Lean Green Belt Certification

Transcription

1 Lean Green Belt Certification Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 1 of 1

2 The Power of Lean Thinking Lean was introduced by Toyota in the 1960s as a systematic approach to identifying and eliminating waste or non-value-add activities in an organization through continuous improvement with the goal of creating value. The essence of Lean Thinking is to eliminate waste through understanding the value to the customer or patient, how to deliver that value, how to create an efficient, waste-free continuous flow built on a pull vs. batch and queue approach, and continual pursuit of a perfect system. Lean is a systematic approach to identifying and eliminating waste or non-value-added activities in a process through continuous improvement with the goal of creating maximum value. Lean thinking has existed for over 40 years within major multinational operations worldwide. It started in the 1960s in Japan with the development of the Toyota Production System (TPS), and was quickly established as a method for highly effective production of automobiles and related engineered components. Lean has subsequently spread to pharmaceutical, aerospace, medical parts, electronics, and a host of related industries. It is now an established fundamental approach for world-class manufacture, distribution, and service sectors. All types of organizations are discovering the advantages of educating their people on Lean and applying its principles within their own organization. Some of these organizations are trying to function effectively in the face of mounting challenges such as a high cost base relative to their competition; declining market share due to process or cost problems, and limited capacity. In all of these cases, Lean can have an immediate, positive impact on business. Through the process of implementing Lean, the organization can find ways to achieve a number of benefits. Results will vary, but here are some typical savings and improvements: / More operational flexibility / Increased throughput / Consistent service delivery / Reduced lead times / Reduced space / Improvement in quality Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 2 of 2

3 Lean Green Belt Certification Program The Lean Green Belt Certification program has been designed by the Leading Edge Group in association with the Irish Institute of Industrial Engineers. Our Lean program provides an understanding of the theory and also the efficient application of Lean tools, practices, and concepts. It will help organizations to identify and eliminate waste, provide the tools to help improve process flows, and outline a roadmap to achieving an optimal delivery performance through increased flexibility with the objective of delivering value as defined by customers in a timely and efficient manner. Your Journey to Certification This 3-month on-line certification program consists of 9 lessons that provide participants with a comprehensive overview of Lean Thinking and its application. It also outlines and demonstrates the essential Lean tools and practices that can be applied to decrease costs, increase efficiency and quality of service, and improve customer and employee satisfaction. The program can be undertaken by individuals through on-line distance learning study or through our customized in-house solution. You receive 6-month access to a Learning Management System portal from where you can log in at any time and launch each lesson, take prep exams, view and download on-line resources, and interact with fellow students and experts via a Lean discussion forum. Expert mentoring support via is also provided from this portal. The program provides some of the required experiential qualification towards a Lean postgraduate qualification Lean Black Belt. A Blended In-house Approach to Certification In addition to the on-line delivery, the certification program has also been developed, structured, and designed as a blended solution so as to meet the specific needs of all types of organizations. We offer organizations the opportunity to provide up to 12 employees with in-house support as an addendum to the on-line access. We provide an international facilitator who will spend a number of days in the organization s site and impart a practical' and project-based' learning approach to the certification process. This involves a series of on-site workshops where the Lean concepts, tools, and philosophies can be applied on a sample basis. Each individual in the group also receives full access to the Learning Management System portal to access and use the on-line lessons, prep exams, on-line resources, discussion forum, and mentoring facilities. Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 3 of 3

4 Nine Steps to Excellence Program Structure: The Lean Green Belt Certification program is made up of the following on-line lessons: 1. Lean Thinking 2. Lean Tools and Practices I 3. Lean Tools and Practices II 4. Value Stream Mapping 5. Kaizen 6. 5S 7. Introducing Lean sigma 8. Change and Project Management Fundamentals for Lean 9. The Roadmap to Lean Implementation Each lesson provides on-line content incorporating real world case study examples of Lean applications, along with useful in-line questions and assessments to enable students track their progress. To attain certification, participants need to complete one workplace assignment and a final on-line exam. The assignment is worth 50% of the overall certification mark and can have a customized or in-house focus whereby participants aim to focus on an area within their organization and leverage the Lean tools and practices covered in the program to initiate and/or implement physical improvements. Having completed their assignment and all of the lessons that make up the program, participants will need to undertake a final on-line exam worth 50% of the overall certification mark. Program Objective: Upon successful completion of the Lean Green Belt Certification program, Professionals will achieve proficiency in understanding and applying the concepts, tools, and practices associated with Lean Thinking. Target Audience: Commitment and support for Lean in any organization needs to come from the top down for support, and from the bottom up for implementation. With this in mind, the certification program is appropriate for a diverse range of employees. It is targeted at individuals with little or no knowledge of or experience in Lean concepts, tools, practices, and their appropriate application: / Functional staff working in manufacturing and service organizations / Professionals who are seeking to further their education in Lean Best Practice philosophies and techniques / Individuals seeking to develop their careers and expertise in Lean systems and methodologies / Staff from the major disciplines Finance, Quality, Engineering, etc. - who are actively working on sustainable Lean improvement programs Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 4 of 4

5 Lesson 1: Lean Thinking This lesson provides a basic understanding and appreciation of the key elements of Lean Thinking. Designed in the 1960s for manufacturing applications, using the Toyota Production System (TPS) as its main guiding principle, the benefits of Lean Thinking have spread beyond manufacturing processes. It is now being applied to non-manufacturing areas such as the financial services and healthcare sectors because of its outstanding effectiveness. The lesson identifies and discusses each of the five core goals of Lean Thinking, focusing on the concepts of waste elimination and value creation within organizations. It explains how Lean Thinking can be applied successfully in non-manufacturing businesses or industries, including the healthcare sector. / Introducing Lean Thinking and its Origins / Lean Thinking Beyond the Production Floor / The Principles of Lean Thinking / Lean Thinking Goals / Value Creation / Case Study: Implementing Lean Thinking in the Enterprise / Define the term Lean Thinking / Identify the type of organizations that can implement Lean Thinking / Outline why organizations typically implement Lean Thinking / Identify and distinguish between the principles of Lean Thinking / List the core goals of Lean Thinking / Identify how the Lean Thinking goals can be met / Identify the main categories and types of waste / Differentiate between the value levels that exist in an organization / Identify and distinguish between the phases in the value creation framework / Identify how best to use the value creation framework to create value in an organization Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 5 of 5

6 Lesson 2: Lean Tools and Practices I This lesson introduces the main tools that are required to implement Lean. It provides an overview on what each tool is used for, and how each should be used in the enterprise. / Value Stream Mapping (VSM) / Lean Enterprise Self Assessment Tool (LESAT) / 5S Workplace Organization / Cellular Flow Manufacturing / Case Study: Implementing Cellular Flow / Just-In-Time (JIT) / Case Study: Implementing JIT / Kanban Systems / Kaizen / Total Productive Maintenance (TPM) / Visual Management / Lean Metrics / Identify the function of Value Stream Mapping (VSM) / Outline how VSM is used to implement Lean / Identify the function of the Lean Enterprise Self Assessment Tool (LESAT) / Identify the goals and activities of the 5S tool / List the benefits of cellular flow manufacturing / Outline an appropriate approach for setting up cellular flow / Identify the objectives associated with the Just-In-Time (JIT) philosophy / Outline how the JIT philosophy can be used to create flow / List the basic principles that underpin the Kanban system / Identify the benefits of the Kanban system / Identify the requirements for a successful Kaizen Event / Identify the function of Total Productive Maintenance (TPM) / Outline the requirements for a successful TPM / List the elements of a visual management system / Recognize the elements and data associated with a process that are measured when implementing Lean / Identify key performance metrics of a Lean System Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 6 of 6

7 Lesson 3: Lean Tools and Practices II This lesson introduces the ancillary tools and practices that are used to implement Lean. These are typically used in conjunction with those covered in lesson 2. The key functions of each tool are outlined, as well as an overview of how each should be used. / Hoshin Planning / Quality Filter Mapping / Demand Amplification Mapping / Product Variation Funnel / Quality at Source / Poka Yoke / Point Of Use Storage / Single Minute Exchange of Dies (SMED) / Batch Size and Setup Reduction (One-Piece Flow) / Standardized Work / Work Balancing / Production and Resource Leveling/Smoothing / Identify and distinguish between the functions of the Lean ancillary tools / Distinguish between the graphs and maps used for each of the Lean ancillary tools / Select the correct order for the steps involved in Demand Amplification Mapping / Identify the function of Hoshin Planning / Outline a suitable approach for implementing Hoshin Planning / Identify the function of Poka Yoke / List the Poka Yoke approaches used in manufacturing / Differentiate between the methods used to attain Poka Yoke / Identify the stages involved in the Single Minute Exchange of Dies (SMED) process / Identify the elements associated with Standardized Work / Identify the data required to undertake Batch Size and Setup Reduction / Recognize the function of Data Flow Technology Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 7 of 7

8 Lesson 4: Value Stream Mapping (VSM) This lesson focuses on Value Stream Mapping (VSM) and expands on the basic principles outlined in lesson 2. It focuses on how VSM can be applied practically across a process or an enterprise. / Value Stream mapping (VSM) Overview / Implementing VSM / Mapping the Current State / Establishing Customer Demand / Mapping the Future (Lean) State / Implementing the Value Stream Plan / Identify the advantages associated with Value Stream Mapping (VSM) / Identify and order the main steps involved in carrying out VSM / Identify the function of a current state map / Distinguish between the icons used in a current state map / Identify and distinguish between the phases involved in developing a current state map / Calculate on-hand inventory quantities for a particular production process / Define the term opportunity time / Calculate the opportunity time for a particular production process / Calculate the Takt time for a particular production process / Identify the main steps involved in developing a future state map / Distinguish between the icons used in a future state map / Specify appropriate lightening strikes for a specific future state map / Specify appropriate elements to include in a future state map, based on existing current state information / Identify the factors that ensure a successful value stream plan Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 8 of 8

9 Lesson 5: Kaizen This lesson focuses on Kaizen and expands on the basic principles outlined in lesson 2. It provides a detailed outline of how to plan, prepare, and implement Kaizen Events. The lesson outlines the requirements for an efficient Kaizen Event, and the benefits that a successful Kaizen Event can offer the enterprise. / Kaizen Overview / Process, Flow, and Point Kaizen / The Kaizen Event and its Participants / Planning for Improvements / Implementing Improvements / Case Study: Implementing Kaizen / Define the term Kaizen / Recognize the differences between Process, Flow, and Point Kaizan / Identify the benefits of Kaizen and Kaizen Events / Identify the requirements for a successful Kaizen Event / Identify and distinguish between the key participants in a Kaizen Event and their associated roles / List the characteristics of a suitable area for a Kaizen Event / List the responsibilities of a Kaizen team leader / Recognize the steps involved in planning for and developing an improvement strategy / Recognize the data required when establishing the current state of a process for Kaizen Events / Identify and distinguish between techniques that a Kaizen team can use to identify the root cause of a problem / List appropriate follow-up practices for Kaizen Events Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 9 of 9

10 Lesson 6: 5S This lesson focuses on the 5S methodology and expands on the basic principles outlined in lesson 2. It outlines the benefits associated with an effective 5S program, and it provides a detailed analysis and outline of each of the stages involved in its implementation. / Introducing 5S / Planning for 5S / Stage 1: Sorting / Stage 2: Set in Order / Stage 3: Shine / Stage 4: Standardize / Stage 5: Sustain / Safety: A Sixth S / 5S Case Studies / Identify the aims and benefits associated with 5S / Identify the correct order for the stages involved in 5S implementation / Recognize the participants in a 5S implementation team / Identify the steps involved in planning a typical 5S implementation / Distinguish between the stages of 5S / Identify how each of the 5S stages should be implemented / Identify the deliverables associated with each of the stages of 5S Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 10 of 10

11 Lesson 7: Introducing Lean Sigma This lesson explains the main functions of Six Sigma. It explains the role of the Lean Six Sigma integration model, and how it is used to achieve a successful Lean transition. / Introducing Six Sigma / Define, Measure, Analyze, Improve, Control (DMAIC) / Voice of the Customer / Change Acceleration Process / SIPOC Diagrams / Design For Six Sigma / Using Six Sigma in a Sales Environment / Integrating Lean and Six Sigma / Conducting a Kaizen DMAIC / Case Study 1: Making Lean Sigma work in an Insurance Firm / Case Study 2: Using Lean Sigma in Banking / Case Study 3: Implementing Lean Sigma in a Pharmaceutical Plant On completion of this lesson you will be able to: / Identify the function of Six Sigma / Distinguish between the functions of the Design, Measure, Analyze, Improve, Control (DMAIC) methodology, Design for Six Sigma (DFSS), and Failure Mode and Effects Analysis (FMEA) / Identify the function of each of the elements of DMAIC / Match the elements of DMAIC with the steps involved in implementing each one / Identify some of the Six Sigma tools that can be used to implement DMAIC / Recognize the function of the Six Sigma tools that can be used to implement DMAIC / Identify the phases in which each of the Six Sigma tools used to implement DMAIC should be used / Specify the appropriate approach for implementing Lean Six Sigma in an organization / Differentiate between the principles of lean thinking and Six Sigma / Identify how both Lean and Six Sigma can be combined to ensure a successful and sustainable implementation of the DMAIC system Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 11 of 11

12 Lesson 8: Change and Project Management Fundamentals for Lean This lesson provides a broad overview of the concepts of project and change management, and how to successfully manage the change that occurs when an organization is initiating and implementing a Lean approach. It explores the phases involved in a change management process, and outlines the various strategies that can be used to implement successful change management. / Change Management and Project Management Defined / Project Life Cycle / Selecting and Initiating Projects / Project Management Tools and Techniques / Change Management Phases / Change Management Strategies / Managing Resistance to Change / Monitoring Change / Identify the main definitions associated with the terms change management and project management / Identify and distinguish between the phases of a project s life cycle / Outline a suitable approach for selecting and initiating a Lean project / Identify and distinguish between the tools and techniques used in project management / Identify and distinguish between the features associated with the change process / Identify and distinguish between the phases associated with the change management process / Recognize the skills required for successful change management / Recognize the barriers to change in an organization / Identify and define the nature and impact of change / Identify and distinguish between the basic change management strategies / Recognize the factors involved in selecting a suitable change management strategy / Identify the role and features associated with readiness assessents / Outline/select an approach for managing resistance to change / Identify a suitable approach for liaising and communicating stakeholders affected by change / Develop a strategy for monitoring a Lean change implementation program / Select a suitable change management strategy for a specific organization implementing Lean Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 12 of 12

13 Lesson 9: The Roadmap to Lean Implementation This lesson outlines a basic roadmap for implementing Lean. It provides some important factors that are crucial to implementing a Lean system for a business. The lesson examines the Theory of Constraints and explains what it is used for and how it can be used to help apply Lean to an organization s existing processes. It also examines concept of ergonomics and how important ergonomics are to any Lean system. Finally, the lesson explains and analyzes the Right First Time philosophy, and outlines the steps involved in implementing it. / 10 Steps to Lean Implementation / Implementing a Lean Value Stream / The Importance of Lean Ergonomics / Using the Theory of Constraints to Implement Lean Thinking / Right First Time (RFT) A Philosophy Aligned with Lean / Case Study: Implementing Right First Time in a Pharmaceutical Plant / Recognize and distinguish between the steps involved in the roadmap to Lean implementation / Identify how each of the steps in the roadmap can be implemented / Identify ways of implementing a Lean system / Recognize the importance of ergonomics in a Lean implementation / Identify the ergonomic risk factors associated with Lean systems / Outline how Lean ergonomics should be implemented / Identify the principle on which the Theory of Constraints is based / Outline how the Theory of Constraints can be used to apply Lean Thinking to an organization s processes / Identify and differentiate between the steps involved in applying the Theory of Constraints / Identify the goal of the Right First Time (RFT) philosophy and culture / Recognize and distinguish between the steps involved in implementing Right First Time International Standard for Lean Certification The Leading Edge Group designed and launched a new International Standard in Lean in April The standard is supported by the Irish and American Institutes of Industrial Engineers, the Canadian Professional Logistics Institute, and the University of Limerick. The programs can be undertaken by individuals either through distance learning or company in-house solutions. The offering includes the following Lean Certification programs: / Lean Green Belt Certification / Lean Supply Chain Management Green Belt Certification / Lean Healthcare Green Belt Certification / Lean Black Belt Diploma in Quality Management / Lean Healthcare Black Belt Certification Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 13 of 13

14 Registration - Lean Green Belt Certification Program To view current pricing and for secure individual on-line purchase please visit our ONLINE STORE Or complete and submit the form below Personal Details: Name: Title:(Optional) Company: Address: City: State: Zip: Country: Telephone: Fax Number: Address: Please tick if you are interested in the blended in-house solution Payment Details: Please tick the appropriate option Check enclosed Purchase Order Credit Card Card Type: Card Number: Expiry Date: Signature: Please Fax Attention Evelyn : (613) or sales@leanscmcertification.com Automated Learning Corporation 308 Sandhill Road, Kanata, ON, K2K 2V7, Canada page 14 of 14