This document provides information about a Lean Manager Certification Program. The program is a 6-month, hands-on training designed to teach directors, managers, and specialists how to apply Lean principles to identify problems, formulate solutions, and develop a culture of continuous improvement. The training consists of 14 modules that cover topics such as Lean transformation, production planning, problem solving, and Lean leadership. Participants are required to complete all training sessions and implement an assigned project to become certified. The goal of the program is to develop Lean practitioners and leaders who can manage operations using Lean thinking and tools.
Toyota Kata presentation for the Agile Finland communityTeemu Toivonen
An introduction to Toyota Kata presentation that I gave for Agile Finland. The presentation includes:
* Toyota Kata overview
* Introduction to the Improvement Kata
* Introduction to the Coaching Kata
* Introduction to A3 templates
* My experiences of getting started with Toyota Kata
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
Process improvement - preparing for process improvementiandavidjames
FREE Process Improvement Videos from The Process Consultant:
http://theprocessconsultant.com/business-process-improvement/
https://www.youtube.com/watch?v=DlsfCgONWNA
Process Improvement. Thank you for viewing this process improvement infographic. It forms part of a series that is designed to give anyone a head start when setting up a process improvement initiative. Please also see our whiteboard animation videos and the "Preparing for process improvement" white paper.
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Every company's business is unique. At LBSPartners we have developed a framework methodology which recognises four cornerstones to successful Lean transformation - Coaching, Standardisation, Education and Leadership.
Toyota Kata presentation for the Agile Finland communityTeemu Toivonen
An introduction to Toyota Kata presentation that I gave for Agile Finland. The presentation includes:
* Toyota Kata overview
* Introduction to the Improvement Kata
* Introduction to the Coaching Kata
* Introduction to A3 templates
* My experiences of getting started with Toyota Kata
PPT contain the study of the business process management of IT industry , It mainly deals with the customer and billing system . To avoid the time of serving the customer
Wealth creation through lean manufacturing concepts, tools and techniquesWinning Minds Solutions
Basic awareness on lean, lean manufacturing, typical misconceptions about lean applications, value creation methods, value addition by manufacturing, typical wastes in any organization and suitable lean tools, techniques to reduce or eliminate waste.How typical waste elimination in entire value chain contributes wealth through case study examples.
Process improvement - preparing for process improvementiandavidjames
FREE Process Improvement Videos from The Process Consultant:
http://theprocessconsultant.com/business-process-improvement/
https://www.youtube.com/watch?v=DlsfCgONWNA
Process Improvement. Thank you for viewing this process improvement infographic. It forms part of a series that is designed to give anyone a head start when setting up a process improvement initiative. Please also see our whiteboard animation videos and the "Preparing for process improvement" white paper.
The Agile PMO - practical value driven change leadership in projects and portfolios
Conclusive research findings show that approximately %50 of PMOs are disbanded in two years. Yet, we repeat the same mistakes in our PMO implementations – wasting money, resources and most important – wasting time. In this presentation we focus on the value driven PMO as an integrator, enabler, differentiator, and change agent in business, development and the organization in general.
We analyze the essential model for PMO value enablement which answers:
• What is the strategic role of the value driven PMO in business;
• How to ensure effective streamlined delivery;
• How to effectively select and prioritize opportunities;
• How to manage resource allocation.
Key take away – a PMO must deliver value to the organization constantly. Value isn’t templates, tools and processes rather it is the ability to finish the right projects faster!
Every company's business is unique. At LBSPartners we have developed a framework methodology which recognises four cornerstones to successful Lean transformation - Coaching, Standardisation, Education and Leadership.
Meaning of Training and Development ,objectives of Training and Development ,Methods of Training and Development and Methods of Training and Development used in IBM
L&D Maturity Models - What They Mean To Your OrganisationAcorn
Organisations with a mature, optimised or anticipatory learning culture are generally agile market leaders. On the other end of the scale, immature learning cultures are reactive with few long-term benefits.
For more content like this, check out Acorn Labs: http://acornlabs.education/
The Fresh Connection - Simulation based Supply Chain Learning PlatformFrinson Francis
The Fresh Connection is a Web based Business Simulation in the area of Supply Chain Management and Organisation Wide Collaboration used for Experiential Learning. Learn Supply Chain Management, Supply Chain Performance and Analysis, Sales and Operations Planning, Inventory Management, Supply Chain Strategy, Demand Planning, Collaboration, Risk Management in Supply Chains with in-house workshops at your company
Fhyzics - a global leader in business analysis - offers business consulting, business analysis, business analytics, process improvement, product development and supply chain services to organisations in India and abroad. Today’s businesses are under tremendous pressure to adopt to the changes in regulatory framework, constantly changing customer preferences and disruptive business models. This mandates the business leaders to continuously upgrade their knowledge in various areas that could potentially help or affect their businesses. Keeping this in mind, Fhyzics has launched One-Day, Case Study Based Executive Development Programs, where the business leaders can upgrade their skill and can implement in their organisations. These programs are designed after intense research on international best practices.
Encouraging Business Excellence through Continuous ImprovementGroup50 Consulting
Customers, stockholders, and employees are just a few of the parties that will benefit when a company implements a continuous improvement program. On the other hand, a company should not implement continuous improvement just once and then stop.
Here is my definition of Toyota Production System based on my 30 years experience working for Toyota Manufacturing and helping companies all over the World with Lean Transformation.
Introduction to principles of 5S - one of the fundamentals of Lean Transformation. 5S is also a very good leadership test to see if you are ready for Lean Transformation
One of the fundamental methodologies of TPS (Toyota Production System) which we also know as Lean Transformation is understanding and elimination of 7 types of Waste. This presentation is in introduction to 7 types of Waste.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
2. Our Competitive Urgency
The ability to compete and win in the
Global marketplace is being determined
by how effectively organizations define
their clear vision and strategy as they
integrate their People, Processes and
Technology in most safe, efficient,
effective and customer-focused manner.
Lean Manager
How to Manage in a Lean Environment - Certification Program
What is a Lean Manager Certification Program?
Lean Manager Certification Program is a practical hands-on
training program designed to provide directors, managers,
superintendents, supervisors and specialists in any working
environment with the knowledge and skills:
To successfully employ principles of Lean to
collaboratively identify problems and opportunities
for improvement and to formulate solutions by
organizing people, equipment, material and capital
To develop a culture of sustained business excellence
and continuous improvement
To apply Lean knowledge to motivate people, meet
company objectives, achieve results, reduce costs
and address business needs
What is Lean?
Lean Thinking suggest a way of managing and operating your
business. Lean is a practical management system based on a
philosophy of:
Customer first
Recognizing People as the most valuable resource
Kaizen - Continuous Improvement
Gemba – Operations Floor focused
Lean is a collection of best know:
Management and Leadership Practices
Operating Principles
Lean Tools
Team-based Lean Methodologies
When properly applied, they will lead your company to higher
profits, greater business success, stability, growth and profitability.
Who Should Attend
Operations and office managers, supervisors, Operational Excellence
specialists and individuals responsible for training and development.
Lean Manager Program develops
Project Leaders, Technical Problem Solvers, Change
Agents and Lean Practitioners
3. Eiji Toyoda
1913 -2013
Fujio Cho
Chairman of Toyota Motor Corp. and former
President of Toyota Motor Manufacturing, KY
and Toyota Motor Corp.
“Many good companies have respect for
individuals and practice Kaizen and other TPS
tools. But what is important is having all
elements together as a management system. It
must be practiced every day in a very consistent
matter – not at spurs – in a concrete way on
the shop floor.”
Three Keys to Lean Leadership:
Go See
Ask Why
Show Respect
Lean Manager
How to Manage in a Lean Environment - Certification Program
The Difference
The basic duties of the manager are to direct and supervise
employees, so that the company’s quality, cost and delivery
objectives are achieved. Quality, cost and delivery are the
three business indicators. There are also three operational
indicators - productivity, safety and morale, which are a part of
managerial responsibilities. In a traditional operation managers
focus mostly on meeting company’s objectives.
The Lean Manager needs to learn how to engage our
employees in identifying opportunities for improvement and to
solve problems. Teamwork and team must be fostered.
Traditional management styles must be replaced with
Leadership styles at all levels. Today’s workplace has become
much more knowledge intensive than the traditional factory.
Employees and managers must be able to respond to these
changes by improving their skills and capabilities.
Lean Manufacturing versus Lean Management
A concept of Lean Production was first introduced in 1990
when professors Jones and Womack of MIT published a book
“Machine that Changed the World”. Lean Production
(Manufacturing) is based on the Toyota Production System.
Initially Lean started in the automotive industry. Now Lean is
implemented in many industries and institutions, including
manufacturing, hospitals, service industries, agriculture,
military, government, administration and mining.
Lean Manufacturing is a set of tools and methodologies.
Having deep technical skills and Lean knowledge is not enough
to manage on day-to-day basis. Lean Leadership is exclusively
about people – you do not lead machines or processes, you
lead people. Becoming a Leader, at any level, requires the
development and utilization of strong people skills as well as
accurate utilization of Lean methods.
“The people at the top are just flag-wavers. It is pure
MUDA to wave your flag and have no one follow you.
Waving that flag in a way that makes people fall in line
behind you is what is important.”
Eiji Toyoda
Fujio Cho
4. Module 1
Effective Lean Transformation
This is an overview of the history of Lean and the Toyota Production System
(TPS). What is Lean/TPS and what is Lean Transformation? Whether you are
starting your Lean Journey or strengthening Lean Transformation within your
organization, this module will provide you with tools to better understand
where you are today and what your future can look like.
Module 2
True North (Hoshin Kanri) – Achieving Annual Objectives
Hoshin Kanri (True North) module introduces a systematic, step-by-step
process of creating and managing the implementation of a company’s annual
objectives. It is a planning methodology for ensuring that the strategic goals
and annual objectives of a company drive progress and action at every level
within the organization. Hoshin Kanri methodology is based on Dr. W.
Edwards Deming’s Plan-Do-Check-Act (PDCA) methodology.
Module 3
Learning to See - Eyes for Waste, Eyes for Flow
This module will help Operation’s Supervisors and Managers to improve their
knowledge and understanding of Lean. It is an overview of the basic tools,
methodologies and principles of Lean. You will learn how to use the Lean
Assessment Tools to accurately evaluate your company’s current lean
capabilities and develop realistic goals for where to focus next.
Module 4
Visual Management in Operations
Visual Management enables Supervisors, Managers and employees to
monitor progress of production and immediately see any interruption to
production flow. It allows them to quickly assess the situation
(normal/abnormal), without asking too many questions, and to take
immediate corrective action to return to normal (standard) conditions.
Module 5
Production Planning and Supply Chain Management
This module shows you how to plan and create a lean flow of production and
materials transportation system. It focuses on how to transition from a mass-
production system to a lean, small lot, continuous flow operation. You will
learn what tools and methodologies are available to you to reduce
inventories, to improve productivity and to develop an efficient and reliable
supply chain management system to transition raw materials into finished.
Module 6
How to Manage in a Lean Environment
Leverage all the Lean knowledge to perform your daily activities on regular
and frequent basis to address and prevent any existing (current) or any
potential problems related to availability and performance of equipment,
materials, people, information and methods.
Module 7
Principles of Just-in-Time (JIT)
Just-in-Time is a management methodology of producing only what is needed
that is delivered to the right location and at the right time. In this module
participants will learn how to streamline the system to implement customer
demand (Pull) systems using principles of JIT and Kanban.
Overview of Training Modules
Our Training Approach
We offer competency-based training. You will use
your own natural learning abilities to develop a set
of new skills by following a training process called:
Hear
See
Do
Traditional training methods explain the meaning
and structure of a new language (Lean) through
lectures, tests and explanations. Our approach
eliminates translation and tedious explanations,
allowing you to intuitively grasp new concepts,
through thinking, direct practice and active
learning.
By eliminating translation and explanations “why”
from your learning, dynamic immersion activates
your own natural learning abilities. You will begin
to think in your new language from the very
beginning—the same way you learned your first
set of problem solving and managerial skills.
Training Format
The training program will be delivered over a
period of six months. There will be a total of seven
three-day training sessions, one month apart.
Each module will be eight hours in duration and it
will consist of lectures, discussions, group exercises
and a review of a progress of problem solving
activities. Homework assignment will be given at
the end of each session. Class size is 12 to 18
participants. The Instructor will provide remote
coaching between sessions - when requested.
This program requires a high level of commitment
from the organization and individual participants in
terms of allocation of time and resources. In order
to be certified each participant must attend all
seven sessions, pass all written tests and
successfully implement an assigned problem
solving project.
5. Module 8
Value Stream Mapping (VSM)
Value-stream maps are the blueprint for lean transformations. A value stream
map documents material and information flow, along with key data for every
operation and every process. Materials used in this module are based on a
workbook “Learning to See” by John Shook and Mike Rother.
Module 9
Introduction to P-D-C-A and Practical Problem Solving
The concept of solving problems is not new. Sustaining a lean transformation
requires continuous problem solving by everyone in the company. In order to
build a culture of problem solvers, an organization needs a "Community of
Thinkers", using a standard continuous improvement and a Plan-Do-Check-Act
based problem solving process focusing on business objectives.
Module 10
Advanced Problem Solving using A3 format - MTL
Gain an in-depth understanding of this powerful A3 problem-solving method
by following a gating process described in “Managing to Learn” workbook by
John Shook. Understanding how to use the A3 Report enables you to see how
achieving alignment with the stakeholders, in a problem situation, enables you
to secure an agreement to proceed with the proposed countermeasure and
implementation plans.
Module 11
TWI Job Instructions (JI) - How to Instruct People
TWI Job Instructions is a proven competency-based method of how to train
new or experienced employees on performing their job according to existing
company standards and methods. The objective of JI is to teach leaders
(managers, supervisors and instructors) how to rapidly develop a well-trained
workforce. Job Instructions is a pre-requisite of Standardized Work.
Module 12
Introduction to Standardized Work – the Foundation of Kaizen
The principle behind the Standardized Work is to perform efficient production,
in a consecutive sequence, by focusing on human movements and combining
work tasks. Standardized Work allows each operator and supervisor to
regulate, control and improve every step in a work process.
Module 13
Lean Leadership
Having deep skills and technological experience is not enough. Becoming a
Leader, requires the development and utilization of strong people skills. Lean
Leadership is exclusively about people – you do not lead machines or
processes, you lead people. In this module participants will learn how to
identify roles and responsibilities for Supervisors and Managers.
Module 14
Toyota Kata
Improvement Kata is an management practice that provides the means to
achieve two equally important objectives: rapid PDCA Improvement Cycles
and developing managers and leaders as coaches for creating a culture of
continuous improvement, adaption and innovation. The Improvement KATA
module is based on Mike Rother's book “Toyota Kata - Managing people for
improvement, adaptiveness and superior results”.
Overview of Training Modules (continued)
Project Assignment
Prior to the first training session participants will be
assigned or will be asked to select a problem to solve
or an improvement idea to implement. This problem
(project) should meet the following criteria:
It can be solved and implemented in 3 months
It delivers measurable benefits to the company
It falls within their area of responsibilities
At every training session after that, participants will
present/demonstrate their understanding and the use
of new Lean tools and methods by incorporating them
into the their problem solving activities.
Training Schedule
Training Session 1
Effective Lean Transformation
True North (Hoshin Kanri)
Training Session 2
Learning to See - Eyes for Waste, Eyes for Flow
Visual Management in Operations
Production Planning and Supply Chain
Management
Training Session 3
Principles of Just-in-Time (JIT)
Value Stream Mapping (VSM)
Training Session 4
Introduction to P-D-C-A and Problem Solving
Advanced Problem Solving using A3 format - MTL
Training Session 5
TWI Job Instructions (JI) - How to Instruct People
Introduction to Standardized Work
Training Session 6
Lean Leadership
Toyota Kata
6. About Program Leader – Marek Piatkowski
Marek is a Management Consultant specializing in improving overall operational efficiencies
through the effective implementation of Toyota Production System (TPS) / Lean
Transformation.
Marek’s initial knowledge and expertise of TPS / Lean Transformation tools, methodologies
and practices comes from working for Toyota Motor Manufacturing in Cambridge, Ontario. In
1987 Marek was the seventh employee to be hired by the Toyota Motor Manufacturing
Canada (TMMC) as their Education and Training manager.
In 1987 Marek was hired as a number seven employee of Toyota Motor Manufacturing
Canada (TMMC) as an Education and Training manager.
He was a member of the Start-Up Management Team responsible for starting the operation, recruiting new employees
(Team Members), development and implementation of all training activities, development of company policies,
equipment installation and start-up of production. Following a successful start-up of the company Marek was involved
in a development and education of Toyota Suppliers, internal and external Continuous Improvement activities (Kaizen),
launching a new model vehicle and promotion of Toyota Production System.
In 1994 Marek entered a field of consulting helping companies with a process of Lean Transformation. Since then he
has worked with numerous operations in North, Central and South America, Asia and Europe where he has a proven
track record of successful implementation of TPS/Lean Transformation. His clients include companies in the
automotive industry, aerospace, healthcare, medical devices, appliances, furniture, consumer goods, food industry,
mining, service industry, packaging, plastics, glass, rubber, personal computers and electronics.
In his work he has proven that Lean is not a trend or a movement. Lean is a collection of tools, methodologies,
techniques and processes, that when implemented correctly and in the right sequence, will generate measurable
results, help companies reduce costs and improve overall operational efficiency and On-Time Deliveries.
TPS / Lean is a Management System. Any company venturing into a Lean Journey must consider not only changes to
their equipment, manufacturing and Supply Chain management practices, but also a review their management
practices and most likely modify their organizational structure. As a part of his experience in implementing Lean Marek
also emphasizes the organizational development and training process to achieve the business objectives and benefits
that are requisite of the above improvement processes.
Marek graduated from Systems Design Engineering from University of Waterloo, Ontario in 1977. Prior to joining
Toyota he worked in the electronic industry. He is a Faculty Associate of Jim Womack’s Lean Enterprise Institute. He
resides in Toronto, Canada. Marek can be reached at:
e-Mail Address: Marek.Piatkowski@rogers.com
Business Phone #: 416-235-2631
International Cell #: 248-207-0416