Lean Leader Training: Understanding and establishing what Lean can do for me is critical when introducing Lean into an organization. Whether the team is comprised of the organization s management (example: a Deputy Minister or as a Line Manager) or individuals responsible for a pathway of Lean training and implementation skills development, a basic question must still be answered, why should I use Lean? This workshop is aligned specifically to those individuals who must manage the direct challenges of divisional personalities, change management, implementation, sustainment, deployment and change overall. These individuals must also gain a functional understanding of the most commonly used Lean tools and techniques in Lean implementation. A three-day comprehensive Lean Leader Training is comprised of the following interactive instruction, case study and classroom break out discussion and exercise components: Interactive discussion and hands-on exercises focused on a portfolio of Lean tools and topics; Value Stream Mapping methods; Kaizen rapid improvement event design; and type(s) of improvement events; Discussion of Lean tools and methods; determining when to use Lean ; identifying and managing the business case for Lean; Lean Culture, team management and organizational dynamics; and project deployment, maintenance and sustainability of gains. Lean Leaders will learn to utilize Lean as a functional/tactical methodology to achieve local objectives (Business Case). Participants will learn how to Identify the proper Value Streams to ensure effective use and deployment of the Lean resources in the organization. Topics such as Metrics, Leading Indicators, Value Stream Selection, Lean Implementation and Lean Deployment will be discussed in detail. Key Lean Tools and Techniques such as: Value Stream Mapping (traditional VSM), Takt Time, 5S, Visual Management, Cell Design, Kaizen (Rapid Improvement Events), Flow, and Balanced Work will be reviewed in detail. In addition to tools, this workshop will discuss common applications for Implementation. Using a wide range of Case studies, this workshop will review Value Stream Improvements used to improve metrics such as: Capacity: How to use Lean to improve capacity of a branch/unit by 30-50% (same equipment, same facilities, same or fewer labour resources). Cash : Knowing that Lean can create cash for an organization is a powerful (early) application of Lean. Examples include reducing the Inventory needed to effectively run a department. Reducing the needed inventory by 20-40% creates an immediate reduction in expenditures typically measured in hundreds of thousands or millions of dollars. Lead Time : Reducing the time to service is imperative in most applications. Examples from permit processing, revenue collection, and building maintenance are discussed. Our trainers are seasoned, senior practitioners with extensive Lean experience in training and mentoring staff to learn Lean tools, as well as how to identify, plan and deploy techniques that produce reduced costs, increased efficiencies, increased quality of service and improved customer and employee satisfaction outcomes. Learning Objectives Lean Leader training will:
Review Lean tools, principles and methodologies using examples from simulation training and specific detailed presentations (PowerPoint, case studies, etc.). Discuss how to use Lean to identify the right waste(s), error-proofing: standardized work; visual work and visual management; set-up reduction and total predictive maintenance; Kanban; 5S; and cells and layout design for flow and pull outcomes. Provide an overview of specific tools that are used in discrete (point of solution) settings. Discuss and present samples of Lean metrics, Key Performance Indicators; and concepts of valueadded versus non-value added. Present examples of how data is collected at the process (point-of-solution) level and the Value Stream level (business case) and how data is linked to document standard processes, metrics that measure positive change (improvements) and drive desired behaviours (outcomes). Discuss the Rapid Improvement Event (Kaizen activity) Plan-Do-Check-Act cycle with presentations and discussions of examples of the improvement events including roadmap development, team activities, data collection, capturing and standardizing best practices. Lead a roundtable discussion on the role(s) of management and the team in Lean deployments, including measures of accountability, reporting, sustainability, building a Lean Culture and communicating results to the enterprise. Target Audience The target audience for this training is primarily the key resources from the Government and Ministry Lean Steering Committee and potential candidates who will eventually become internal Lean Leaders for their respective organizations. These individuals will initially participate as team members or observers on Value Stream Mapping and Kaizen events led by PwC consultants. Training Outline Topic Description Delivery Method Introduction to Lean Overview of Lean including key elements of Lean and VSM ad Kaizen Events. Defining the Value Stream VS Selection and Scoping, Charter Development, Roles and Responsibilities. Pre Event Planning Activities and Deliverables during Pre Event Planning. Day 1 Data Collection and Analysis Data Collection and Analysis Techniques. Coaching Fundamentals of Coaching.
Case Study Current State Analysis Key Lean tools to conduct Current State Analysis. Current State Assessment Key Lean tools to conduct Current State Assessment. Future State Design and Continuous Improvement Plan and Statistical Implementation Process Control. Day 2 Benefits Management Benefits management and tracking requirements. Leading Lean Teams Effective team leadership. Case Study Advanced Lean Tools and Techniques Advanced tools for improving flow and quality. Kaizen Events Introduction to Kaizen Events. Presentation Skills Effective presentation skills. Case Study Day 3 Teach back Participants Teach back the course materials. Exam Lean exam for Certification purposes (optional). Evaluation and Feedback Complete training evaluation. All instruction, interactive round table and breakouts will be focused on developing a sound understanding of the rules, tools and elements of Lean and how they are ideally deployed in a corporate setting. Participants will receive handouts, PowerPoint presentations, case studies, examples of forms, data collection charts, key point sheets and examples of Lean projects that will support their understanding, education and level of knowledge commensurate with a Lead Leader. Training Evaluation We evaluate our training sessions on a daily basis. We ask participants to evaluate the day s topics and exercises at the end of each training day, based on the following criteria:
Pace of instruction; Clarity and effectiveness of learning; Overall experience; What worked well?; and What needs improvement? The feedback collected is consolidated and presented back to the participants on the following day and changes or adjustments in the delivery of training are made, prior to the start of the second day. An overall summary of evaluation of the training is prepared for the Government Lean Program Office, at the end of the training. Lean Foundational Training for Frontline Managers, Supervisors and Staff: Frontline staff, managers, and supervisors need to be equipped with the appropriate skills and tools to participate in Lean projects, improve day-to-day ministry, branch and department operations, and support the organization s Lean initiatives. This one-day training is designed to introduce the Lean philosophy, culture, tools and techniques. The training includes an interactive simulation and is designed with a hands-on approach. Case studies of Lean in Government will be presented and discussed. Participants will have the chance to engage in discussions and experience the Lean tools and techniques needed to implement Lean in their workplace. Our trainers will lead One-Day Lean Introductory Training for staff, managers and supervisors who are the members of the Lean projects from participating government areas. Learning Objectives The objectives of the Introduction to Leantraining are to Understand the potential of implementing the Lean approach in Education; Appreciate the benefits of having Lean processes; Know how they can support the implementation of Lean and create a culture of Continuous Improvement. Target Audience The target audience for this training is operational staff, managers and supervisors who have direct responsibility for delivering operational services. Training Outline Below is an outline of the one-day introductory Lean training. 60% to 70% of the training day is dedicated to hands-on simulation and other group exercises.
Topic Introduction to Lean Simulation I Fundamentals of Lean Managing in a Lean Environment Project Charter Exercise Value Stream Mapping and Value Added Assessment of a Process - Exercise Simulation II Description What is Lean and origins of Lean and why is it relevant today? business Value Stream Introduction of basic Lean concepts, tools and techniques and approach to Lean, including origins of Lean; defining waste; Lean principles; Lean thinking; Lean leadership; cultural change; communications and expected outcomes. How should managers manage in a Lean organization and how is it different compared to traditional management approaches. How to write accurate and meaningful Project Charters. Hands-on experience in developing a Value Stream Map and conducting a value-added assessment of a business process. business Value Stream Root Cause Analysis - Exercise Hands-on experience in conducting root cause analysis of a poorly performing process. Voice of the Customer Exercise Lean Government Case Studies Simulation III Value Stream Selection - Exercise Hands-on experience in gathering voice of the customer. Review of examples of successful implementation of Lean in the Government sector. business Value Stream Breakout group discussion on potential value stream improvement ideas in individual business areas. Note: Information enclosed provided by PwC