modifiable skills matrix

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Step Description Comments

1Click the "Update Data" Button on the top of the "Skills Matrix"

Worksheet

2 Select the engagement number that you want to update from thefirst dialog box

3Select whether you want to update data selectively or whether you

want to update a complete set of data (Go to Step 10)

Selective Data Entry

4 Select the section you require from the first drop down menu

Drop down menu choices

automatically bring up the

appropriate choices in the

other drop down boxes

5 Select the subsection you require from the second drop down menu

6 Select the skill you want to update from the third drop down menu

7Select the new skill level you have achieved using the option

buttons

The initial setting of the

option buttons will reflect

your existing skill level for

this skill

8

If you want to continue to add information click the "Save &

Continue" button, if you have finished adding information click the

"Save & Quit" button

Entering a Complete Set of Data

10

You will be presented with a series of dialog boxes, each

representing one of the rows of the skills matrix. There is a set of

option buttons for each skill, change the option button selections toupdate your skill levels. When you have finished, click the "Next"

button.

Clicking the quit button will not save any work.

Each time you click to update a complete set of data for a

particular engagement, that engagements data is cleared so you

HAVE TO enter the complete set of data. If you have entered

complete set of data but have left gaps or the second half you want

to fill later, use enter data selectively to add the later data

Prepare your work (print

definitions, have some idea

of your levels) before youstart entering a complete

set of data.

The initial setting of the

option buttons will reflect

your existing skill level for

this skill gained from a prior

engagement.


1Click the"Update Project Details" button at the top of the "Skills

Matrix" worksheet.

2

Select the engagement number from the option buttons then enter

the engagement name and the start and finish dates, the name of

the person who reviewed your activity on this engagement and the

date the review occurred then click the "OK" button.

TO ENTER DATA

TO ADD PROJECT/ENGAGEMENT DETAILS


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1Type your name in the relevant box at the top of the "Skills Matrix"

worksheet.

This is the only instance

where data can be entered

directly on to the sheet. DO

NOT TYPE ANYTHING IN

ANY OTHER BOXES IN

THIS WORKBOOK


1 Ensure that you have updated all of the skills that need updating.

2 Print the "Skills Matrix" in colour on an A3 printer (if at all possible).


1Enter planned activity to achieve next skill level against the target

skills.

2 Type in planned start and end dates

3 After activity is complete, review and note reviewed date.

When skill levels are

updated on the skills matrix,

a new plan will need to be

documented.

TO ADD ACTIVITY TO PLANNING MATRIX

TO ADD YOUR NAME

PREPARING FOR A REVIEW


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Name:

1.2.3.4.

**Only make changes to this sheet by using one of the macro buttons, do not type into cells except your

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LEAN CHANGE AGENT DETAILS PROJE

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Date

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Skill Title

Numbers andColours indicateengagement no.

skill levels 1 to 5 (from L to

in engagement numbers andkill level achieved is 2. In thisas achieved with the

LEVEL DEFINITION1 = Theoretical knowledge/ had training & can explain 75% of Lean content

Has attended 2&5 day Lean Immersion training2 = Sustainably deliver Lean support with LMR coach.

Has attended 2&5 day Lean ImmersionUndertaken deployment Projects with LMR Consultant support

3 = Sustainably deliver Lean system without LMR support.Has attended 2&5 day Lean ImmersionHas undertaken a minimum of 2 deployment projects that have beensustained without LMR support

4 = Demonstrated ability to train others.Lead 2&5 day Lean Immersion TrainingSustained Delivery of lean projects over a 12 month period

5 = Expert level


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Engag Engag Engag Engag Engag Engag Engag Engagement 8

1.3 Resource

for Lean0% 0% 0% 0% 0% 0% 0% 0%

1.2

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1 2 3 4 5 6 7 8. . . . . . . . .

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Planning

0% 0% 0% 0% 0% 0% 0% 0%Dia nostic


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0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

3.1.4 Standard

0% 0% 0% 0% 0% 0% 0% 0%3.1.3 TPM

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3.1.6 Quality

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0 0 0 0 0 0 0 0 1.000

6. Pull System 0% 0% 0% 0% 0% 0% 0% 0%. . - eve

3.3.2-3 Streaml 0% 0% 0% 0% 0% 0% 0% 0%


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0 0 0 0 0 0 0 0 1.000

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0% 0% 0% 0% 0% 0% 0% 0%Lean Desi n

3.3.1 Hoshin

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Measures0% 0% 0% 0% 0% 0% 0% 0%

Ca abilit

4. Continuous

Improvement 0 0 0 0 0 0 0 0

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

Communicatio

n0% 0% 0% 0% 0% 0% 0% 0%

0

Interviewing

and

Facilitation0% 0% 0% 0% 0% 0% 0% 0%

Overall

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000


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Lean Manufacturing Training Program

Deployment

model Module

Code Focus

1.1 Lean Overview 11.2 Introduction to Lean 2

1.3 Resource for Lean Lean Leadership 3

1.4 Baseline Diagnostic Lean Thinking 7

Lean Thinking 8

Basic Knowledge 10

Basic Knowledge 11

Basic Knowledge 12

Basic Knowledge 9

Basic Knowledge 24

Basic Knowledge 13

Basic Knowledge 14

1.6 Plan and Kaizen Lean Thinking 15Lean Leadership 17

Lean Thinking 6

Basic Knowledge 18

2.1 -2 Change Agent Training Basic Knowledge 19

Basic Knowledge 21

Basic Knowledge 22

Basic Knowledge 23

3.1.1 Visual Performance Management Lean Thinking 25

Lean Leadership 26

Basic Knowledge 31

Lean Leadership 27

Basic Knowledge 32Basic Knowledge 28

Basic Knowledge 29

Basic Knowledge 30

3.1.3 TPM Lean Thinking 33

Lean Leadership 34

Lean Leadership 35

Basic Knowledge 36

3.1.4 Standard Work Lean Thinking 37

Lean Leadership 38

Lean Leadership 39

Lean Leadership 40

Basic Knowledge 41

3.1.6 Quality Conrol Lean Thinking 42

Lean Thinking 43

3.2.1 Introduce Visual Control Lean Thinking 44

Basic Knowledge 45

3.2.2 Andon Lean Thinking 46

Lean Leadership 47

Lean Leadership 48

Basic Knowledge 49


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JIT Lean Thinking 50

Basic Knowledge 51

Basic Knowledge 52

Basic Knowledge 53

Basic Knowledge 54

Basic Knowledge 55

Basic Knowledge 56Basic Knowledge 57

Basic Knowledge 58

Basic Knowledge 59

Organisation Lean Thinking 60

4. Continuous Improvement Lean Thinking 61

Basic Knowledge 62

Basic Knowledge 63

Basic Knowledge 64

Basic Knowledge 65

Basic Knowledge 66

Capability Building Lean Thinking 67

Lean Leadership 683.3.1 Hoshin Planning and Measures Lean Thinking 69

Lean Thinking 4

Lean Thinking 70

Lean Leadership 71

Basic Knowledge 72

Lean Design and Construction Lean Thinking 73

Basic Knowledge 74

Basic Knowledge 75

Basic Knowledge 76

Basic Knowledge 77

Basic Knowledge 78

Basic Knowledge 79

Audits Lean Thinking 80

Basic Knowledge 81

Basic Knowledge 82

Basic Knowledge 83

Overall Process Basic Knowledge 84

Basic Knowledge 85

Interviewing and Facilitation Basic Knowledge 86


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Module

Max

Duration

4 hours2 days

Effective deployment structures and roles 1 hour

Introduction to Diagnostic 1 hour

Identifying financial opportunity - PDCA in lean transformation 2 hours

Understanding bottlenecks & constraints - VSM & System OEE calculations 4 hours

Creating a Value Stream Map - Current and Target State 2 days

Basic Financial calculations - ROIC etc 4 hours

Conducting a Lean Assessment 1 day

Facilitating a VSM current and target state 4 hours

Conducting a Lean Diagnostic - experiential 2 weeks

Establishing vision and plans for deployment - experiential 2 weeks

Defining implementation focus and loops 4 hoursCreating a plan for transformation - leading the change & kaizen plans 4 hours

Introduction to A3 thinking - enabling PDCA in your organisation 4 hours

Creating Master Schedules - enabling the D of PDCA 1 hour

Train the trainer 5 days

Developing a training plan - needs analysis and skills matrix 4 hours

The Change Agent Model and role of change agent in Lean deployment 4 hours

Active Observation 4 hours

Performance management overview 4 hours

the 5 principles in visual performance management - the leaders role 4 hours

5s introduction 2 hours

Leading 5s in your organisation 4 hours

5s workshop 5 daysCreating cascaded information centres 1 day

How to run an information centre 2 days

Practical Problem Solving 1 day

An introduction to TPM 2 hours

Creating a support structure for TPM and integrating AM & IPT 4 hours

Leading the TPM effort in your area 2 hours

TPM Workshop 5 days

An introduction to Standard work 2 hours

Leading standard work in your area (Leader working menus & auditing) 2 hours

Performance Dialogues 4 hours

Giving feedback & coaching 4 hours

Standard work workshop - how to create standard work 5 days

An introduction to lean quality control 2 hours

An introduction to Poke Yoke 1 hour

Introduction to Visual Control 1 hour

Problem Solving Boards and Zone of Control 1 day

Introduction to Jidoka 2 hours

Introduction to lean span of control and zone control - workshop 5 days

Role of the team leader 2 weeks

Yamazumi and labour requirements 1 day


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Introduction to JIT 2 hours

Streamlining process flow - workshop 5 days

QCO - workshop 5 days

Introduction to levelling 2 hours

Levelling by volume - workshop 5 days

Levelling by part - Heijunka workshop 5 days

Establishing stores and buffers workshop 5 daysseparation of transport and work - workshop 5 days

Pull systems and kanbans - introdcution 2 hours

pull systems and kanbans - workshop 5 days

Introduction to Leadership roles in lean 4 hours

Introduction to kaizen in Lean 2 hours

Understanding the PDCA cycle - applying it in your area 4 hours

Jishuken workshop 5 days

Standard work kaizen workshop 5 days

Machine cycle time kaizen workshop 5 days

Yamazumi and work balance kaizen workshop 5 days

Introduction to Capability building in Lean 4 hours

Leader capability building in Lean 4 hoursIntroduction to Hoshin Planning 4 hours

PDCA in Lean - from Strategy to shop floor 4 hours

The PDCA cycle in Hoshin planning 4 hours

How to coach your team in hoshin planning and A3 writing 4 hours

How to write an A3 4 hours

Introduction to lean construction 2 hours

Lean design, QFD for construction design - workshop 2 days

Human factors in design - workshop 2 days

Lean design - lean layouts 4 hours

Application of the guiding principles in lean construction (How to) 5 days

Kaizen and standardised work for projects 4 hours

Try storming for lean construction 2 hours

Introduction to Layered audits for leaders 2 hours

How to conduct a layered audit - 5s and std work, waste walks 4 hours

How to create your working menu - standard work for leaders 4 hours

How to create your working menu - standard work for leaders 4 hours

Change maangement - 2 days

Project management & use of Master Schedules 4 hours

Interviewing and facilitation for change agents 1 day


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Sensei Curriculum

Senior

Management Management

Black/ Green

Belt / Lean

Coach

Lean

Advisor Supervisors

Introduction 2 hours 2 hours 4 hours 4 hours 1 hour A history of lean 1.5 days 1.5 days 2 days 2 days 2 days

2 hours 2 hours 2 hours 2 hours

1 hour 1 hour 4 hours

2 hours

1 day

2 hours 4 hours 4 hours

4 hours

1 day

1 day

Practical Exercise

Practical Exercise

1 hour4 hours 4 hours 2 hours


1 hour 1 hour 4 hours 2 hours

2 days 2 days

4 hours 4 hours

1 hour 1 hour 4 hours 4 hours

4 hours

1 hour 1 hour 4 hours 4 hours 4 hours

4 hours 4 hours 4 hours 4 hours 4 hours

1hr 1 hr 1 hr 1 hr 1 hour

2 hours 2 hours 2 hours 2 hours 2 hours

5 days 5 days 5 days1 hour 1 hour 4 hours 4 hours 1 hour

4 hours 4 hours 4 hours 4 hours 1 day

2 hours 4 hours 1 day 1 day 1 day

1 hour 1 hour 1 hour 1 hour 1 hour


1 hour 1 hour 1 hour

5 days 5 days 5 days

1 hour 2 hours 3 hours 3 hours 3 hours




5 days 5 days 5 days


1 hour 1 day 1 day 1 day 2 weeks

1 hour 1 hour 1 day 1 day 1 day

Current state Analysis


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1 hour 1 hour 4 hours 1 hour


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Operators

& Trades

1 hour1 day

1 hour

1 hour

2 hours

1 hour

4 hours

1 hour

5 days

1 hour

1 hour

1 hour

1 hour

2 hours


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IntroductionOverview of why and what is lean

A history of leanOverview of Why What and How of lean, emphasising why it developed the way it did

Current state AnalysisIntroductory module in which the rudiments of current state diagnostic, value stream mapping,

policy deployment and A3 thinking are covered. Understanding Lean and project readiness are key

learning outcomes.


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Key Learning Outcomes

Basic Awareness

Understanding the foundations of lean thinking

Understand the process for developing a future state and

action plan

Understand the key components of Current state analysis


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Engagement No. 1 2 3 4

Client Name

Start Date

Finish Date

A1 The History of Lean Transformation 0 0 0 0 0

A2 The Practical Change Management Approach 0 0 0 0 0

A3 The Production System 0 0 0 0 0

A4 Lean Leadership Principles 0 0 0 0 0

A5 The Management System 0 0 0 0 0

A6 0 0 0 0 0

A7 0 0 0 0 0

A8 0 0 0 0 0

B1The visual facory - information centres, 5s & visual

control0 0 0 0 0

B2 The role of Standards 0 0 0 0 0

B3 Stablity tools 0 0 0 0 0

B4 3Ms - Identifying Waste and VA vs NVA 0 0 0 0 0

B5 5 Guiding Principles 0 0 0 0 0

B6 Jidoka - Build Quality In 0 0 0 0 0

B7 JIT - Produce Only What Can be Sold 0 0 0 0 0

B8 Lean transformation how to 101 0 0 0 0 0

C1 Obtaining Union Support 0 0 0 0 0

C2 Effective use of the Steering Committee 0 0 0 0 0

C3 0 0 0 0 0

C4 0 0 0 0 0

C5 0 0 0 0 0

C6 0 0 0 0 0

C7 0 0 0 0 0

C8 0 0 0 0 0D1 0 0 0 0 0

D2 0 0 0 0 0

D3 0 0 0 0 0

D4 0 0 0 0 0

D5 0 0 0 0 0

D6 0 0 0 0 0

D7 0 0 0 0 0

D8 0 0 0 0 0

E1 Contducting a Diagnostic - Plan and presentation 0 0 0 0 0

E2 Viewing the Business as a System 0 0 0 0 0

E3 Strategy - Finiding the Key Levers 0 0 0 0 0

E4 Identifying the Financial Opportunity (ROIC) 0 0 0 0 0E5 Executing Lean Assessments 0 0 0 0 0

E6 0 0 0 0 0

E7 0 0 0 0 0

E8 0 0 0 0 0

F1 Understanding Bottlenecks/ Constraints 0 0 0 0 0

F2 Creating Value for Shareholders 0 0 0 0 0

F3 Using ROCE / ROIC / NPV 0 0 0 0 0

WHAT?


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F4 A3 Thinking - writing an A3 0 0 0 0 0

F5 0 0 0 0 0

F6 0 0 0 0 0

F7 0 0 0 0 0

F8 0 0 0 0 0

G1 Defining Implementation Loops & Approach 0 0 0 0 0G2 Creating High Level Master Schedules 0 0 0 0 0

G3 Establishing the Change Management Approach 0 0 0 0 0

G4 Generating quick wins - Kaizen plan & methods 0 0 0 0 0

G5 Aligning All Functions 0 0 0 0 0

G6 0 0 0 0 0

G7 0 0 0 0 0

G8 0 0 0 0 0

H1 0 0 0 0 0

H2 0 0 0 0 0

H3 0 0 0 0 0

H4 0 0 0 0 0

H5 0 0 0 0 0

H6 0 0 0 0 0

H7 0 0 0 0 0

H8 0 0 0 0 0

I1 Lean Awareness training 0 0 0 0 0

I2 Lean fundementals training 0 0 0 0 0

I3 Lean Leadership training 0 0 0 0 0

I4 The Change Agent Model 0 0 0 0 0

I5 0 0 0 0 0

I6 0 0 0 0 0

I7 0 0 0 0 0

I8 0 0 0 0 0

J1 Blue Sky Workshops 0 0 0 0 0

J2 Leadership and the concept of Hoshin 0 0 0 0 0J3 Improving Communication Channels 0 0 0 0 0

J4 0 0 0 0 0

J5 0 0 0 0 0

J6 0 0 0 0 0

J7 0 0 0 0 0

J8 0 0 0 0 0

K1 Lean Skills Matrix 0 0 0 0 0

K2 Training needs analysis 0 0 0 0 0

K3 Training and Development in Lean 0 0 0 0 0

K4 0 0 0 0 0

K5 0 0 0 0 0

K6 0 0 0 0 0K7 0 0 0 0 0

K8 0 0 0 0 0

L1Value Stream Mapping - current state Learning to

see0 0 0 0 0

L2Scientific method in Lean - Problem solving at

every level - the link to strategy0 0 0 0 0

L3Value stream mapping - ideal state and full

potential0 0 0 0 0

W

HY?

HOW?


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L4 Value Stream mapping target state 0 0 0 0 0

L5 Creating a Master Schedule 0 0 0 0 0

L6 Writing an A3 for Business Case 0 0 0 0 0

L7 Facilitating a VSM - current, target, and A3 0 0 0 0 0

L8 0 0 0 0 0

M1 KPI Hierachy 0 0 0 0 0

M2 Setting Targets 0 0 0 0 0M3 CCC Strips 0 0 0 0 0

M4 Improvement Plans 0 0 0 0 0

M5 Progress Review 0 0 0 0 0

M6 Running an information centre 0 0 0 0 0

M7 PPS & A3 process for problem solving 0 0 0 0 0

M8 0 0 0 0 0

N1 5s philosophy and workplace standards 0 0 0 0 0

N2 Sort 0 0 0 0 0

N3 Set 0 0 0 0 0

N4 Shine 0 0 0 0 0

N5 Standardise 0 0 0 0 0

N6 Sustain 0 0 0 0 0N7 0 0 0 0 0

N8 0 0 0 0 0

O1 TPM philosophy and benefits 0 0 0 0 0

O2 Autonomous Maintenance 0 0 0 0 0

O3 OEE/AUR 0 0 0 0 0

O4 Effective Training 0 0 0 0 0

O5 Planned Maintenance 0 0 0 0 0

O6 Early Equipment Management 0 0 0 0 0

O7 TPM Workshop 0 0 0 0 0

O8 0 0 0 0 0

P1 Toyota DNA - Rule 1 All work is standardised 0 0 0 0 0

P2 Standardisation vs Kaizen & the tools 0 0 0 0 0

P3 Work Standardisation & the tools 0 0 0 0 0

P4 Long Cycle Time Standardised Work 0 0 0 0 0

P5 Standardised workproblem solving workshop 0 0 0 0 0

P6 Operator selection and training in lean 0 0 0 0 0

P7 0 0 0 0 0

P8 0 0 0 0 0

Q1 Introduction to TPS quality quality 0 0 0 0 0

Q2 Poke Yoke 0 0 0 0 0

Q3 Statistical Process Control 0 0 0 0 0

Q4 Red Workshop 0 0 0 0 0

Q5 Yellow Workshop 0 0 0 0 0

Q6 Blue Workshop 0 0 0 0 0

Q7 Green Workshop 0 0 0 0 0Q8 Jidoka Milestone Auditing 0 0 0 0 0

R1 Unit Time of Work 0 0 0 0 0

R2 Problem Solving Boards 0 0 0 0 0

R3 Andon Systems 0 0 0 0 0

R4 Fixed Position stop 0 0 0 0 0

R5 Escalation and Quality problem solving in toyota 0 0 0 0 0

R6 0 0 0 0 0

R7 0 0 0 0 0JIDOKA

STABILITYTO

OLS


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R8 0 0 0 0 0

S1 What is Jidoka 0 0 0 0 0

S2 Autonomation 0 0 0 0 0

S3 Designing the span of control 0 0 0 0 0

S4 Role of the Lean Team Leader 0 0 0 0 0

S5 Team Leader Workshop 0 0 0 0 0

S6 Calculating labour requirements 0 0 0 0 0S7 0 0 0 0 0

S8 0 0 0 0 0

T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 0 0 0 0

T2 Takt Time 0 0 0 0 0

T3 Spaghetti diagrams & PQ analysis 0 0 0 0 0

T4 Specification Rationalisation 0 0 0 0 0

T5VSM Designing the productions system for

Continuous flow0 0 0 0 0

T6 Setting EPE 0 0 0 0 0

T7 QCO SMED 0 0 0 0 0

T8 Cellular Manufacturing 0 0 0 0 0

U1 Demand and Load Levelling (Heijunka) 0 0 0 0 0U2 Heijunka Box 0 0 0 0 0

U3 One Piece Flow 0 0 0 0 0

U4 Establishing Stores 0 0 0 0 0

U5 Separation of transport and Work 0 0 0 0 0

U6 Levelling by Part (heijunka) 0 0 0 0 0

U7 0 0 0 0 0

U8 0 0 0 0 0

V1 Difference between Push and Pull 0 0 0 0 0

V2 Types of Pull Systems 0 0 0 0 0

V3 Types of Kanban 0 0 0 0 0

V4 Batch Size and Signal Point 0 0 0 0 0

V5 JIT simulation game 0 0 0 0 0

V6 0 0 0 0 0

V7 0 0 0 0 0

V8 0 0 0 0 0

W1 Lean organisation structure & leader role 0 0 0 0 0

W2 Role of the Lean Leader 0 0 0 0 0

W3Developing and agreeing new Roles and

Responsibilities0 0 0 0 0

W4 Inverting the triangle - structuring for support 0 0 0 0 0

W5 0 0 0 0 0

W6 0 0 0 0 0

W7 0 0 0 0 0

W8 0 0 0 0 0

X1 Understanding the PDCA cycle 0 0 0 0 0X2 Jishuken and the Toyota method of kazien 0 0 0 0 0

X3 Standardised work Kaizen 0 0 0 0 0

X4 Machine Cycle Time Kaizen 0 0 0 0 0

X5 Yamazumi & Work Balance 0 0 0 0 0

X6 Mechanisation 0 0 0 0 0

X7 0 0 0 0 0

X8 0 0 0 0 0

Y1 0 0 0 0 0

JUSTINTIM

E


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Y2 0 0 0 0 0

Y3 0 0 0 0 0

Y4 Capability Measurement Process 0 0 0 0 0

Y5 Feedback & Review Process 0 0 0 0 0

Y6 Create Training / Experience Solutions 0 0 0 0 0

Y7 Assess Capability vs.Requirement & Agree PDP 0 0 0 0 0

Y8 0 0 0 0 0Z1 Hoshin Planning and policy deployment 0 0 0 0 0

Z2 A3 Thinking - writing an A3 0 0 0 0 0

Z3 Lean Measures 0 0 0 0 0

Z4 the PDCA cycle for strategy and Hoshin planning 0 0 0 0 0

Z5 0 0 0 0 0

Z6 0 0 0 0 0

Z7 0 0 0 0 0

Z8 0 0 0 0 0

AA1 Quality Function Deployment - One team for design 0 0 0 0 0

AA2 Human Factors in Design 0 0 0 0 0AA3 Lean Layouts 0 0 0 0 0

AA4Trystorming - Frequent piloting & hypothesis

forming0 0 0 0 0

AA5Application of the guiding principles in design &

construction - one team approach & contracts0 0 0 0 0

AA6 Last Planner - information centres for projects 0 0 0 0 0

AA7 Standardised work for Projects 0 0 0 0 0

AA8 Kaizen for Projects 0 0 0 0 0

AB1 Layered Audits 0 0 0 0 0

AB2 Waste Walks 0 0 0 0 0

AB3 The Role of Working Menus 0 0 0 0 0

AB4 Standard work Auditing 0 0 0 0 0

AB5 5s Auditing 0 0 0 0 0

AB6 Giving Feedback 0 0 0 0 0

AB7 0 0 0 0 0

AB8 0 0 0 0 0

AC1 Practical Change Management 0 0 0 0 0

AC2 Project Management 0 0 0 0 0

AC3 Stakeholder Management 0 0 0 0 0

AC4 0 0 0 0 0

AC5 0 0 0 0 0

AC6 0 0 0 0 0

AC7 0 0 0 0 0

AC8 0 0 0 0 0

AD1 Shop Floor Focus Groups 0 0 0 0 0AD2 Middle Management Coaching 0 0 0 0 0

AD3 Trust Building Exercises 0 0 0 0 0

AD4 0 0 0 0 0

AD5 0 0 0 0 0

AD6 0 0 0 0 0

AD7 0 0 0 0 0

AD8 0 0 0 0 0

AE1 PDCA in Daily problem solving 0 0 0 0 0

MANAGEMENTS

YSTEMS

NAGEMENT


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AE2 Practical Problem solving 0 0 0 0 0

AE3 Analysis tools - Pareto, C&E, checksheets, 0 0 0 0 0

AE4 Other problem solving methods - Apollo, taproot & 0 0 0 0 0

AE5 Six sigma tools - Statistical Analysis 0 0 0 0 0

AE6 The problem solving process - the tps way. 0 0 0 0 0

AE7 0 0 0 0 0

AE8 0 0 0 0 0AF1 Effective Task Assignment - CPQQRT model 0 0 0 0 0

AF2 Effective Listening 0 0 0 0 0

AF3 Presentation Skills 0 0 0 0 0

AF4 Written Skills 0 0 0 0 0

AF5 0 0 0 0 0

AF6 0 0 0 0 0

AF7 0 0 0 0 0

AF8 0 0 0 0 0

Ref Engagement No. 1 2 3 4

A What? - Lean OverviewB What? - Lean Foundations

C What? - Lean Principles

D * Blank field, click Next *

E Why? - The Compelling Need

F Why? - Systems Thinking

G Why? - Impact on Financial Performance

H * Blank field, click Next *

I How? - Diagnostic

J How? - Planning

K How? - Implementation

L How? - Deployment

M Stability - Information Centres, Visual FactoryN Stability - Standardised Work

O Stability - 5S

P Stability - QCO TPM

Q Jidoka - Poka Yoke

R Jidoka - Andon

S Jidoka - Full Work System

T JIT - Takt Time

U JIT - Pull Systems

V JIT - One-Piece-Flow

W Management Systems - Organisation

X Management Systems - Continuous Improvement

Y Management Systems - Capability Building

Z Management Systems - Building in Quality

AA Management Systems - Designing in Quality

AB Management Systems - Audits

AC Change Management - Overall Process

AD Change Management - Interviewing & Facilitation

AE Change Management - Practical Problem Solving

AF Change Management - Communication

CHANGEM


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Reviewed by

Review Date


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5 6 7 8

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0


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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0


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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0


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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

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0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

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0 0 0 0 0


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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

0 0 0 0 0

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0 0 0 0 0

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0 0 0 0 0

0 0 0 0 0


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0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 00 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

0 0 0 0 0

5 6 7 8


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Current

Level

Next

Level

A1 The History of Lean Transformation 0 1

A2 #N/A 0 1A3 The Production System 0 1

A4 Lean Leadership Principles 0 1

A5 The Management System 0 1

B1 The visual facory - information centres, 5s & visual 0 1

B2 The role of Standards 0 1

B3 Stablity tools 0 1

B4 3Ms - Identifying Waste and VA vs NVA 0 1

B5 5 Guiding Principles 0 1

B6 Jidoka - Build Quality In 0 1

B7 JIT - Produce Only What Can be Sold 0 1

B8 Respect for Humanity & Social Responsibility 0 1

E1 Contducting a Diagnostic - Plan and presentation 0 1

E2 Viewing the Business as a System 0 1

E3 Strategy - Finiding the Key Levers 0 1

E4 Identifying the Financial Opportunity (ROIC) 0 1

E5 Executing Lean Assessments 0 1

F1 Understanding Bottlenecks/ Constraints 0 1

F2 Creating Value for Shareholders 0 1

F3 Using ROCE / ROIC / NPV 0

F4 0 0 1

F8 Defining Implementation Loops & Approach 0 1

G1 Creating High Level Master Schedules 0 1

G2 Establishing the Change Management Approach 0 1

G3 Generating quick wins - Kaizen plan & methods 0 1

G5 Aligning All Functions 0 1I1 Lean Awareness training 0 1

I2 Lean fundementals training 0 1

I3 Lean Leadership training 0 1

I4 The Change Agent Model 0 1

J1 Blue Sky Workshops 0 1

J2 #N/A 0 1

J3 Improving Communication Channels 0

J8 Lean Skills Matrix 0 1

K1 Training needs analysis 0 1

K2 Training and Development in Lean 0 1

K3 0 0 1

K7 Value Stream Mapping - current state Learning to see 0 1K8 Scientific method in Lean - Problem solving at every 0 1

L1 Value stream mapping - ideal state and full potential 0 1

L2 Value Stream mapping target state 0 1

L3 Creating a Master Schedule 0 1

L4 Writing an A3 for Business Case 0 1

L5 Facilitating a VSM - current, target, and A3 0 1

L7 KPI Hierachy 0 1

L8 Setting Targets 0 1

Skill Planning

WHAT?

1.1 Lean Overview

1.2 Introduction to

Lean

HOW?

2.1 -2 Change

Agent Training

#N/A

#N/A

2.4 - 6 Value

Stream Mapping

WHY?

1.4 Baseline

Diagnostic

1.5 Establishing

the Compelling

Need

1.6 Plan and Kaizen


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M1 CCC Strips 0 1

M2 Improvement Plans 0 1

M3 Progress Review 0 1

M4 Running an information centre 0 1

M5 PPS & A3 process for problem solving 0 1

M8 5s philosophy and workplace standards 0 1

N1 Sort 0 1N2 Set 0 1

N3 Shine 0 1

N4 Standardise 0 1

N5 Sustain 0 1

N8 TPM philosophy and benefits 0 1

O1 Autonomous Maintenance 0 1

O2 OEE/AUR 0 1

O3 Effective Training 0 1

O4 Planned Maintenance 0 1

O5 Early Equipment Management 0 1

O6 TPM Workshop 0 1

O8 Toyota DNA - Rule 1 All work is standardised 0 1P1 Standardisation vs Kaizen & the tools 0 1

P2 Work Standardisation & the tools 0 1

P3 Long Cycle Time Standardised Work 0 1

P4 Standardised workproblem solving workshop 0 1

P5 Operator selection and training in lean 0 1

P6 0 0 1

P7 0 0 1

P8 Introduction to TPS quality quality 0 1

Q1 Poke Yoke 0 1

Q2 Statistical Process Control 0 1

Q3 Red Workshop 0 1

Q4 Yellow Workshop 0 1

Q5 Blue Workshop 0 1

Q6 Green Workshop 0 1

Q7 Jidoka Milestone Auditing 0 1

Q8 Unit Time of Work 0 1

R1 Problem Solving Boards 0 1

R2 Andon Systems 0 1

R3 Fixed Position stop 0 1

R4 Escalation and Quality problem solving in toyota 0 1

S1 What is Jidoka 0 1

S2 Autonomation 0 1

S3 Designing the span of control 0 1

S4 Role of the Lean Team Leader 0 1

S5 Team Leader Workshop 0 1T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 1

T2 Takt Time 0 1

T3 Spaghetti diagrams & PQ analysis 0 1

T4 Specification Rationalisation 0 1

T5 VSM Designing the productions system for Continuous 0 1

T6 Setting EPE 0 1

T7 QCO SMED 0 1

U1 Demand and Load Levelling (Heijunka) 0 1

JIDOKA

3.1.6 Quality Conrol

3.2.1 Introduce

Visual Control

3.2.2 Andon

STABILITYTOOLS

3.1.1 Visual

Performance

Management

3.1.2 5s

3.1.3 TPM

3.1.4 Standard

Work

E

3.3.2-3 Streamline

the process for

continuous flow


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U2 Heijunka Box 0 1

U3 One Piece Flow 0 1

U4 Establishing Stores 0 1

U5 Separation of transport and Work 0 1

U6 Levelling by Part (heijunka) 0 1

U7 0 0 1

U8 0 0 1V1 Difference between Push and Pull 0 1

V2 Types of Pull Systems 0 1

V3 Types of Kanban 0 1

V4 Batch Size and Signal Point 0 1

V5 JIT simulation game 0 1

V6 0 0 1

V7 0 0 1

V8 0 0 1

W1 Lean organisation structure & leader role 0 1

W2 Role of the Lean Leader 0 1

W3 Developing and agreeing new Roles and 0 1

X1 Understanding the PDC 0 1X2 Jishuken and the Toyota method of kazien 0 1

X3 Standardised work Kaizen 0 1

X4 Machine Cycle Time Kaizen 0 1

X5 Yamazumi & Work Balance 0 1

X6 0 0 1

Y4 Capability Measurement Process 0 1

Y5 Feedback & Review Process 0 1

Y6 Create Training / Experience Solutions 0 1

Y7 Assess Capability vs.Requirement & Agree PDP 0 1

Y8 0 0 1

Z1 Hoshin Planning and policy deployment 0 1

Z2 A3 Thinking - writing an A3 0 1

Z3 Lean Measures 0 1

AA Quality Function Deployment - One team for design 0 1

AA Human Factors in Design 0 1

AA Lean Layouts 0 1

AB Layered Audits 0 1

AB Waste Walks 0 1

AB The Role of Working Menus 0 1

AB Standard work Auditing 0 1

AB 5s Auditing 0 1

AB 0 0 1

AC ( 0 1

AC Project Management 0 1

AC Stakeholder Management 0 1AD Shop Floor Focus Groups 0 1

AD Middle Management Coaching 0 1

AD #N/A 0 1

AE 0 0 1

AE 0 0 1

AE 0 0 1

AE 0 0 1

AE 0 0 1

Lean Design and

Construction

Audits

JU

STINTIM

3.3.4 -5 Levelling

6. Pull System

ANAGEMENT

#N/A

Interviewing and

Facilitation

0

MANAGEMENTSYSTEMS

Organisation

4. Continuous

Improvement

Capability Building

3.3.1 Hoshin

Planning and

Measures


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AE 0 0 1

AF Effective Task Assignment - CPQQRT model 0 1

AF Effective Listening 0 1

AF Presentation Skills 0 1

M

Communication


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Detail of Planned Activity to Achieve Next Level


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144/178


145/178


146/178

Plan

Start

Date

Plan

Finish

Date

Reviewed byReview

Date


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148/178


149/178


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The History of Lean

Transformation

#N/A

The Production System

Lean Leadership

Principles

The Management System

The visual facory -

information centres, 5s &

visual control

The role of Standards

Stablity tools

3Ms - Identifying Waste

and VA vs NVA

5 Guiding Principles

Jidoka - Build Quality In

JIT - Produce Only What

Can be Sold

Respect for Humanity &

Social Responsibility

1.1LeanOverview

1.2Introductiontolean


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Obtaining Union Support

Effective use of the

Steering Committee

Contducting a Diagnostic

- Plan and presentation

Viewing the Business as

a SystemStrategy - Finiding the

Key Levers

Identifying the Financial

Opportunity (ROIC)

Executing Lean

AssessmentsUnderstanding

Bottlenecks/ ConstraintsCreating Value for

ShareholdersUsing ROCE / ROIC / NPV

0

Defining Implementation

Loops & Approach

Creating High Level

Master Schedules

Establishing the Change

Management Approach

Generating quick wins -

Kaizen plan & methods

Aligning All Functions

0

Lean Awareness training

1.3

Resource

1

.4BaselineDiagnostic

1.5Establishing

theCompelling

1.6PlanandKaizen

ent


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Lean fundementals

training

Lean Leadership training

The Change Agent Model

Blue Sky Workshops

#N/A

Improving

Communication Channels

Lean Skills Matrix

Training needs analysis

Training and

Development in Lean

0

Value Stream Mapping -

current state Learning to

see

Scientific method in Lean

- Problem solving at

every level - the link to

strateValue stream mapping -

ideal state and full

otentialValue Stream mapping

target stateCreating a Master

Schedule

Writing an A3 for

Business CaseFacilitating a VSM -

current, target, and A3

#N/A

#N/A

2.4

-6ValueStream

Mapping

2.1-2ChangeA

Training


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Addressing the mindset and behaviour issues to ensure key individuals are motivated to

maintain/increase momentum of the change activity. This includes carefully planned

interventions at all levels, dealing with social, emotional, and political barriers. The

Readiness Check,

How Lean Production was conceived, and how it has evolved into a holistic approach tobusiness system design. The difference in results between Toyota & Competitors. Results

from our own business and case study of full potential.Why some approaches are

fundamentally flawed and the likely impact on the business, (i.e. what Lean is not). Lessons

learned from our own deployment

An overview of all elements of the production system, how they fit together, and the impact

they have on operational performance. The principles of TPS and the differences between

traditional and Lean Production System

An Overview of the importance of the Toyota Way and Culture in Lean. The values and

philosophy beneath the tools. How a toyota manager is trained. Distinguishing features of

totyota management culture. What Gemba, standardised work means for a lean leader. The

right process vs the right results. Manager as coach through gemba and observation,

standard escalation and. Challenge. Principle of Aiming for perfection and kaizen.

An overview of the system influencers and enforcers required to ensure sustainability.

Influencers include leadership vision, customer focus, and communication strategy.

Enforcers include capabilities management, performance management, and organisation

as well as management standard work. Improving results by improving management control

over the process. Standardisation of escalation. Lean managers working menu.

Development of working menu.

A set of self explanatory visual indicators, signals and controls to direct and support shop

floor activities. Aims to drive standards, eliminate deviation & waste and give 'at a glance'

status.Method of establishing and maintaining an efficient and organised workplace. 5S is

aimed at higlighting abnormalities within the work area and equipment, also to highlight

waste for elimination.

A workgroup based method of documenting processes. Focused around human movementthis method outlines the standard content, sequence, timing and output of the task.

Standardised work to be foundation for safety, quality and cost improvements.

The lean temple and stability tools

Three types of waste to be minimised to increase profitability:

Muda - wasteful/unproductive activity

Mura - uneveness, inconsistency

Muri - overburden, unreasonableness

5 Guiding principles of Lean leadership: Challenge, Go and See, Continuous Improvement,

Respect the Operator, Teamwork.

Build quality into the process by using quality Standardised Work and by placing emphasis

on taking accountability for quality of own work. Don't accept or pass on defects. Touch

also on the basic quality control aspect. Providing an environment with reduced variation

and increased consistency. Processes run the same independent of Individuals.

All team activity is defined by what the customer (internal or external) demands. Eliminate 7

wastes by only producing product type and quantity that can be sold. Emphasis on Takt

time.

Toyota broader respect for humanity culture overview

WHAT?


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To work closely with the local management/union representative in order to establish and

agree changes to / re-inforcement of working practices required for the lean transformation

Timely and insightful contributions during routine meetings leading to effective top team

decision making, whilst increasing personal credibility within the client

WHY?The ability to prepare for diagnostic work, including creating a daily timetable, gaining apreliminary understanding of the business, conducting any initial contact. To carry out and

communicate a two week diagnostic with a strong story line using a hypothesis-driven

approach

Seeing a business as a set of interconnecting and interdependent processes, and how this

affects the approach required for successful implementation

Strategy, what it is, finding your "leverage points" or Centre of gravity. The Lombardi Power

sweep. Ability to view operations as a 'value delivery system' and to identify levers for

enhancing overall system performance.

Linking the Business Vision, Mission & Purpose to the need for Lean Deployment.

Identifying the links between lean improvement opportunities and the financial performance

of the business through the use of (current state/future state) ROIC trees

To assess current opportunity for Lean tools.

Ability to correctly identify the key constraints in a value stream and articulate its impact.

Examples of how Lean manufacturers have created shareholder value over many years

(e.g. Toyota Market Capitalisation)

To be able to use financial evaluation methods for improvement targets.

Able to understand the reason for use of A3 in Lean and able to describe the compelling

need for own area/business to deploy lean . Summarising the deployment plan and value on

an A3 - A3 thinking and how to write an A3

To define each VSM loop in the future state design, and be able to recommend a suitable

course of action (including sequence) based upon specific circumstances

To assist the plan owner to create a schedule for conducting the lean transformation of the

area(s). To assist Change Agents in creating sensible deployment plans to include

implementation sequence, resource planning, training and awareness, and senior

management coaching

To guide the senior team as to the most effective change management approach, help set

up the review structure, and coach each MS/Workstream owner in developing plan content.

Understanding Kaizen Blitz/ Event methodology and its uses and limitations. Understanding

its place in the toyota Kaizen thinking and systems. Its history and application. Able to

facilitate a kaizen. Establishing a plan for rolling Kaizens to achieve the "true north" metrics

on the A3. Running kaizen blitzsTo ensure all primary and support functions adopt a unified approach to Lean

implementation. Ensure all support functions facilitate the imbedding of Lean, eg Asset

Management, Human Resources, HSE.

HOW?Able to organise and facilitate a 2 day Lean training session to give attendees an

introductory theoretical and practical understanding of foundation principles, waste

elimination and value streams.


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Able to organise and facilitate a 5 day Lean Immersion training session to give attendees a

deeper theoretical and practical application of foundation principles, waste elimination and

value streams - field work experience.

Able to organise and facilitate a Senior Leader Lean training to give attendees a deeper

theoretical and practical application of foundation principles, waste elimination and value

streams - field work experience.

To understand the change agent model and how to influence & persuade duringdeployment, line accountability and overfunctioning, when to ask for help and recognise

sponsorship need

Able to conduct blue sky workshop to idenify the ideal state for the area/ factory and create

a plan, communication plan and elevator speech for wider communication

The toyota concept of hoshin - organisational challenges to achieve particular targets in a

focussed way aligned with longer term objectives

To ensure that the organisation has effective, routine, and two-way communication between

management and shop floor, that builds the required culture whilst also managing

expectations

Understanding the Skills matrix and identification of training and development plan for areas

and individuals.

Defined ways of plugging capability gaps. Setting selection criteria, advising top teams, and

planning/delivering the transfer of technical knowledge leading to enhanced capability

Understanding the system of training and devleopment in Toytoa - examples of recruitment,

selection and leader development plans. Understanding the TPS system of training and

development, understanding and planning for the development of these systems in own

organisation.

A structure to gain qualification in supporting Lean deployment within the organisation.

Understanding the selection criteria for the equivalent of Black Belt and Master Black belt in

Lean - understanding the Certification process.

To analyse the current production system and represent this using the standard value

stream mapping convention. To guide/train Change Agents through each process step to

create a complete future state production system design for the factory (future state VSM)

Understanding Rule 4 of the DNA of toyota and how it applies at each s tage of the

deployment . Creating a hypothesis for the deployment of lean via ideal and target state.

Creating the link between the current state and the ideal state for the factory. Blue sky what

is possible workshop to facilitate "out of the box" thinking with regards to the faciltiy

To guide/train Change Agents through each process step to create a complete future state

production system design for the factory (future state VSM)

Creating a Master Schedule that matches the hoshin given by the management team. Using

goal oriented Master scheudle to drive towards the hypothsis target state

Summarising the 12 month lean deployment factory transofrmation plan into an A3

Faciltatation skills for change agents in VSM


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KPI Hierachy

Setting Targets

CCC Strips

Improvement Plans

Progress Review

Running an information centre

PPS & A3 process for problem

solvingPDCA in Daily problem solving

5s philosophy and workplace

standardsSort

Set

Shine

Standardise

Sustain

0

0

TPM philosophy and benefits

Autonomous Maintenance

OEE/AUR

WO

3.1.1

VisualPerformanceManag

ement

3.1.2

5s

TPM


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Effective Training

Planned Maintenance

Early Equipment Management

TPM Workshop

Toyota DNA - Rule 1 All work is

standardisedStandardisation vs Kaizen & the

toolsWork Standardisation & the tools

Long Cycle Time Standardised

Work

Standardised workproblem solving

workshop

Operator selection and training in

lean0

0

Introduction to TPS quality quality

Poke Yoke

Statistical Process Control

Red Workshop

Yellow Workshop

Blue Workshop

Green Workshop

Jidoka Milestone Auditing

Unit Time of Work

Problem Solving Boards

Andon Systems

Fixed Position stop

3.1.3

3.1.4Standa

rdWork

3.1.6QualityConrol

isualControl


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Escalation and Quality problem

solving in toyota0

0

0

What is Jidoka

Autonomation

Designing the span of control

Role of the Lean Team Leader

Team Leader Workshop

0

Toyota DNA - Rule 2&3 Connection

and flow paths

Takt Time

Spaghetti diagrams & PQ analysis

Specification Rationalisation

VSM Designing the productions

system for Continuous flowSetting EPE

3.2.2An

don

-3Streamline

theprocessforcontinuous

flow

3.2

.1Introduce


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QCO SMED

Demand and Load Levelling

(Heijunka)

Heijunka Box

One Piece Flow

Establishing Stores

Separation of transport and Work

Levelling by Part (heijunka)

0

0

Difference between Push and Pull

Types of Pull Systems

Types of Kanban

Batch Size and Signal Point

JIT simulation game

0

0

0

3.3.2

3.3.4-5Levelling

6.PullSystem


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How visual performance management works in a lean organiation - the linik to

hoshin planning, cascaded information centres. The ability to create an information

centre. Safety, Community & Environment, Teams & Leadership, Operational

Excellence, Financial Strength, Customer Needs

The linkage between the business strategy and operational metrics. KeyPerformance Indicators displayed on Information Centres and reviewed in team

meetings display the critical variables for success of the team. KPI's cascade

down from the top team to all lower teams. Targets must be set in order to

communicate 'no-good' situations and stimulate improvement to bring back to a

'good' state. Targets should be achievable and motivating but cascade from

higher business targets.

CCC strips are raised to communicate a 'non-standard' situation and track

progress of finding and addressing root cause.

Robust, bottom up action plans that meet the improvement targets

Periodic review by team and leader of progress to KPI achievement. A review

mechanism that focuses on managing the performance trend. Process for Weekly

and Monthly overview of metrics and improvement plans

How to run an information Centre - behavioural and social processes as well asmechanics and problem solving

Practical Problem Solving

Able to describe the interlinked nature of 5S and safety within the business and

the importance of both.

Sort stage of 5S; Remove all unnecessary items to quarantine or red tag area and

ensure correct tools are used.

Set stage of 5S; Set parts/itmes using rules of usage, weight of parts, order parts

are used. Ensure each part has a footprint to highlight missing items - put in

logical sequence.

Shine stage of 5S; Build in cleaning as a form of inspection also to create pride,ownership, good work area and good impression to customers

Standardise stage of 5S; Document agreed standard and communicate this

acceptable level to members. Ensure standards are visual and displayed for all to

see.

Sustain stage of 5S; method of monitoring progress and reviewing effectiveness of

other stages of 5S. To be effective sustain is driven by management with regular

audits, communications, and leading by example.

TPM Overview - ability to describe the key components, structure and systems

neccesary to support TPM program. .Company focused, self-directed, cross-

functional work groups, working together to improve the overall effectiveness of

the equipment and processes within their area. Improved performance is

achieved using proactive maintenance techniques.

Problem diagnosis and execution of maintenance by operators, freeing up

maintenance crews to focus on predictive and preventative maintenance.

The measure Overall Equipment Effectiveness is the product of Availability,

Performance and Rate. This ratio measure compares how well a process is

operating compared to ideal.

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The role of effective training in TPM - the principles of O4R, types of training that

will be required for operators as TPM develops.

The method of maintaining equipment and facilities in satisfactory operating

condition, inspection/detection/correction of failures before they produce a defect.

A process to involve operating teams in specifying features for new equipment.

Product/equipment development and purchasing linked to maintainability andreliability.

Ability to run a TPM workshop to commence implementation of TPM on a piece of

equipment. Ability to describe the linkages with ipt

Understanding the 4 Rules in Use of TPS - Specifically able to explain Rule 1.

The method to define the capacity of a process.

Charted time breakdown of value added and non-value added work to complete a

task. The chart is used to highlight improvement opportunities.

Detailed sheet with all information required to complete a specific task including,

work steps; elements of safety, quality and knack; pictures/diagrams to help

communicate task method.The minimum quantity of parts always on hand for processing during and between

subprocesses, allowing workers to do their job continuously in a set sequence.

The method to design Standardised Work for Long Cycle Time Jobs (eg

Conveyance).

The ability to run a workshop to create standard work and teach the philosophy

Understanding the method of operator training and selection in a lean environment

- understanding fundemental skills training and its implementation approach.

Overview of lean quality control systems

Understand and able to give examples of poke yoke.

Able to construct SPC chart and to explain why lean quality control is different to

SPC

Able to run a red workshop

Able to run a yellow workshop

Able to run a blue workshop

Able to run a green workshop

Able to conduct a Jidoka milestone audit, explain its function and tool for

managing process cotnrol

Able to explain the difference between takt time and cycle time. Able to construct

basic unit values tableAble to construct production analysis board, do 5 why problem solving, facilitate

shop floor teams, integrate with daily information centres.

A system which stops the line only when an abnormality is not resolved before the

end of the work cycle in which it occurred (thus allowing for the non-disturbance of

the process). A set of self explanatory visual indicators, signals and controls to

A system which stops the line only when an abnormality is not resolved before the

end of the work cycle in which it occurred (thus allowing for the non-disturbance of

the process)

JIDOKA


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The toyota quality system and problem solving and escalation within tps

Able to understand the full application of Jidoka pillar - philosophy and intents (vs

the limited quality system applciation)

Able to describe the concept of autonomation and its history

Able to design the correct span of control for andon calls/ line stops, depending on

process stability, geographical scope and takt time.Ideal number of subordinatesthat report to each manager/leader, the reasons for this and the ability to

determine in own enviroment a target state that allows for in the moment problem

solving and escalation

The role of the team leader - able to teach the team leader training workshop

Managing inventory levels of Buffer stocks between pre-determined minimum and

maximum levels.

JUST-IN-TIMEAble to describe the place of continuous flow, and the fundemental rules required

to facilitate a Just in time production system

The application of takt time within just-in-time for making at the rate of the

customer requirement. The (limited) application of making parts at a rate greater

than takt time where catchback overtime is not possible. The (limited) application

of making parts at a rate different to takt time in cases where the workload of

different products is significantly different

Able to undertake product quantity analysis and trace the flow of a product through

point of customisation and flow paths

Able to analyse current specifications and determine opportunities for

rationalisation.

Understand the concept of continuous flow as ideal state. Able to articlate

potential for flow in own plant/ area

Able to determine capacity with increased changeovers. Able to incorporate

changeover reduction targets into master schedule and tracking at information

centres. Able to understand the benefits of smaller lot sizes and explain this to

others.


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Method of reducing the time taken for changeovers, where a changover is the time

between the last good product and the first new good product produced at the

specified speed.

Able to analyse the current state with regard to volume fluctuation and determine

buffer stock in finished goods if neccesary. Able to design a target state and plan

for levelling volume at each stage in the process.

The method to design a Line that maintains its Manpower Productivity despitechanges in Takt Time (Including Design Features are expected for a Machine in a

FML). The method to utilise Manpower when a Line falls behind demand or

requires part of an Operator (eg 4.6 People).

The method to calculate manpower requirements based on Takt Time and the unit

time of work.

Able to describe and analyse own work area for opportunities to apply cellular

manufacturing principles to improve flow.

Able to establish the possibilility for one piece flow in own area/ plant

Able to design the placement of stores and standard inventories for the process

and materials

Able to analyse own work area for opportunitties for separation of transport of raw

materials to the line and between lines from the value adding work of produciton.

Able to design standard transport paths and implement same

The method used to create a levelled pull, based on Quantity and Variety, over a

given period on the final manufacturing process . The method used to create the

level pull (creating a 'takt') on the final manufacturing process, by phasing the

Sequence List provided to the Customising process. Use of Sequence Lists to

achieve Heijunka in mix and volume.

The principal advantage of pull over push systems

The understanding of where Fill-Up, Sequential and Mixed Pull Systems should be

used

Understanding the different types of kanbans (production instruction and parts

withdrawal) and the different forms and applications of each type of kanban

Calculation of batch size and signal point for all the batch kanban methods

(Triangle, Pattern and Batch Making)

Understanding of how a Batch Making (Production Instruction) kanban works

Understanding of how a Pattern Making (Production Instruction) kanban works

To demonstrate the problems of demand amplification and, hence, the need for a

pull system

Use the JIT game to demonstrate the three elements of JIT (eg Plug exercise)


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Lean organisation structure &

leader role

Understand the Toyota hierarchy, organisational design and

structural principles

Role of the Lean Leader What is expected of a leader in maximising the safety QCD

performance of the area that they are responsible for in aLean environment.

Developing and agreeing new

Roles and Responsibilities

Liaison with the HR function and other top team members to

design specific roles/responsibilites in order to ensure

sustainability

Understanding the

PDC Understanding "Rule 4" - and what the scientific method

means, how it relates to pdca cycle. How pdca cycle applies

to all levels of improvement planning and kaizen.

Jishuken and the Toyota method

of kazien

Understanding the toyota kaizen method and levels of

kaizen, including Jishuken process and "Kaikaku" or step

changes

Standardised work Kaizen The method for carrying out Standardised Work (Motion)

Kaizen to reduce or avoid additional manpower.Machine Cycle Time Kaizen The method for carrying out Machine Cycle Time Kaizen to

overcome a problem with a machine which cannot achieve

Takt.

Yamazumi & Work Balance Ability to utilise Yamazumi to make improvements in part

jobs. The method for analysing each job within a process

sequence, identifying Job Elements. These elements might

be coded. Work balance chart is the method for evaluating

and analysing each Job's Workload on a process.

0 The principle of applying simple mechanical devices to

Kaizen the Partial (Shoujinka) Job.

Capability Measurement Process Who and how capability can be measuredFeedback & Review Process A mechanism for enhancing capability through regular review

and feedback

Create Training / Experience

Solutions

Defined ways of plugging capability gaps

Assess Capability vs.Requirement

& Agree PDP

Ensures that people are developed as a result of gap

identification.

0A structure to gain qualification in supporting Lean

deployment within the organisation.

Hoshin Planning and policy

deployment

The 1 and 3 - 5 year process used to identify and adddress

critical business needs and develop people capability,

applying pdca cycle to consistantly achieve critical results.

Understanding the method of effective hoshin planning andpolicy deployment to develop a shared vision of where we

modifiable skills matrix

Documents