LEAN Thinking

Overview

Organisations sitting on their hands adopting the complacency model are in jeopardy of becoming decimated by the advance of the nimble fleet footed, fast, cost-effective and superior quality products or services offered by the industry leaders who are adopting Lean Thinking as a fundamental way of doing business.

The global move to adopt the principles used by Toyota Motors to drive the most fundamental change in Leadership/Management during the last 50 years is gaining in momentum and the Manufacturing Sector was the first to embrace the principles. The Service Sector has adopted these principles, most notably the Health Sector and more recently the Financial Sector.

The concept is simple:

This Short Course is designed to address "How" but covers all the key "What" questions.

The fundamental issues of a Lean Thinking organisation can be classified under five headings:

We should be striving to make our manufacturing and service organisations similar to a "Water Supply" pipe linear an "Electricity Supplier," in which demand is pulled onto the system and the system responds to the demand.

This course is about how to implement lean – there is a mountain of literature and case studies about what Lean Thinking is but very little on how to implement a Lean Thinking system.

Topics Covered

What is Lean Thinking

• The Lean Model
• The Kanban Methodology
• Just in Time (JIT)
• Results of Lean
• Challenges to an MRP/ERP Environment
• Critical Metrics
• Inventory – Working Capital Issues
• Process Issues
• Waste Elimination
• Lot Size of One vs. Batch Production

How to Implement Lean Thinking

• Developing and presenting the business case
• Determining the scope
• Determining the demand
• Documenting the process
• Establishing the right product families
• Establishing the TAKT time
• Value Adding vs. Non Value Adding
• Balancing a line
• KANBAN Methodology
• Inventory management
• Traditional accounting road-block

Lean Thinking Milestones

• Justification
• Investigation, Analysis and Knowledge
• Process Issues
• Product Issues
• Service Issues
• Material Issues
• Layout Issues
• Implementation
• Measurement

Who is on the Team and Why Teams are Necessary?

• Project Management Structure
• Responsibilities and Accountabilities
• Integrating and Aligning the Teams
• The Process Team
• The Inventory Team
• The Kanban Team

The Short Course will be split into two main components:

Case studies and real world examples will be used extensively to reinforce the learnings.

Who should attend

• CEOs who recognise that the traditional thinking model is no longer going to cut it.
• Senior Executive team members who have recognised that operating methodologies need a transformation.
• Executives wanting to know about the How and What of Lean Thinking.
• Leaders/Managers who have accountability for implementing a Lean Thinking Strategy.
• Anyone interested and enthusiastic in developing a systematic process for revolutionising the Customer Request Date Delivery Competency

Outcomes

• Knowledge of What Lean Thinking looks feels and smells like.
• Understanding of the process (HOW) to implement a Lean Thinking approach.
• Ability to scope and deploy the project teams with appropriate accountability and responsibility.
• A milestone road map
• When to use Lean Thinking and When not to
• Building the business case for a Lean implementation.
• Reviewing successful Lean implementations and securing the learnings.
• Practising the critical methodologies associated with Lean Thinking systems.
• Leaving the session with confidence to Lead and participate in a Lean Thinking initiative