  0
        0% 0% 0% 0% 0% 0% 0% 0%



 35  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 20  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 40  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 25  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%
     1  2  3  4  5  6  7  8



 15  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



 15  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%



    0     0   0   0   0   0   0   0   0
%       ### ### ### ### ### ### ### ###



 20  0  0  0  0  0  0  0  0
%   0% 0% 0% 0% 0% 0% 0% 0%
                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7

1.3 Resource
for Lean
                  0%     0%    0%     0%    0%    0%     0%    0%
1.2               0%     0%    0%     0%    0%    0%     0%    0%

1.1 Lean
Overview
                  0%     0%    0%     0%    0%    0%     0%    0%




                     1     2     3      4     5      6     7      8
                 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000           1.000
                       Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7

1.6 Plan and
Kaizen
                  0%     0%    0%     0%    0%    0%     0%    0%
1.5               0%     0%    0%     0%    0%    0%     0%    0%

1.4 Baseline
Diagnostic
                  0%     0%    0%     0%    0%    0%     0%    0%




                     1     2     3      4     5      6     7      8
                 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000           1.000
                       Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7
2.4 - 6 Value
Stream
Mapping           0%     0%    0%     0%    0%    0%     0%    0%
Implementatio     0%     0%    0%     0%    0%    0%     0%    0%


Planning
                  0%     0%    0%     0%    0%    0%     0%    0%
Diagnostic        0%     0%    0%     0%    0%    0%     0%    0%
                      1    2       3      4      5     6    7    8



                 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000          1.000
                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7


3.1.4 Standard Work
                  0%      0%     0%     0%     0%     0%   0%   0%
3.1.3 TPM         0%      0%     0%     0%     0%     0%   0%   0%


3.1.2 5s
                   0%    0%    0%       0%     0%     0%   0%   0%
                   0%    0%    0%
3.1.1 Visual Performance Management     0%     0%     0%   0%   0%




                      1    2       3      4      5     6    7    8



                 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000          1.000
                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7



3.2.2 Andon       0%      0%     0%     0%     0%     0%   0%   0%
3.2.1             0%      0%     0%     0%     0%     0%   0%   0%


3.1.6 Quality
Conrol            0%      0%     0%     0%     0%     0%   0%   0%




                    0     0      0     0      0     0      0     0        1.000
                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7



6. Pull System     0%     0%     0%     0%     0%     0%   0%   0%
3.3.4 -5 Levelling 0%     0%     0%     0%     0%     0%   0%   0%



                   0%      0%
3.3.2-3 Streamline the process for 0%
                                   continuous flow
                                          0%     0%   0%   0%   0%
                    0     0      0     0      0     0      0     0        1.000
                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7


Audits
                  0%     0%    0%    0%     0%    0%     0%    0%
Lean Design       0%     0%    0%    0%     0%    0%     0%    0%
3.3.1 Hoshin
Planning and
Measures          0%     0%    0%    0%     0%    0%     0%    0%
Capability        0%     0%    0%    0%     0%    0%     0%    0%


4. Continuous
Improvement         0     0      0     0      0     0     0      0
Organisation        0     0      0     0      0     0     0      0




                    1     2      3     4      5     6     7      8



                0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000             1.000




                      Engagement 2 Engagement 4 Engagement 6 Engagement 8
                Engagement 1 Engagement 3 Engagement 5 Engagement 7

Communicatio
n
                  0%    0%    0%    0%    0%    0%    0%    0%
0               ##### ##### ##### ##### ##### ##### ##### #####
Interviewing
and
Facilitation      0%     0%    0%    0%     0%    0%     0%    0%
Overall           0%     0%    0%    0%     0%    0%     0%    0%




                    1     2      3     4      5     6     7      8



                0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000             1.000
Lean Manufacturing Training Program

 Deployment
model Module
    Code                         Focus

               1.1 Lean Overview                                        1
               1.2 Introduction to Lean                                 2
               1.3 Resource for Lean                 Lean Leadership    3
               1.4 Baseline Diagnostic               Lean Thinking      7
                                                     Lean Thinking      8
                                                     Basic Knowledge   10
                                                     Basic Knowledge   11
                                                     Basic Knowledge   12
                                                     Basic Knowledge    9
                                                     Basic Knowledge   24
                                                     Basic Knowledge   13
                                                     Basic Knowledge   14
               1.6 Plan and Kaizen                   Lean Thinking     15
                                                     Lean Leadership   17
                                                     Lean Thinking      6
                                                     Basic Knowledge   18
               2.1 -2 Change Agent Training          Basic Knowledge   19
                                                     Basic Knowledge   21
                                                     Basic Knowledge   22
                                                     Basic Knowledge   23
               3.1.1 Visual Performance Management   Lean Thinking     25
                                                     Lean Leadership   26
                                                     Basic Knowledge   31
                                                     Lean Leadership   27
                                                     Basic Knowledge   32
                                                     Basic Knowledge   28
                                                     Basic Knowledge   29
                                                     Basic Knowledge   30
               3.1.3 TPM                             Lean Thinking     33
                                                     Lean Leadership   34
                                                     Lean Leadership   35
                                                     Basic Knowledge   36
               3.1.4 Standard Work                   Lean Thinking     37
                                                     Lean Leadership   38
                                                     Lean Leadership   39
                                                     Lean Leadership   40
                                                     Basic Knowledge   41
               3.1.6 Quality Conrol                  Lean Thinking     42
                                                     Lean Thinking     43
               3.2.1 Introduce Visual Control        Lean Thinking     44
                                                     Basic Knowledge   45
               3.2.2 Andon                           Lean Thinking     46
                                                     Lean Leadership   47
                                                     Lean Leadership   48
                                                     Basic Knowledge   49
JIT                                  Lean Thinking     50
                                     Basic Knowledge   51
                                     Basic Knowledge   52
                                     Basic Knowledge   53
                                     Basic Knowledge   54
                                     Basic Knowledge   55
                                     Basic Knowledge   56
                                     Basic Knowledge   57
                                     Basic Knowledge   58
                                     Basic Knowledge   59
Organisation                         Lean Thinking     60
4. Continuous Improvement            Lean Thinking     61
                                     Basic Knowledge   62
                                     Basic Knowledge   63
                                     Basic Knowledge   64
                                     Basic Knowledge   65
                                     Basic Knowledge   66
Capability Building                  Lean Thinking     67
                                     Lean Leadership   68
3.3.1 Hoshin Planning and Measures   Lean Thinking     69
                                     Lean Thinking      4
                                     Lean Thinking     70
                                     Lean Leadership   71
                                     Basic Knowledge   72
Lean Design and Construction         Lean Thinking     73
                                     Basic Knowledge   74
                                     Basic Knowledge   75
                                     Basic Knowledge   76
                                     Basic Knowledge   77
                                     Basic Knowledge   78
                                     Basic Knowledge   79
Audits                               Lean Thinking     80
                                     Basic Knowledge   81
                                     Basic Knowledge   82
                                     Basic Knowledge   83
Overall Process                      Basic Knowledge   84
                                     Basic Knowledge   85
Interviewing and Facilitation        Basic Knowledge   86
                                                                           Max
                                   Module                                 Duration

                                                                          4 hours
                                                                          2 days
Effective deployment structures and roles                                 1 hour
Introduction to Diagnostic                                                1 hour
Identifying financial opportunity - PDCA in lean transformation           2 hours
Understanding bottlenecks & constraints - VSM & System OEE calculations   4 hours
Creating a Value Stream Map - Current and Target State                    2 days
Basic Financial calculations - ROIC etc                                   4 hours
Conducting a Lean Assessment                                              1 day
Facilitating a VSM current and target state                               4 hours
Conducting a Lean Diagnostic - experiential                               2 weeks
Establishing vision and plans for deployment - experiential               2 weeks
Defining implementation focus and loops                                   4 hours
Creating a plan for transformation - leading the change & kaizen plans    4 hours
Introduction to A3 thinking - enabling PDCA in your organisation          4 hours
Creating Master Schedules - enabling the D of PDCA                        1 hour
Train the trainer                                                         5 days
Developing a training plan - needs analysis and skills matrix             4 hours
The Change Agent Model and role of change agent in Lean deployment        4 hours
Active Observation                                                        4 hours
Performance management overview                                           4 hours
the 5 principles in visual performance management - the leaders role      4 hours
5s introduction                                                           2 hours
Leading 5s in your organisation                                           4 hours
5s workshop                                                               5 days
Creating cascaded information centres                                     1 day
How to run an information centre                                          2 days
Practical Problem Solving                                                 1 day
An introduction to TPM                                                    2 hours
Creating a support structure for TPM and integrating AM & IPT             4 hours
Leading the TPM effort in your area                                       2 hours
TPM Workshop                                                              5 days
An introduction to Standard work                                          2 hours
Leading standard work in your area (Leader working menus & auditing)      2 hours
Performance Dialogues                                                     4 hours
Giving feedback & coaching                                                4 hours
Standard work workshop - how to create standard work                      5 days
An introduction to lean quality control                                   2 hours
An introduction to Poke Yoke                                              1 hour
Introduction to Visual Control                                            1 hour
Problem Solving Boards and Zone of Control                                1 day
Introduction to Jidoka                                                    2 hours
Introduction to lean span of control and zone control - workshop          5 days
Role of the team leader                                                   2 weeks
Yamazumi and labour requirements                                          1 day
Introduction to JIT                                                   2 hours
Streamlining process flow - workshop                                  5 days
QCO - workshop                                                        5 days
Introduction to levelling                                             2 hours
Levelling by volume - workshop                                        5 days
Levelling by part - Heijunka workshop                                 5 days
Establishing stores and buffers workshop                              5 days
separation of transport and work - workshop                           5 days
Pull systems and kanbans - introdcution                               2 hours
pull systems and kanbans - workshop                                   5 days
Introduction to Leadership roles in lean                              4 hours
Introduction to kaizen in Lean                                        2 hours
Understanding the PDCA cycle - applying it in your area               4 hours
Jishuken workshop                                                     5 days
Standard work kaizen workshop                                         5 days
Machine cycle time kaizen workshop                                    5 days
Yamazumi and work balance kaizen workshop                             5 days
Introduction to Capability building in Lean                           4 hours
Leader capability building in Lean                                    4 hours
Introduction to Hoshin Planning                                       4 hours
PDCA in Lean - from Strategy to shop floor                            4 hours
The PDCA cycle in Hoshin planning                                     4 hours
How to coach your team in hoshin planning and A3 writing              4 hours
How to write an A3                                                    4 hours
Introduction to lean construction                                     2 hours
Lean design, QFD for construction design - workshop                   2 days
Human factors in design - workshop                                    2 days
Lean design - lean layouts                                            4 hours
Application of the guiding principles in lean construction (How to)   5 days
Kaizen and standardised work for projects                             4 hours
Try storming for lean construction                                    2 hours
Introduction to Layered audits for leaders                            2 hours
How to conduct a layered audit - 5s and std work, waste walks         4 hours
How to create your working menu - standard work for leaders           4 hours
How to create your working menu - standard work for leaders           4 hours
Change maangement -                                                   2 days
Project management & use of Master Schedules                          4 hours
Interviewing and facilitation for change agents                       1 day
                                                     Black/ Green
                               Senior                 Belt / Lean     Lean
      Sensei Curriculum      Management Management      Coach        Advisor   Supervisors

Introduction                 2 hours    2 hours      4 hours        4 hours    1 hour
A history of lean            1.5 days   1.5 days     2 days         2 days     2 days
                             2 hours    2 hours      2 hours        2 hours
                             1 hour     1 hour       4 hours
                                                     2 hours
                                                     1 day
    Current state Analysis
                             2 hours    4 hours      4 hours
                                                     4 hours
                                                     1 day
                                                     1 day
Practical Exercise
Practical Exercise
                                                     1 hour
                             4 hours    4 hours      2 hours
                             2 hours    2 hours      4 hours        4 hours
                             1 hour     1 hour       4 hours                   2 hours
                                                     2 days         2 days
                                                     4 hours        4 hours
                             1 hour     1 hour       4 hours        4 hours
                                                     4 hours
                             1 hour     1 hour       4 hours        4 hours    4 hours
                             4 hours    4 hours      4 hours        4 hours    4 hours
                             1hr        1 hr         1 hr           1 hr       1 hour
                             2 hours    2 hours      2 hours        2 hours    2 hours
                                                     5 days         5 days     5 days
                             1 hour     1 hour       4 hours        4 hours    1 hour
                             4 hours    4 hours      4 hours        4 hours    1 day
                             2 hours    4 hours      1 day          1 day      1 day
                             1 hour     1 hour       1 hour         1 hour     1 hour
                             2 hours    4 hours      4 hours        4 hours
                                                     1 hour         1 hour     1 hour
                                                     5 days         5 days     5 days
                             1 hour     2 hours      3 hours        3 hours    3 hours
                             1 hour     4 hours      4 hours        4 hours    4 hours
                             1 hour     4 hours      4 hours        4 hours    4 hours
                             1 hour     2 hours      2 hours        2 hours    4 hours
                                                     5 days         5 days     5 days



                             1 hour     2 hours      4 hours        4 hours    4 hours


                             1 hour     1 day        1 day          1 day      2 weeks
                             1 hour     1 hour       1 day          1 day      1 day
1 hour   1 hour   4 hours   1 hour
Operators
& Trades

1 hour
1 day




1 hour
1 hour
2 hours



1 hour
4 hours
1 hour


5 days
1 hour


1 hour




1 hour


1 hour
2 hours
Introduction
Overview of why and what is lean


A history of lean
Overview of Why What and How of lean, emphasising why it developed the way it did


Current state Analysis
Introductory module in which the rudiments of current state diagnostic, value stream mapping,
policy deployment and A3 thinking are covered. Understanding Lean and project readiness are key
learning outcomes.
Key Learning Outcomes

Basic Awareness


Understanding the foundations of lean thinking



Understand the process for developing a future state and
action plan

Understand the key components of Current state analysis
             Engagement No.                                             1   2   3   4
             Client Name
             Start Date
             Finish Date

        A1   The History of Lean Transformation                     0   0   0   0   0
        A2   The Practical Change Management Approach               0   0   0   0   0
        A3   The Production System                                  0   0   0   0   0
        A4   Lean Leadership Principles                             0   0   0   0   0
        A5   The Management System                                  0   0   0   0   0
        A6                                                          0   0   0   0   0
        A7                                                          0   0   0   0   0
        A8                                                          0   0   0   0   0
             The visual facory - information centres, 5s & visual
        B1                                                          0   0   0   0   0
             control
        B2   The role of Standards                                  0   0   0   0   0
        B3   Stablity tools                                         0   0   0   0   0
        B4   3Ms - Identifying Waste and VA vs NVA                  0   0   0   0   0
        B5   5 Guiding Principles                                   0   0   0   0   0
WHAT?




        B6   Jidoka - Build Quality In                              0   0   0   0   0
        B7   JIT - Produce Only What Can be Sold                    0   0   0   0   0
        B8   Lean transformation how to 101                         0   0   0   0   0
        C1   Obtaining Union Support                                0   0   0   0   0
        C2   Effective use of the Steering Committee                0   0   0   0   0
        C3                                                          0   0   0   0   0
        C4                                                          0   0   0   0   0
        C5                                                          0   0   0   0   0
        C6                                                          0   0   0   0   0
        C7                                                          0   0   0   0   0
        C8                                                          0   0   0   0   0
        D1                                                          0   0   0   0   0
        D2                                                          0   0   0   0   0
        D3                                                          0   0   0   0   0
        D4                                                          0   0   0   0   0
        D5                                                          0   0   0   0   0
        D6                                                          0   0   0   0   0
        D7                                                          0   0   0   0   0
        D8                                                          0   0   0   0   0
        E1   Contducting a Diagnostic - Plan and presentation       0   0   0   0   0
        E2   Viewing the Business as a System                       0   0   0   0   0
        E3   Strategy - Finiding the Key Levers                     0   0   0   0   0
        E4   Identifying the Financial Opportunity (ROIC)           0   0   0   0   0
        E5   Executing Lean Assessments                             0   0   0   0   0
        E6                                                          0   0   0   0   0
        E7                                                          0   0   0   0   0
        E8                                                          0   0   0   0   0
        F1   Understanding Bottlenecks/ Constraints                 0   0   0   0   0
        F2   Creating Value for Shareholders                        0   0   0   0   0
        F3   Using ROCE / ROIC / NPV                                0   0   0   0   0
HY?
       F4   A3 Thinking - writing an A3                        0   0   0   0   0
       F5                                                      0   0   0   0   0
       F6                                                      0   0   0   0   0
WHY?

       F7                                                      0   0   0   0   0
       F8                                                      0   0   0   0   0
       G1   Defining Implementation Loops & Approach           0   0   0   0   0
       G2   Creating High Level Master Schedules               0   0   0   0   0
       G3   Establishing the Change Management Approach        0   0   0   0   0
       G4   Generating quick wins - Kaizen plan & methods      0   0   0   0   0
       G5   Aligning All Functions                             0   0   0   0   0
       G6                                                      0   0   0   0   0
       G7                                                      0   0   0   0   0
       G8                                                      0   0   0   0   0
       H1                                                      0   0   0   0   0
       H2                                                      0   0   0   0   0
       H3                                                      0   0   0   0   0
       H4                                                      0   0   0   0   0
       H5                                                      0   0   0   0   0
       H6                                                      0   0   0   0   0
       H7                                                      0   0   0   0   0
       H8                                                      0   0   0   0   0
       I1   Lean Awareness training                            0   0   0   0   0
       I2   Lean fundementals training                         0   0   0   0   0
       I3   Lean Leadership training                           0   0   0   0   0
       I4   The Change Agent Model                             0   0   0   0   0
       I5                                                      0   0   0   0   0
       I6                                                      0   0   0   0   0
       I7                                                      0   0   0   0   0
       I8                                                      0   0   0   0   0
       J1   Blue Sky Workshops                                 0   0   0   0   0
       J2   Leadership and the concept of Hoshin               0   0   0   0   0
       J3   Improving Communication Channels                   0   0   0   0   0
       J4                                                      0   0   0   0   0
       J5                                                      0   0   0   0   0
       J6                                                      0   0   0   0   0
       J7                                                      0   0   0   0   0
       J8                                                      0   0   0   0   0
HOW?




       K1   Lean Skills Matrix                                 0   0   0   0   0
       K2   Training needs analysis                            0   0   0   0   0
       K3   Training and Development in Lean                   0   0   0   0   0
       K4                                                      0   0   0   0   0
       K5                                                      0   0   0   0   0
       K6                                                      0   0   0   0   0
       K7                                                      0   0   0   0   0
       K8                                                      0   0   0   0   0
            Value Stream Mapping - current state Learning to
       L1                                                      0   0   0   0   0
            see
            Scientific method in Lean - Problem solving at
       L2                                                      0   0   0   0   0
            every level - the link to strategy
            Value stream mapping - ideal state and full
       L3                                                      0   0   0   0   0
            potential
                  L4   Value Stream mapping target state                  0   0   0   0   0
                  L5   Creating a Master Schedule                         0   0   0   0   0
                  L6   Writing an A3 for Business Case                    0   0   0   0   0
                  L7   Facilitating a VSM - current, target, and A3       0   0   0   0   0
                  L8                                                      0   0   0   0   0
                  M1   KPI Hierachy                                       0   0   0   0   0
                  M2   Setting Targets                                    0   0   0   0   0
                  M3   CCC Strips                                         0   0   0   0   0
                  M4   Improvement Plans                                  0   0   0   0   0
                  M5   Progress Review                                    0   0   0   0   0
                  M6   Running an information centre                      0   0   0   0   0
                  M7   PPS & A3 process for problem solving               0   0   0   0   0
                  M8                                                      0   0   0   0   0
                  N1   5s philosophy and workplace standards              0   0   0   0   0
                  N2   Sort                                               0   0   0   0   0
                  N3   Set                                                0   0   0   0   0
STABILITY TOOLS




                  N4   Shine                                              0   0   0   0   0
                  N5   Standardise                                        0   0   0   0   0
                  N6   Sustain                                            0   0   0   0   0
                  N7                                                      0   0   0   0   0
                  N8                                                      0   0   0   0   0
                  O1   TPM philosophy and benefits                        0   0   0   0   0
                  O2   Autonomous Maintenance                             0   0   0   0   0
                  O3   OEE/AUR                                            0   0   0   0   0
                  O4   Effective Training                                 0   0   0   0   0
                  O5   Planned Maintenance                                0   0   0   0   0
                  O6   Early Equipment Management                         0   0   0   0   0
                  O7   TPM Workshop                                       0   0   0   0   0
                  O8                                                      0   0   0   0   0
                  P1   Toyota DNA - Rule 1 All work is standardised       0   0   0   0   0
                  P2   Standardisation vs Kaizen & the tools              0   0   0   0   0
                  P3   Work Standardisation & the tools                   0   0   0   0   0
                  P4   Long Cycle Time Standardised Work                  0   0   0   0   0
                  P5   Standardised workproblem solving workshop          0   0   0   0   0
                  P6   Operator selection and training in lean            0   0   0   0   0
                  P7                                                      0   0   0   0   0
                  P8                                                      0   0   0   0   0
                  Q1   Introduction to TPS quality quality                0   0   0   0   0
                  Q2   Poke Yoke                                          0   0   0   0   0
                  Q3   Statistical Process Control                        0   0   0   0   0
                  Q4   Red Workshop                                       0   0   0   0   0
                  Q5   Yellow Workshop                                    0   0   0   0   0
                  Q6   Blue Workshop                                      0   0   0   0   0
                  Q7   Green Workshop                                     0   0   0   0   0
                  Q8   Jidoka Milestone Auditing                          0   0   0   0   0
                  R1   Unit Time of Work                                  0   0   0   0   0
                  R2   Problem Solving Boards                             0   0   0   0   0
JIDOKA




                  R3   Andon Systems                                      0   0   0   0   0
                  R4   Fixed Position stop                                0   0   0   0   0
                  R5   Escalation and Quality problem solving in toyota   0   0   0   0   0
                  R6                                                      0   0   0   0   0
                  R7                                                      0   0   0   0   0
JIDOKA         R8                                                     0   0   0   0   0
               S1   What is Jidoka                                    0   0   0   0   0
               S2   Autonomation                                      0   0   0   0   0
               S3   Designing the span of control                     0   0   0   0   0
               S4   Role of the Lean Team Leader                      0   0   0   0   0
               S5   Team Leader Workshop                              0   0   0   0   0
               S6   Calculating labour requirements                   0   0   0   0   0
               S7                                                     0   0   0   0   0
               S8                                                     0   0   0   0   0
               T1   Toyota DNA - Rule 2&3 Connection and flow paths   0   0   0   0   0
               T2   Takt Time                                         0   0   0   0   0
               T3   Spaghetti diagrams & PQ analysis                  0   0   0   0   0
               T4   Specification Rationalisation                     0   0   0   0   0
                    VSM Designing the productions system for
               T5                                                     0   0   0   0   0
                    Continuous flow
               T6   Setting EPE                                       0   0   0   0   0
               T7   QCO SMED                                          0   0   0   0   0
               T8   Cellular Manufacturing                            0   0   0   0   0
JUST IN TIME




               U1   Demand and Load Levelling (Heijunka)              0   0   0   0   0
               U2   Heijunka Box                                      0   0   0   0   0
               U3   One Piece Flow                                    0   0   0   0   0
               U4   Establishing Stores                               0   0   0   0   0
               U5   Separation of transport and Work                  0   0   0   0   0
               U6   Levelling by Part (heijunka)                      0   0   0   0   0
               U7                                                     0   0   0   0   0
               U8                                                     0   0   0   0   0
               V1   Difference between Push and Pull                  0   0   0   0   0
               V2   Types of Pull Systems                             0   0   0   0   0
               V3   Types of Kanban                                   0   0   0   0   0
               V4   Batch Size and Signal Point                       0   0   0   0   0
               V5   JIT simulation game                               0   0   0   0   0
               V6                                                     0   0   0   0   0
               V7                                                     0   0   0   0   0
               V8                                                     0   0   0   0   0
               W1 Lean organisation structure & leader role           0   0   0   0   0
               W2 Role of the Lean Leader                             0   0   0   0   0
                  Developing and agreeing new Roles and
               W3                                                     0   0   0   0   0
                  Responsibilities
               W4 Inverting the triangle - structuring for support    0   0   0   0   0
               W5                                                     0   0   0   0   0
               W6                                                     0   0   0   0   0
               W7                                                     0   0   0   0   0
               W8                                                     0   0   0   0   0
               X1 Understanding the PDCA cycle                        0   0   0   0   0
               X2 Jishuken and the Toyota method of kazien            0   0   0   0   0
               X3 Standardised work Kaizen                            0   0   0   0   0
               X4 Machine Cycle Time Kaizen                           0   0   0   0   0
               X5 Yamazumi & Work Balance                             0   0   0   0   0
               X6 Mechanisation                                       0   0   0   0   0
               X7                                                     0   0   0   0   0
               X8                                                     0   0   0   0   0
               Y1                                                     0   0   0   0   0
YSTEMS
MANAGEMENT SYSTEMS   Y2                                                      0   0   0   0   0
                     Y3                                                      0   0   0   0   0
                     Y4   Capability Measurement Process                     0   0   0   0   0
                     Y5   Feedback & Review Process                          0   0   0   0   0
                     Y6   Create Training / Experience Solutions             0   0   0   0   0
                     Y7   Assess Capability vs.Requirement & Agree PDP       0   0   0   0   0
                     Y8                                                      0   0   0   0   0
                     Z1   Hoshin Planning and policy deployment              0   0   0   0   0
                     Z2   A3 Thinking - writing an A3                        0   0   0   0   0
                     Z3   Lean Measures                                      0   0   0   0   0
                     Z4   the PDCA cycle for strategy and Hoshin planning    0   0   0   0   0
                     Z5                                                      0   0   0   0   0
                     Z6                                                      0   0   0   0   0
                     Z7                                                      0   0   0   0   0
                     Z8                                                      0   0   0   0   0
                     AA1 Quality Function Deployment - One team for design   0   0   0   0   0
                     AA2 Human Factors in Design                             0   0   0   0   0
                     AA3 Lean Layouts                                        0   0   0   0   0
                         Trystorming - Frequent piloting & hypothesis
                     AA4                                                     0   0   0   0   0
                         forming
                         Application of the guiding principles in design &
                     AA5                                                     0   0   0   0   0
                         construction - one team approach & contracts
                     AA6 Last Planner - information centres for projects     0   0   0   0   0
                     AA7 Standardised work for Projects                      0   0   0   0   0
                     AA8 Kaizen for Projects                                 0   0   0   0   0
                     AB1 Layered Audits                                      0   0   0   0   0
                     AB2 Waste Walks                                         0   0   0   0   0
                     AB3 The Role of Working Menus                           0   0   0   0   0
                     AB4 Standard work Auditing                              0   0   0   0   0
                     AB5 5s Auditing                                         0   0   0   0   0
                     AB6 Giving Feedback                                     0   0   0   0   0
                     AB7                                                     0   0   0   0   0
                     AB8                                                     0   0   0   0   0
                     AC1 Practical Change Management                         0   0   0   0   0
                     AC2 Project Management                                  0   0   0   0   0
                     AC3 Stakeholder Management                              0   0   0   0   0
                     AC4                                                     0   0   0   0   0
                     AC5                                                     0   0   0   0   0
                     AC6                                                     0   0   0   0   0
                     AC7                                                     0   0   0   0   0
                     AC8                                                     0   0   0   0   0
                     AD1 Shop Floor Focus Groups                             0   0   0   0   0
ANGE MANAGEMENT




                     AD2 Middle Management Coaching                          0   0   0   0   0
                     AD3 Trust Building Exercises                            0   0   0   0   0
                     AD4                                                     0   0   0   0   0
                     AD5                                                     0   0   0   0   0
                     AD6                                                     0   0   0   0   0
                     AD7                                                     0   0   0   0   0
                     AD8                                                     0   0   0   0   0
                     AE1 PDCA in Daily problem solving                       0   0   0   0   0
 CHANGE MANAGEM   AE2   Practical Problem solving                           0   0   0   0   0
                  AE3   Analysis tools - Pareto, C&E, checksheets,          0   0   0   0   0
                  AE4   Other problem solving methods - Apollo, taproot &   0   0   0   0   0
                  AE5   Six sigma tools - Statistical Analysis              0   0   0   0   0
                  AE6   The problem solving process - the tps way.          0   0   0   0   0
                  AE7                                                       0   0   0   0   0
                  AE8                                                       0   0   0   0   0
                  AF1   Effective Task Assignment - CPQQRT model            0   0   0   0   0
                  AF2   Effective Listening                                 0   0   0   0   0
                  AF3   Presentation Skills                                 0   0   0   0   0
                  AF4   Written Skills                                      0   0   0   0   0
                  AF5                                                       0   0   0   0   0
                  AF6                                                       0   0   0   0   0
                  AF7                                                       0   0   0   0   0
                  AF8                                                       0   0   0   0   0
                  Ref Engagement No.                                            1   2   3   4



A                 What? - Lean Overview
B                 What? - Lean Foundations
C                 What? - Lean Principles
D                 * Blank field, click Next *
E                 Why? - The Compelling Need
F                 Why? - Systems Thinking
G                 Why? - Impact on Financial Performance
H                 * Blank field, click Next *
I                 How? - Diagnostic
J                 How? - Planning
K                 How? - Implementation
L                 How? - Deployment
M                 Stability - Information Centres, Visual Factory
N                 Stability - Standardised Work
O                 Stability - 5S
P                 Stability - QCO TPM
Q                 Jidoka - Poka Yoke
R                 Jidoka - Andon
S                 Jidoka - Full Work System
T                 JIT - Takt Time
U                 JIT - Pull Systems
V                 JIT - One-Piece-Flow
W                 Management Systems - Organisation
X                 Management Systems - Continuous Improvement
Y                 Management Systems - Capability Building
Z                 Management Systems - Building in Quality
AA                Management Systems - Designing in Quality
AB                Management Systems - Audits
AC                Change Management - Overall Process
AD                Change Management - Interviewing & Facilitation
AE                Change Management - Practical Problem Solving
AF                Change Management - Communication
Reviewed by
Review Date
5   6   7   8




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0   0   0   0   0   Running 2 Day
                    Lean Awareness
0   0   0   0   0   Running 5 Day
0   0   0   0   0   Lean Immersion
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5   6   7   8
                                                                                              Current   Next
                                    Skill Planning                                             Level    Level
A1                               The History of Lean Transformation                                 0       1
A2                                                          #N/A                                    0       1
A3           1.1 Lean Overview The Production System                                                0       1
A4                               Lean Leadership Principles                                         0       1
     WHAT?




A5                               The Management System                                              0       1
B1                               The visual facory - information centres, 5s & visual               0       1
B2                               The role of Standards                                              0       1
B3                               Stablity tools                                                     0       1
B4           1.2 Introduction to 3Ms - Identifying Waste and VA vs NVA                              0       1
B5                   Lean        5 Guiding Principles                                               0       1
B6                               Jidoka - Build Quality In                                          0       1
B7                               JIT - Produce Only What Can be Sold                                0       1
B8                               Respect for Humanity & Social Responsibility                       0       1
E1                               Contducting a Diagnostic - Plan and presentation                   0       1
E2                               Viewing the Business as a System                                   0       1
                1.4 Baseline
E3                               Strategy - Finiding the Key Levers                                 0       1
                  Diagnostic
E4                               Identifying the Financial Opportunity (ROIC)                       0       1
E5                               Executing Lean Assessments                                         0       1
     WHY?




F1                               Understanding Bottlenecks/ Constraints                             0       1
              1.5 Establishing
F2                               Creating Value for Shareholders                                    0       1
              the Compelling
F3                               Using ROCE / ROIC / NPV                                            0
                     Need
F4                                                                                        0         0       1
F8                               Defining Implementation Loops & Approach                           0       1
G1                               Creating High Level Master Schedules                               0       1
G2           1.6 Plan and Kaizen Establishing the Change Management Approach                        0       1
G3                               Generating quick wins - Kaizen plan & methods                      0       1
G5                               Aligning All Functions                                             0       1
I1                               Lean Awareness training                                            0       1
I2              2.1 -2 Change    Lean fundementals training                                         0       1
I3              Agent Training   Lean Leadership training                                           0       1
I4                               The Change Agent Model                                             0       1
J1                               Blue Sky Workshops                                                 0       1
J2                    #N/A                                #N/A                                      0       1
J3                               Improving Communication Channels                                   0
     HOW?




J8                               Lean Skills Matrix                                                 0       1
K1                               Training needs analysis                                            0       1
                      #N/A
K2                               Training and Development in Lean                                   0       1
K3                                                                                        0         0       1
K7                                Value Stream Mapping - current state Learning to see              0       1
K8                                Scientific method in Lean - Problem solving at every              0       1
L1                                Value stream mapping - ideal state and full potential             0       1
                2.4 - 6 Value
L2                                Value Stream mapping target state                                 0       1
              Stream Mapping
L3                                Creating a Master Schedule                                        0       1
L4                                Writing an A3 for Business Case                                   0       1
L5                                Facilitating a VSM - current, target, and A3                      0       1
L7                                KPI Hierachy                                                      0       1
L8                                Setting Targets                                                   0       1
                 3.1.1 Visual
                Performance
                Management
M1                         3.1.1 Visual      CCC Strips                                         0   1
M2                        Performance        Improvement Plans                                  0   1
M3                        Management         Progress Review                                    0   1
M4                                           Running an information centre                      0   1
M5                                           PPS & A3 process for problem solving               0   1
M8                                           5s philosophy and workplace standards              0   1
N1                                           Sort                                               0   1
     STABILITY TOOLS



N2                                           Set                                                0   1
                            3.1.2 5s
N3                                           Shine                                              0   1
N4                                           Standardise                                        0   1
N5                                           Sustain                                            0   1
N8                                           TPM philosophy and benefits                        0   1
O1                                           Autonomous Maintenance                             0   1
O2                                           OEE/AUR                                            0   1
O3                         3.1.3 TPM         Effective Training                                 0   1
O4                                           Planned Maintenance                                0   1
O5                                           Early Equipment Management                         0   1
O6                                           TPM Workshop                                       0   1
O8                                           Toyota DNA - Rule 1 All work is standardised       0   1
P1                                           Standardisation vs Kaizen & the tools              0   1
P2                                           Work Standardisation & the tools                   0   1
P3                       3.1.4 Standard      Long Cycle Time Standardised Work                  0   1
P4                            Work           Standardised workproblem solving workshop          0   1
P5                                           Operator selection and training in lean            0   1
P6                                                                                          0   0   1
P7                                                                                          0   0   1
P8                                          Introduction to TPS quality quality                 0   1
Q1                                          Poke Yoke                                           0   1
Q2                                          Statistical Process Control                         0   1
Q3                                          Red Workshop                                        0   1
                       3.1.6 Quality Conrol
Q4                                          Yellow Workshop                                     0   1
Q5                                          Blue Workshop                                       0   1
Q6                                          Green Workshop                                      0   1
     JIDOKA




Q7                                          Jidoka Milestone Auditing                           0   1
Q8                                          Unit Time of Work                                   0   1
R1                                          Problem Solving Boards                              0   1
                          3.2.1 Introduce
R2                                          Andon Systems                                       0   1
                           Visual Control
R3                                          Fixed Position stop                                 0   1
R4                                          Escalation and Quality problem solving in toyota    0   1
S1                                          What is Jidoka                                      0   1
S2                                          Autonomation                                        0   1
S3                          3.2.2 Andon     Designing the span of control                       0   1
S4                                          Role of the Lean Team Leader                        0   1
S5                                          Team Leader Workshop                                0   1
T1                                          Toyota DNA - Rule 2&3 Connection and flow paths     0   1
T2                                          Takt Time                                           0   1
T3                      3.3.2-3 Streamline Spaghetti diagrams & PQ analysis                     0   1
T4                       the process for    Specification Rationalisation                       0   1
T5                       continuous flow VSM Designing the productions system for Continuous    0   1
T6                                          Setting EPE                                         0   1
T7                                          QCO SMED                                            0   1
U1                                          Demand and Load Levelling (Heijunka)                0   1
     T IN TIME




                        3.3.4 -5 Levelling
       JUST IN TIME
U2                                                Heijunka Box                                            0   1
U3                                                One Piece Flow                                          0   1
U4                                                Establishing Stores                                     0   1
                             3.3.4 -5 Levelling
U5                                                Separation of transport and Work                        0   1
U6                                                Levelling by Part (heijunka)                            0   1
U7                                                                                                    0   0   1
U8                                                                                                    0   0   1
V1                                                Difference between Push and Pull                        0   1
V2                                                Types of Pull Systems                                   0   1
V3                                                Types of Kanban                                         0   1
V4                                                Batch Size and Signal Point                             0   1
                              6. Pull System
V5                                                JIT simulation game                                     0   1
V6                                                                                                    0   0   1
V7                                                                                                    0   0   1
V8                                                                                                    0   0   1
W1                                                Lean organisation structure & leader role               0   1
W2                             Organisation       Role of the Lean Leader                                 0   1
W3                                                Developing and agreeing new Roles and                   0   1
X1                                                Understanding the PDC⁁祣汣ꕥ       湕敤                      0   1
X2                                                Jishuken and the Toyota method of kazien                0   1
       MANAGEMENT SYSTEMS




X3                            4. Continuous       Standardised work Kaizen                                0   1
X4                             Improvement        Machine Cycle Time Kaizen                               0   1
X5                                                Yamazumi & Work Balance                                 0   1
X6                                                                                                    0   0   1
Y4                                              Capability Measurement Process                            0   1
Y5                                              Feedback & Review Process                                 0   1
Y6                          Capability Building Create Training / Experience Solutions                    0   1
Y7                                              Assess Capability vs.Requirement & Agree PDP              0   1
Y8                                                                                                    0   0   1
Z1                            3.3.1 Hoshin        Hoshin Planning and policy deployment                   0   1
Z2                            Planning and        A3 Thinking - writing an A3                             0   1
Z3                              Measures          Lean Measures                                           0   1
AA                                                Quality Function Deployment - One team for design       0   1
                            Lean Design and
AA                                                Human Factors in Design                                 0   1
                              Construction
AA                                                Lean Layouts                                            0   1
AB                                                Layered Audits                                          0   1
AB                                                Waste Walks                                             0   1
AB                                                The Role of Working Menus                               0   1
                                  Audits
AB                                                Standard work Auditing                                  0   1
AB                                                5s Auditing                                             0   1
AB                                                                                     0                  0   1
AC                                                敧敭瑮(吀敨倠慲瑣捩污䌠慨杮ꕥ            慍慮敧敭瑮䄠灰潲捡蹨                   0   1
AC                                 #N/A           Project Management                                      0   1
AC                                                Stakeholder Management                                  0   1
     MANAGEMENT




AD                                                Shop Floor Focus Groups                                 0   1
                            Interviewing and
AD                                                Middle Management Coaching                              0   1
                               Facilitation
       CHANGE




AD                                                                      #N/A                              0   1
AE                                                                                     0                  0   1
AE                                                                                     0                  0   1
AE                                                                                     0                  0   1
                                     0
AE                                                                                     0                  0   1
AE                                                                                     0                  0   1
     MANAGEM
       CHANG
                     0


AE                                                                        0   0   1
AF                             Effective Task Assignment - CPQQRT model       0   1
AF             Communication   Effective Listening                            0   1
AF                             Presentation Skills                            0   1
Detail of Planned Activity to Achieve Next Level
Plan     Plan
                               Review
Start   Finish   Reviewed by
                                Date
Date     Date
                                                       WHAT?
                           The History of Lean
                           Transformation


                                      #N/A
1.1 Lean Overview




                           The Production System


                           Lean Leadership
                           Principles




                           The Management System




                           The visual facory -
                           information centres, 5s &
                           visual control


                           The role of Standards
1.2 Introduction to lean




                           Stablity tools
                           3Ms - Identifying Waste
                           and VA vs NVA


                           5 Guiding Principles

                           Jidoka - Build Quality In




                           JIT - Produce Only What
                           Can be Sold

                           Respect for Humanity &
                           Social Responsibility
Resource                      Obtaining Union Support
  1.3



                              Effective use of the
                              Steering Committee


                              Contducting a Diagnostic
                              - Plan and presentation
    1.4 Baseline Diagnostic




                              Viewing the Business as
                              a System
                              Strategy - Finiding the
                              Key Levers

                              Identifying the Financial
                              Opportunity (ROIC)

                              Executing Lean
                              Assessments
                              Understanding
1.5 Establishing
the Compelling




                              Bottlenecks/ Constraints
                              Creating Value for
                              Shareholders
                              Using ROCE / ROIC / NPV

                                                          0


                              Defining Implementation
                              Loops & Approach

                              Creating High Level
    1.6 Plan and Kaizen




                              Master Schedules


                              Establishing the Change
                              Management Approach


                              Generating quick wins -
                              Kaizen plan & methods


                              Aligning All Functions


                                                          0
                              Lean Awareness training
-2 Change Agent
   Training
2.1 -2 Change Agent
       Training                     Lean fundementals
                                    training

                                    Lean Leadership training


                                    The Change Agent Model


                                    Blue Sky Workshops
     #N/A




                                               #N/A

                                    Improving
                                    Communication Channels

                                    Lean Skills Matrix

                                    Training needs analysis
     #N/A




                                    Training and
                                    Development in Lean


                                                                0


                                    Value Stream Mapping -
                                    current state Learning to
                                    see
     2.4 - 6 Value Stream Mapping




                                    Scientific method in Lean
                                    - Problem solving at
                                    every level - the link to
                                    strategy
                                    Value stream mapping -
                                    ideal state and full
                                    potential
                                    Value Stream mapping
                                    target state
                                    Creating a Master
                                    Schedule
                                    Writing an A3 for
                                    Business Case
                                    Facilitating a VSM -
                                    current, target, and A3
                      WHAT?
Addressing the mindset and behaviour issues to ensure key individuals are motivated to
maintain/increase momentum of the change activity. This includes carefully planned
interventions at all levels, dealing with social, emotional, and political barriers. The
Readiness Check,
 How Lean Production was conceived, and how it has evolved into a holistic approach to
business system design. The difference in results between Toyota & Competitors. Results
from our own business and case study of full potential.Why some approaches are
fundamentally flawed and the likely impact on the business, (i.e. what Lean is not). Lessons
learned from our own deployment
An overview of all elements of the production system, how they fit together, and the impact
they have on operational performance. The principles of TPS and the differences between
traditional and Lean Production System
An Overview of the importance of the Toyota Way and Culture in Lean. The values and
philosophy beneath the tools. How a toyota manager is trained. Distinguishing features of
totyota management culture. What Gemba, standardised work means for a lean leader. The
right process vs the right results. Manager as coach through gemba and observation,
standard escalation and. Challenge. Principle of Aiming for perfection and kaizen.

An overview of the system influencers and enforcers required to ensure sustainability.
Influencers include leadership vision, customer focus, and communication strategy.
Enforcers include capabilities management, performance management, and organisation
as well as management standard work. Improving results by improving management control
over the process. Standardisation of escalation. Lean managers working menu.
Development of working menu.
A set of self explanatory visual indicators, signals and controls to direct and support shop
floor activities. Aims to drive standards, eliminate deviation & waste and give 'at a glance'
status.Method of establishing and maintaining an efficient and organised workplace. 5S is
aimed at higlighting abnormalities within the work area and equipment, also to highlight
waste for elimination.
A workgroup based method of documenting processes. Focused around human movement
this method outlines the standard content, sequence, timing and output of the task.
Standardised work to be foundation for safety, quality and cost improvements.

The lean temple and stability tools
Three types of waste to be minimised to increase profitability:
Muda - wasteful/unproductive activity
Mura - uneveness, inconsistency
Muri - overburden, unreasonableness
5 Guiding principles of Lean leadership: Challenge, Go and See, Continuous Improvement,
Respect the Operator, Teamwork.
Build quality into the process by using quality Standardised Work and by placing emphasis
on taking accountability for quality of own work. Don't accept or pass on defects. Touch
also on the basic quality control aspect. Providing an environment with reduced variation
and increased consistency. Processes run the same independent of Individuals.

All team activity is defined by what the customer (internal or external) demands. Eliminate 7
wastes by only producing product type and quantity that can be sold. Emphasis on Takt
time.
Toyota broader respect for humanity culture overview
To work closely with the local management/union representative in order to establish and
agree changes to / re-inforcement of working practices required for the lean transformation

Timely and insightful contributions during routine meetings leading to effective top team
decision making, whilst increasing personal credibility within the client
                                            WHY?
The ability to prepare for diagnostic work, including creating a daily timetable, gaining a
preliminary understanding of the business, conducting any initial contact. To carry out and
communicate a two week diagnostic with a strong story line using a hypothesis-driven
approach
Seeing a business as a set of interconnecting and interdependent processes, and how this
affects the approach required for successful implementation
Strategy, what it is, finding your "leverage points" or Centre of gravity. The Lombardi Power
sweep. Ability to view operations as a 'value delivery system' and to identify levers for
enhancing overall system performance.
Linking the Business Vision, Mission & Purpose to the need for Lean Deployment.
Identifying the links between lean improvement opportunities and the financial performance
of the business through the use of (current state/future state) ROIC trees
To assess current opportunity for Lean tools.

Ability to correctly identify the key constraints in a value stream and articulate its impact.

Examples of how Lean manufacturers have created shareholder value over many years
(e.g. Toyota Market Capitalisation)
To be able to use financial evaluation methods for improvement targets.

Able to understand the reason for use of A3 in Lean and able to describe the compelling
need for own area/business to deploy lean . Summarising the deployment plan and value on
an A3 - A3 thinking and how to write an A3
To define each VSM loop in the future state design, and be able to recommend a suitable
course of action (including sequence) based upon specific circumstances

To assist the plan owner to create a schedule for conducting the lean transformation of the
area(s). To assist Change Agents in creating sensible deployment plans to include
implementation sequence, resource planning, training and awareness, and senior
management coaching
To guide the senior team as to the most effective change management approach, help set
up the review structure, and coach each MS/Workstream owner in developing plan content.


Understanding Kaizen Blitz/ Event methodology and its uses and limitations. Understanding
its place in the toyota Kaizen thinking and systems. Its history and application. Able to
facilitate a kaizen. Establishing a plan for rolling Kaizens to achieve the "true north" metrics
on the A3. Running kaizen blitzs
To ensure all primary and support functions adopt a unified approach to Lean
implementation. Ensure all support functions facilitate the imbedding of Lean, eg Asset
Management, Human Resources, HSE.
                                           HOW?
Able to organise and facilitate a 2 day Lean training session to give attendees an
introductory theoretical and practical understanding of foundation principles, waste
elimination and value streams.
Able to organise and facilitate a 5 day Lean Immersion training session to give attendees a
deeper theoretical and practical application of foundation principles, waste elimination and
value streams - field work experience.
Able to organise and facilitate a Senior Leader Lean training to give attendees a deeper
theoretical and practical application of foundation principles, waste elimination and value
streams - field work experience.
To understand the change agent model and how to influence & persuade during
deployment, line accountability and overfunctioning, when to ask for help and recognise
sponsorship need
Able to conduct blue sky workshop to idenify the ideal state for the area/ factory and create
a plan, communication plan and elevator speech for wider communication

The toyota concept of hoshin - organisational challenges to achieve particular targets in a
focussed way aligned with longer term objectives
To ensure that the organisation has effective, routine, and two-way communication between
management and shop floor, that builds the required culture whilst also managing
expectations
Understanding the Skills matrix and identification of training and development plan for areas
and individuals.
Defined ways of plugging capability gaps. Setting selection criteria, advising top teams, and
planning/delivering the transfer of technical knowledge leading to enhanced capability

Understanding the system of training and devleopment in Toytoa - examples of recruitment,
selection and leader development plans. Understanding the TPS system of training and
development, understanding and planning for the development of these systems in own
organisation.
A structure to gain qualification in supporting Lean deployment within the organisation.
Understanding the selection criteria for the equivalent of Black Belt and Master Black belt in
Lean - understanding the Certification process.
To analyse the current production system and represent this using the standard value
stream mapping convention. To guide/train Change Agents through each process step to
create a complete future state production system design for the factory (future state VSM)
Understanding Rule 4 of the DNA of toyota and how it applies at each s tage of the
deployment . Creating a hypothesis for the deployment of lean via ideal and target state.



Creating the link between the current state and the ideal state for the factory. Blue sky what
is possible workshop to facilitate "out of the box" thinking with regards to the faciltiy
To guide/train Change Agents through each process step to create a complete future state
production system design for the factory (future state VSM)
Creating a Master Schedule that matches the hoshin given by the management team. Using
goal oriented Master scheudle to drive towards the hypothsis target state
Summarising the 12 month lean deployment factory transofrmation plan into an A3

Faciltatation skills for change agents in VSM
                                                                    WORKPLACE STANDARDS
                                      KPI Hierachy
3.1.1 Visual Performance Management




                                      Setting Targets




                                      CCC Strips

                                      Improvement Plans
                                      Progress Review


                                      Running an information centre

                                      PPS & A3 process for problem
                                      solving
                                      PDCA in Daily problem solving
                                      5s philosophy and workplace
                                      standards
                                      Sort

                                      Set
3.1.2 5s




                                      Shine

                                      Standardise


                                      Sustain


                                                                      0
                                                                      0
                                      TPM philosophy and benefits




                                      Autonomous Maintenance

                                      OEE/AUR
3.1.3 TPM
3.1.3 TPM                     Effective Training

                              Planned Maintenance


                              Early Equipment Management


                              TPM Workshop

                              Toyota DNA - Rule 1 All work is
                              standardised
                              Standardisation vs Kaizen & the
                              tools
                              Work Standardisation & the tools
3.1.4 Standard Work




                              Long Cycle Time Standardised
                              Work

                              Standardised workproblem solving
                              workshop

                              Operator selection and training in
                              lean
                                                                    0

                                                                    0



                                                                        JIDOKA
                              Introduction to TPS quality quality
3.1.6 Quality Conrol




                              Poke Yoke
                              Statistical Process Control

                              Red Workshop
                              Yellow Workshop
                              Blue Workshop
                              Green Workshop
                              Jidoka Milestone Auditing

                              Unit Time of Work

                              Problem Solving Boards
.1 Introduce Visual Control




                              Andon Systems


                              Fixed Position stop
            3.2.1 Introduce Visual Contr        Escalation and Quality problem
                                                solving in toyota
                                                                                   0


                                                                                   0


                                                                                   0


                                                What is Jidoka


                                                Autonomation
            3.2.2 Andon




                                                Designing the span of control




                                                Role of the Lean Team Leader


                                                Team Leader Workshop


                                                                                   0
                                                Toyota DNA - Rule 2&3 Connection
3.3.2-3 Streamline the process for continuous




                                                and flow paths

                                                Takt Time




                                                Spaghetti diagrams & PQ analysis
                     flow




                                                Specification Rationalisation


                                                VSM Designing the productions
                                                system for Continuous flow
                                                Setting EPE
3.3.2-3 Streamlin
                                QCO SMED


                                Demand and Load Levelling
                                (Heijunka)

                                Heijunka Box



                                One Piece Flow
           3.3.4 -5 Levelling




                                Establishing Stores

                                Separation of transport and Work

                                Levelling by Part (heijunka)

                                                                   0


                                                                   0




                                Difference between Push and Pull

                                Types of Pull Systems
           6. Pull System




                                Types of Kanban

                                Batch Size and Signal Point

                                JIT simulation game
                                                                   0

                                                                   0

                                                                   0
WORKPLACE STANDARDS
  How visual performance management works in a lean organiation - the linik to
  hoshin planning, cascaded information centres. The ability to create an information
  centre. Safety, Community & Environment, Teams & Leadership, Operational
  Excellence, Financial Strength, Customer Needs
  The linkage between the business strategy and operational metrics. Key
  Performance Indicators displayed on Information Centres and reviewed in team
  meetings display the critical variables for success of the team. KPI's cascade
  down from the top team to all lower teams. Targets must be set in order to
  communicate 'no-good' situations and stimulate improvement to bring back to a
  'good' state. Targets should be achievable and motivating but cascade from
  higher business targets.
  CCC strips are raised to communicate a 'non-standard' situation and track
  progress of finding and addressing root cause.
  Robust, bottom up action plans that meet the improvement targets
  Periodic review by team and leader of progress to KPI achievement. A review
  mechanism that focuses on managing the performance trend. Process for Weekly
  and Monthly overview of metrics and improvement plans
  How to run an information Centre - behavioural and social processes as well as
  mechanics and problem solving
  Practical Problem Solving


  Able to describe the interlinked nature of 5S and safety within the business and
  the importance of both.
  Sort stage of 5S; Remove all unnecessary items to quarantine or red tag area and
  ensure correct tools are used.
  Set stage of 5S; Set parts/itmes using rules of usage, weight of parts, order parts
  are used. Ensure each part has a footprint to highlight missing items - put in
  logical sequence.
  Shine stage of 5S; Build in cleaning as a form of inspection also to create pride,
  ownership, good work area and good impression to customers
  Standardise stage of 5S; Document agreed standard and communicate this
  acceptable level to members. Ensure standards are visual and displayed for all to
  see.
  Sustain stage of 5S; method of monitoring progress and reviewing effectiveness of
  other stages of 5S. To be effective sustain is driven by management with regular
  audits, communications, and leading by example.


  TPM Overview - ability to describe the key components, structure and systems
  neccesary to support TPM program. .Company focused, self-directed, cross-
  functional work groups, working together to improve the overall effectiveness of
  the equipment and processes within their area. Improved performance is
  achieved using proactive maintenance techniques.
  Problem diagnosis and execution of maintenance by operators, freeing up
  maintenance crews to focus on predictive and preventative maintenance.
  The measure Overall Equipment Effectiveness is the product of Availability,
  Performance and Rate. This ratio measure compares how well a process is
  operating compared to ideal.
The role of effective training in TPM - the principles of O4R, types of training that
will be required for operators as TPM develops.
The method of maintaining equipment and facilities in satisfactory operating
condition, inspection/detection/correction of failures before they produce a defect.

A process to involve operating teams in specifying features for new equipment.
Product/equipment development and purchasing linked to maintainability and
reliability.
Ability to run a TPM workshop to commence implementation of TPM on a piece of
equipment. Ability to describe the linkages with ipt
Understanding the 4 Rules in Use of TPS - Specifically able to explain Rule 1.

The method to define the capacity of a process.

Charted time breakdown of value added and non-value added work to complete a
task. The chart is used to highlight improvement opportunities.
Detailed sheet with all information required to complete a specific task including,
work steps; elements of safety, quality and knack; pictures/diagrams to help
communicate task method.
The minimum quantity of parts always on hand for processing during and between
subprocesses, allowing workers to do their job continuously in a set sequence.

The method to design Standardised Work for Long Cycle Time Jobs (eg
Conveyance).
The ability to run a workshop to create standard work and teach the philosophy

Understanding the method of operator training and selection in a lean environment
- understanding fundemental skills training and its implementation approach.


          JIDOKA
Overview of lean quality control systems

Understand and able to give examples of poke yoke.
Able to construct SPC chart and to explain why lean quality control is different to
SPC
Able to run a red workshop
Able to run a yellow workshop
Able to run a blue workshop
Able to run a green workshop
Able to conduct a Jidoka milestone audit, explain its function and tool for
managing process cotnrol
Able to explain the difference between takt time and cycle time. Able to construct
basic unit values table
Able to construct production analysis board, do 5 why problem solving, facilitate
shop floor teams, integrate with daily information centres.
A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process). A set of self explanatory visual indicators, signals and controls to
A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process)
The toyota quality system and problem solving and escalation within tps




Able to understand the full application of Jidoka pillar - philosophy and intents (vs
the limited quality system applciation)

Able to describe the concept of autonomation and its history


Able to design the correct span of control for andon calls/ line stops, depending on
process stability, geographical scope and takt time.Ideal number of subordinates
that report to each manager/leader, the reasons for this and the ability to
determine in own enviroment a target state that allows for in the moment problem
solving and escalation
The role of the team leader - able to teach the team leader training workshop


Managing inventory levels of Buffer stocks between pre-determined minimum and
maximum levels.


JUST-IN-TIME
Able to describe the place of continuous flow, and the fundemental rules required
to facilitate a Just in time production system

The application of takt time within just-in-time for making at the rate of the
customer requirement. The (limited) application of making parts at a rate greater
than takt time where catchback overtime is not possible. The (limited) application
of making parts at a rate different to takt time in cases where the workload of
different products is significantly different
Able to undertake product quantity analysis and trace the flow of a product through
point of customisation and flow paths

Able to analyse current specifications and determine opportunities for
rationalisation.

Understand the concept of continuous flow as ideal state. Able to articlate
potential for flow in own plant/ area
Able to determine capacity with increased changeovers. Able to incorporate
changeover reduction targets into master schedule and tracking at information
centres. Able to understand the benefits of smaller lot sizes and explain this to
others.
Method of reducing the time taken for changeovers, where a changover is the time
between the last good product and the first new good product produced at the
specified speed.
Able to analyse the current state with regard to volume fluctuation and determine
buffer stock in finished goods if neccesary. Able to design a target state and plan
for levelling volume at each stage in the process.
The method to design a Line that maintains its Manpower Productivity despite
changes in Takt Time (Including Design Features are expected for a Machine in a
FML). The method to utilise Manpower when a Line falls behind demand or
requires part of an Operator (eg 4.6 People).




The method to calculate manpower requirements based on Takt Time and the unit
time of work.
Able to describe and analyse own work area for opportunities to apply cellular
manufacturing principles to improve flow.
Able to establish the possibilility for one piece flow in own area/ plant

Able to design the placement of stores and standard inventories for the process
and materials
Able to analyse own work area for opportunitties for separation of transport of raw
materials to the line and between lines from the value adding work of produciton.
Able to design standard transport paths and implement same
The method used to create a levelled pull, based on Quantity and Variety, over a
given period on the final manufacturing process . The method used to create the
level pull (creating a 'takt') on the final manufacturing process, by phasing the
Sequence List provided to the Customising process. Use of Sequence Lists to
achieve Heijunka in mix and volume.
The principal advantage of pull over push systems

The understanding of where Fill-Up, Sequential and Mixed Pull Systems should be
used
Understanding the different types of kanbans (production instruction and parts
withdrawal) and the different forms and applications of each type of kanban
Calculation of batch size and signal point for all the batch kanban methods
(Triangle, Pattern and Batch Making)
Understanding of how a Batch Making (Production Instruction) kanban works
Understanding of how a Pattern Making (Production Instruction) kanban works

To demonstrate the problems of demand amplification and, hence, the need for a
pull system
Use the JIT game to demonstrate the three elements of JIT (eg Plug exercise)
                                                                                   MANAGEMENT SYSTEMS
                                                         Lean organisation structure &        Understand the Toyota hierarchy, organisational design and
                                                         leader role                          structural principles
Organisation




                                                         Role of the Lean Leader              What is expected of a leader in maximising the safety QCD
                                                                                              performance of the area that they are responsible for in a
                                                                                              Lean environment.
                                                         Developing and agreeing new          Liaison with the HR function and other top team members to
                                                         Roles and Responsibilities           design specific roles/responsibilites in order to ensure
                                                                                              sustainability
                                                         Understanding the PDC⁁祣汣ꕥ湕敤 Understanding "Rule 4" - and what the scientific method
                                                                                        means, how it relates to pdca cycle. How pdca cycle applies
                                                                                        to all levels of improvement planning and kaizen.
4. Continuous Improvement




                                                         Jishuken and the Toyota method Understanding the toyota kaizen method and levels of
                                                         of kazien                      kaizen, including Jishuken process and "Kaikaku" or step
                                                                                        changes
                                                         Standardised work Kaizen       The method for carrying out Standardised Work (Motion)
                                                                                        Kaizen to reduce or avoid additional manpower.
                                                         Machine Cycle Time Kaizen      The method for carrying out Machine Cycle Time Kaizen to
                                                                                        overcome a problem with a machine which cannot achieve
                                                                                        Takt.
                                                         Yamazumi & Work Balance        Ability to utilise Yamazumi to make improvements in part
                                                                                        jobs. The method for analysing each job within a process
                                                                                        sequence, identifying Job Elements. These elements might
                                                                                        be coded. Work balance chart is the method for evaluating
                                                                                        and analysing each Job's Workload on a process.

                                                                                            0 The principle of applying simple mechanical devices to
                                                                                              Kaizen the Partial (Shoujinka) Job.
3.3.1 Hoshin Planning and Measures Capability Building




                                                         Capability Measurement Process       Who and how capability can be measured
                                                         Feedback & Review Process            A mechanism for enhancing capability through regular review
                                                                                              and feedback
                                                         Create Training / Experience         Defined ways of plugging capability gaps
                                                         Solutions
                                                         Assess Capability vs.Requirement     Ensures that people are developed as a result of gap
                                                         & Agree PDP                          identification.
                                                                                            0 A structure to gain qualification in supporting Lean
                                                                                              deployment within the organisation.
                                                         Hoshin Planning and policy           The 1 and 3 - 5 year process used to identify and adddress
                                                         deployment                           critical business needs and develop people capability,
                                                                                              applying pdca cycle to consistantly achieve critical results.
                                                                                              Understanding the method of effective hoshin planning and
                                                                                              policy deployment to develop a shared vision of where we
                                                                                              are going and how we will ge there. Ability to create "True
                                                                                              North" planning and execution tree.

                                                         A3 Thinking - writing an A3          Ability to create a one page A3 report. Understanding the
                                                                                              different types of A3s' (Hoshin, Problem solving, proposal
                                                                                              and Current status).
   3.3.1 Hoshin Planning and   Lean Measures                     Understanding the different metrics that should be measured
                                                                 to change the mindset regarding the business. - Delivery and
                                                                 Customer service (On time delivery, complete orders, lead
                                                                 time), Quality (Rework, PPM, first pass yeild, Internal PPM
                                                                 rejects, process variation) Cost and Productivity (Inventory
                                                                 turns, throughput time, Labour value add, performance to
                                                                 load levelling)
                               Quality Function Deployment - One The process of using QFD to ensureall relevant stakeholders
Lean Design and




                               team for design                   have had quantative input into design
  Construction




                               Human Factors in Design           Multi-functional team are co-located and work together on
                                                                 common task (eg Ops & design).
                               Lean Layouts                      Application of scientific facts regarding humans to the design
                                                                 of objects, systems and environment. Applied science of
                                                                 equipment design to maximise productivity by reducing
                                                                 operator fatigue and discomfort.
                               Layered Audits                    Audits completed at different time schedules by multiple
                                                                 layers of the organisation: operator, superintendent,
                                                                 manager, general manager.
                               Waste Walks                       What is a waste walk, how to do one, the purpose of them,
                                                                 giving coaching on waste identification
                               The Role of Working Menus         Working menu’s are a form of Standardised work for
    Audits




                                                                 Leaders. They provide a minimum task list to enable the
                                                                 expectations of an individual or team to be met.
                               Standard work Auditing            Leaders and team members regularly audit compliance to
                                                                 standardised work.
                               5s Auditing                       Leaders and team members regularly audit compliance to 5s

                                                                  0 Process where each audit will result in feedback to the
                                                                    operators on 'no-good' situations and concerns.




                                                        CHANGE MANAGEMENT
                                                                  0   To be able to plan and implement the Practical Change
                                                                  0   Manage improvement projects identified through Lean
                                                                  0   Managing key groups of stakeholders through change during
                                                                  0
   0




                                                                  0
                                                                  0
                                                                  0
                                                                  0
                                                                  0   Organisation, delivery, interpretation of results, and provision
                                                                  0   Use of the Practical Change Management 'Jigsaw'
                                                                  0   Careful, selective, planning and execution of formal and
                                                                  0
   0




                                                                  0
                                                                  0
                                                                  0
                                                                  0
                                                                  0   Iterative four step problem-solving process: Plan, Do, Check,
                                                                  0   Lean team based Practical Problem Solving method which
                                                                  0   Key problem solving tools
   0
0   Reviewed by     Understand process and applicability of additional problem
    Review Date     A rigourous, systematic problem solving methodology which
                  0 How toyota solves problems - Rule 4 - the scientific method,
                  0
                  0
                  0 Understanding effective task assignment model
                  0 The ability to "hear" what others are saying
0




                  0 Ability to present and facilitate experiential activities to
                  0 Ability to communicate effectively in writing.
                                         CHANGE MANAGEMENT
                   敧敭瑮(吀敨倠慲瑣捩污䌠慨杮ꕥ   慍慮           To be able to plan and implement the Practical Change
                   敧敭瑮䄠灰潲捡蹨 牐扯敬楤条潮楳ꕥ             Management approach as part of a controlled and
                   湡ꕥ 硥捥瑵潩景洠楡瑮湥湡散戠⁹灯牥            sustainable Lean Transformation . Use of the Practical
                   瑡牯ꕥ 映敲楥杮甠⁰慭湩整慮据ꕥ  牣睥           Change Management 'Jigsaw' framework in order to coach
                   ꕥ潴映捯獵漠牰摥捩楴敶愠摮瀠敲敶              managers through 'explore/commit' and 'role modelling'
                   瑮瑡癩ꕥ 慭湩整慮据ꕥş 吀䵐传敶癲敩⁷           concepts
                   扡汩瑩⁹潴搠獥牣扩ꕥ  桴ꕥ敫⁹潣灭湯湥
                   獴瑳畲瑣牵ꕥ  湡ꕥ祳瑳浥ꕥ 敮捣獥牡⁹潴
                   猠灵潰瑲吠䵐瀠潲牧浡捯映祮慰浯䌮
                   獵摥敳晬搭物捥整Ɽ挠潲獳昭湵瑣潩
                   慮潷歲朠潲灵ꕥ 眠牯楫杮琠杯瑥敨ꕥ 潴
                   椠灭潲敶琠敨漠敶慲汬攠晦捥楴敶敮
    #N/A




                   獳漠ꕥ 桴ꕥ煥極浰湥⁴湡ꕥ 牰捯獥敳ꕥ楷
                   桴湩琠敨物愠敲ꕥ†  浉牰癯摥瀠牥潦浲
                   湡散椠ꕥ 捡楨癥摥甠



                   Project Management             Manage improvement projects identified through Lean
                                                  activity through to completion using Master Schedules.
                   Stakeholder Management         Managing key groups of stakeholders through change during
                                                  Lean deployment.To understand the key components of the
                                                  change agent model.To effect change at all levels of an
                                                  organisation by understanding/influencing the
                                                  social,emotional and political position of key individuals

                   Shop Floor Focus Groups        Organisation, delivery, interpretation of results, and provision
                                                  of feedback from sessions where local operators are invited
Interviewing and




                                                  to express their views, fears, and improvement suggestions
   Facilitation




                                                  prior to the pilot area changes
                   Middle Management Coaching     Use of the Practical Change Management 'Jigsaw'
                                                  framework in order to coach managers through
                                                  'explore/commit' and 'role modelling' concepts
                                #N/A              Careful, selective, planning and execution of formal and
                                                  informal sessions designed to break down barriers (internal
                                                  and external) and gain entry with small teams
                                                0 Iterative four step problem-solving process: Plan, Do, Check,
                                                  Act.



                                                0 Lean team based Practical Problem Solving method which
                                                  can be applied to a complex problem, analyse it in order to
                                                  understand the true root cause, which in turn allows for the
                                                  introduction of a robust countermeasure thus permanently
                                                  eliminating the concern.
                                                0 Key problem solving tools
                                                0 Understand process and applicability of additional problem
    0




                                                  solving methodologies
0                                             0 A rigourous, systematic problem solving methodology which
                                                follows the DMAIC process. It focuses on data driven
                                                decision making and uses statistics to validate both root
                                                causes and any claimed improvement. In 6 Sigma
                                                performance is measured against the customers
                                                requirements (capability), a 6 sigma operation is one where
                                                the customer specifications are 6 standard deviations from
                                                the mean.
                                              0 How toyota solves problems - Rule 4 - the scientific method,
                                                using data, hypothesis testing with a teacher - problem
                                                solving mechanisms in tps
                Effective Task Assignment -     Understanding effective task assignment model
Communication




                CPQQRT model
                Effective Listening             The ability to "hear" what others are saying
                Presentation Skills             Ability to present and facilitate experiential activities to
                                                increase the understanding and application of Lean in the
                                                organisation.
                Written Skills                  Ability to communicate effectively in writing.

								
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