Price: $2,500.00
Length: 3 Days
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Introduction To Lean Manufacturing Training

Introduction To Lean Manufacturing Training Course Description

Introduction to Lean Manufacturing training provides you with the techniques for streamlining missions in any manufacturing environment. A comprehensive overview of lean manufacturing delivers cost and cash flow, velocity and lead time, and deliberates how waste impacts both profit and customer happiness. We will give you guidelines for developing and quantifying lean strategies at every step in the manufacturing process. You will go back to work with the knowledge lean principals to enhance your business strategy, reduce waste, and increase your business’ profits.

Introduction To Lean Manufacturing Training

In today’s business world, where international competition and constant price reduction requires from customers impact significantly on management strategies, lean manufacturing helps corporates to stay competitive, innovative, and profitable. “Lean” execution leads to lower cost and cycle-time, higher customer satisfaction, and standardized high quality. This hands-on training will concentrate on lean approaches that can be used to reduce all forms of waste and increase value for the customer.

Lean manufacturing training intends to give you a complete comprehension of what “Lean” means, describe the tools used, and, via case studies and group activities, show how these tools can be used in your organization.

Audience

Introduction to Lean Manufacturing training is a 3-day course designed for:

  • CEO, President, Vice Presidents
  • Functional managers
  • Senior managers and executives
  • Quality managers
  • Process improvement leaders

Training Objectives

Upon the completion of Introduction to Lean Manufacturing training, the attendees are able to:

  • Recognize the difference between conventional “push” and the lean “pull” systems
  • Comprehend the lean principles and their advantages
  • Determine common types of waste and how those wastes impact an organization’s revenues, competitive edge, and customer fulfillment
  • Determine how lean considers the removal/reduction of operating costs, cycle time, and non-value-added actions
  • Use employees’ time and their brainpower more efficiently in a team environment
  • Recognize customer value and waste
  • Identify the wastes and how to cut them down
  • Recognize fields for improvement and solutions
  • Comprehend how a team-based technique to change can accomplish sustainable results
  • Create a plan for initiating a lean journey in their organization

Course Outline

Overview of Lean Manufacturing

  • What is lean manufacturing?
  • What is lean?
  • Background to lean
  • Pros and cons
  • Economic aspects of lean
  • Value proposition of lean
  • Lean methods
  • Various types of “waste”
  • Lean manufacturing process
  • Toyota lean manufacturing
  • What Did Ohno Say about the Toyota Production System?
  • The pillars of lean manufacturing
  • The behavioral definition
  • The business definition
  • Several revolutionary concepts
  • A critical and comparative evaluation of various philosophies
  • Where lean will not work

Inventory and Variation

  • Introduction
  • What is so bad about inventory?
  • Variation
  • Buffers
  • Kanban
  • Kanban Calculations
  • Finished products inventory calculations
  • Make-to-stock vs make-to-order production systems

Inventory and Production

  • Customer satisfaction
  • Cost and revenue
  • Determining your real expenses
  • The overproduction cost
  • Metrics and cash flow

Basic Lean Manufacturing

  • The philosophy and objectives
  • The basis of quality control
  • Quantity control

Measuring the Work

  • Baseline fundamentals
  • Value Stream Mapping (VSM)
  • Pre-event data research
  • Process maps
  • Work sampling

The Value of Lead Time

  • Background of lead time
  • Benefits of Lead-Time Reductions
  • Excalibur Machine Shop, Lead-Time Reductions
  • Techniques to Reduce Lead Times

How to Do Lean

  • Cultural change fundamentals
  • Fundamental issues of cultural change
  • Cultural perspectives of a lean implementation worthy of further thought
  • Problem Solving and standardization

Strategies to Becoming Lean

  • Lean implementation strategies
  • Executing lean strategies on the production line
  • The Takt calculation
  • The necessary time study
  • The balancing study
  • The spaghetti diagram
  • Value stream mapping

How to Implement Lean

  • How to execute lean?
  • A main question to the implementation
  • Step 1: analyze the three fundamental concerns to cultural change
  • Step 2: Finish a systemwide analysis of the current state
  • Step 3: conduct an educational analysis
  • Step 4: document the present state
  • Step 5: redesign to decrease wastes
  • Step 6: analyze and identify the goals for this line
  • Step 7: Execute the Kaizen actions
  • Step 8: Analyze the newly formed present state, stress the system,
  • The Second commitment analysis of management commitment

Planning and Goals

  • Some Background
  • Hoshin–Kanri planning
  • Importance of goals and their deployment
  • Policy placement
  • Leadership in goal development, placement, and recognizing what “should be”

Creating a Flow Layout

  • Present process state vs. future state
  • Micro design
  • Demand flow
  • Measuring the lead time
  • Pull or push?

Get Balanced

  • Task-level study
  • Takt rational
  • The TMP approach
  • Streamlining the process
  • Accomplishing balance

Sustaining the Improvements

  • Why is it matter?
  • Identifying the losses
  • What is process gain?

TONEX Case Study Sample: the Zeta Cell

  • Some background about the Zeta Cell
  • Applying the first prescription
  • Applying the four strategies to reduce waste and accomplish great early gains
  • Reducing wastes
  • Value stream mapping
  • Developing flow and setting up pull-demand systems
  • Lessons learned

Introduction To Lean Manufacturing Training

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