CPD: LEAN Process Improvement


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Lean principles have come a long way over the past 300 years. From Benjamin Franklin’s early ideas, to Henry Ford’s work in the 1920s and the Toyoda precepts in the 1930s, to Jeffery Liker’s publication of The Toyota Way in 2004, Lean processes have evolved from a simple concept to a set of widely used best practices.

This course will give participants the foundation to begin implementing Lean process improvement tools in their workplace. The first part of the course will explore the foundations of Lean through the Toyoda precepts and the five critical improvement concepts (value, waste, variation, complexity, and continuous improvement).

The second part of the course will give participants tools to perform continuous improvement in their organisation, including 5S, 5W-2H, PDSA, DMAIC, Kaizen, Genchi Genbutsu, and various Lean data mapping methods.
This course will help participants learn how to:
• Define Lean and its key terms
• Describe the Toyota Production System and the TPS house
• Describe the five critical improvement concepts
• Use the Kano model to understand, describe, analyse, and improve value
• Identify and reduce various types of waste
• Create a plan for a more environmentally Lean organisation
• Use the PDSA and R-DMAIC-S models to plan, execute, and evaluate Lean changes
• Use Lean thinking frameworks, including 5W-2H, Genchi Genbutsu and Gemba
• Prepare for and complete a basic 5S process
• Describe the key elements of Kaizen events, particularly a Kaizen blitz
• Gather, analyse, and interpret data using flow charts, Ishikawa (fishbone) diagrams, SIPOC diagrams, and value stream maps
• Go back to their organisation with a plan to begin incorporating Lean into their corporate culture

Course Overview:

Understanding Lean
To start, participants will learn what Lean is and what its origins are. Participants will also learn about the Toyoda Precepts, how Lean differs from Six Sigma, and some common Lean terms.
The Toyota Production System
Next, participants will learn about the Toyota Production System as presented by Jeffery Liker.
The Five Critical Improvement Concepts
Then, participants will discuss five key ideas supporting Lean process improvement: value, waste, variation, complexity, and continuous improvement.
Understanding Value with the Kano Model
This session will explore value with the Kano model, which divides product or system characteristics into three groups: basic, performance, and value added.
Types of Waste
In this session, participants will learn about the three main wastes (muda, muri, and mura) as well as some new types.
Creating a Lean Enterprise
Next, participants will learn about John Bicheno’s 20 keys to a Lean organisation and explore some ways to create an environmentally friendly organisation with Lean.
The Plan, Do, Study, Act (PDSA) Cycle
The first session of Day Two will cover the PDSA cycle, which should be used to plan and implement organisational changes.
Using the R-DMAIC-S Model
This session will cover the Recognize – Define – Measure – Analyze – Improve – Control – Sustain model, an advanced version of PDSA primarily used in Six Sigma.
Lean Thinking Tools
Next, participants will learn about some Lean thinking tools, including 5W-2H, Genchi Genbutsu, Gemba, and 5S.
Kaizen Events
This session will cover the five levels of Kaizen events, with a focus on Level 3 (the Kaizen blitz).
Data Gathering and Mapping
This session will be spent learning about and practicing using various Lean data tools, including flow charts, Ishikawa (cause and effect or fishbone) diagrams, SIPOC charts, and value stream maps. Tips for effective data analysis will also be shared.
A Plan to Take Home
The final session will challenge participants to think about roadblocks and pitfalls to Lean implementation and how to bring those lessons to their organization. Participants will also be given some ideas for Lean projects and a framework for a successful Lean approach.

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Volume of Learning: 24-hours


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