ACADEMY - Leanop PTleanop.com/.../03/lean_op_academy_catalog_2012_en.pdf · Training available at customer site or in our ... SMED- Single Minute Exchange Die ... Line simulation

Leanop© 2010 all rights reserved

Leanop© 2010 todos os direitos reservados

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Leanop© 2010 todos os direitos reservados 2

Table of contents

What we do

Academy

Alignment

Flow

TQM

TPM

Management of Routine

Lean Office

Certification of competencies

2

3

4

12

21

25

33

41

46



What we do

Accelerating learning by doing.

Going outside of day-to-day business in order to

improve it.

Training available at customer site or in our

training site.

3



Alignment Coaching and Leadership

Operational Management

Systems

Change Management

Policy Deployment / Hoshin Kanri

Balance Scorecard

Leadership Profile

Performance Appraisal

Flow Lean Awareness

JIT - Creating Flow

JIT - Creating Flow for Process

Industry

SMED- Single Minute Exchange

Die

JIT - External Logistics

Lean Planning

Extended Enterprise

Lean Design

TQM Autoquality

Managing Quality in the Extended

Enterprise

Problem Solving

Trainings

TPM TPM Awareness

TPM Production System

AM – Autonomous Maintenance

PM – Planned Maintenance

FI – Focus Improvement

EM – Early Management

ET – Education and Training

Management of Routine Lean Facilitator

Leadership for Team Leaders

Measures and Reviews

5S and Visual Management

Management of Improvement

Project Management

TWI – Training Within Industries

Lean office Lean Office Awareness

Flow Office

Office 5S



Meth

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AlignmentFrom:

A loss of potential in the organization, even thought

there’s a huge amount of energy spent by individuals.

Non coordinated initiative

Tasks and objectives not well defined.

To:

An organization that takes the most of everyone in the

organization.

Focusing creativity and initiative.



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Coaching and Leadership

Objective

Understand how to drive an

organization towards excellence.

Going from Managing to Leading.

16 Hours

Top Management, Middle Management

Content

Create a good work environment

Handle conflicts

Give feedback

Develop people

Manage Creativity

How to “Walk the Talk”

Lead work sessions

Delegation

Escalation

Motivation

6

Main impacted areas



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Operational Management

System

Objective

Understand how to create and

improve an Operations

Management System.

Understand how to align the

organization.

Content

What is a management system

Impact of a management system in

the day-to-day

Roles and responsibilities

How to align targets

Understand how to link behaviors and

performance

Business Needs

Mission, Vision, Objective and

Strategy

Motivation Defects Availability

Productivity Cost Service Level

16 Hours

Top and Middle Management

Main impacted areas



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Change Management

Main impacted areas

Objective

Learn how to change mindsets.

Learn how to proactively reduce

resistance.

Learn how to deal with resistance.

16 Hours


Content

Leading Change

Steps of Change

Paradigms

Sponsoring an initiative

Insuring mindset change

Change agent

Learning organization

How to create the energy for the

change

Motivation

8



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Main impacted areas

Objective

Understand how to create an integrated

system with objectives for all departments

and management units.

Understand how to define initiatives

according to the company’s strategy.

Content

Masterplan

Reviews


KPI’s

Goals Cascading

Project management

Motivation

8 Hours

Top and Middle Management and Support Departments

Policy Deployment /

Hoshin Kanri



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Balance Scorecard

Objective

Understanding how to align

measures with business needs.

Understanding how to set

targets.

16 Hours


Content

Balance Measures

Setting targets

Cascading KPI’s

Translating business needs

Measuring results and practices

Frequency of measures

Reviewing of measures

10



Main impacted areas



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Main impacted areas

Objective

Understand the concept of company’s

culture.

Understand how to apply a system of

good practices for leaders.

Content

Mission, Vision and Values

Leadership and behavior

Soft skills

and´accountability

Stakeholder management

Team management

Motivation

8 Hours

Top and Middle Management and Support Departments

Leadership Profile



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Performance Appraisal

Main impacted areas

Objective

Understanding how to align

measures with business needs.

Understand how to define goals.

Managers and Human Resources

Content

Job description

Evaluation system

Feedback

Active listening

SMART goals

Project management

12



8 Hours



Flow

Improving the overall performance of the company by

creating flow, leading to substantial reductions of lead

time, improving flexibility and service level.

Meth

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13



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Objective

Understand the basic concepts of

Lean.

Understand the Lean journey.

Engagement of everyone.

Content

Paradigms

Autoquality

Muda,Mura,Muri

7 Muda

Muda Tour

5S

TWI

Poka-Yoke

Visual Management

Lean Awareness

Motivation Defects

Productivity Cost

4 Hours

All employees

Main impacted areas



Motivation Defects Service Level

Lead Time Cost Working Capital

15

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Objective

Understand the concept of

flow and JIT and be able to

apply.

Understand the relation

between quality and flow.

16 Hour

Top and Middle Management, Team Leaders, Logistic

Operators and Leading Operators

Content Takt time

VSM/VSD

Yamazumi – Line balancing

Kanban

Supermarket

Mizusumashi – Logistic train

Heijunka – Line leveling

Standardized work

Border of the line

Pull System

Demand amplification effect

JIT – Creating Flow

Main impacted areas



Top and Middle Management, Team Leaders, Logistic

Operators and Leading Operators

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JIT - Creating Flow for

Process Industries

Objective

Understand the impact of local

optimization in all the supply

chain.

Understand the relationship

between quality and flow.

16 Hours

Conteúdos Kanban

Supermarket

Heijunka – Line leveling

Yamazumi – Line balancing

Takt Time

Standardized work

Border of the line

Poka-Yoke

Pull System

VSM/VSD

Demand amplification effect

16

Main impacted areas





Maintenance, Production, Engineering

Motivation Cost

Lead Time Working Capital

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SMED – Single Minute

Exchange Die

Objective

Understanding how to reduce

set-up time.

8 Hours

Content

SMED steps

Creating a standard method

Internal & external activities

Converting internal to external

activities

Techniques to decrease internal

and external activities

17

Main impacted areas





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JIT – External Logistics

Objective

Understanding how to create flow with

suppliers and customers.

Reduction of variability (Mura) in all the

supply chain.

Creating an extended Lean Enterprise.

16 Hours

Supply Chain, Logistics and Production

Content Milk-Run

Kanban

Heijunka- Line leveling

Supermarket

Load optimization

Global optimization vs. point optimization

Packaging

Value Stream Design

Amplification effect “beer game”

Global cost

18

Main impacted areas





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Lean Planning

Objective

Understand how to plan in a

Lean environment.

Understand the role of planning

in a Lean environment.

8 Hours

Managers and Planning

Content

Capacity planning

Kanban system

Heijunka

Lead time

Total cost analysis

Supply chain planning

Supermarkets

19

Main impacted areas



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Extended Enterprise

Objective

How to drive improvement in the

extended enterprise.

Understanding how to link all the

value chain.

8 Hours

Top and Middle Management, Purchasing and Sales

Content

Workshops in suppliers

Workshops with customers

Complexity studies

Total cost studies

Value Stream Manager

Defining value for the customer

Understanding how to reduce

variability (Mura)

20

Main impacted areas





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Lean Design

Objective

Understand how to create new

lines.

Understand how to launch new

products.

16 Hours

Product development, Engineering

Content

Building in existing products

Line simulation

Assembly simulation

Product and Process Matrix

Risk Analysis

Complexity studies

Creating robust products

How to involve the organization

21

Main impacted areas





Meth

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TQM Achieving sustainable improvements in quality by

engaging everyone in the organization. Prioritizing

problems, creating immediate countermeasures,

solving the root cause and creating “poka-yoke”

systems.

22



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TQ

M

Autoquality

Objective

Understand how to manage

quality in day-to-day business.

Understand how to drive quality

improvement.

8 Hours

Middle Management, Team Leaders, Quality Operators

and Leading Operators

Content

Autoquality Matrix

Day-to-day problem solving

Root Cause Analysis

Pareto

Poka-Yoke

Visual Management

Standard

Standard Work

SDCA/PDCA

23

Main impacted areas

Motivation Defects

Lead Time Cost



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TQ

M

Managing Quality in the

“Extended Enterprise”

Objective

Drive significant improvement in quality

by involving all the extended enterprise.

Creating a quality system that gives

quick feedback.

16 Hours

After sales, Sales, Quality Engineer ,Purchasing,

Product Development

Content

Developing a robust quality

system

Defining the CTQ (Critical to

Quality)

VOC – Voice of the customer

VOP – Voice of the process

Involving all the value chain in

quality (customers and suppliers)

24

Main impacted areas

Motivation Defects

Lead Time Cost





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Problem Solving

Main impacted areas

Objective

Be able to pick which level of problem

solving to apply.

Understand how to apply formal problem

solving.

Transforming problems into opportunities.

8 Hours

Top Management, Midle Management, Team Leaders,

Logistic Operators and Leading Operators

Content

Differential thinking

Root Cause Analysis

Day-to-day problem solving

Ishikawa

Poka-Yoke

Visual Management

Standard

SDCA/PDCA

DMAIC

25



TPM

Improving equipment efficiency, and reducing

maintenance cost by engaging everyone in the

organization:

1. Eliminate forced deterioration

2. Eliminate Design Weaknesses

3. Time Base Maintenance

4. Condition Base Maintenance

Meth

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TPM

5S

AM

SH

E

PM FI

ET

Off

ice

EM



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TPM Awareness

Objective

Understand TPM as a

management system.

Understand the benefits of TPM.

4 Hours

All employees

Content

Maturity phases

Implementation Steps

TPM organization

Steering Committee

Local Committee

Pillars

Autonomous groups

Links between pillars


Mission of each pillar

Motivation Defects

Availability Cost

27

Main impacted areas



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TPM Production System

Objective

Learn how to reduce losses

through implementation of TPM.

8 Hours

Top and Middle Management, Team Leaders

Content

The maturity phases for the Implementation of TPM

Implementation strategy

TPM pillars

Links between pillars

Steering committee

Local committees

Roles and Responsibilities

Skills to be develop

Communication Platform

28

Main impacted areas

Motivation Defects

Availability Cost



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M

AM – Autonomous

Maintenance

Objective

Understand the role of Production

in a TPM environment.

Understand how to improve

equipment availability.

16 Hours

Maintenance and Production

Content

AM Steps

Pillar roles and responsibilities

Links with other pillars

Pillar roll-out

Initial Cleaning

OEE

Types of stoppages

Competences to be develop in

operators

29

Main impacted areas

Motivation Defects

Availability Cost



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PM – Planned

Maintenance

Objective

Understand the role of

Maintenance in a TPM

environment.


equipment availability.

16 Hours

Maintenance and Production

Content

PM steps

Pillar role and responsibility


Pillar roll-out

Types of Maintenance

Run to fail

Time based Maintenance

Conditional based maintenance

Maintenance Cost

30

Main impacted areas

Motivation Defects

Availability Cost



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FI – Focus Improvement

Objective

Understand the different ways to

solve focuses problems.

Understand the role of the FI

pillar.

8 Hours

Support function, pillar leader and member

Content

Roles and responsibilities of the pillar


Pillar structure

Pillar roll out

FI tools

Losses Three

Problem Solving stories

Competences and Skills needed

31

Main impacted areas


Availability Cost



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EM – Early Management

Objective

Understand how to introduce

new equipments in order to

reduce ramp-up.

8 Hours

Engineering, Product development

Content

Pillar role and responsibilities

Pillar structure


Learning with current equipment

How to involve suppliers

Involving operators

Case studies

Pillar steps

Risk Management

Capacity Calculation

32

Main impacted areas


Availability Cost



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TP

M

ET – Educação and

Training

Objective

Understand how to create

competences in all the

organization in order to drive

improvement.

16 Hours

Human Resources, Maintenance and Production

Content

Pillar role and responsibilities

Pillar steps

Managing versatility

Training center

Cost, benefit of training

Job descriptions

Training techniques

Self development tools

33

Main impacted areas


Availability Cost



Management of Routine

How to deliver sustainable results and to drive

improvement every day.

Balance Score Card

Reviews

Problem Solving


Leadership and Coaching

TWI

Team Work

Meto

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gia



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Lean Facilitator

Objectives

Learn how to facilitate group

work.

Be able to train.

8 Hours

Support functions, Methodology leaders, Office Leaders

and trainers

Content

Leading meetings

Leading work sessions

How to manage creativity

Giving training

Group dynamics

Training methodologies

Facilitating exercises

Motivation

35

Main impacted areas



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Leadership for Team

Leaders

Objective

Understand how to lead a team

taking the best out of every

member.

Understand how to coach.

Understand how to inspire people.

8 Hours

Team leaders

Content

Day-to-Day Coaching

Handle conflicts

Delegation

Escalation

How to create a positive work

environment

Management Vs. Leadership

Giving Feedback

Leading meetings and workshops

Motivation

36

Main impacted areas



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Measures and Reviews

Objective

Understand how to lead a

meeting.

Understand when to escalate,

when to delegate and when to

create a problem solving group.

8 Hours

Management and Team Leaders

Content

Review days performance

Different level of reviews

Leading meetings

Taking actions

Setting up Team Boards


Improving participation in

meetings

37

Motivation Defects

Productivity Cost

Main impacted areas



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Manag

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Objective

Understand how to optimize

workstations.


housekeeping and productivity

at the same time.

8 Hours

Top Management, Midle Management, Team Leaders,

Logistic Operators and Leading Operators

Content

Visual Management

Standard

SDCA/PDCA

5S

Muda

5S Audit

38

Main impacted areas

Motivation Defects

Productivity Cost





Tra

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Manag

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Management of

Improvement

Objective

Understand how to drive

improvement in an organization.

Understand which methodologies

to apply in each case.

Transforming the company DNA.

8 Hours

Managers

Content

Support structure


Communication platform

Best practices

Conducting interviews

Audit system

Gemba walks

Review system

Improvement office

Value Stream Manager

39

Main impacted areas



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Project Management

Objective

Learn how to manage a project

from concept to implementation.

16 Hours

Support Engineers, Support functions

Content

Return on Investment

Risk Analysis

Stakeholder Management

Data Analysis

A3 reporting

Planning

Reviewing

Presenting to different levels of the organization

Running crisis

40

Main impacted areas





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TWI – Training Within

Industries

Objective

Understand how to train people

in a fast and effective way.

Understand how to run versatility.

8 Hours

Team Leaders, Leading Operators, Maintenance,

Engineering and Office Leaders

Content

Job Instruction Training (JI)

On the job training

Learning Process

Roles and responsibilities in training

How to Improve job methods

Documentation needed for training

How to manage skills and versatility

41

Main impacted areas





Lean Office

Learn how to create flow in an office environment

leading to substantial improvements in service

levels and balance between processes.

Meth

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ffice

Lean Office Awareness

Objective

Understand the basic concepts of

Lean Office.

Understand the difference

between value added and non

value added activities.

8 Hours

All office employees

Content

Waste (Muda)

Sources of variability (Mura)

Relation between motivation and

performance

Paradigm

Motivation

43

Main impacted areas



Content

Managing and decreasing Variability

Office Kanban

Supermarket

Heijunka – Leveling

Yamazumi – Balancing

Takt Time

Standardize work

Pull System

VSM/VSD

Amplification effect

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ffice

Flow Office

Objective

Understand how to improve flow

in an office environment, leading

to reductions of lead time and

quality improvements.

16 Hours

Top and Middle Management and Office Leaders

Motivation Defects Lead time

Productivity Cost

44

Main impacted areas



Tra

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ffice

Office 5S

Objective

Improving the office work environment.

Improvement office productivity and

workers satisfaction.

Improving Housekeeping.

8 Hours

All office employees

Motivation Defects

Productivity Cost

45

Content

5S

5S in an IT enviroment

Standard

PDCA/SDCA

Waste (Muda)

Visual Management

Office 5S audits

Main impacted areas



Train the trainer Accelerating the knowledge of the leaders

Transferring knowledge to create the

autonomy within the organization.

Certifying competences. Trainees will

perform projects and only after successful

application they will get the certification.



Training + Implementation

Lean Facilitator

Lean Coach

Lean Manager

Knowledge and

competencies to lead

a Lean initiative,

manage change and

align stakeholders.

Knowledge and

competencies to lead

teams of global

improvements in all the

Lean methodologies.

Knowledge and competencies

to lead improvement teams

focused in one of the

methodologies (Flow, TPM,

TQM or Lean Office).

Team Leader

Knowledge to daily lead and

motivate teams focused in

continuous improvement of

the QCDM goals.

Certification of

Competencies



Certifications

Lean Awareness

Measures and Reviews,

Management of Improvement

TWI

Leadership for Team Leaders

Conhecimento para liderar e motivar equipas no dia-

a-dia, focando-se na melhoria diário dos objectivos

QCDM.

Capitão de Equipa

Curso + Implementação

Knowledge to improve daily performance by leading and

motivate teams in continuous improvement to achieve

QCDM objectives.

Team Leader




Lean Awareness

JIT – Creating Flow

Autoquality

1. SMED

2. JIT – External

Logistics

3. Lean Planning

OR OR

Certifications

49

1. TPM Awareness

2. Autonomous Maintenance

3. Planned Maintenance

4. Focus Improvement

1. Problem Solving

Lean Facilitator

Conhecimento e competências para liderar

melhorias em equipas focadas numa das

metodologias (Fluxo, TPM, TQM ou Lean

Office).Curso + Implementação

Lean Facilitator

Knowledge and competencies to lead improvement

teams focused in one of the methodologies (Flow,

TPM, TQM, Problem Solving or Lean Office).




Lean Facilitator

1. SMED

2. JIT – External Logistics

3. Lean Planning

1. Problem Solving

1. TPM Awareness

2. Autonomous Maintenance

3. Planned Maintenance

4. Focus Improvement

1. Lean Office Awareness

2. Office Flow

3. Office 5S

CertificationsLean Coach

Conhecimento e competências para liderar equipas

de melhoria global em todas as metodologias

LeanOp.


Lean Coach

Knowledge and competencies to lead teams of

global improvements in all the LeanOp

methodologies.




Lean Coach

1. Lean Facilitator

2. 5S & Visual Management

3. Management of Improvement

1. Coaching and Leadership

2. Policy deployment/Hoshin Kanri

3. Balance Scorecard

4. Leadership Profile

51

CertificationsLean Manager

Conhecimento e competências em liderar uma

iniciativa Lean, gerir a mudança e alinhar os

stakeholders


Lean Manager

Knowledge and competencies to lead a Lean

initiative, manage change and align stakeholders.




Recommended books

Jeffrey Liker, 2004 McGraw-

Hill

ISBN: 978-0-07-144893-2

Jeffrey Liker, 2004 McGraw-

Hill

ISBN: 978-0-07-139231-0

Shrinivas Gondhalekar &

Payal Sheth, 2005, Indus

ISBN: 818-8-56-900-3

William C. Byham , 1998

Ballantive Books

ISBN: 0-449- 00282-9

John Kotter & Holger Rathgeber,

2006, Pan Macmillan

ISBN: 978-0-230-01420-6

Taiichi Ohno, 1988, Productivity

Press

ISBN: 978-0-915299-14-0

Kyoshi Suzaki, 1993, The Free

Press

ISBN: 978-0029-322659

Tokutaro Suzuki, Productivity

Press; 1 edition (1 May 1994)

ISBN: 978-1563270369

Kyoshi Suzaki, 1987, The Free

Press

ISBN: 0-02-932040-2



Founder of leanop

Nuno has been working in very diverse manufacturing

sectors (plastic injection, automotive, cranes,

precision machinery, agricultural equipment and food

manufacturing) for several years and applying Lean

methodologies in the last 6 years.

He started applying Lean as a production supervisor

in Faurecia, he lead a multisite European Lean

initiative at CNH, Case New Holland (Fiat group), then

he moved to the Nestlé headquarters where he

participated in the design of a worldwide Lean

initiative.

Nuno earned a Masters in Mechanical Engineering

from Universidade de Aveiro having passed one year

at KTH in Stockholm. He holds a 6sigma green belt.

He is fluent in Portuguese, English, French and

Italian.

53



[email protected]

www.leanop.com

Documents

ACADEMY - Leanop PTleanop.com/.../03/lean_op_academy_catalog_2012_en.pdf · Training available at customer site or in our ... SMED- Single Minute Exchange Die ... Line simulation