TO ENTER DATA

Step Description Comments

Click the "Update Data" Button on the top of the "Skills Matrix"
1
Worksheet
Select the engagement number that you want to update from the
2
first dialog box
Select whether you want to update data selectively or whether you
3
want to update a complete set of data (Go to Step 10)
Selective Data Entry

Drop down menu choices

automatically bring up the
4 Select the section you require from the first drop down menu
appropriate choices in the
other drop down boxes
Select the subsection you require from the second drop down
5
menu
6 Select the skill you want to update from the third drop down menu

The initial setting of the

Select the new skill level you have achieved using the option option buttons will reflect
7
buttons your existing skill level for
this skill
If you want to continue to add information click the "Save &
8 Continue" button, if you have finished adding information click the
"Save & Quit" button
Entering a Complete Set of Data

You will be presented with a series of dialog boxes, each Prepare your work (print
representing one of the rows of the skills matrix. There is a set of definitions, have some idea
option buttons for each skill, change the option button selections to of your levels) before you
update your skill levels. When you have finished, click the "Next" start entering a complete set
button. of data.
10 Clicking the quit button will not save any work. The initial setting of the
Each time you click to update a complete set of data for a particular option buttons will reflect
engagement, that engagements data is cleared so you HAVE TO your existing skill level for
enter the complete set of data. If you have entered complete set of this skill gained from a prior
data but have left gaps or the second half you want to fill later, use engagement.
enter data selectively to add the later data

TO ADD PROJECT/ENGAGEMENT DETAILS

Step Description Comments

Click the"Update Project Details" button at the top of the "Skills
1
Matrix" worksheet.
 Select the engagement number from the option buttons then enter
the engagement name and the start and finish dates, the name of
2
the person who reviewed your activity on this engagement and the
date the review occurred then click the "OK" button.

TO ADD YOUR NAME

Step Description Comments

This is the only instance

where data can be entered
Type your name in the relevant box at the top of the "Skills Matrix" directly on to the sheet. DO
1
worksheet. NOT TYPE ANYTHING IN
ANY OTHER BOXES IN
THIS WORKBOOK

PREPARING FOR A REVIEW

Step Description Comments

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).

TO ADD ACTIVITY TO PLANNING MATRIX

Step Description Comments

Enter planned activity to achieve next skill level against the target
1
skills.
2 Type in planned start and end dates
When skill levels are
updated on the skills matrix,
3 After activity is complete, review and note reviewed date.
a new plan will need to be
documented.
 LEAN CHANGE AGENT DETAILS PROJECTS / ENG
Start Finish Reviewed
Name: Activity
Date Date by
1. 0 12/30/99 12/30/99 30/12/99
2. 0 12/30/99 12/30/99 30/12/99
3. 0 12/30/99 12/30/99 30/12/99
4. 0 12/30/99 12/30/99 30/12/99

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

The History of
The Production Lean Leadership
Lean #N/A
1.1 Lean Overview Transformation
System Principles
WHAT IS LEAN?

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
The visual facory
3Ms - Identifying
1.2 Introduction to - information The role of
Stablity tools Waste and VA vs
centres, 5s & Standards
Lean visual control
NVA
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Effective use of
1.3 Resource for Obtaining Union
the Steering 0 0
PREPARE

Support
Lean Committee
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Identifying the
Contducting a Viewing the Strategy -
1.4 Baseline Financial
Diagnostic - Plan Business as a Finiding the Key
Opportunity
Diagnostic and presentation System Levers
(ROIC)
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Understanding
WHY?

1.5 Establishing Creating Value Using ROCE /

Bottlenecks/ 0
the Compelling for Shareholders ROIC / NPV
Constraints
Need
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Defining Establishing the
Creating High Generating quick
Implementation Change
1.6 Plan and Kaizen Level Master wins - Kaizen
Loops & Management
Schedules plan & methods
Approach Approach
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Lean
2.1 -2 Change Lean Awareness Lean Leadership The Change
fundementals
training training Agent Model
Agent Training training
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
HOW?
 2.2 Expanded Improving
Blue Sky
#N/A Communication 0
Information Workshops
Channels
Sessions
HOW?
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Training and
Training needs
2.3 Training Plan Lean Skills Matrix Development in 0
analysis
Lean
0 0 0 0 0 0 0 0 method
Scientific 0 0 0 0 0 0 0 0 0 0 0
Value Stream in Lean - Value stream
Value Stream
2.4 - 6 Value Mapping - current Problem solving mapping - ideal
mapping target
state Learning to at every level - state and full
Stream Mapping see the link to potential
state
0 0 0 0 0 0 0strategy
0 0 0 0 0 0 0 0 0 0 0 0

3.1.1 Visual Improvement

KPI Hierachy Setting Targets CCC Strips
Performance Plans
WORKPLACE STANDARDS

Management
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5s philosophy
and workplace Sort Set Shine
3.1.2 5s standards
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

TPM philosophy Autonomous

3.1.3 TPM OEE/AUR Effective Training
and benefits Maintenance

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
The importance
ESTABLISH VISUAL CONTROL

Observation tools Improvement

3.1.4 Standard of standards and Control tools for
for Standard tools for standard
link to problem standard work
Work solving
Work work
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Introduction to
Statistical
TPS quality Poke Yoke Red Workshop
3.1.6 Quality Conrol Process Control
quality
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
JIDOKA

3.2.1 Introduce Unit Time of Problem Solving Fixed Position

Andon Systems
Work Boards stop
Visual Control
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Designing the Role of the Lean

What is Jidoka Autonomation
3.2.2 Andon span of control Team Leader

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
ESTABL Toyota DNA -
3.3.2-3 Streamline Spaghetti
Rule 2&3 Specification
Takt Time diagrams & PQ
the process for Connection and
analysis
Rationalisation
continuous flow flow paths
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Demand and
Establishing
Load Levelling Heijunka Box One Piece Flow
JIT

3.3.4 -5 Levelling Stores

(Heijunka)
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Difference
Types of Pull Batch Size and
between Push Types of Kanban
6. Pull System Systems Signal Point
and Pull
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Lean Developing and Inverting the
organisation Role of the Lean agreeing new triangle -
Organisation structure & Leader Roles and structuring for
leader role Responsibilities support
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Understanding Jishuken and the
4. Continuous Standardised Machine Cycle
MANAGEMENT SYSTEMS

the PDC? Toyota method of

work Kaizen Time Kaizen
Improvement kazien
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Capability Create Training / Assess Capability
Feedback &
Capability Building Measurement Experience vs.Requirement
Review Process
Process Solutions & Agree PDP
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
(
Hoshin Planning the PDCA cycle
3.3.1 Hoshin A3 Thinking -

and policy Lean Measures for strategy and
Planning and writing an A3

deployment Hoshin planning
Measures ?
0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0

Quality
Function Trystorming -

Deployment - Human Factors in Frequent piloting
Lean Design and Lean Layouts
One

team for Design & hypothesis
Construction design forming

0 0
0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The Role of Standard work
Layered Audits Waste Walks
Audits Working Menus Auditing


0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0


Project Stakeholder
0
NGE MANAGEMENT

Overall Process Management Management

0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0









CHANGE MANAGEMENT
Middle
Interviewing and Shop Floor
Management #N/A 0
Focus Groups
Facilitation Coaching
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Effective Task
Effective Presentation
Communication Assignment - Written Skills
Listening Skills
CPQQRT model
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
1 2 3 4
 PROJECTS / ENGAGEMENTS The History of
Lean
Review Start Finish Reviewed Review Transformation
Activity
Date Date Date by Date
1 1 3 5 6
12/30/99 5. 0 12/30/99 12/30/99 30/12/99 12/30/99
12/30/99 6. 0 12/30/99 12/30/99 30/12/99 12/30/99 Squares indicate skill levels 1 to 5 (
12/30/99 7. 0 12/30/99 12/30/99 30/12/99 12/30/99 R)
ie if 2 cells contain engagement nu
12/30/99 8. 0 12/30/99 12/30/99 30/12/99 12/30/99 colour then the skill level achieved
example level 5 was achieved with
except your name above left** person's 6th project/deployment

ean Leadership The Management

0 0 0
Principles System A

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Respect for
Ms - Identifying JIT - Produce
5 Guiding Jidoka - Build Humanity &
Waste and VA vs Only What Can
Principles Quality In Social B
NVA be Sold
Responsibility
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 C

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0.6

Identifying the
Financial Executing Lean
0 0 0
Opportunity Assessments E
(ROIC)
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0
F

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
enerating quick
Aligning All A3 Thinking -
wins - Kaizen 0 0 G
Functions writing an A3
lan & methods
0 0.2 0.4 0.
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The Change
0 0 0 0
Agent Model I

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
 0 0 0 0 0
J

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 K

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Value Stream Facilitating a
Creating a Writing an A3 for
mapping target VSM - current, 0 L
Master Schedule Business Case
state target, and A3
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0

Running an PPS & A3

Improvement PDCA in Daily
Progress Review information process for
Plans problem solving M
centre problem solving
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Shine Standardise Sustain 0 0

N

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Planned Early Equipment

fective Training TPM Workshop 0 O
Maintenance Management

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Control tools for

0 0 P
standard work

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0

Jidoka Milestone
Red Workshop Yellow Workshop Blue Workshop Green Workshop
Auditing Q

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Escalation and
Fixed Position
Quality problem 0 0 0
stop
solving in toyota
R

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Calculating
ole of the Lean Team Leader
labour 0 0
Team Leader Workshop S
requirements
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0.
 VSM Designing
Specification the productions Cellular
Setting EPE QCO SMED
Rationalisation system for Manufacturing T
Continuous flow
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Separation of
Establishing Levelling by Part
transport and 0 0
Stores (heijunka) U
Work
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Batch Size and JIT simulation

0 0 0
Signal Point game V

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0

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

Machine Cycle Yamazumi &

0 0 0
Time Kaizen Work Balance X

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
ssess Capability
s.Requirement 0 Y
& Agree PDP
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
he PDCA cycle
or strategy and 0 0 0 0 Z
Hoshin planning
0 Application
0 0 0 of 0 the0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
guiding principles
Trystorming - Last Planner -
in design &
requent piloting information Standardised Kaizen for
construction -
& hypothesis centres for work for Projects Projects AA
one team
forming projects
approach &
0 0 contracts
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Standard work
5s Auditing 0 0 0
Auditing AB

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0.2 0.4 0.6

0 0 0 0 0
AC

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
 0 0 0 0 0
AD

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 AE

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Written Skills 0 0 0 0 AF

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
4 5 6 7 8
 LEVEL DEFINITION
1 = Theoretical knowledge/ had training & can explain 75% of Lean content
Skill Title Has attended 2&5 day Lean Immersion training
The History of 2 = Sustainably deliver Lean support with LMR coach.
Lean Numbers and Has attended 2&5 day Lean Immersion
ransformation Colours indicate Undertaken deployment Projects with LMR Consultant support
engagement no. 3 = Sustainably deliver Lean system without LMR support.
6 Has attended 2&5 day Lean Immersion
Has undertaken a minimum of 2 deployment projects that have been
sustained without LMR support
ares indicate skill levels 1 to 5 (from L to 4 = Demonstrated ability to train others.
Lead 2&5 day Lean Immersion Training
2 cells contain engagement numbers and Sustained Delivery of lean projects over a 12 month period
ur then the skill level achieved is 2. In this 5 = Expert level
mple level 5 was achieved with the
on's 6th project/deployment

0.2 0.4 0.6 0.8 1

0.2 0.4 0.6 0.8 1

 0.2 0.4 0.6 0.8 1

0.2 0.4 0.6 0.8 1

0.2 0.4 0.6 0.8 1

 0.2 0.4 0.6 0.8 1

0.2 0.4 0.6 0.8 1

 1 2 3 4 5 6 7 8

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

10 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0%
1 0%
2 0%
3 0%
4 0%
5 0%
6 0%
7 0%
8

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

40 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8
 40 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

20 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8

15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 15 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 0
% ### ### ### ### ### ### ### ###

20 0 0 0 0 0 0 0 0
% 0% 0% 0% 0% 0% 0% 0% 0%
 EngageEngageEngageEngageEngageEngageEngageEngagement 8

1.3 Resource
for Lean
1.2 0% 0% 0% 0% 0% 0% 0% 0%
Introduction to 0% 0% 0% 0% 0% 0% 0% 0%
Lean
1.1 Lean
Overview
0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

1.6 Plan and

Kaizen
1.5
Establishing 0% 0% 0% 0% 0% 0% 0% 0%
the 0% 0% 0% 0% 0% 0% 0% 0%
Compelling
Need
1.4 Baseline
Diagnostic
0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

2.4 - 6 Value
Stream
Mapping
0% 0% 0% 0% 0% 0% 0% 0%
Implementatio 0% 0% 0% 0% 0% 0% 0% 0%
n
Planning
0% 0% 0% 0% 0% 0% 0% 0%
Diagnostic 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

3.1.4 Standard
0% 0% 0% 0% 0% 0% 0% 0%
3.1.3 TPM 0% 0% 0% 0% 0% 0% 0% 0%

3.1.2 5s
0% 0% 0% 0% 0% 0% 0% 0%
3.1.1 Visual P 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

3.2.1
Introduce
3.2.2 Andon 0% 0% 0% 0% 0% 0% 0% 0%
Visual Control 0% 0% 0% 0% 0% 0% 0% 0%

3.1.6 Quality
Conrol 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8
6. Pull System 0% 0% 0% 0% 0% 0% 0% 0%
3.3.4 -5 Levelli 0% 0% 0% 0% 0% 0% 0% 0%

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

0 0 0 0 0 0 0 0 1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

Audits
Lean Design 0% 0% 0% 0% 0% 0% 0% 0%
and 0% 0% 0% 0% 0% 0% 0% 0%
Construction
3.3.1 Hoshin
Planning and
Measures
0% 0% 0% 0% 0% 0% 0% 0%
Capability 0% 0% 0% 0% 0% 0% 0% 0%
Building

4. Continuous
Improvement 0 0 0 0 0 0 0 0
Organisation 0 0 0 0 0 0 0 0

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8

Communicatio
n
0% 0% 0% 0% 0% 0% 0% 0%
0 ### ### ### ### ### ### ### ###
Interviewing
and
Facilitation
0% 0% 0% 0% 0% 0% 0% 0%
Overall 0% 0% 0% 0% 0% 0% 0% 0%
Process

1 2 3 4 5 6 7 8

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000

Lean Manufacturing Training Program

Deployment
model Module
Code Focus

1.1 Lean Overview 1

1.2 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 15
Lean 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 32
Basic 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
JIT Lean Thinking 50
Basic Knowledge 51
Basic Knowledge 52
Basic Knowledge 53
Basic Knowledge 54
Basic Knowledge 55
Basic Knowledge 56
Basic 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 68
3.3.1 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
 Max
Module Duration

4 hours
2 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 hours
Creating 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 days
Creating 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
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 days
separation 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 hours
Introduction 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
 Black/ Green
Senior Belt / Lean Lean
Sensei Curriculum Management Management Coach 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
Current state Analysis 2 hours 4 hours 4 hours
4 hours
1 day
1 day
Practical Exercise
Practical Exercise
1 hour
4 hours 4 hours 2 hours
2 hours 2 hours 4 hours 4 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 days
1 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
2 hours 4 hours 4 hours 4 hours
1 hour 1 hour 1 hour
5 days 5 days 5 days
1 hour 2 hours 3 hours 3 hours 3 hours
1 hour 4 hours 4 hours 4 hours 4 hours
1 hour 4 hours 4 hours 4 hours 4 hours
1 hour 2 hours 2 hours 2 hours 4 hours
5 days 5 days 5 days

1 hour 2 hours 4 hours 4 hours 4 hours

1 hour 1 day 1 day 1 day 2 weeks

1 hour 1 hour 1 day 1 day 1 day

1 hour 1 hour 4 hours 1 hour

Operators
& Trades

1 hour
1 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
Introduction
Overview of why and what is lean

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

Current state Analysis

Introductory 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.
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

 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
The visual facory - information centres, 5s & visual
B1 0 0 0 0 0
control
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
WHAT?

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 0
D1 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 0
E5 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
Y?
 F3 Using ROCE / ROIC / NPV 0 0 0 0 0
F4 A3 Thinking - writing an A3 0 0 0 0 0
F5 0 0 0 0 0
F6 0 0 0 0 0
WHY?

F7 0 0 0 0 0
F8 0 0 0 0 0
G1 Defining Implementation Loops & Approach 0 0 0 0 0
G2 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 0
J3 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
HOW?

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 0
K7 0 0 0 0 0
K8 0 0 0 0 0
Value Stream Mapping - current state Learning to
L1 0 0 0 0 0
see
Scientific method in Lean - Problem solving at
L2 0 0 0 0 0
every level - the link to strategy
 Value stream mapping - ideal state and full
L3 0 0 0 0 0
potential
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 0
M3 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
STABILITY TOOLS

N4 Shine 0 0 0 0 0
N5 Standardise 0 0 0 0 0
N6 Sustain 0 0 0 0 0
N7 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 0
Q8 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
JIDOKA

R3 Andon Systems 0 0 0 0 0
JIDOKA 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 0
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 0
S7 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
VSM Designing the productions system for
T5 0 0 0 0 0
Continuous flow
T6 Setting EPE 0 0 0 0 0
T7 QCO SMED 0 0 0 0 0
T8 Cellular Manufacturing 0 0 0 0 0
JUST IN TIME

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

U2 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
Developing and agreeing new Roles and
W3 0 0 0 0 0
Responsibilities
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 0
X2 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
Y2 0 0 0 0 0
MANAGEMENT SYSTEMS

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 0
Z1 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 0
AA3 Lean Layouts 0 0 0 0 0
Trystorming - Frequent piloting & hypothesis
AA4 0 0 0 0 0
forming
Application of the guiding principles in design &
AA5 0 0 0 0 0
construction - one team approach & contracts
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 0
GEMENT
CHANGE MANAGEMENT AD2 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
AE2 Practical Problem solving 0 0 0 0 0
Analysis tools - Pareto, C&E, checksheets,
AE3 0 0 0 0 0
histograms
Other problem solving methods - Apollo, taproot &
AE4 0 0 0 0 0
Six sigma
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 0
AF1 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 Overview

B 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 Factory
N 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

Reviewed by
Review Date
5 6 7 8

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
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0 0 0 0 0
Running 2 Day
0 0 0 0 0
Lean Awareness
Running 5 Day
0 0 0 0 0
Lean Immersion
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5 6 7 8
 Current Next
Skill Planning Level Level

A1 The History of Lean Transformation 0 1

A2 #N/A 0 1
A3 1.1 Lean Overview The Production System 0 1
A4 Lean Leadership Principles 0 1
A5 The Management System 0 1
WHAT?

The visual facory - information centres, 5s & visual

B1 0 1
control
B2 The role of Standards 0 1
B3 Stablity tools 0 1
B4 1.2 Introduction to 3Ms - Identifying Waste and VA vs NVA 0 1
B5 Lean 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
1.4 Baseline
E3 Strategy - Finiding the Key Levers 0 1
Diagnostic
E4 Identifying the Financial Opportunity (ROIC) 0 1
E5 Executing Lean Assessments 0 1
F1 Understanding Bottlenecks/ Constraints 0 1
WHY?

F2 1.5 Establishing the Creating Value for Shareholders 0 1

F3 Compelling Need 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 1.6 Plan and Kaizen Establishing the Change Management Approach 0 1
G3 Generating quick wins - Kaizen plan & methods 0 1
G5 Aligning All Functions 0 1
I1 Lean Awareness training 0 1
I2 2.1 -2 Change Lean fundementals training 0 1
I3 Agent Training Lean Leadership training 0 1
I4 The Change Agent Model 0 1
J1 Blue Sky Workshops 0 1
J2 #N/A #N/A 0 1
J3 Improving Communication Channels 0
J8 Lean Skills Matrix 0 1
HOW?

K1 Training needs analysis 0 1

#N/A
K2 Training and Development in Lean 0 1
K3 0 0 1
K7 Value Stream Mapping - current state Learning to see 0 1
Scientific method in Lean - Problem solving at every
K8 0 1
level - the link to strategy
L1 Value stream mapping - ideal state and full potential 0 1
2.4 - 6 Value
L2 Value Stream mapping target state 0 1
Stream Mapping
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

3.1.1 Visual
Performance
Management
L8 Setting Targets 0 1
M1 3.1.1 Visual CCC Strips 0 1
M2 Performance Improvement Plans 0 1
M3 Management 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 1
STABILITY TOOLS

N2 Set 0 1
3.1.2 5s
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 3.1.3 TPM 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 1
P1 Standardisation vs Kaizen & the tools 0 1
P2 Work Standardisation & the tools 0 1
P3 3.1.4 Standard Long Cycle Time Standardised Work 0 1
P4 Work 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
3.1.6 Quality Conrol
Q4 Yellow Workshop 0 1
Q5 Blue Workshop 0 1
Q6 Green Workshop 0 1
JIDOKA

Q7 Jidoka Milestone Auditing 0 1

Q8 Unit Time of Work 0 1
R1 Problem Solving Boards 0 1
3.2.1 Introduce
R2 Andon Systems 0 1
Visual Control
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 3.2.2 Andon Designing the span of control 0 1
S4 Role of the Lean Team Leader 0 1
S5 Team Leader Workshop 0 1
T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 1
T2 Takt Time 0 1
T3 3.3.2-3 Streamline Spaghetti diagrams & PQ analysis 0 1
T4 the process for Specification Rationalisation 0 1
T5 continuous flow VSM Designing the productions system for Continuous 0 1
flow
TIME
 3.3.2-3 Streamline
the process for
continuous flow
T6 Setting EPE 0 1
T7 QCO SMED 0 1
U1 Demand and Load Levelling (Heijunka) 0 1
JUST IN TIME
U2 Heijunka Box 0 1
U3 One Piece Flow 0 1
U4 Establishing Stores 0 1
3.3.4 -5 Levelling
U5 Separation of transport and Work 0 1
U6 Levelling by Part (heijunka) 0 1
U7 0 0 1
U8 0 0 1
V1 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
6. Pull System
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 Organisation Role of the Lean Leader 0 1
Developing and agreeing new Roles and
W3 0 1
Responsibilities
X1 Understanding the PDC? 0 1
X2 Jishuken and the Toyota method of kazien 0 1
X3 4. Continuous Standardised work Kaizen 0 1
MANAGEMENT SYSTEMS

X4 Improvement 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 Capability Building Create Training / Experience Solutions 0 1
Y7 Assess Capability vs.Requirement & Agree PDP 0 1
Y8 0 0 1
Z1 3.3.1 Hoshin Hoshin Planning and policy deployment 0 1
Z2 Planning and A3 Thinking - writing an A3 0 1
Z3 Measures Lean Measures 0 1
AA
Quality Function Deployment - One team for design 0 1
1
AA Lean Design and
Human Factors in Design 0 1
2
AA Construction
Lean Layouts 0 1
3
AB
Layered Audits 0 1
1
AB
Waste Walks
( ? 0 1
2
AB
The Role of Working Menus 0 1
3
AB Audits
Standard work Auditing 0 1
4
AB
5s Auditing 0 1
5
AB
0 0 1
6
AC
0 1
1
AC
#N/A Project Management 0 1
2
AC
Stakeholder Management 0 1
3
Shop
AD
MANAGEMENT

Floor Focus Groups 0 1

1
AD Interviewing and
Middle Management Coaching 0 1
2
AD Facilitation
CHANGE

#N/A 0 1
3
AE
0 0 1
1

0
 MANAGEMENT
CHANGE
AE
0 0 1
2
AE
0 0 1
3
AE 0
0 0 1
4
AE
0 0 1
5
AE
0 0 1
6
AF
Effective Task Assignment - CPQQRT model 0 1
1
AF
Communication Effective Listening 0 1
2
AF
Presentation Skills 0 1
3
Detail of Planned Activity to Achieve Next Level
Plan Plan
Review
Start Finish Reviewed by
Date
Date Date
 WHAT?
The History of Lean
Transformation

#N/A
1.1 Lean Overview

The Production System

Lean Leadership
Principles

The Management System

The visual facory -

information centres, 5s &
visual control

The role of Standards

1.2 Introduction to lean

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
Obtaining Union Support
Resource
for Lean
1.3

Effective use of the

Steering Committee

Contducting a Diagnostic
- Plan and presentation
1.4 Baseline Diagnostic

Viewing the Business as a

System
Strategy - Finiding the
Key Levers

Identifying the Financial

Opportunity (ROIC)

Executing Lean
Assessments
Understanding
1.5 Establishing
the Compelling

Bottlenecks/ Constraints
Creating Value for
Shareholders
Need

Using ROCE / ROIC / NPV

Defining Implementation
Loops & Approach

Creating High Level

Master Schedules
1.6 Plan and Kaizen

Establishing the Change

Management Approach

Generating quick wins -

Kaizen plan & methods

Aligning All Functions

0
 Lean Awareness training
2.1 -2 Change Agent

Lean fundementals
training
Training

Lean Leadership training

The Change Agent Model

Blue Sky Workshops

#N/A

#N/A

Improving
Communication Channels

Lean Skills Matrix

Training needs analysis

#N/A

Training and Development

in Lean

Value Stream Mapping -

current state Learning to
see
2.4 - 6 Value Stream Mapping

Scientific method in Lean

- Problem solving at every
level - the link to strategy

Value stream mapping -

ideal state and full
potential
Value Stream mapping
target state
Creating a Master
Schedule
Writing an A3 for
Business Case
Facilitating a VSM -
current, target, and A3
 WHAT?
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 to
business 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 movement
this 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

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 a
preliminary 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 blitzs
To 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.
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 during
deployment, 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

 WORKPLACE STANDARDS
KPI Hierachy
3.1.1 Visual Performance Management

Setting Targets

CCC Strips

Improvement Plans
Progress Review

Running an information centre

PPS & A3 process for problem

solving
PDCA in Daily problem solving
5s philosophy and workplace
standards
Sort

Set
3.1.2 5s

Shine

Standardise

Sustain

0
0
TPM philosophy and benefits

Autonomous Maintenance

OEE/AUR
3.1.3 TPM
3.1.3 TPM Effective Training

Planned Maintenance

Early Equipment Management

TPM Workshop

Toyota DNA - Rule 1 All work is

standardised
Standardisation vs Kaizen & the
tools
Work Standardisation & the tools
3.1.4 Standard Work

Long Cycle Time Standardised

Work

Standardised workproblem solving

workshop

Operator selection and training in

lean
0

JIDOKA
Introduction to TPS quality quality
3.1.6 Quality Conrol

Poke Yoke
Statistical Process Control

Red Workshop
Yellow Workshop
Blue Workshop
Green Workshop
Jidoka Milestone Auditing

Unit Time of Work

Problem Solving Boards

ntroduce Visual Control

Andon Systems
3.2.1 Introduce Visual Control Fixed Position stop

Escalation and Quality problem

solving in toyota
0

What is Jidoka

Autonomation
3.2.2 Andon

Designing the span of control

Role of the Lean Team Leader

Team Leader Workshop

Toyota DNA - Rule 2&3 Connection

3.3.2-3 Streamline the process for continuous flow

and flow paths

Takt Time

Spaghetti diagrams & PQ analysis

Specification Rationalisation

VSM Designing the productions

system for Continuous flow
3.3.2-3 Streamline the proc Setting EPE

QCO SMED

Demand and Load Levelling

(Heijunka)

Heijunka Box

One Piece Flow

3.3.4 -5 Levelling

Establishing Stores

Separation of transport and Work

Levelling by Part (heijunka)

Difference between Push and Pull

Types of Pull Systems

Types of Kanban
6. Pull System

Batch Size and Signal Point

JIT simulation game

0

0
WORKPLACE STANDARDS
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. Key
Performance 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 as
mechanics 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.
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 and
reliability.
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.

JIDOKA
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 table
Able 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
direct and support shop floor activities
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)
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 subordinates
that 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-TIME
Able 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.
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 despite
changes 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)
 MANAGEMENT SYSTEMS
Lean organisation structure &
leader role
Organisation
Role of the Lean Leader
Developing and agreeing new
Roles and Responsibilities
Understanding the PDC?
Jishuken and the Toyota method of Understanding the toyota kaizen method and levels of
4. Continuous Improvement
kazien
Standardised work Kaizen
Machine Cycle Time Kaizen
Yamazumi & Work Balance
Capability Measurement Process
Capability Building
Feedback & Review Process
Create Training / Experience
Solutions
Assess Capability vs.Requirement
& Agree PDP
Hoshin Planning and policy
.3.1 Hoshin Planning and Measures
deployment
A3 Thinking - writing an A3
Understand the Toyota hierarchy, organisational design and
structural principles
What is expected of a leader in maximising the safety QCD
performance of the area that they are responsible for in a
Lean environment.
Liaison with the HR function and other top team members to
design specific roles/responsibilites in order to ensure
sustainability
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.
kaizen, including Jishuken process and "Kaikaku" or step
changes
The method for carrying out Standardised Work (Motion)
Kaizen to reduce or avoid additional manpower.
The method for carrying out Machine Cycle Time Kaizen to
overcome a problem with a machine which cannot achieve
Takt.
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.
Who and how capability can be measured
A mechanism for enhancing capability through regular review
and feedback
Defined ways of plugging capability gaps
Ensures that people are developed as a result of gap
identification.
0 A structure to gain qualification in supporting Lean
deployment within the organisation.
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 and
policy deployment to develop a shared vision of where we
are going and how we will ge there. Ability to create "True
North" planning and execution tree.
Ability to create a one page A3 report. Understanding the
different types of A3s' (Hoshin, Problem solving, proposal and
Current status).
 3.3.1 Hoshin Planning an Lean Measures Understanding the different metrics that should be measured
to change the mindset regarding the business. - Delivery and
Customer service (On time delivery, complete orders, lead
time), Quality (Rework, PPM, first pass yeild, Internal PPM
rejects, process variation) Cost and Productivity (Inventory
turns, throughput time, Labour value add, performance to
load levelling)

Quality Function Deployment - One The process of using QFD to ensureall relevant stakeholders
Lean Design and

team for design have had quantative input into design

Construction

Human Factors in Design Multi-functional team are co-located and work together on
common task (eg Ops & design).
Lean Layouts Application of scientific facts regarding humans to the design
of objects, systems and environment. Applied science of
equipment design to maximise productivity by reducing
operator fatigue and discomfort.
Layered Audits Audits completed at different time schedules by multiple
layers of the organisation: operator, superintendent,
manager, general manager.
Waste Walks What is a waste walk, how to do one, the purpose of them,
giving coaching on waste identification
The Role of Working Menus Working menus are a form of Standardised work for Leaders.
Audits

They provide a minimum task list to enable the expectations

of an individual or team to be met.
Standard work Auditing Leaders and team members regularly audit compliance to
standardised work.
5s Auditing Leaders and team members regularly audit compliance to 5s

0 Process where each audit will result in feedback to the

operators on 'no-good' situations and concerns.

CHANGE MANAGEMENT
0 To be able to plan and implement the Practical Change
0 Management
Manage approachprojects
improvement as part identified
of a controlled
throughandLean activity
0 sustainable
through
Managing Lean
to key Transformation
completion
groups using
of Master. Use
stakeholders of the Practical
Schedules.
through change during
0 Change
Lean Managementunderstand
deployment.To 'Jigsaw' framework in order to coach
the key components of the
managers through 'explore/commit' andat'role modelling'
0

0 change agent model.To effect change all levels of an

concepts
organisation by understanding/influencing the
0
social,emotional and political position of key individuals
0
0
0 Organisation, delivery, interpretation of results, and provision
0 of
Usefeedback from sessions
of the Practical Changewhere local operators
Management 'Jigsaw'are invited
framework
0 to express
in order to
Careful, their views,
coach managers
selective, fears, and improvement
through
planning and suggestions
'explore/commit'
execution of formal andand
0 prior
'role to the pilot concepts
modelling'
informal sessions area changes
designed to break down barriers (internal
0

0 and external) and gain entry with small teams

0
0
0
0 Iterative four step problem-solving process: Plan, Do, Check,
0 Act.
Lean team based Practical Problem Solving method which
can be applied to a complex problem, analyse it in order to
understand the true root cause, which in turn allows for the
0

introduction of a robust countermeasure thus permanently

eliminating the concern.
 0 Key problem solving tools
Reviewed by Understand process and applicability of additional problem
0

Review Date solving

A methodologies
rigourous, systematic problem solving methodology which
follows the DMAIC process. It- focuses
0 How toyota solves problems Rule 4 - on
thedata driven
scientific method,
0 decision
using making
data, and
hypothesis uses statistics
testing with ato validate
teacher - both root
problem
causes mechanisms
0 solving and any claimed improvement. In 6 Sigma
in tps
performance is measured against the customers
0 Understanding effective task assignment model
requirements (capability), a 6 sigma operation is one where
0 The ability to "hear"
the customer what others
specifications are 6are saying deviations from
standard
0

0 Ability to
the mean. present and facilitate experiential activities to
0 Ability to communicate effectively in writing. of Lean in the
increase the understanding and application
organisation.
 CHANGE MANAGEMENT
( To be able to plan and implement the Practical Change
? Management approach as part of a controlled and
sustainable Lean Transformation . Use of the Practical

Change Management 'Jigsaw' framework in order to coach
managers through 'explore/commit' and 'role modelling'
concepts

#N/A

Project Management Manage improvement projects identified through Lean activity

Stakeholder Management
through to completion using Master Schedules.
Managing key groups of stakeholders through change during
Lean deployment.To understand the key components of the
change agent model.To effect change at all levels of an
organisation by understanding/influencing the
social,emotional and political position of key individuals

Shop Floor Focus Groups Organisation, delivery, interpretation of results, and provision
of feedback from sessions where local operators are invited
Interviewing and

to express their views, fears, and improvement suggestions

Facilitation

prior to the pilot area changes

Middle Management Coaching Use of the Practical Change Management 'Jigsaw' framework
in order to coach managers through 'explore/commit' and
'role modelling' concepts
#N/A Careful, selective, planning and execution of formal and
informal sessions designed to break down barriers (internal
and external) and gain entry with small teams
0 Iterative four step problem-solving process: Plan, Do, Check,
Act.

0 Lean team based Practical Problem Solving method which

can be applied to a complex problem, analyse it in order to
understand the true root cause, which in turn allows for the
introduction of a robust countermeasure thus permanently
eliminating the concern.
0 Key problem solving tools
0 Understand process and applicability of additional problem
0

solving methodologies
0 A rigourous, systematic problem solving methodology which
follows the DMAIC process. It focuses on data driven
decision making and uses statistics to validate both root
causes and any claimed improvement. In 6 Sigma
performance is measured against the customers
requirements (capability), a 6 sigma operation is one where
the customer specifications are 6 standard deviations from
the mean.

0 How toyota solves problems - Rule 4 - the scientific method,

using data, hypothesis testing with a teacher - problem
solving mechanisms in tps
Communication Effective Task Assignment -
CPQQRT model
Effective Listening
Presentation Skills
Written Skills
Understanding effective task assignment model
The ability to "hear" what others are saying
Ability to present and facilitate experiential activities to
increase the understanding and application of Lean in the
organisation.
Ability to communicate effectively in writing.