Lean Black Belt training

 1.        day

LEAN STRATEGY, HOSHIN KANRI

-    Strategic approach, vision
-    Strategic vision, strategic management
-    Vision, mission Defining the future
-    "True North" 
-    Critical success factors, key performance indicators

HOSHIN KANRI - STRATEGIC GOAL SETTING PROCESS

-    Hoshin Kanri meaning and operation
-    Goal Setting Process
-    Catch-ball method
-    Hoshin planning steps and timing 
-    Strategic PDCA cycle
-    Linking Hoshin Kanri and Gemba Kanri

HOSHIN PLANNING, X MATRIX

- Break down strategy into concrete measurable objectives
- Planning future value stream(s)
- Definition of Kaizen Action Plan
- Break down strategy into concrete action plans 
- Consultation with stakeholders

- Resource allocation plan
- Preparation of X matrix 
- Definition of key performance indicators (KPIs)
- Performance measurement, definition of KPIs 
- Development of dashboard and PDCA based evaluation system
- Measurement and evaluation of strategy performance
- Quarterly Hoshin meetings (review)

2.        day

VALUE STREAM MANAGEMENT

Value stream mapping
- What is value, adding value?
- What is value stream? How can we create value streams?
- Value stream mapping (material and information flows)
- Responsibilities and competences in the value stream
- Value added (VA)
- Creating a value stream map
- Value stream mapping steps
- Identifying product families and value streams
- PQ-PR analysis
- Process walkthrough
- Data collection, validation
- Analysis and evaluation of current value streams (system)
- Report preparation, formulation of improvement proposals
- Joint review of the results of the value stream mapping exercise

VALUE STREAM DEVELOPMENT

- Value stream mapping analysis
- Planning future value stream
- Kaizen action programme, definition of a development concept for future higher performance value streams

3.        day

VALUE STREAM APPROACH TO MANAGEMENT

- Future value stream planning
- Exercise
- Creating value loops
- Create an executable, high-level plan for the future
- Principles of value stream organisation
- Creating a detailed intervention plan
- Kaizen workshops (development of value streams)
- Kaizen workshop steps

DEVELOPING A VALUE STREAM MANAGEMENT SYSTEM

- Value stream approach organisation
- Value Stream Manager
- Operational mechanisms
- Relationship between value stream control and financial results
- Difference between value stream and downstream development, avoidable failures of development initiatives
- Value stream mapping with software support
- Value stream simulation, Development scenario testing
- Steps for implementing value stream management
- Conditions for implementing value stream management

4.        day

PRODUCTION LINE AND CELL DESIGN

- Cycle time calculation
- Cycle time measurements, loss hunting
- Balancing
- Cell system production
- Elements of cell design 
- Standard job combination sheet
- Yamazumi chart, Line Balancing  
- Determination and resolution of bottleneck cross-section 
WORKSTATION DESIGN
- Workstation design aspects 
- Spaghetti chart
- 7 MUDA, 3MU
- Ergonomics, EHS
- Safety, safety tests

MATERIAL FLOW OPTIMISATION

- Material flow optimisation, standard work design 
- Spaghetti diagrams, analysis of lead times
- Material flow paths and process design 
- Design of material flow routes, design of floor markings (point of use, point of supply..) 
- Design of tools for standardised material storage and handling methods
- Design and implementation of standardised material handling work
- Workstation design 
- Ergonomic aspects, Best Point, Card Board Engineering 
-    Use of simulation

5.        day

SHOP FLOOR MANAGEMENT

-    Transparency, accountability, involvement 
-    Effective and efficient operational communication
-    The role of team leaders
-    The standard work of the manager
-    Management walkthroughs
-    Workplace audits 
-    Layered Process Audits 
-    Definition of key metrics and evaluation parameters by area (operator, cell, area, segment) and by management level 
-    Visual workplace 
-    Definition of visual standards (floor markings, colour codes, bin colours)
-    Development of an indicator system, evaluation and monitoring system per area
-    Design of information boards 
-    Design of shop floor management processes and alignment with existing management systems 
-    Problem escalation and resolution process

6.        day

LEAN 4.0 

-    Industry 4.0 basics and trends
-    Smart Factory, Kiber Physical Systems 
-    Real time online data collection and analysis
-    Industry 4.0 and Lean management
-    Industry 4.0 tools for Lean management system implementation  

•  Digitalisation 
•  Automation, RPA (Robotic Process Automation)  
•  Robots 
•  Sensors 
•  RFID, barcode 
•  Business Intelligence, 
•  Data Science, Data Mining 
•  Mobile devices and technology 
• 3D printing, rapid prototyping 
• Virtual Reality
• Simulation 
• CAD, CAM, CIM, MES systems

-    New directions for Lean implementation based on Industry 4.0 
-    TPM 4.0, data analysis
-    Six Sigma and Industry 4.0 TPM relationship  
-    Visualization, Digital Dashboards info boards, Visual Boards  
-    Digital Transformation, Lean Office 
-    Application of Virtual Reality 
-    TWI and the application of Industry 4.0 tools 
-    Digital Shop Floor Management 
-    Supporting problem solving and maintenance with Industry 4.0 tools

Exam
Presentation of individual pilot projects and written exam