Accelerated Route to Lean Manufacturing

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1 Accelerated Route to Lean Manufacturing Our Accelerated Route to Lean Manufacturing programme (ARTL) can take your team from zero knowledge to lean champions in just 10 weeks. Designed to fit in with the working week, delegates spend one day a week away from work learning and sharing their experiences with other manufacturers from a range of sectors. From masterclasses in lean thinking and problem solving, to how to coach your colleagues to do their very best within continuous improvement, delegates complete the course confident they can make a difference to the bottom line back in their workplace. But don t just take it from us. Alistair Toward, Operations Director at architectural lighting company acdc, couldn t be happier with the way his team responded to the new skills and knowledge they picked up on the ARTL programme. They found 6 or 7 things that saved us between 30 and 40k straight away. It was an amazing start. The team who went on the ARTL course then presented a plan to the board to re-shape the shop floor which will cost 100,000 in staged payments but it could increase our capacity by up to 40m. The ARTL course was a great mechanism to capture these great ideas and enthusiasm. It was good from a leadership perspective for everyone to be involved. The is amazing stuff! Join one of the 1000 plus manufacturing professionals who have completed the course, creating millions of pounds of productivity gains.

2 So why this course? All the ARTL training is delivered by seasoned manufacturing professionals who have worked at very senior levels throughout the sector: Learn about the core principles of lean manufacturing Improve your understanding of best practice by visiting a world class manufacturing site Help your company create tangible and sustainable benefits from your know-how of efficient procedures Transfer the skills you learn to the rest of your organisation, improving practices across the board Understand the link between culture change and continuous improvement Increase your standing with suppliers and customers by attaining a Lean Manufacturing Fellowship What will I learn? This course consists of 10 day-long modules spread over 10 weeks. It combines practical forums with classroom-based sessions which will allow you to swiftly transform your new knowledge into real, commercial improvements within your business. The modules include: Introductions, Lean Thinking and Awareness This module will give you an understanding of the guiding principles of Lean manufacturing. It will raise awareness of how companies become lean and help you to understand the structure of this course and how the forthcoming modules will equip you to make changes in your own business. To provide an understanding of the guiding principles of lean manufacturing To raise awareness of how companies become lean To understand the structure of the Accelerated Route to Lean Manufacturing programme and how the forthcoming modules will equip the delegates to make changes in their own business. Presentation material, reference to case studies and small group activities.

3 What The Manufacturing Institute does for the Manufacturing Community Key contacts and delivery team Course outline and Fellowship certification History and Background to Lean Manufacturing Core Principles necessary to steer us towards being Lean; includes interactive sessions to support embed learning of the key teach points Overview of the tools and techniques of lean manufacturing Structure of the forthcoming modules On successful completion of the module delegates should be able to: Identify the core guiding principles that describe lean organisations and to competently articulate them to someone who has no knowledge of Lean Manufacturing Recognise the basic issues/reasons why their current working environment is not lean Have a basic grasp of the language of Lean Manufacturing and describe a number of the tools we could use to achieve Flow and Pull Demonstrate an understanding of the structure of the forthcoming modules Overcome fears associated with the terminology and intent of Lean Manufacturing World Class Manufacturing People and Process An in-depth look at the link between Culture Change and Continuous Improvement. It will show how culture can be successfully changed within a business and demonstrate the requirements of a strong management team in achieving culture change. To expose the link between Culture Change and a Continuous Improvement To exhibit how culture can be successfully changed within a business To demonstrate the requirements of a strong management team in achieving culture change. Teaching / Learning methods: Practical example through a factory tour, combined with presentations and syndicate work. History of the host site Taking responsibility for change

4 Changing the culture Culture for team working Communication networks Mechanisms and tools for Continuous Improvement and Culture Change Establishing and maintaining Routine Continuous Improvement results Factory tour to demonstrate results Understanding the organisation mind-set. After the visit delegates should be able to: Understand the relationship between culture and continuous improvement and how to take action on quick wins Demonstrate an awareness of what represents good Management Style and Effective Leadership Determine and analyse the organisation mind-set. Value Stream Mapping 1 The Current State This will teach you how to identify Value Streams and help you to understand why Value Stream Mapping is so important to successful Lean implementation. It also looks at the seven wastes present within organisations. Once completed, you will understand why overproduction is key to driving un-lean behaviours and how to identify systemic waste and overproduction using current state mapping. To be able to identify Value Streams To understand why Value Stream Mapping is so important to successful Lean implementation To understand why the seven wastes are present within organisations To understand why overproduction is key to driving un-lean behaviours To understand how to identify systemic waste and overproduction using current state mapping. A mix of teaching methods will be employed that combine presentation, discussion, group activity and interactive learning exercises. The module will use a case study as a vehicle for introducing new concepts and tools. Identify Value Streams What are value streams and what is value stream mapping?

5 The fit with cost reduction and lean manufacturing tools and techniques The Value Stream Mapping tool Current state maps: Information Flow and Material Flow Establishing the customer demand in your business Understanding your lead time to the customer Diagnosing and calculating value-adding and non-value-adding flows in your operations Diagnosing via Information Flow Practical case example. On successful completion of the module delegates should be able to: Identify Value Streams Construct a lean current state map Demonstrate an understanding of how to identify waste through Current State Mapping Use the value stream mapping technique as an aid to lean implementation Apply information flow mapping to identify and diagnose systemic waste Use material flow mapping to identify and diagnose process waste Value Stream Mapping 2 The Future State Here we help you to understand how to develop a Lean future state by optimising labour, lead time and inventory. You will be able to understand how to link improvements to financial benefits and how culture and behaviours can impact on a Lean deployment programme. To understand how to develop a Lean future state by optimising labour, lead time and inventory To understand how to link improvements to financial benefits To understand how culture and behaviours can impact on a lean deployment programme A mix of teaching methods will be employed that combine presentation, discussion, group activity and interactive learning exercises. The module will use a case study as a vehicle for introducing new concepts and tools. Future state development Flow development Basics of cells and line balancing

6 Linking flows together Dealing with blockers to flow Identifying and dealing with bottlenecks Setting up pull systems and supermarkets Sequencing improvements Linking lean improvements to financial savings Measures for lean success Understanding global and local improvements Developing a value stream implementation plan Lean systems and sustainability On successful completion of the module delegates should be able to: Develop a lean future state map Demonstrate an understanding of how to use lean concepts to develop a lean future state Exhibit how best to sequence improvements for the greatest gain Demonstrate an appreciation as to how people and culture have a big impact on deployment. Process Mapping and Kaizen Blitz Events This is designed to help you understand how to use two popular types of Process Mapping techniques. It will help you understand how Process Mapping differs from Value Stream Mapping (VSM).Once completed you will be able to demonstrate the concept and practice of Process Mapping through case material. We will introduce the concept of Kaizen workshops and blitz events together with a process for holding on to any gains that are achieved. It also outlines the leadership styles typically encountered and compares and contrasts Traditional management styles and leadership behaviours in fostering culture change. To understand how and when to use two popular types of Process Mapping technique To enable delegates to use Process Mapping techniques confidently in a variety of situations To understand how Process Mapping differs from Value Stream Mapping (VSM) To demonstrate the concept and practice of Process Mapping through case material To introduce the concept of Kaizen workshops and blitz events together with a process and guidelines for approaching such events and sustaining any gains that are achieved To outline the leadership styles typically encountered and to compare and contrast Traditional management styles and leadership behaviours in fostering culture change

7 A mix of teaching methods will be employed that combine presentation, discussion, group activity and interactive learning exercises. The module will use case studies as a vehicle for introducing new concepts and tools. Introduction to two Process Mapping concepts Process Mapping case study Mercury Marine Kaizen blitz activities highlighting mapping and other lean tools, including the three phases of planning, execution and follow-up Kaizen success factors, team leadership and facilitation How to sustain Kaizen improvements On successful completion of the module delegates should be able to: Understand the difference between VSM and Process Mapping Confidently map their own business processes in some detail Identify potential areas of in-company improvement and describe the process of running successful Kaizen events including how to sustain the gains Demonstrate the before and after event condition by the appropriate application of Kaizen Measures Problem Solving & Quality Tools This module will teach you to appreciate what is meant by Lean Principle Five Perfection. You will develop an understanding of the tools and techniques of quality management and understand how quality tools can be applied to resolve specific problems in support of lean developments You will also learn why problem solving is a vital element of any Lean implementation and once completed you will be able to demonstrate the use of problem solving methodology. To appreciate what is meant by Lean principle five Perfection To develop an understanding of the tools and techniques of quality improvement To understand how quality tools can be applied to resolve specific problems in support of lean developments To understand why problem solving is a vital element of any Lean implementation To demonstrate the use of problem solving methodology To provide an introduction to Statistical Process Control (SPC)

8 A mix of teaching methods will be employed that combine presentation, discussion and group activity and interactive learning exercises Fundamental concepts of quality and its importance within Lean What is Customer Satisfaction? Defect prevention versus defect detection The development of Quality in Manufacturing Problem solving approaches and methods Overview of the Quality tools A structured approach to the application of Quality tools through the PDCA (Plan, Do, Check, Act) cycle Data collection considerations Group based practical examples and case studies On successful completion of the module delegates should be able to: Exhibit an understanding of what is meant by the 5th Lean Principle Perfection Demonstrate an awareness of how to apply the Quality tools to solve quality issues back in company Understand the key role that PDCA-based problem solving plays in continuous process improvement Apply problem solving methodology to a problem identified back in company Demonstrate an appreciation for what is meant by SPC and how it can be successfully employed Workplace Organisation and Equipment Effectiveness 1 and 2 This session will explain the interactions 5S has on other aspects of a Lean organisation and how it enables Flow (and standardisation) to be achieved. It will help you to understand the calculation and benefits of applying Overall Equipment Effectiveness and once completed you will understand the mechanics of Total Productive Maintenance and recognise the need to apply it. You will also understand the process of changeover analysis and methods of reducing unnecessary/excessive downtime.

9 To understand the interactions 5S has on other aspects of a Lean organisation and how it enables Flow (and standardisation) to be achieved To understand the calculation and benefits of applying Overall Equipment Effectiveness To understand the mechanics of Total Productive Maintenance and recognise the need to apply it To understand the process of changeover analysis and methods of reducing unnecessary/excessive downtime. The learning strategy aims to get the message across using a combination of presentation material, personal experiences, case studies and practical activity sessions. 5S (Workplace organisation and housekeeping) Walk through the 5S s Links to TPM Overall Equipment Effectiveness Relationship to the top 6 issues affecting right first time production and throughput Development of the calculation to fit your operations Total Productive Maintenance Framework for implementation Step by step walk through of the stages of implementation Single Minute Exchange of Dies (industry terminology for rapid line or process changeovers) Understand your process of changing over Methods to reduce the time taken to changeover Management techniques to help overcome obstacles On successful completion of the module delegates should be able to: Recognise opportunities within their facilities to benefit from applying the techniques Feel confident about facilitating a group through the techniques. Build to Plan This module will show you the difference between Planning and Scheduling and help you to understand the concepts that link lead time, capacity and customer demand.

10 It will outline the benefits of level loading production activities and give you a better understanding of how Materials Requirements Planning (MRP) and lean practices can work successfully together. To understand why we plan and schedule To understand the difference between planning and scheduling To understand why the achievement of the short term schedule is so vital to lean applications A mixture of learning methods will be used including classroom learning, group discussion and the use of a simulation/case study material. Given that delegates will come from varying manufacturing backgrounds the delivered material will aim to establish principles with pertinent case studies being used to contextualise the practical application. The difference between planning and scheduling The goal of the organisation and how that influences planning and scheduling Make to stock and make to order businesses MRP and the Planning evolution Sales and Operations Planning Case study analysis Planning and Scheduling considerations On successful completion of the module delegates should be able to: Demonstrate an understanding of the need for planning and scheduling Explain the difference between planning and scheduling Appreciate their role in the achievement of the schedule Contribute to the choice of correct scheduling mechanism in their own business Facilitation and Coaching During this session you will learn that facilitating change activities is an essential skill for improvement practitioners. There are some basic approaches to facilitation that everyone involved in CI needs to know.

11 You will also see how coaching individuals to help them achieve improvement goals is a proven way to transfer skills to others and help sustain change in an organisation. To understand how to facilitate CI activities To understand the difference between coaching and mentoring To understand how to coach people to achieve improved CI results A mixture of learning methods will be used including classroom learning, group discussion and the use of a simulation/case study material. Given that delegates will come from varying manufacturing backgrounds the delivered material will aim to establish principles with pertinent case studies being used to contextualise the practical application. Introduction to facilitation Why we need to facilitate CI workshops effectively How to facilitate a CI workshop Facilitation exercises Introduction to coaching Why we need to be able to coach to help people achieve improved CI results Case study Coaching Guidelines On successful completion of the module delegates should be able to: Demonstrate an understanding of the need for facilitation and coaching Appreciate their role in facilitating CI workshops Appreciate their role in coaching co-workers to improve CI results Lean Implementation Considerations This module will outline the need for a Lean implementation strategy and help you to appreciate the value and purpose of having a well thought through and communicated philosophy.

12 It builds on the importance of recognising the Human Systems, the need to engage with your teams and the critical factors necessary for effective and sustainable Continuous Improvement and the transition to Operational Excellence. To understand the need for a Lean implementation strategy Appreciate the value and purpose of having a well thought through and communicated Philosophy To recognise the Human Systems, the need to engage with our teams and the critical factors necessary for effective & sustainable Continuous Improvement and the transition to Operational Excellence To identify and appreciate the qualities and attributes required of a Lean leader Develop communication skills to enable respectful and progressive CI Discuss processes and systems necessary to align the top-to-bottom resources in your organisation to achieve corporate aims & objectives. A mix of teaching methods will be employed that combine presentation, discussion, group activity and interactive learning exercises. The need for an Implementation strategy Breakthrough thinking How Toyota do it? Connecting the physical and human value streams Team member engagement is the key to sustainable CI People and change Leadership for Lean Lean roles within a business Aligning resources to meet the goals of the organisation On successful completion of the module delegates should be able to: Demonstrate an understanding of the need for a Lean Implementation Strategy Discuss a number of Lean implementation approaches/frameworks that have been used successfully by other organisations Explain what techniques can be used to help sustain a Lean environment Appreciate their role and the role of others within a business on the road to Lean Demonstrate the key personal attributes that go to make up an effective Lean leader.

13 At the end of the course, you can choose to take part in an evaluated in-company improvement project, supervised by a Manufacturing Institute practitioner. This can result in being awarded a Fellowship in Lean Manufacturing. Who is the course for & what are the entry requirements? This course is designed for managers responsible for improving productivity and performance in all sizes of manufacturing companies, but who have had very little awareness of, or introduction to, formal CI training. There are no academic minimum requirements for this course. No matter what your background or previous experience, as long as you have the desire to drive change in a manufacturing environment, this course can help you achieve your goals. To find out more or to talk to a member of our Education and Training team call or visit our website at