Lean & Process Improvement

Foundations

• Flow and lead time — Ohno’s view of time
• The five Lean principles: Value, Value Stream, Flow, Pull, Perfection
• Lean basics — what is Lean, and what are its principles?
• The Three Lenses of Lean: Operating System, Management Infrastructure, Mindsets & Behaviours
• The House of Lean (TPS House)
• Toyota Production System (TPS) — the origin of Lean and its adaptability
• True North (ideal state) and the current–target state gap
• Voice of the Customer (VOC) — customer value as a compass

Operating System

• 5S methodology
• Jidoka — built-in quality and autonomation (Andon)
• Kanban — the signaling tool of the pull system
• Muda, Mura, Muri — the three inhibitors of flow (Waste, Variability, Inflexibility)
• Muda — the 8 wastes (TIMWOODI)
• Mura (unevenness / variability)
• Muri (inflexibility)
• Poka-yoke — mistake-proofing
• Pull system: push vs. pull, heijunka and kanban
• SMED — quick changeover (Single Minute Exchange of Die)
• Standardized work (Standard Work)
• The three types of activity (value vs. waste) and the 5 questions for a process step
• TPM — Total Productive Maintenance
• The VSM toolbox: the 7 detailed mapping tools and Big Picture Mapping
• Value stream map (VSM / MIFA)

Management Infrastructure

• Capability building (skills matrix)
• Feedback — principles, good vs. poor, a structured process
• Functional support in the Lean organization
• Gemba walk
• KPI — the definition of the key performance indicator and the marks of a good one
• KPI cascade — breaking targets down across organizational levels (OGSM What/How)
• KPI / PI / I — the indicator hierarchy and the intervention tree
• Management Infrastructure (MI) — the five elements of the Lean management system
• Performance board rollout — the 6-step process (PROC341)
• Performance Board and Performance Dialogue
• Robust performance dialogue, escalation and corrective action
• Performance Management — the engine of the Management Infrastructure
• Leading and lagging indicators
• Visual management

Mindset & Behaviours

• The trust model — the 4 elements and Covey’s 13 behaviors
• The change curve in the Lean transformation
• The iceberg model: why mindset is the key to transformation
• Lean leadership as coaching — the GROW and OILS frameworks, and the leader’s new role
• Lean leadership

Problem solving

• The 5 Whys (5 Why) and root-cause analysis (RCA, Ishikawa, 4M)
• The A3 report — problem solving on a single page
• Kaizen (continuous improvement)
• Option evaluation matrix — decision support in the A3
• The PDCA cycle (Plan-Do-Check-Act) — the engine of continuous improvement
• San Gen Shugi (the three-reality principle) — Gemba, Genbutsu, Genjitsu

Six Sigma

• DMAIC
• The Lean quality model — the 4 steps of quality (Right First Time)
• Lean Six Sigma (LSS) — uniting speed and quality
• Six Sigma

Lean transformation

• Lean in office and administrative processes
• Vertical organization vs. horizontal value stream — who owns the flow?