Lean Process Improvement: Lean 101 (LS101)

Performance Improvement


Description

Lean principles have come a long way over the past three hundred years. From Benjamin Franklin’s early ideas, to Henry Ford’s work in the 1920’s and the Toyoda precepts in the 1930’s, to Jeffery Liker’s publication of The Toyota Way in 2004, Lean processes have evolved from a simple concept to a set of widely used best practices.

In this course, you learn foundational concepts and strategies to begin implementing Lean Process Improvement. We explore the foundations of Lean through the Toyota precepts and the five critical improvement concepts (value, waste, variation, complexity, and continuous improvement). As well, we present you with tools to perform continuous improvement in your organization, including 5S, 5W-2H, PDSA, DMAIC, Kaizen, Genchi Genbutsu, and various Lean data mapping methods.

Content
  • How to Use this Guide
  • How to Use this Guide
  • Session One: Course Overview
  • Session One: Course Overview
  • Learning Objectives
  • Pre-Assignment
  • Pre-Course Assessment
  • Pre-Course Assessment
  • Pre-Course Assessment
  • Session Two: Understanding Lean
  • Session Two: Understanding Lean
  • Defining Lean
  • Exercise: Your Lean Process Experience
  • The History of Lean
  • Creating the Lean Philosophy
  • The Toyoda Precepts
  • Exercise: Practicing the Toyoda Precepts
  • Lean vs. Six Sigma
  • A Lean Glossary
  • In Your Own Words
  • Session Three: The Toyota Production System
  • Session Three: The Toyota Production System
  • Overview of the Liker Pyramid
  • The Levels of the Pyramid
  • Philosophy
  • Process Improvements
  • Case Study: People and Partners
  • Case Study: People and Partners Discussion Question
  • Problem Solving
  • Identifying the Phases
  • Solving Problems at Work
  • Session Four: The Toyota Production System House
  • Session Four: The Toyota Production System House
  • A House
  • The Roof
  • The Pillars
  • The Core
  • The Foundation
  • Your House
  • Session Five: The Five Critical Improvement Concepts
  • Session Five: The Five Critical Improvement Concepts
  • Key Ideas
  • Value
  • Adding Value
  • Waste
  • Reducing Waste
  • Variation
  • Complexity
  • Exercise: Reducing Complexity
  • Continuous Improvement
  • Case Study: Smith Plumbing
  • Discussion Questions
  • Five Explanations
  • Session Six: Understanding Value with the Kano Model
  • Session Six: Understanding Value with the Kano Model
  • A Customer Needs Model
  • A Needs Example
  • Your Products
  • Session Seven: Types of Waste
  • Session Seven: Types of Waste
  • The Four Categories
  • Exercise: Additional Waste
  • Identifying Waste
  • Session Eight: Creating a Lean Enterprise
  • Session Eight: Creating a Lean Enterprise
  • Going Green with Lean
  • Leaning Your Organization
  • The Characteristics of a Lean Organization
  • Becoming a Lean Organization
  • Session Nine: The Plan, Do, Study, Act (PDSA) Cycle
  • Session Nine: The Plan, Do, Study, Act (PDSA) Cycle
  • PDSA
  • Plan
  • Do
  • Study (also called Check)
  • Act
  • PDSA at Work
  • Session Ten: Using the R-DMAIC-S Model
  • Session Ten: Using the R-DMAIC-S Model
  • R-DMAIC-S Model
  • Combining the Two Models
  • Exploring the R-DMAIC-S Model
  • Session Eleven: Lean Thinking Tools
  • Session Eleven: Lean Thinking Tools
  • 5W-2H
  • Genchi Genbutsu and Gemba
  • Using Genchi Genbutsu
  • Performing a 5-S
  • Returning to Work
  • Session Twelve: Kaizen Events
  • Session Twelve: Kaizen Events
  • About Kaizen and Kaizen Events
  • Level 1: Individual
  • Level 2: Mini Point Kaizen
  • Level 3: Kaizen Blitz
  • Level 4: Flow Kaizen
  • Level 5: Supply Chain Kaizen
  • Typical Kaizen Blitz Workflow
  • Personal Reflection
  • Session Thirteen: Data Gathering and Mapping
  • Session Thirteen: Data Gathering and Mapping
  • Flow Charts
  • Pieces of a Flow Chart
  • Creating a Flowchart
  • Ishikawa (Cause and Effect) Diagrams
  • SIPOC Diagrams
  • Value Stream Maps
  • Value Stream Map Example
  • Tips for Effective Data Analysis
  • The Right Tools for the Job
  • Session Fourteen: A Plan to Take Home
  • Session Fourteen: A Plan to Take Home
  • Roadblocks and Pitfalls
  • Exercise: Problems with Lean at Work
  • Possible Problems
  • Creating a Successful Organizational Structure
  • Establish a Lean Team
  • Customize Lean
  • Perform Training
  • Review and Repeat
  • Where to Get Started?
  • A Plan for Success
  • Session Fifteen: A Personal Action Plan
  • Session Fifteen: A Personal Action Plan
  • Summary
  • Summary
  • Recommended Reading List
  • Recommended Reading List
  • A Personal Action Plan
  • Post-Course Assessment
  • Post-Course Assessment
  • Post-Course Assessment
Completion rules
  • All units must be completed
  • Leads to a certification with a duration: Forever