LEAN GREEN BELT EXECUTIVE: LEAN SENIOR MANAGEMENT TRAINING OFFICE / INDIRECT AREAS / LEAN OFFICE

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1 EXECUTIVE: MORE EFFICIENCY! Professional management training for Lean Office. Many international groups have started a Business Excellence, Lean Management program or are preparing to start one. Senior Management, in the shape of General Managers, Managing Directors, plays a key role in ensuring the penetration of the strategic lean standard and its roll-out over many subsidiaries and countries. Companies with lean experience know that the lean office methods used to achieve business excellence are simple to understand but difficult to organize and even more difficult to sustain. Practical lean management implementation expertise is one of the most important factors which has to be brought on board before starting a lean office initiative. The senior management must be qualified in how to implement lean as a commercial success. Subsidiaries utilize heterogeneous practices, wordings for policy deployment. Hence, the standardized application of lean deployment is crucial for the management of lean office! Management must take the lead in being qualified in the key criteria for success and in using lean standards. Only then will it be able to show evidence that it is willing and well-prepared to start and lead the change towards lean excellence. Organized elimination of all types of waste is a key driver of lean. Waste elimination is an efficient way of implementing a company s vision to be a key player in the domestic or international market. The elimination of waste in business processes has to be organized through a systems approach. In our unique seminar you will be provided with a detailed overview of the different lean tools (lean methods) and the structural elements of an integrated business system. Employees and teams as the operating system are the backbone of the lean administration system. Best practices from many lean office implementations are illustrated and an explanation is given as to how they work. The result? - Significantly improved efficiency which is sustainable in the long-term. The Challenge! This seminar is organized on the basis of personal assignments. Each participant is given dedicated assignments (assignment A, B, C), in order to prove that they can put lean management into practice in their daily routine. The assignments are evaluated and scored by the Lean Institute Germany. A score of more than 60 points out of 100 is required for Lean Green Belt Office Executive Certification to be awarded by the Lean Institute. Furthermore, participants will learn how to plan a target achievement in an orderly manner and to manage the whole process successfully and cost-effectively. A key aspect is the organizational integration of Lean in the daily business: How to manage mobilizing teams? How to ensure that process s are longlasting? What are the key criteria for significant KPI-based s? Participants will also learn about the overall management process and systematic approach which ensures the embedding of Lean / Kaizen Office in the daily work. Seminar: 5 training days on-site (in-house) with 3 assignments Date/Location: Date upon request (in-house; site: your proposal) Target group: General Management, Managing Director, CEO, CFO, COO, Director, Head of Business Unit Our promise: Standardized lean management training for several international sites Assignments ensure that training content is implemented Participant s coaching and scoring of participant s assignments (A,B,C) Qualification includes: Decisive leadership role for change and lean office implementation Specific lean management processes and lean management tools KPI-based s using standardized problem-solving: A3, PDCA Operational lean office tools: Standards, 5S Office, Value Stream, A3, Practical interactions; Gemba exercises at/in the department; Simulations Key indicators, tools for sustainable success Your benefit: Lean leadership using standardized best practices (lean management and lean tools) assures successful lean implementation for an international group. A systems approach is important, as the lean transformation is then a one-way road towards success. The assignments (A, B, C) have a key value for your lean transformation: they ensure a standardized lean management process used by all locations and all sites. Coaching by Lean Institute Germany is included.

2 EXECUTIVE DAY 1: LEAN PRINCIPLES/VALUE DAY 1: LEAN PRINCIPLES/VALUE EXECUTIVE Introduction: Lean Green Belt Admin Executive Lean and motivation for lean Lean Administration System (LAS) Lean Leadership / Kata / Lead the change Lean Green Belt Administration Sustainable and successful lean office implementation Visible and invisible: criteria for success Lean Principles (DMAIC) Continuous process (CIP) Value and Value Chain from customer perspective 5S Office: Areas, cupboards, desks, file names, folders, etc. Practical exercises (Gemba interaction) 7 types of waste (7+3 types of waste) No process is perfect: identify potentials by observing Office Waste Walk with checklist Go, look and see; Learning to see Lessons learned and management summary Assignment A feedback Coaching session Scoring and Assignment A evaluation LAC Office Simulation: understand lean principles and lean techniques Roles and Responsibilities (R&R) Identify waste and opportunities for Standardized problem-solving (A3 report) Definition of effective countermeasures (less is more) Evaluation of department s results and process Apply lean tools for LAC Simulation s Explanation for assignment B: what is expected Coaching for participants by Lean Institute Elaborate standardized management, standardized policy deploment process Coaching of participants by Lean Institute Lessons learned and Feedback Day 1 continuous

3 EXECUTIVE DAY 2: VALUE STREAM (VSM) DAY 2: VALUE STREAM (VSM) EXECUTIVE Review yesterday: lessons learned Agenda and schedule CIP / Kaizen / Lean Tools and implementation Value Stream Mapping (VSM, Swimlane) o A total view of company s and process potentials o Identify the major opportunities for o Understand where problems are caused (e.g. low on-time delivery, high processing costs) Standardized work o No s without standards! o A procedure to stabilize and optimize team s o A system for successful qualification Kaizen week: CIP Workshops o Solve problems within one week by utilizing the team s talents o Impossible is a forbidden word! Practical exercises (gemba interaction) Go, look and see; Learning to see Gemba exercise: Map business process flow Lessons learned Understand lean principles and lean techniques Identify waste and opportunities for Standardized problem-solving Evaluation of department s results and process Apply lean tools for LAC Simulation s Explanation for assignment B: what is expected Elaborate standardized management, standardized policy deployment process Integrate budget figures and operations review metrics into lean metrics Coaching of participants by Lean Institute Lessons learned and Feedback Day 2 continuous

4 EXECUTIVE DAY 3: CIP TOOLS AND FLOW DAY 3: CIP TOOLS AND FLOW EXECUTIVE Review yesterday: lessons learned Agenda and schedule CIP Kaizen / Lean Office Tools and practicing Lean Administration Quick Solution Kit (smart quick wins) o Recognize own companies potentials quickly o Calculation of savings, including practical examples o Describe practical solutions Standardized work (continued) o Examples of office standards (office layout, interfaces, etc.) o Flexible staffing for different process steps / demand situations Visual Management for the Office o Transparency in and for the departments o Management of multiple projects; optimization of multiple business processes Practical exercises (gemba interaction) Go, look and see Learning to see Lessons learned Understand lean principles and lean techniques Identify waste and opportunities for Standardized problem-solving Evaluation of department s results and process Apply lean office tools for LAC Simulation s Explanation for assignment B: what is expected Elaborate standardized management, standardized policy deployment process Business excellence system architecture: Define and use your own Lean Administration System, LAS) Lean Management process (Strategy, Masterplan) Coaching of participants by Lean Institute Lessons learned and Feedback Day 3 continuous

5 EXECUTIVE DAY 4: METRICS AND PULL DAY 4: METRICS AND PULL EXECUTIVE Review yesterday: lessons learned Agenda and schedule CIP Kaizen / Lean Tools and practicing Office Kanban and Pull systems o Include suppliers for lower inventories: supplier Kanban o Assure 100% availability for office material and components with defined lower inventories (WIP) Team boards: structured problem-solving o Daily Office Management System o Standards for team meetings; decide about results and document achievements o Management of the team boards Lean office metrics (Key indicators KPIs, KOMs) o A system to measure lean success o Install lean and tools as continuous process o Lean is not a one-time exercise but ongoing Practical exercises (Gemba interaction) Go, look and see; Learning to see Lessons learned Understand lean principles and lean techniques Roles and Responsibilities (R&R) Identify waste and opportunities for Standardized problem-solving Definition of effective countermeasures (less is more) Evaluation of department s results and process Achieve flow and customer pull ( perfect process"; business process excellence) Explanation for assignment B: what is expected Elaborate standardized management, standardized policy deployment process Lean Management process (Masterplan, Organization, Review) Define Kaizen Game Plan and Lean deployment plan, show expected KPI-based s and savings Coaching for participants by Lean Institute Lessons learned and Feedback Day 4 continuous

6 EXECUTIVE DAY 5: SUSTAINABLE SUCCESS DAY 5: BEST PRACTICES EXECUTIVE Review yesterday: lessons learned Agenda and schedule CIP Kaizen / Lean Tools and practicing The important A3-report (Best Practices from lean office deployment) A3 report: what is it, how to use it? Process confirmation o Lean systems are not self-sustaining o Process confirmation is essential to stabilize realized success o Do not allow fallback to old behavior : Zero-tolerance principle Visual Management / Best Practices Visual Office examples: speaking departments Team boards in real action (no show boards please!) Process confirmation live : Zero tolerance! Standardized work, visible and applicable near to point of use International Lean Office program: use-case Problem-solving process: live impressions Management behavior: go, look and see; support shop floor activities Practical exercises (Assignment B completion) Management process (fine-tuning) Senior Management Review (Assignment B) Standardized presentation to senior management or site s management by every participant Senior / site management checks and approves lean green belt results Installation of best practice intranet platform for using standardized Lean/Kaizen tools (company task) Organizational aspects to ensure a learning culture, learning company Lean organization (so-called lean champions, lean experts, lean process supporters, lean green belts, lean black belts): agents for lean penetration and transformation speed Recommendations for next steps when presenting results to home department; at home site Lessons learned and Assignment work (Assignment C) Explanation for assignment C: what is expected Deadlines and quality criteria for assignment C Deadlines for assignment C feedback Implemented standardized lean management process, standardized policy deployment process Feedback Day 5 / Farewell continuous

7 Further information (German): Further information (English or French): or by Lean Green Belt Administration Executive training (in English) includes: Preparation and definition of agenda (co-development) Definition and preparation for practical interactions (Gemba!) Synchronization of lean wording; inclusion of company examples 1 Seminar week (1-2 (lean experts) per day; Language: English-, French-, Italian- and German-speaking are available) Handbook (print-out, approx. 500 slides, black and white copies) Original Lean Institute Certificate after successful score (min. 60/100) Individual Coaching (Assignments A, B, C) and feedback Terms and conditions: Based upon our quotation and on receipt of your written order we will send you a confirmation note. Ancillary costs: in addition to the agreed participation fee, all other costs for training and preparation, work-related travel, overnight accommodation will be invoiced according to the costs actually incurred and according to our ancillary cost table. Value Added Tax (VAT) will also be charged at the current rate (presently 19%). Unless another participant is designated, cancelation one week or less before the event (date of receipt of the cancelation note) and no-shows will result in forfeit of the entire participation fee. A substitute participant can be named. Please note that all registrations and cancelations must be provided in writing. The venue and accommodation for the participants are not included in this cost. The hosting company covers all the costs of participants' travel and accommodation. Due to intensive coaching for every individual participant, the turnout is limited to 10 persons. The costs of the training infrastructure (training room, 2 flip charts with pens, n (number of participants) pin boards (A0 format), 1 PC projector beamer), participant hosting (e.g. business lunch, business drinks, ) and training equipment are at the expense of the hosting company. Training room desks and chairs have to be prepared in a U-shape set-up; Lean Institute has access to the room one day prior to the training week for room preparation. Evaluation and scoring for the participant s assignment is neither negotiable nor contestable through juridical procedures. The Lean Institute feedback is the sole basis for certification. A minimum score of 60 points out of 100 points max must be achieved to receive the Lean Green Belt Executive Administration certificate. Liability and limitation of risk: The risk is limited to the defined project value. Further financial claims from the customer are excluded. Liability is excluded unless gross negligence is proven. Lean Institute excludes liability for participant s work accidents or loss/damage of personal or company IT equipment (notebooks, handhelds, smartphones, etc.) during the training session. Case of Force majeure : The organizer reserves the right to change, postpone, relocate or cancel the entire event or parts thereof at short notice. Further information is available at: Please send me a quotation for Lean Green Belt Administration: ADMIN EXECUTIVE Our fax number for inquiries: Planned location: <please enter here > Scheduled date: <please enter here > Number of participants: <please enter here > Price per participant: 3,695 per participant plus VAT Preparation time: Approx. 8 weeks before on-site training Your Data: Name, first name... Company... Department... Position... Street... ZIP Code / City... Country... Industry Sector... Phone/Fax... Your ... Date... Signature...

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