All workshops are hands-on and interactive. We work with companies to plan a workshop focus that provides immediate value for their business. We highly recommend that a team, familiar with the process (or design), be in attendance.
Lean Product Designs – Our instructor brings nearly 20 years of product development experience and an understanding of what it means to develop lean designs that positively impact every aspect of your business from design, to purchasing, the supply chain, warehousing and more.
Plan to analyze a product under development at your company in the workshop.
Failure Mode Effects Analysis (FMEA) – FMEA can be a powerful tool for product development, but done incorrectly, users can spend hours generating technical failure modes that are far removed from the actual customer use of the product. Participants learn a customer-focused FMEA methodology that is proven globally and leads to more efficient detection plans.
Plan to analyze a product under development at your company in the workshop.
Value Stream Mapping – Begin thinking about processes and their value through the eyes of your customer. Value Stream Mapping makes process flow visible and provides a venue for employees to discuss, analyze and improve processes.
Map and analyze a processes of your choice in the workshop.
Quick Changeover – Did you know that World Class equipment changeover should not take more than 10 minutes? Learn techniques to analyze and improve changeover times.
Choose a changeover opportunity at your facility to address in the workshop.
Lean Office – Paperwork in any business or service can be resource draining and can even propagate errors to your customer. Bring key members of your office together to learn techniques to analyze the flow of the work, identify non-value added efforts and drive efficiency changes.
Select a troublesome process in your place of work to analyze.
5S – Learn a series of steps to organize and maintain an efficient, visual workplace. The five S’s; Sort, Stabilize, Shine, Standardize and Sustain provide the foundation for efficiency and error elimination.
We will work with you to improve an area of choice in your business.
Policy Deployment (Linking every day actions with tomorrow’s goals) – Only two percent of companies implementing continuous improvement as a key business strategy fully achieve world class status. Those that make significant progress have closed the loop between their business strategies, plans, budgets and continuous improvement as a system. Policy Deployment also called Hoshin Kanri is a comprehensive, closed-loop, disciplined, and structured step-by-step planning, implementation, and review process for managed change. It goes beyond the typical strategic planning process, implementation and for organizations looking for a method to create a thoughtful plan for the future.
Poke Yoke (Mistake Proofing) – Mistakes are human errors that result from incorrect intentions or executing correct intentions that result in unintended outcomes. The term poka-yoke comes from the Japanese words poka (accidental mistake) and yoke (prevent). Also known as ‘mistake-proofing’ or “error-proofing.” Poke Yoke develops methods and devices that help perform a task without errors, all the time, making it impossible for errors to be passed to the next step in a process.
The Deadly Waste of Continuous Improvement – Every activity that is conducted in your business is a process. Processes are either Value-Added (VA) or Non-Value Added (NVA) in the eyes of the customer. VA activities are those the customer is willing to pay for. VA activities typically accounts for only 5% of the total work/time. Waste is the arch enemy of efficiency and operational excellence. Understanding, seeing and the elimination of waste from every process if fundamental to continuous improvement.
Total Productive Maintenance (TPM) – It can be considered as the medical science of machines. Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. TPM brings maintenance into focus as a necessary and vitally important part of the business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum.
Facilitation Skills – As a continuous improvement leader, you know how important it is to have a defined process for predictable outcomes – including team meetings because they take up so much of your valuable time and your team’s. Good meeting and facilitation skills are essential for any collaborative effort and they enable teams to make decisions efficiently and effectively. This workshop will share the core meeting process to follow for running successful meetings that are shorter, more focused and yield desired outcomes. It is important then to understand the Role of a Problem Solving Team, Formation of an Effective Team, Role of a Team Facilitator/Leader, Stages of Team Growth, Handling Conflict Among Team Members, Building Consensus Among Team Members.
Problem Solving (Team Based Problem Solving) – Root cause analysis (RCA) is a structured facilitated team process to identify root causes of an event that resulted in an undesired outcome and develop corrective actions. The RCA process provides you with a way to identify breakdowns in processes and systems that contributed to the event and how to prevent future events. The purpose of an RCA is to find out what happened, why it happened, and determine what changes need to be made. It can be an early step in a process improvement process, helping to identify what needs to be changed to improve performance. (PDSA, pareto analysis, cause and effect analysis, check sheets, 5Whys, affinity diagrams)
Cost of Poor Quality – Even companies that are well run have a to improve operational performance and profitability. Companies typically waste between 25% and 35% of their operating budgets doing the wrong things, or failing to capitalize on opportunities. The cost of poor quality (COPQ) is costs which are incurred when requirements are not clear, not met or when organizations devote resources to determining if requirements have or have not been met.
Quality Function Deployment (Voice of the customer) – Every organization today is concerned with giving customers value and to maintain superior levels of organizational performance. Quality Function Deployment (QFD) is a structured and disciplined Cross-functional approach to developing new products or services or for upgrading existing ones driven by exactly what customer wants, needs and requirements are with available resources. It transfers customer requirements into production requirements, through a logical system (road map) from design through delivery of product and/or service. It ensures everyone interacts to fulfill customer requirements.
Standard Work The Foundation of Continuous Improvement – Standardized work is one of the most powerful but least used lean tools. By documenting the current best practice, standardized work forms the baseline for kaizen or continuous improvement. As the standard is improved, the new standard becomes the baseline for further improvements, and so on. Improving standardized work is a never-ending process. At the end of this workshop, you will be able to: Understand the fundamentals of standardization and its importance in the foundation of a lean system. Prepare standardized work forms. Introduce standardization techniques to improve: Training Waste elimination Sustainability of improvements Predictability of results.
Leading, Managing the Transition (Organizational Culture) –People new to Continuous Improvement often see the tools first, but miss the deep thinking that knits them all together, the culture. Changing your organizational culture is the toughest task you will ever take on. Your organizational culture was formed over years of interaction between the participants in the organization. It can feel like pushing a rock uphill.
Team Chartering (Process improvement projects and events) – A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source for the team members to illustrate the focus and direction of the team. Second, it educates others (for example the organizational leaders and other work groups), illustrating the direction of the team.
Introduction to Continuous Improvement
Supply Chain Management (Strategic Partners)