Japan 2020 Technical Mission

Why Should I Join a Technical Mission to Japan - Lean Way Consulting:

Lean System Training

Training sessions seek to prepare trainees to change mindsets and effectively implement Lean tools and mechanisms. The expertise and experience of our consultants enable us to provide training sessions that combine theory and practice, exercises at the genba, group dynamics and simulations.

Training Road Map – LEAN SYSTEM

Leadership & Management in Lean System Implementation

Objective:
To prepare professionals to guide the Lean System Implementation process strategically in their organization, correctly identifying and handling key factors to ensure success.

Duration: Eight (08) hours.

Content:
– Principles and Objectives of the Lean System
– Implementing the Lean System as a Fundamental Change
– Leading vs. Managing
– Why Does Implementation Fail? Traps in the Change Process
– Implementation Success Factors
– The Eight Stages of the Change Process
– Leadership and Continuous Learning
– Planning to Lead: The Implementation Plan (A3)
– People as Key Factor
– Improvement Teams & Kaizen Workshops
– Results of Lean System Implementation

Fundamentals of the Lean System

Objective:
To train a “critical mass” of professionals in charge of initial mobilization and sustaining the Lean System implementation process in the organization.

Duration: Sixteen (16) hours.

Content:
– Implementing the Lean System as a Fundamental Change
– Origins, Principles and Objectives of the Lean System
– The Lean System Model
– Just-In-Time and the Value Stream Vision
– Continuous Flow
– Takt Time
– Pull Production by the Kanban System (Types A, B and C
– Heijunka (Production Leveling)
– System Flexibilization via Single Minute Exchange of Die (SMED)
– Kaizen & Standardization
– The Kaizen Dynamics
– Characteristics of Kaizen
– Kaizen Workshop (Objectives, Participants, Structure, Dynamics, Tools and Typical Outcomes)
– Autonomation (Jidoka): Combining the Concepts of Autonomy and Multifunctionality
– Man-Machine Separation
– Poka-Yoke, Genchi Genbutsu and Feedback & Immediate Action
– Andon and Visual Management
– Key Considerations about the Process of Implementing Changes
– Leadership and Continuous Learning
– Why Does Implementation Fail? Traps in the Change Process
– Implementation Success Factors

A3 Thinking

Objective:
To train professionals to systematically apply the PDCA cycle to problem solving, proposing changes, and assessing status through the use of A3 reports.

Duration: Eight (08) hours.

Content:
–  Origins of A3 Thinking
– PDCA as the Foundation for A3 Thinkingt
– The 7 Keystones of the A3 Thinking
– Problem-Solving A3 Reports
– Proposal A3 Reports
– Status A3 Reports
– A3 Report Formats and Styles
– Using the A3
– Practical Exercise: Building an A3 Report

Value Stream Mapping

Objective:
To train professionals to identify waste and improvement opportunities in process management and materials and information flows through the use of value stream mapping.

Duration: Sixteen (16) hours.

Content:
– Why Value Stream Mapping is an Essential Tool
– Components of a Production System: Processes, Materials Flow and Information Flow
– Purpose of Value Stream Mapping
– Stages of Value Stream Mapping
– Building the Current State Map
– Designing the Future State Map
– Practical Mapping Exercise

Basic Concepts of the Lean System

Objective:
To disseminate throughout the shop floor Lean System concepts techniques and tools, promoting understanding, acceptance and maximum engagement among first line leaders and operators.

Duration: Eight (08) hours.

Content:
– Implementing the Lean System as a Fundamental Change
– Origins, Principles and Objectives of the Lean System
– The Lean System Model
– Just-In-Time and the Value Stream Vision
– Continuous Flow
– Takt Time
– Pull Production by the Kanban System and Heijunka (Production Leveling)
– System Flexibilization via Single Minute Exchange of Die (SMED))
– Kaizen & Standardization
– Autonomation (Jidoka): Combining the Concepts of Autonomy and Multifunctionality
– Poka-Yoke, Genchi Genbutsu and Feedback & Immediate Action
– Andon and Visual Management
– Key Considerations about the Process of Implementing Changes

Process Stabilization

Objective:
To train professionals to identify sources of instability and design the implementation of mechanisms to eliminate them, fostering process stabilization and performance improvement.

Duration: Eight (08) hours.

Content:
– Introduction and Basic Concepts
– Performance Measures: Yield, Efficiency, Usage
– Performance Monitoring
– Stability and Compliance
– Stable Processes: The Basis of the Lean System
– Essential Conditions for Process Stabilization: Standardization and Maintenance
– Routine Management & Improvement Management
– 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke): Origins, Objectives, Practice
– Visual Management (Mieruka): Andon and Monitoring Mechanisms
– Genba Walk and Help Chain
– Monitoring and Auditing Processes (Kamishibai)
– Standardization: Origins, Importance, Concepts and Definitions
– Objectives and Components of Standardized Operations
– Job Instructions
– Training within Industry (TWI) Method
– Failure Analysis and MASP: Applying the PDCA Cycle
– A3 Reports for Problem Analysis and Problem Solving
– Process Stabilization Programs: Case Studies

MASP Lean

Objective:
To train professionals to identify, analyze and solve problems, promoting work/manufacturing process stabilization.

Duration: Eight (08) hours.

Content:
– Failure Analysis and MASP: Applying the PDCA Cycle
– The Problem-Cause-Solution Relationship
– Eliminating Waste
– A3 Reports for Problem Analysis and Problem Solving
– The Toyota Way of Problem Solving
– Practical Problem-Solving Exercise

Fundamentals of the Lean System in Industrial Engineering

Objective:
To train professionals to analyze and optimize systems by applying classic industrial engineering tools from the perspective of the Lean System

Duration: Sixteen (16) hours.

Content:
– Purposes of time studies
– Leveled time, standard time and frequencies
– Simultaneous work
– Machine-hour and man-hour
– Definition of method
– Principle of motion economy
– Equipment and workstations
– Understanding time-division
– Time Study Sheet/Sketch
– Splitting operations into cycles
– Percentage of variation
– Complementary factors, abnormal readings and extraneous elements
– Performance evaluation and the concept of normal performance
– Rhythm assessment
– Study of method
– Leveling
– Data collection sheet
– Determining Takt Time
– Production capacity sheet
– Determining standard operations routine
– Determining standard inventory sizes
– Preparing Standardized Work Sheets
– Efficiency vs. productivity
– Operations combination chart
– Operations leveling chart
– Value-added analysis

Standardized Work and Continuous Improvement (Kaizen)

Objective:
To train professionals to implement Standardized Work as an instrument to stabilize processes and as the foundation for the continuous improvement of the production system.

Duration: Eight (08) hours.

Content:
– Standardization: Origins, Importance, Concepts and Definitions
– Objectives and Components of Standardized Work
– Standardized Work as the Foundation of Kaizen
– Value-Added Analysis: Classic Configuration, Alternative Configurations
– Time Study Sheet
– Operations Combination Chart
– Implementing Standardized Work Step by Step
– Process Stability: Standardization + Improvements
– Standardization: Origins, Importance, Concepts and Definitions
– 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke): Origins, Objectives, Practice
– Objectives and Components of Standardized Operations
– Standardized Operation Sheet
– Operations Combination Chart
– Kaizen: Origins and Definition
– The Kaizen Dynamics
– Kaizen Workshop, Kaizen Blitz, Kaizen Week
– Kaizen: Characteristics Associated to Philosophy and People
– Kaikaku: Origins and Definition
– The Dynamics of Kaikaku
– Kaizen vs. Kaikaku or Kaizen + Kaikaku?
– Traps and Success Factors for the Implementation of Improvements

Fundamentals of Total Productive Maintenance (TPM)

Objective:
To introduce Total Productive Maintenance (TPM) concepts and train professionals to coordinate TPM implementation using a pilot device.

Duration: Eight (08) hours.

Content:
– Maintenance: Concepts and Functions
– Breaks, Failures and Waste
– Total Productive Maintenance: Definition and Key Concepts
– The Eight Pillars of TPM
– Specific Improvements
– Autonomous Maintenance
– Planned Maintenance
– Education & Training
– Initial Control
– Quality Maintenance
– TPM in Office Environments
– Safety, Hygiene and the Environment
– TPM Implementation Stages

Gemba Management

Objective:
The primary goal of this training program is to develop the critical mass needed to implement a few combined genba management practices and mechanisms: kamishibai board and route, help chain and genba walk.

Duration: Eight (08) hours.

Content:
– The Lean System Model
– Routine Management & Improvement Management
– Stability and Performance Monitoring
– PDCA in Genba Routine Management: Kamishibai + Help Chain + Genba Walk
– Understanding and Structuring Kamishibai Board and Route
Objectives
Key information
Storyboard layouts and formats
Application dynamics
– Understanding and Structuring the Help Chain
Objectives
Members: the links
Roles and responsibilities
Rules
– Understanding and Structuring the Genba Walk
Objectives
Members and Performance
Frequency
Route
What to watch for (what the Kamishibai indicates)
Rules
– Implementing the Kamishibai, Help Chain and Genba Walk Pilot

Visual management

Objective:
To train the team on the concepts and importance of visual control as an impactful tool in the process of implementing the Lean System.

Duration: Sixteen (8) hours.

Content:
– Lean System Reference
– Lean System: Primary goals
– Concept of 7 Wastes
– Visual management:
– Concept;
– Objectives;
– Advantages of visual control;
– 5S and visual control;
– Practice: Identifying visual controls in industry
– Challenges of Visual Control as Countermeasure
– Practical exercise

Rapid Maintenance Intervention (RMI)

Objective:
To train professionals to apply the RMI technique to decrease maintenance downtime, especially for critical and bottleneck equipment.

Duration: Eight (08) hours.

Content:
– Typical issues of programmed interventions
– Rapid Maintenance Interventions
– History;
– Definitions;
– Objectives;
– Training the project team
– Defining Intervention Macro-Activities
– Defining the Critical Path
– Activities Breakdown
– Reviewing and Optimizing the Critical Path
– Separating Internal and External Activities;
– Converting Internal Activities into External Ones;
– Optimizing Internal Activities;
– Optimizing External Activities;
– Planning and Executing Activities
– Risk Management and Analysis
– Analysis and Definition of Criticality;
– Breaking Down Risks;
– Defining Countermeasures;
– Defining Checkpoints;
– Follow-up and Critical Analysis of Intervention
– Management structure;
– Management dynamics;
– Follow-up and S-shaped curve;

Jidoka and Zero Defect Quality

Objective:
To train professionals to implement the Zero-Defect Quality Control approach, as well as improvement activities, in the production system.

Duration: Eight (08) hours.

Content:
– Jidoka: A Pillar of the Lean System
– Zero-Defect Quality Control (ZDQC)
– ZDQC Pillars: Going to the Source; Feedback and Immediate Action; Poka Yoke Devices; 100% Inspection
– Errors vs. Defects
– Inspection Methods & Objectives: Judgment Inspection; Informative Inspection; Source Inspection
– Fail-Proof Devices
– Poka Yoke Systems Design
– Classification of Poka Yoke Systems
– Examples of Poka Yoke Systems
– Where to Apply Poka Yoke
– Rules for Implementing Poka Yoke
– Exercise: Designing a Poka Yoke Device

Materials Flow Management

Objective:
To train professionals to optimize materials flows through the proper definition of routes, inventory positions and sizes, points of use, and transport routines for each resource (mizusumashi).

Duration: Eight (08) hours.

Content:
– Introduction and Basic Concepts
– The Importance of Managing Materials Flow: Routes, Routines and Rhythm
– Definition of Product Family and Rhythm (Takt Time) for Materials Flow
– Transporting Materials Along Routes: Activities that Add and Don’t Add Value
– Definition of Time to Transport and Feed Materials
– Definition of Pull Process and Standardization of Pull Cycle Activities
– Layouts that Optimize Materials Flow
– The Role of Mizusumashi (Materials Feeder/Supplier)
– Leveling Materials Transport and Supply Activities
– Designing Pull Processes
– Maintenance and Improvement of Continuous Flow
– Practical Exercise

Lean Flow Planning

Objective:
To train professionals to use the Lean Flow Planning approach in factory design projects.

Duration: Sixteen (16) hours.

Content:
– Production Systems vs. Manufacturing Systems
– Definitions and Objectives of an Effective Layout Project
– Basic Principles of Layouts
– Classification of Manufacturing Systems Layouts
– Industrial Facilities Design Approaches
– The 5 Levels of Layout Projects
– Scheduling the Stages of a Layout Project
– Fundamental and Secondary Elements of Layout Projects
– Space Planning Units (SPU)
– Affinities
– Space
– Restrictions
– Affinities Diagram
– Space Primitive
– Lean Flow Planning: A Model for Macro-Layout Projects
– Project Preparation
– Information & Data Gathering
– Developing an Operations Strategy
– Building Layout Alternatives
– Assessing Alternatives and Selecting the Layout

Designing and Implementing Pull Systems and Production Leveling (Heijunka)

Objective:
To train professionals to design and implement pull mechanisms and leveled production schedules.

Duration: Eight (08) hours.

Content:
– Just-In-Time: A Pillar of the Lean System
– Pull Production vs. Push Production
– Modes of Pull Production: Types A, B and C
– Just-In-Time and Kanban
– Production Scheduling Methods
– Planning, Scheduling and Controlling Production with the Kanban System
– Kanban Rules
– Types of Kanban
– Signaling Methods
– Containers
– Demand Analysis and Supply Capacity
– Designing the Kanban System
– Guidelines for Implementing Kanban
– Determining Manufacturing Batch Size, Transference, and Calculating Takt Time
– Production Leveling (Heijunka) and its Impact on Manufacturing Lead Time
– How to Level Production in a Mixed Manufacturing Line
– Production Leveling Resources
– Reshaping Information Flows
– The Role of PCP in Production Scheduling
– Challenges of Production Leveling
– Production Flow Control Mechanisms (Daily, Hourly, Pitch)

Single Minute Exchange of Die (SMED)

Objective:
To train professionals to apply the SMED technique to decrease setup times, especially for critical and bottleneck equipment.

Duration: Eight (08) hours.

Content:
– Origins, Concepts and Definitions
– Impact of Setup on Batch Size and Production Leveling
– Basic Setup Stages
– Preparing, Adjusting and Checking Raw Materials
– Assembling and Disassembling Tools
– Measurement, Adjustments and Calibration
– Test for Initial Production and Adjustments
– Setup Types: Internal Setup & External Setup
– General Single Minute Exchange of Die Methodology
– Dividing Tool Preparation into Internal and External
– Shifting Internal Preparation Actions into External Ones
– Eliminating (or Minimizing) the Adjustment Process
– Abolishing Stages in Exchange of Die
– Tactics for Reducing Preparation Time
– The SMED (Single Minute Exchange of Die) Approach: Exchange of Die in Single-Digit Minutes
– SMED Application Techniques
– Practical Setup Exercise

Lean Office

Objective:
To train professionals to analyze office processes through the eyes of the Lean System, identifying waste and its root causes and designing future states for value streams.

Duration: Eight (08) hours.

Content:
– Lean System: Origins, Principles and Objectives
– The Lean System Way and its Primary Components
– The 7 Wastes in Manufacturing and Office Work
– Waste Specific to the Office Environment
– Managing Processes and Information Flow
– Value Stream Mapping and Information Process Mapping
– The Primary Elements Lean System Applied to Information Processes
– Implementation Plan (A3)
– Practical Exercise

Hoshin Kanri

Objective:
To train professionals to understand and apply hoshin to break down strategic planning to the genba level.

Methodology:
The Trainer will lecture about each of the subjects, seeking to explain theory and concepts by presenting practical examples and holding discussions and debates.

Duration: Eight (08) hours.

Content:
– Lean System: Definition and Concepts
– Hoshin Kanri
– Definition; Origins; Synonyms, Components;
– Mental Models;
– Nemawashi
– Catchball
– The Proposal A3 Report
– Structure
– Pitfalls of Applying the A3;
– Six Steps of Hoshin
– Hoshin Dynamics
– Hoshin Internal Support Structure
– Types of A3 Reports

Lean System Auditing

Objective:
To train professionals to apply the auditing system to conduct, adjust and maintain the process of implementing the Lean System at the organization.

Duration: Eight (08) hours.

Content:
– The Lean System and its Model
– The Implementation Road Map and its Components
– Building the Auditing Checklist
– Defining Performance Targets
– Auditing
– Building the Assessment Report
– Conducting the Hansei Meeting (Reflection about Results)
– The Audit as an Implementation Process Tool

Product & Process Development

Objective:
To train professionals to apply the Seven Process Alternatives approach to process improvement.

Duration: Eight (08) hours.

Content:
– Lean concepts;
– Methods of Lean Process Development;
– The 7 alternatives;
– Assessing and selecting alternatives;
– Requirements for operating the system;
– Equipment and machinery at the right amount;
– Simulation methods;
– Practical exercise.

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