Lean Manufacturing Implementation Training Course

Participants can establish a fact-based baseline for selecting Lean improvement priorities.

• Baseline measures for safety, quality, delivery, cost and morale
• Operational definitions prevent inconsistent reporting of losses and performance
• Gemba observation records actual conditions, work methods and barriers
• Time observation separates cycle time, waiting time and changeover time
• Pareto analysis ranks defects, downtime categories and delay causes
• Data collection plans specify source, owner, frequency and validation checks

Participants can create current-state value stream maps and identify flow constraints across a product family.

• Product family selection using routing similarity and customer demand patterns
• Current-state mapping captures process boxes, inventory, flows and information
• Calculate total lead time, processing time and value-added ratio
• Record cycle time, uptime, changeover time and available capacity
• Material flow analysis identifies queues, transport loops and batch accumulation
• Information flow mapping traces schedules, triggers, releases and feedback
• Constraint identification focuses improvement effort on system throughput limitations

Participants can calculate demand-driven production requirements and assess line capacity against takt.

• Takt time calculated from net available time and customer demand
• Cycle-time comparison exposes stations unable to meet customer pace
• Work-content charts distinguish manual, machine and walking elements
• Yamazumi charts visualise workload imbalance across operators and stations
• Line balancing reallocates work while protecting quality and safety
• Capacity calculations account for uptime, yield, staffing and changeovers
• Pitch defines the management interval for paced production control

Participants can design a future-state value stream using flow, pull and controlled production points.

• Future-state mapping applies takt, flow, pull and pacemaker decisions
• Pacemaker process selection controls production scheduling for the value stream
• Continuous-flow assessment considers product, process, quality and equipment constraints
• Supermarkets regulate replenishment where continuous flow remains impractical
• FIFO lanes control sequence and inventory between linked processes
• Heijunka concepts level volume and mix to reduce production instability
• Kaizen bursts convert future-state gaps into scoped improvement actions

Participants can establish workplace controls that make normal conditions, abnormalities and priorities visible.

• 5S audit criteria define workplace organisation and sustainment expectations
• Sort removes unnecessary tools, materials, documents and obsolete stock
• Set-in-order uses point-of-use storage, labelling and location control
• Shine inspections reveal deterioration, leaks, defects and safety hazards
• Standardise visual conditions using photographs, colour coding and boundary lines
• Visual management boards display targets, status, abnormalities and escalation actions
• Layered process audits verify adherence to workplace and process standards

Participants can document and improve standard work for safe, repeatable and capable production.

• Standard work combines takt time, work sequence and standard inventory
• Work combination tables show manual, walking and machine-time relationships
• Standardised work charts define operator movement, locations and process sequence
• Job instruction breakdowns specify major steps, key points and reasons
• Work instructions incorporate quality checks, safety controls and escalation triggers
• Process confirmation checks whether work follows agreed operating conditions
• Revision control maintains ownership and currency of production standards

Participants can design basic pull replenishment systems with explicit inventory and replenishment rules.

• Push and pull systems compared through trigger, inventory and scheduling logic
• Kanban cards define part number, quantity, source, destination and signal
• Container sizing balances handling frequency, space and replenishment responsiveness
• Kanban quantity calculations use demand, replenishment time and safety factors
• Supermarket rules govern withdrawal, replenishment and stockout escalation
• FIFO discipline prevents hidden queues and uncontrolled production sequencing
• Pull-system audits test card accuracy, container integrity and adherence

Participants can analyse changeovers and develop SMED actions that reduce setup time and variation.

• SMED separates internal setup tasks from external preparation tasks
• Changeover observation records sequence, duration, motion and waiting losses
• Convert internal activities to external preparation wherever technically feasible
• Quick-release devices reduce fastening, adjustment and tool-change time
• First-piece approval methods reduce quality delays after changeovers
• Setup standardisation defines roles, tools, settings and verification steps
• Changeover performance tracking measures duration, variation and recurring delays

Participants can use equipment-loss data to prioritise maintenance and operator care actions.

• OEE measures availability, performance and quality losses at equipment level
• Six big losses classify breakdowns, setups, stops, speed and defects
• Autonomous maintenance assigns cleaning, inspection and minor care routines
• Planned maintenance schedules tasks from equipment condition and failure history
• Failure mode analysis identifies critical equipment risks and controls
• Downtime coding supports accurate loss classification and Pareto prioritisation
• Maintenance-production coordination protects planned work windows and output commitments

Participants can design quality-at-source controls that prevent, detect and contain defects.

• Jidoka stops processes when defined abnormal conditions occur
• Poka-yoke devices prevent errors or detect them immediately
• Source inspection verifies error conditions before defects are created
• In-process checks define frequency, acceptance criteria and reaction plans
• Andon signals communicate abnormalities and summon timely technical support
• Defect containment separates suspect material, disposition and traceability records
• Control plans connect critical characteristics, checks, owners and reactions

Participants can lead evidence-based problem solving from problem definition through verified corrective action.

• A3 thinking structures problem solving on one evidence-based page
• Problem statements quantify the gap, location, timing and business impact
• Five Whys traces causal chains beyond immediate symptoms
• Fishbone diagrams organise potential causes across process categories
• Cause verification uses data, observation and controlled testing
• Countermeasures address verified causes, owners, dates and expected effects
• Follow-up plans confirm results and standardise effective changes

Participants can establish daily routines that control performance, escalate abnormalities and maintain improvement gains.

• SQDCP boards track safety, quality, delivery, cost and people measures
• Tiered meetings escalate unresolved issues through defined management levels
• Daily accountability boards assign actions, owners, due dates and status
• Plan-versus-actual tracking reveals output gaps within the shift
• Escalation triggers distinguish local recovery from management intervention needs
• Leader standard work defines routine checks, coaching and follow-up actions
• Visual escalation confirms issue closure and verifies countermeasure effectiveness

Participants can select Lean projects that address material business needs and can be implemented responsibly.

• Project selection aligns improvement opportunities with policy deployment objectives
• Impact-effort matrices compare benefits, complexity, risk and resource demand
• Project charters define problem, scope, targets, team and governance
• Benefit calculations distinguish hard savings, cost avoidance and capacity release
• Dependency mapping identifies sequencing constraints between improvement initiatives
• Risk registers address safety, quality, delivery and implementation exposure
• Obeya boards coordinate priorities, decisions, milestones and cross-functional actions

Participants can plan stakeholder engagement and capability building for sustained Lean adoption.

• Stakeholder analysis identifies influence, impact, concerns and engagement actions
• Change narratives connect Lean changes to customer and employee outcomes
• Sponsor roles provide visible decisions, resources and barrier removal
• Supervisor coaching converts improvement expectations into daily leadership behaviours
• Training needs analysis identifies role-specific knowledge, skills and practice
• Resistance analysis distinguishes valid operational concerns from uncertainty and loss
• Communication plans specify messages, channels, timing and feedback routes

Participants can plan a controlled Lean pilot with clear scope, measures, responsibilities and review points.

• Pilot selection balances business relevance, manageable scope and learning value
• Implementation plans sequence preparation, trial, review, adjustment and standardisation
• RACI matrices clarify accountability for actions, decisions and approvals
• Readiness reviews confirm materials, staffing, training, equipment and data
• Pilot scorecards track leading indicators and outcome measures daily
• PDCA cycles test countermeasures before wider process deployment
• Go-no-go criteria govern pilot continuation, adaptation or withdrawal decisions

Participants can build sustainment controls that protect gains and support continuous improvement.

• Control plans define measures, frequencies, limits, owners and reactions
• Audit schedules verify standard work, 5S and pull-system discipline
• Process ownership assigns accountability beyond the improvement project team
• Leader standard work reinforces routine observation, coaching and issue escalation
• Skills matrices identify qualification gaps and cross-training priorities
• Recognition mechanisms reinforce problem reporting, adherence and improvement contributions
• Hansei reviews capture lessons, unresolved risks and next improvement priorities

Participants can incorporate safety and ergonomic controls into Lean process design and improvement decisions.

• Risk assessments identify hazards created by flow, layout and work changes
• Ergonomic screening reviews reach, force, posture, repetition and lifting
• Standard work embeds safe methods, protective equipment and stop conditions
• Near-miss analysis identifies weak controls before injury or damage occurs
• Cell layouts separate pedestrian routes, vehicle movement and hazardous operations
• Safety kaizen addresses workplace risks through worker-led practical improvements
• Change-control reviews approve process modifications before implementation

Participants can use Lean leadership routines to develop problem-solving capability and maintain management discipline.

• Gemba walks use observation, questions and evidence rather than assumptions
• Coaching kata develops target conditions through iterative improvement cycles
• Improvement kata frames direction, current condition, target and experiments
• Leader behaviours support psychological safety for reporting abnormalities early
• Hoshin catchball aligns objectives through structured dialogue and negotiation
• Decision logs record assumptions, approvals, risks and unresolved issues
• Management review cadences connect frontline learning with strategic priorities

Participants can build, review and present a complete Lean implementation plan for a selected production area.

• Current-state evidence defines the production problem, scope and baseline
• Future-state map specifies flow, pull, capacity and quality controls
• Prioritised kaizen portfolio links countermeasures to quantified performance gaps
• Pilot charter assigns milestones, roles, risks, measures and decision gates
• Change plan addresses stakeholders, communications, training and supervisor coaching
• Sustainment controls define audits, leader routines and escalation mechanisms
• Executive presentation defends business case, sequencing and expected benefits