Certified Lean Foundation & Practitioner - New Zealand

Certified Lean Foundation and Practitioner Course Outline

Module 1: About Lean

• Path to Value
• Key Lean Terms and Concepts
• Gemba Walk

Module 2: Five Steps pf Lean Thinking

• Process Stapling
• Lean Temple

Module 3: Customers, Processes, and Waste

• What are Customers?
• What is a Process?
• Tension Between VOB and VOC
• What Do We Mean by Value?
• Path to Value and Dealing with Values
• Eight Wastes of Lean

Module 4: Key Lean Metrics

• Introduction to Key Lean Metrics
• Tools and Techniques
• Spaghetti (Movement/Transportation) Diagrams
• Measles Charts
• Lean Triad
• What is of 5S and Steps of 5S
• Introduction to Poka Yoke and Types
• What is SMED?
• How SMED Looks Like?
• Voice of Customer (VOC)
• Customer Segmentation
• Four Steps of VOC Methodology and Tools
  • Identify Customers
  • Gather Customer Information
  • Analyse Customer Information
  • Determine Customer Needs
• Customer Segmentation
• SIPOC
• Overview of the Kano Model
• What is a Critical to Quality (CTQ)?
• Common Terminology
• Identifying the Root Cause
• Five Whys
• Root Cause Analysis (Fishbone)
• Reverse Fishbone
• Control Frameworks
• Overview
• Three C’s
• Eight Ds
• Plan Do Check Act
• Introduction to Kaizen
• Kaizen Philosophy
• Kaizen Events
• Formal Kaizen Roles and Process

Module 5: Managing and Building Lean Teams

• Managing Teams
• Lean Teams
• Features of Lean Teams
• High Performing Teams (HPT)
• High Performance Challenge
• Contrasting Team Structures
• Managing Progress and Demonstrating Control
• Kanban Board
• MoSCoW Prioritisation
• Daily Stand-Ups
• Work Cells
• Self-Managed Team Philosophy
• Lean Manager and the Self-Managed Team
• Personality Styles
• Autonomous HPTs

Module 6: Problem-Solving

• Problem Solving
• Problem Solving Framework
• A Seven-Step Problem Solving Methodology
• Prioritisation Tools

Module 7: Visual Management

• Introduction to Visual Management
• Guidelines for Visual Management
• Advanced Intelligence Methods
• Ways of Gathering the VOC
• Intelligence Gathering: Top Tips
• Critical to Quality Trees

Module 8: Advanced VOC

• Advanced Intelligence Methods
• Ways of Gathering the VOC
• Intelligence Gathering: Top Tips
• Critical to Quality Trees

Module 9: Lean Metrics

• Metrics
• Measures and Targets
• Metrics Drive Behaviour
• Traditional Vs Lean Metrics
• Choosing the Right Metrics
• Things to Consider When Selecting Metrics
• Useful Metrics
• First and Second Project Metrics
• Metrics and Measures Roadmap

Module 10: Process Measurement

• What are Lean Process Measurements?
• Two Level Measures
• Four Sub-Metrics
• Calculating OEE and TEPP
• OEE is Not a Magic Number
• First Time Quality
• Work in Progress
• Completed Orders Metrics
• Delivery Metrics
• Warranty Metrics
• Customer Feedback Metrics
• Reporting Metrics
• Aims of Data Collection
• Key Performance Indicators
• Process Measurement Points
• List of Criteria for a Good Measure
• Gauge R and R
• Measurement System Resolution
• Brief Description of Data Collection Planning
• Five Steps of Data Collection Process
• Data Collection Sheet
• Frequency and Sample Size
• Evolving Data Collection Plan

Module 11: Total Productive Maintenance

• TPM in a Nutshell
• What is TPM?
• TPM: Goals
• Why is TPM Needed?
• Benefits of TPM
• TPM: What to Focus On?
• TPM: Where Should it be Applied?
• TPM Maturity Levels
• TPM Health Check
• Implementation Structure of TPM
• Establish Infrastructure
• Eliminate Top Issues
• Training
• Conduct Autonomous
• Conduct Planned Maintenance
• Design Maintenance Prevention

Module 12: Process Levelling (Heijunka)

• Heijunka
• Heijunka in a Nutshell
• Process Levelling Overview
• Production Levelling
• Demand Levelling
• Sequencing
• Sequencing Concepts
• Single Piece Flow
• First in First Out
• Pull
• Kanban
• Three-Bin System
• Kanban Operation Rules
• Andon
• Process Levelling
• Resource Scheduling
• Theory of Constraints and TOC Process
• Other Techniques to Enable Level Scheduling
• Process Levelling in the Office
• What is the Minimum Cycle Time for a Form?
• Putting it All Together
• Lean Office: How it Was?

Module 13: Value Stream Mapping

• Process Maps
• Swim Lanes
• Typical Process Map Contests
• Value Stream Maps
• Headache Tablets: Value Stream Mapping
• On the Ground Instructions (OTGIs)
• Creating the “As Is” VSM
• Investigating and Understanding the Process
• Process Boxes
• Useful VSM Metrics and Square Wave
• Creating an Improved Process
• Steps for Building a Value Stream Map
• Action Plans
• Identifying Priorities: Effort/Impact Grid