TRAINING SESSION SUMMARIES FOR MANUFACTURING Central to the lean philosophy is the mandate to educate everyone in an organization. Productivity s lean training has been called the best in the business, and for good reason. Our lean training for manufacturing delivers more than just awareness. It ensures a transfer of skills that enables employees to use new knowledge immediately to get results.
Lean Executive Development Experience In our experience, executives learn best in short sessions taking place mostly outside of the classroom. Our Executive Development Experience takes this into account! This experience is tailored to each client s specific cultural, behavioral and business needs and includes: Action learning via customized case studies and next practices Peer group networking to share experiences and growth perspectives Behavioral assessments that focus on maximizing individual potential Lean Manager Sessions Developing a cadre of Business Improvement Champions is the focus of our Lean Manager Sessions. Using a combination of classroom teaching, hands-on application, and project management, our Productivity practitioners will guide the Lean Manager candidates through a structured learning and personal development process in which they will gain the knowledge and skill they need to drive Lean principles throughout your organization. Successful Lean Manager candidates will have the capabilities to lead site lean deployment plans, to coach site project improvement teams, and to work closely with leadership, process owners, and value stream managers in the company-wide implementation of lean principles and practices. Lean Frontline Leader* Development *includes supervisors, team leaders, lead operators, etc. Sometimes referred to as Kata Coaching, the Lean Frontline Leader Development Process (LFLDP) is a leadership skills creation and deployment best practice created at Toyota. LFLDP is what enabled Toyota s culture of daily continuous improvement. LFLDP is a series of structured onsite supervisor coaching sessions utilizing a go to Gemba approach. The process will redefine the relationship between your supervisor team and the value adding community to establish a collaborate partnership. This partnership will foster a strong, enterprise-wide improvement execution and sustainment capability, create an organization-wide ability to continuously improve, outside of a kaizen event setting and build a world-class ability to work in cross-ranking and cross-functional teams. 1
Lean Tools and Techniques As stand-alone training sessions or combined into a multi-session curriculum, these proven trainings will provide the knowledge and skill you need to take part in your organization s Lean effort. We will be happy to collaboratively build a curriculum that fits your specific training needs. 3P Production Preparation Process In this session participants will learn how to conceptualize, develop, validate and deploy radical improvement in product and process design by adhering to the 3P methodology. The 3P methodology accomplishes this by eliminating the majority of waste at the design state, creating a truly lean value stream before the first unit of production is built. During this session, participants will learn the tools and techniques that attack designed-in, hard-wired waste that is either very expensive or virtually impossible to remove later on. Via an interactive, case-study based learning approach participants vicariously experience what a 3P project feels like. In doing so, they will gain an understanding of how to ratchet-up the level of intellectual value that is embedded into their future product and process designs. 5S/Visual Workplace Learn the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This training session will teach you how to share information about daily production problems, abnormalities, waste, and unsafe conditions through visual display and controls so that everyone understands at a glance what is going on in the workplace. Achieving Quick Changeover Learn the principles and techniques needed to decrease changeover times and increase inventory turns. This workshop will teach you the changeover methodology that will allow you to gain manufacturing flexibility while increasing your ability to react to customer demands and competitive pressures. This session is comprised of classroom teaching and shop floor hands-on application. Autonomous Maintenance Arguably the backbone of your equipment maintenance program, Autonomous Maintenance, when properly implemented, can eliminate the causes of 40-60% of unplanned downtime. In this kaizen style training event, we will guide your work teams through the seven steps of autonomous maintenance implementation, how to transform the relationship between operators and maintenance, and how to implement operator-based maintenance activities that contribute to overall equipment effectiveness. This event is comprised of classroom teaching and shop floor hands-on application. 2
Cell Design and One-Piece Flow This module will demonstrate how to create cells for one-piece-flow by exploring takt time, jidoka, and the necessary tools of standard work such as standard work sheets, process capacity tables, and standard work combination sheets. Simulation and business case based. Creating and Managing Continuous Flow This module will demonstrate how to create flow by exploring the use of heijunka [level sequential flow], takt time [the pace of the production system], cellular manufacturing, and pull production scheduling techniques such as kanban. Early Equipment Management Early Equipment Management (EEM) is a structured process focusing on reducing the complexity associated with the real-time operation and maintenance of equipment. EEM brings the principles of Lean to the design and manufacture of equipment. The Early Equipment Management strategy consists of three elements: 1) Design for Quality Assurance, 2) Design for Maintainability, 3) Life Cycle Costing. Working with a team of engineers and maintenance personnel, we will develop a powerful EEM strategy ideal for your specific production environment which will result in equipment that is easy to operate, easy to maintain, and right-sized to aid in establishing flow and increasing your value add per square foot. Focused Improvement Focused Improvement is one of the original pillars of TPM. The goal of Focused Improvement is to maximize OEE through uncompromising elimination of equipment-specific losses. In this training session participants will learn how to: use the Value Stream Mapping principals to identify critical pieces of equipment and their related impact on lead time, use the Focused Improvement Diagram (a visual systematic approach to the DMAIC process), document, monitor, and trend equipment related losses, and a process for determining the remedial actions necessary for loss control/elimination. Gemba Walks Gemba Walks afford managers, supervisors, and facility leaders with a reliable, simple, and easy means of 1) teaching and reinforcing important learning, 2) supporting continuous improvement culture, 3) encouraging process standardization and 4) sustaining improvements. Master the who, what, where, when and why of this important Lean technique. 3
Kanban Our kanban workshops offer different agendas to accommodate high-volume, low-volume, job shops, and mixed model pull-production environments. These sessions teach the mechanics of kanban, how to perform quantitative analyses, (determining key value stream performance metrics), how to design a mixed model kanban board, and more. Lean Enterprise Overview This session will profile a Lean enterprise and explore a process for system-wide waste elimination. From identifying value-add from the customer s perspective through hands-on execution of the Lean process improvement techniques, participants will practice the principles of planning and implementing a Lean strategy. Lean Leadership Overview The overall success of a Lean initiative depends on leadership. In this session we look at the fundamental challenges of leading a Lean transformation, address the most common transformational issues, and discuss the options and alternatives providing remedial corrective-actions, and countermeasures. Lean Logistics This training session explores the part of supply chain management that plans, implements, and controls the efficient, effective forward and reverse flow and storage of goods, services, and related information between the point of origin and the point of consumption in order to meet customer requirements. Lean Supply Chain This session teaches new technologies for a Lean supply chain -- a system where inventory, transportation, warehousing, demand information, and sourcing and procurement both up and down the supply chain are integrated almost seamlessly. We ll discuss the coordination and collaboration with channel partners: suppliers, intermediaries, third party service providers, and customers. Leveling This session explores several approaches to developing a level schedule at the pace maker process in your value stream. 4
Machine Failure Analysis Key to ensuring a maintenance process that continually strives for Zero Failures is the skill to analyze those failures and eliminate them from ever reoccurring in the future. Machine Failure Analysis incorporates standard problem solving methods with maintenance system outcomes to produce a problem solving technique designed specifically to analyze and eliminate machine failure. This team based approach to maintenance improvement looks at the failure on a physical systemic level. Mechanical attributes, spare parts, preventative maintenance procedures and employee skills are all analyzed and reworked to ensure the failure never returns. Maintenance Planning and Scheduling Moving from a reactive maintenance organization to a proactive maintenance organization requires constant improvement in the way the maintenance process is managed. A key element of any proactive maintenance organization is its ability to properly plan and schedule repairs and PM s. In this training session we will review the Maintenance Pillar of TPM, present the basics of a good maintenance planning & scheduling process, and introduce metrics that will help monitor results. Manufacturing Measurables In this session we will consider measurements such as Dock to Dock, First Time Through, On-Time-Delivery, Overall Equipment Effectiveness, and Build to Schedule. Mistake Proofing This session will demonstrate a scientific method to alert, avoid, and control defects and eliminate source errors. Mistake Proofing for Machines The improper application of maintenance practices in a factory or facility can cause catastrophic failure and even jeopardize the health and safety of employees. Much like Poka-Yoke identifies the error and defects from a quality standpoint and FMEA helps identify potential issues with the machine design, Mistake Proof for Machines helps identify potential missteps in the application of maintenance practices and then takes the necessary steps to avoid any issues. This tool within the Pillar of Early Equipment Design/Maintenance Prevention Design, aids maintenance groups with the continuation of improving maintenance practices from all angles. 5
Office Kaizen Tailored from Productivity s benchmark 5 Day kaizen introduced in the 1980 s, this traditional, high-energy, teambased workshop held in a real-time office environment, puts into practice the Lean concepts of takt, flow, and standard work. This workshop is comprised of classroom teaching, simulation, and hands-on application. Office TPM and Support Systems Unlike the production department, administrative and support functions such as planning, R & D, customer service, and accounting do not add value directly to the product. Yet they play a vital role in the organization s overall value chain. These departments must be flexible in order to respond to a rapidly changing business environment, outperform the competition, and win customer confidence. To accomplish these goals the support departments must understand their role in support of the TPM process in the production area, and ask what they can do to use the TPM principles and practices to enhance their own effectiveness? In this training session participants will learn the importance of educating, training and involving your administrative areas in TPM, as well as looking at actual examples of office TPM improvements and their associated cost/time savings. Problem Solving Using CEDAC This training session teaches an easy to use yet extremely effective team-based problem solving methodology that allows the users to go from symptoms to root cause. Learn a reliable nine step method for taking a current state condition (a problem, an issue, a target for improvement) to future state through a process of generating ideas and effective solutions. Using a powerful improvement process called CEDAC (winner of the Deming Prize), unlock your team s knowledge and creativity while learning how to integrate the CEDAC problem solving process with other improvement techniques such as Value Stream Mapping, Mistake Proofing, Quick Changeover, etc. CEDAC will likely be one of your most used process improvement techniques. Production Kaizen first introduced the 5 Day kaizen in the 1980 s. This traditional, high-energy, team-based workshop held in a real-time production environment puts into practice the Lean concepts of takt, flow, and standard work. This workshop is comprised of classroom teaching, simulation and shop-floor application. 6
Project Management In this training session we ll explore project management principles, success factors, management guidelines, the easy-to-use practices of monitoring project status, and the aggregate contribution to the company s improvement strategy/initiatives. Quality Maintenance The overall goal of the Quality Maintenance Pillar of TPM is to maintain your equipment in perfect condition in order to produce a perfect product. The Quality Maintenance pillar of TPM focuses on establishing equipment conditions with the goal of avoiding quality defects. To accomplish this, the Quality Maintenance Pillar uses the tools of Six Sigma to identify conditions that affect quality, establish a baseline for those conditions, and to create a process for periodic monitoring of those conditions. This training session explores the integration of TPM and the tools of Six Sigma to provide a well-ordered approach for acquiring total process control. Applying both of these methodologies in tandem presents today s most powerful means of achieving your equipment performance goals of zero breakdown and zero defects with minimum maintenance costs. Note this is an advanced workshop and requires participants to have a working knowledge of TPM and Six Sigma. Standard Work In both manufacturing and service operations, standard work is a key element in the elimination of waste and excess inventory and in achieving balanced and synchronized delivery processes. In this session, participants will learn a proven methodology to develop a standard procedure, and then apply document control and visual workplace principles and techniques to train others in their new best practice, or standard work. Stores Management The great necessary evil of any maintenance initiative is the management of the spare parts department. Proper usage and storage of spare parts is not just an exercise in housekeeping, but a critical component in the success of your preventative and planned maintenance activities and an integral part of your overall maintenance improvement initiative. An effective stores management system will save your organization many thousands of dollars a year by ensuring spare parts are on hand and in good condition thus decreasing the potential for duplicate ordering and increasing equipment uptime. In this training session you will learn how to properly manage the storage and distribution of your spare parts. 7
TPM Audit and Accountability The success of your TPM implementation is often measured by the change in critical internal measurements such as throughput, quality, and safety. These numbers reflect how well TPM is working to improve the overall company, but those who are tasked with implementing TPM need quicker, real-time data to steer the implementation effort. Setting up a proper TPM auditing process can be the catalyst to improving the speed and quality of your implementation process. This session will teach you how to design, conduct, report, and use the TPM audit to improve your implementation effort. TPM Introduction and Awareness Sessions Get everyone involved and on the same page! This training has been designed to create awareness among your associates. During the sessions, we will carefully explain each of the basic TPM Pillars, how they relate to each other to create a natural synergy, and how they can result in an immediate return of the TPM investment when properly utilized in today s maintenance and facilities workplace. Actual case studies will be explored to show the rates of sustained improvements and to illustrate the relationship between TPM and the roots of Lean Manufacturing. TPM Tactical Planning With any TPM implementation, having a tactical plan is central to the success of the program. Understanding the elements of implementing TPM is important to putting together a solid tactical implementation plan. In this session, attendees will learn the basic foundations of a TPM tactical plan along with tools and techniques to customize the plan for their particular environment. Attendees will leave with a straw-man TPM tactical plan to build upon for their individual facility or company. Training and Skills Development This often overlooked Pillar of TPM usually gets put aside because conventional wisdom tells us each of the other TPM pillars require training, therefore we must already be performing the Training and Skills pillar. This training will show that having a specific focus on the Training and Skills pillar will enhance building your capabilities and reduce training cost at the same time. You will learn tools and techniques that will increase your training effectiveness in both hard and soft skills critical to an effective TPM implementation. 8
Value Stream Management This module lifts-off the Lean journey by presenting the step-by-step methodology of value stream management. Participants will learn the value stream mapping and story-boarding technique and how to gather all the upstream and downstream information needed to make data driven decisions regarding your Lean activities. Value Stream Mapping for Administrative Processes Participants will learn how to apply the value stream mapping technique to administrative processes. Learn the storyboarding technique and how to gather all the upstream and downstream information needed to make data driven decisions regarding your Lean administrative activities. Visual Workplace (5S, Visual Display and Visual Control) This kaizen style workshop will teach you the principles and techniques needed to apply 5S and establish visual management systems to improve workplace communication and adherence to standards. This event is comprised of classroom teaching and shop floor hands-on application. The Waste-Proof PM Process The process of performing maintenance is no different than any other work process. So process improvement applies to the maintenance activities as much as it does these other work processes. The Waste-Proof PM process is an inventive, hands-on waste reducing tool that identifies and removes waste within the Preventative Maintenance pillar of TPM. Natural work-teams learn and apply basic waste reduction methods and then apply these methods to real maintenance processes within the facility. When complete, the PM maintenance task is documented and standards are set to use as a reliable method. Training of Trainers Program If you want to build your own internal in-house training capabilities, has developed a proven-process for the Training of Trainers. Through our multi-iteration, transfer-of knowledge, Train the Trainer Program, you can have the capacity to train your own employees, in specific improvement techniques, at your own pace. For organizations with a large employee community, rapid turnover, or a steady stream of new hires, our Train the Trainer Program can be the most effective means to achieve training of a critical mass necessary to continuous improvement. 9