Master Lean Certification  

CEU Credits:
6 hours. This is a one-week program.
Textbooks: Provided

   Lean thinking has been recognized as a major philosophy any company must implement before embarking on a
program of “constant improvement”. We design the curriculum incorporating the best of Lean, Six Sigma, and the
Theory of Constraints. We mesh the disciplines into one, intermingling concepts, thinking, and tools that can be
applied in a system or process approach. The approach is to focus any improvement efforts as part of a system
and process initiative. How and when can the tools be used in combination? How should we manage Kaizen events
in a multiple-project environment? Strategies, the right people, the right initiatives, and buy-in are all critical to
maintaining a program of continuous improvement. The classes are geared toward learning the how-to rather than
memorizing terms in isolation. Even statistics becomes understandable for every student.

  1. Introduction
       The Philosophy
       Why Master Lean Certification?
       Lean, Six Sigma, and Theory of Constraints as    One
       The Best of All Three Worlds
       What Tools to Use and When
       History of Lean Development
       Demand Economy and Pull Economy,          the Difference
       A New Paradigm
       The Customer: Quality, Cost, and Delivery
       The Importance of a System Approach
  2. Recent Quality Initiatives.
       Industrial Revolution
       Eli Whitney and Standardization of Parts
       James Watts
       Henry Ford
       Training Within Industry (TWI)
       Deming and Profound Knowledge
       Juran and Statistical Process Control (SPC)
      Just-in-Time (JIT)
       Lean and Materials Requirement Planning    (MRP)
       Continuous Flow
       Benefits of Lean
       Benefits of Lean Production
       The Toyota Production System (TPS)
       The Accounting Dilemma
       Total Quality Measurements (TQM)
       NUMMI
       Outsourcing
       Insourcing
       The Enterprise System
       Kaizen Event
  3. Just What Is Lean?
       Continuous Flow?
       Eliminating All Waste?
       The Customer Pull?
       Project Management/Long, Medium and Short
  4. The Eight Waste–MUDA
       Defects
       Inventory
       Overproduction
       Waiting
       Nonutilized Talent
       Transportation
       Motion
       Extra Processing
  5. Defects
       Customer Requirements
       Product and Service Variation
       Concepts of Variation, a New Look
       Measures of Central Tendencies
       Mean, Median, Mode
       Range and Standard Deviations
       Weak Process Controls
       Lack of Maintenance Programs
       Poor Engineering Designs
       A “Job Shop” Mentality
       Hidden Factories
  6. The Common Tools
       Histograms
       Stem and Leaf Box Plots
       Run Charts
       Control Charts
       Hypothesis Testing
       Design of Experiment
  7. The Key Tools Used in Combination
       Ishikawa Diagrams
       Flow Charting
       Quality Function Deployment (QFD)
       Current Reality Diagrams
       Evaporating Clouds
       Future Reality Trees
       Charts and Box Plots
       The Red X
    8. The Thinking Tools
     
   Identify
        Exploit
        Subordinate
        Elevate
        Repeat

    9. The Overproduction Sins
     
  Accounts Receivable
        I nventory
       The Financials
       The Reasoning Problem
       Labor—Fixed or Variable? When?
       Expenses and Burdening
       Economies of Scale
       Capacity Measuring
       Efficiency Measuring
       Batch Processing
       Forecasting
       Scrap and Rework
       Building Ahead
       The Economies of Scale Myth
       Poor Planning

   10. The Tools of Lean
       
 6S
        Value Stream Mapping
        Balancing the Flow
        Poke Yoke
        Jidoka
        Hoshin Planning
        Kanban
        Cross Training
        Process Cycle Efficiencies (PCE)
        Excess Capacity
        Takt Time as a Tool
        SMED
        Kaizen
        Cellular Manufacturing Cycle Time Reduction
        Failure Modes and Effects (FMEA)
        The Kano Model
        Value Driver Trees
        Critical to Quality Trees (CTQ)
        PDCA
        PDSA

   11. Six Sigma Tool for Processes & Systems
       
 Define
        Measure
        Analyze
        Improve
        Control

   12.  Waste
      
  Idle Operators and Employees
        Equipment Breakdown
        Bottlenecks
        Poor Planning
        Poor Scheduling
        Training Methods
        Standard Operating Procedures(SOPs).

   13. Nonutilized Talent Empowerment Issues
       
 Personality Styles
        Line Responsibilities
        Project Improving
        “We Know What We Know; We Don’t Know What We Know”
        Thinking in Isolation
         Working in Isolation

   14. Inventory Waste
        
 Poor Market Forecast
         Product Complexity
        Unleveled Scheduling
        Unbalanced Workload
        Vendor’s Lot Sizing
        Communication Scrap
        Rework


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