TO ENTER DATA Step 1 2 3 Description Click the "Update Data" Button on the top of the "Skills Matrix" Worksheet

Select the engagement number that you want to update from the first dialog box Select whether you want to update data selectively or whether you want to update a complete set of data (Go to Step 10) Selective Data Entry Drop down menu choices automatically bring up the appropriate choices in the other drop down boxes Comments

Select the section you require from the first drop down menu

5 6

Select the subsection you require from the second drop down menu Select the skill you want to update from the third drop down menu Select the new skill level you have achieved using the option buttons If you want to continue to add information click the "Save & Continue" button, if you have finished adding information click the "Save & Quit" button Entering a Complete Set of Data You will be presented with a series of dialog boxes, each representing one of the rows of the skills matrix. There is a set of option buttons for each skill, change the option button selections to update your skill levels. When you have finished, click the "Next" button. Clicking the quit button will not save any work. Each time you click to update a complete set of data for a particular engagement, that engagements data is cleared so you HAVE TO enter the complete set of data. If you have entered complete set of data but have left gaps or the second half you want to fill later, use enter data selectively to add the later data TO ADD PROJECT/ENGAGEMENT DETAILS Prepare your work (print definitions, have some idea of your levels) before you start entering a complete set of data. The initial setting of the option buttons will reflect your existing skill level for this skill gained from a prior engagement. The initial setting of the option buttons will reflect your existing skill level for this skill

10

Step 1

Description Click the"Update Project Details" button at the top of the "Skills Matrix" worksheet. Select the engagement number from the option buttons then enter the engagement name and the start and finish dates, the name of the person who reviewed your activity on this engagement and the date the review occurred then click the "OK" button.

Comments

TO ADD YOUR NAME Step Description Comments This is the only instance where data can be entered directly on to the sheet. DO NOT TYPE ANYTHING IN ANY OTHER BOXES IN THIS WORKBOOK

Type your name in the relevant box at the top of the "Skills Matrix" worksheet.

PREPARING FOR A REVIEW Step 1 2 Description Ensure that you have updated all of the skills that need updating. Print the "Skills Matrix" in colour on an A3 printer (if at all possible). Comments

TO ADD ACTIVITY TO PLANNING MATRIX Step 1 2 3 Description Enter planned activity to achieve next skill level against the target skills. Type in planned start and end dates After activity is complete, review and note reviewed date. When skill levels are updated on the skills matrix, a new plan will need to be documented. Comments

LEAN CHANGE AGENT DETAILS Name: Activity Start Date

01/00/00 01/00/00 01/00/00 01/00/00

PROJECTS / ENG
Finish Date
01/00/00 01/00/00 01/00/00 01/00/00

Reviewed by
00/01/00 00/01/00 00/01/00 00/01/00

1. 2. 3. 4.

0 0 0 0

**Only make changes to this sheet by using one of the macro buttons, do not type into cells except your name above l The History of Lean Transformation 0 0 0 0 0 The visual facory - information centres, 5s & visual control 0 0 0 0 0 Obtaining Union Support 0 0 0 0 0 0 0 The Production System 0 0 0 0 0 0 0 Lean Leadership Principles 0 0 0 0

WHAT IS LEAN?

1.1 Lean Overview

#N/A 0

1.2 Introduction to Lean

The role of Standards 0 0 0 0 0 0

Stablity tools 0 0 0 0 0 0 0 0 0 0

3Ms - Identifying Waste and VA vs NVA 0 0 0 0 0 0 0 0 Identifying the Financial Opportunity (ROIC) 0 0 0 0 0 0

PREPARE

1.3 Resource for Lean

Effective use of the Steering Committee 0 0 0 0 0

1.4 Baseline Diagnostic

Contducting a Diagnostic - Plan and presentation 0 0 0 0 0 Understanding Bottlenecks/ Constraints 0 0 0 0 0 Defining Implementation Loops & Approach 0 0 0 0 0 Lean Awareness training 0 0 0 0 0

Viewing the Business as a System 0 0 0 0 0

Strategy Finiding the Key Levers 0 0 0 0 0

WHY?

1.5 Establishing the Compelling Need 1.6 Plan and Kaizen

Creating Value for Shareholders 0 0 0 0 0

Using ROCE / ROIC / NPV

Creating High Level Master Schedules 0 0 0 0 0

0 0 0 0 0 0 0 0 0 Establishing the Generating quick Change wins - Kaizen Management plan & methods Approach 0 0 0 0 0 0 0 0 0 Lean Leadership training The Change Agent Model 0 0 0 0 0 0 0 0 0

2.1 -2 Change Agent Training 2.2 Expanded Information Sessions

Lean fundementals training 0 0 0 #N/A 0 0

HOW?

Blue Sky Workshops 0 0 0 0 0 0 0

Improving Communication Channels 0 0 0 0 0 0 0

HOW?

2.3 Training Plan

Lean Skills Matrix

Training needs analysis

Training and Development in Lean 0 0 0 0 0 Value stream mapping - ideal state and full potential 0 0 0 0 0 CCC Strips 0 0 0 Set 0 0 0 0

0 0 0

2.4 - 6 Value Stream Mapping 3.1.1 Visual Performance Management

0 0 0 0 0 0 0 0 0 0 Value Stream Scientific method Mapping in Lean current state Problem solving Learning to see at every level 0 0 0 0 0 0 0 0 0 0 KPI Hierachy 0 0 0 0 0 Setting Targets 0 0 0 Sort 0 0 0 0 0 0 0 0

Value Stream mapping target state 0 0 0 0

WORKPLACE STANDARDS

Improvement Plans 0 0 0 Shine 0

3.1.2 5s

5s philosophy and workplace standards 0 0 0 0

3.1.3 TPM

TPM philosophy and benefits 0 0 0 0 0 The importance of standards and link to problem solving 0 0 0 0 0 Introduction to TPS quality quality 0 0 0 0 0 0 0

Autonomous Maintenance 0 0 0 0 0

OEE/AUR 0 0 0 0

Effective Training 0 0 0 0

ESTABLISH VISUAL CONTROL

3.1.4 Standard Work

Observation tools for Standard Work 0 0 0 0 0

Improvement tools for standard work 0 0 0 0 0

Control tools for standard work 0 0 0 0

3.1.6 Quality Conrol

Poke Yoke 0 0 0 0

Statistical Process Control 0 0 0 0 0

Red Workshop 0 0 0 0

JIDOKA

3.2.1 Introduce Visual Control

0

Unit Time of Work 0 0 0 0

Problem Solving Boards 0 0 0 0 0

Andon Systems 0 0 0 0 0

Fixed Position stop 0 0 0 0

3.2.2 Andon

What is Jidoka 0 0 0 0 0 Toyota DNA Rule 2&3 Connection and flow paths 0 0 0 0 0 Demand and Load Levelling (Heijunka) 0 0 0 0 0

Autonomation 0 0 0 0 0

Designing the span of control 0 0 0 0 0

Role of the Lean Team Leader 0 0 0 0

3.3.2-3 Streamline the process for continuous flow

Takt Time 0 0 0 0 0

Spaghetti diagrams & PQ analysis 0 0 0 0 0

Specification Rationalisation 0 0 0 0

JIT

3.3.4 -5 Levelling

Heijunka Box 0 0 0 0 0

One Piece Flow 0 0 0 0 0 0

Establishing Stores 0 0 0

JIT

6. Pull System

Difference between Push and Pull 0 0

Types of Pull Systems

Types of Kanban 0 0 0 0 0 Developing and agreeing new Roles and Responsibilities 0 0 0 0 0 Standardised work Kaizen 0 0 0 0 0

Batch Size and Signal Point 0 0 0 0 Inverting the triangle structuring for support 0 0 0 0 Machine Cycle Time Kaizen 0 0 0 Assess Capability vs.Requirement & Agree PDP 0 0 0 0 the PDCA cycle for strategy and Hoshin planning 0

Organisation

0 0 0 0 0 0 0 0 Lean organisation Role of the Lean structure & Leader leader role 0 0 0 0 0 0 0 0 0 0 Understanding Jishuken and the the Toyota method PDC of kazien 0 0 0 0 0 0 0 0 0 0 Capability Measurement Process 0 0 0 0 0 Hoshin Planning and policy deployment 0 0 0 0 0 Quality Function Deployment One team for design 0 0 0 0 0 Layered Audits

MANAGEMENT SYSTEMS

4. Continuous Improvement

Capability Building

Feedback & Review Process 0 0 0 0 0

Create Training / Experience Solutions 0 0 0 0 0

3.3.1 Hoshin Planning and Measures Lean Design and Construction

A3 Thinking writing an A3 0 0 0 0 0

Lean Measures 0 0 0 0 0

Human Factors in Design 0 0 0 0 0

0 0 0 0 Trystorming Frequent piloting Lean Layouts & hypothesis forming 0 0 0 0 0 0 0 0 0 The Role of Working Menus 0 0 0 0 0 Standard work Auditing 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Audits

Waste Walks

CHANGE MANAGEMENT

Overall Process

0 0 0 0 0 0 0 0 0 0 ( Project Management 0 0 0 0 0 0 0 0 0 0 Shop Floor Focus Groups 0 0 0 0 0 0 0 0 0 0 0 0 0 Middle Management Coaching 0 0 0 0 0 0 0 0 0

Stakeholder Management 0 0 0 #N/A 0 0 0 0 0 0 0 0

Interviewing and Facilitation

Communication

Effective Task Assignment CPQQRT model 0 0 0 0 0 0

Effective Listening 0 0 0 0 0

Presentation Skills 0 0 0 0 0

Written Skills 0 0 0

PROJECTS / ENGAGEMENTS
Review Date
01/00/00 01/00/00 01/00/00 01/00/00

Activity

Start Date
01/00/00 01/00/00 01/00/00 01/00/00

Finish Date
01/00/00 01/00/00 01/00/00 01/00/00

Reviewed Review by Date

00/01/00 00/01/00 00/01/00 00/01/00 01/00/00 01/00/00 01/00/00 01/00/00

The History of Lean Transformation 1 1 3 5 6

5. 6. 7. 8.

0 0 0 0

except your name above left** The Management System 0 0 0 0 0 0 0

Squares indicate skill levels 1 to 5 ( R) ie if 2 cells contain engagement num colour then the skill level achieved i example level 5 was achieved with

ean Leadership Principles 0

0 0 0 0 0 0

0 0 0 0 0

0 0 0 0 0 Respect for Humanity & Social Responsibility 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

A
1.1 Lean Overview

Ms - Identifying Waste and VA vs NVA 0 0 0 0 0

5 Guiding Principles 0 0 0 0 0 0 0 0 0

Jidoka - Build Quality In 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

JIT - Produce Only What Can be Sold 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1.2 Introduction to Lean

1.3 Resource for Lean

C
0

Identifying the Financial Opportunity (ROIC) 0 0 0

Executing Lean Assessments 0 0 0 0 0 0 0 0 0 0 0 0 0

1.4 Baseline Diagnostic

1.5 Establishing the Compelling Need

0 0

enerating quick wins - Kaizen plan & methods 0 The Change Agent Model 0 0 0 0 0 0

1.6 Plan and Kaizen

Aligning All Functions 0 0 0 0 0 0 0 0 0 0 0 0 0 0

A3 Thinking writing an A3 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0

I
Diagnostic

Planning

0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0

Implementation

K
2.4 - 6 Value Stream Mapping

Value Stream mapping target state 0

Creating a Writing an A3 for Master Schedule Business Case 0 0 0 0 0 0 0 0 0 0

Facilitating a VSM - current, target, and A3 0 0 0 0 0

L
0

Improvement Plans 0 Shine 0

Progress Review 0 0 0 0 0 0

Running an information centre 0 0 0 0

PPS & A3 process for problem solving 0 0 0 0 0 0 0 0 0 0 0 0

PDCA in Daily problem solving 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

3.1.1 Visual Performance Management

Standardise 0 0 0 0 0 0

Sustain 0 0 0

3.1.2 5s

ffective Training 0 0

Planned Maintenance 0 0 0 0

Early Equipment Management 0 0 0 0 0

TPM Workshop 0 0 0 0 0 0

3.1.3 TPM

Control tools for standard work 0 0 0 0 0 0 0 0 0 0 0 0 0

P
0 0

3.1.4 Standard Work

0

Red Workshop 0

Yellow Workshop 0 0 0 0 0

Blue Workshop 0 0 0 0 0 0 0 0 0 0 0

Green Workshop 0 0 0 0 0 0 0 0 0 0 0 0

Jidoka Milestone Auditing 0 0 0 0 0 0 0 0 0 0 0 0

3.1.6 Quality Conrol

Fixed Position stop 0

Escalation and Quality problem solving in toyota 0 0 0 0 0

3.2.1 Introduce Visual Control

ole of the Lean Team Leader 0

Team Leader Workshop 0 0 0 0 0 VSM Designing the productions system for Continuous flow 0 0 0 0 0 Separation of transport and Work 0

Calculating labour requirements 0 0 0 0 0 0

3.2.2 Andon

S
0 0
0

Specification Rationalisation 0 Establishing Stores 0

Setting EPE 0 0 0 0 0 0

QCO SMED 0 0 0 0 0 0 0 0 0 0

Cellular Manufacturing 0 0 0 0 0 0 0 0 0 0 0

T
3.3.2-3 Streamline the process for continuous flow

Levelling by Part (heijunka) 0 0 0 0 0 0

3.3.4 -5 Levelling

Batch Size and Signal Point 0

JIT simulation game 0 0 0 0 0 0 0 0

6. Pull System

0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0

Inverting the triangle structuring for support 0 0 0

W
Organisation

0 0

Machine Cycle Time Kaizen

Yamazumi & Work Balance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 Assess Capability s.Requirement & Agree PDP 0

4. Continuous Improvement

Y
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Capability Building

he PDCA cycle or strategy and Hoshin planning

3.3.1 Hoshin Planning and Measures Lean Design and Construction

0 0 0 0 0 0 Trystorming Application of the requent piloting guiding & hypothesis principles in forming design & 0 0 0 0 0 0 5s Auditing 0 0 0 0 0 0 0 Written Skills 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 Last Planner information Standardised centres for work for Projects projects 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Kaizen for Projects 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

AA

Standard work Auditing

Audits

AB
0

AC

AD

AE

AF

The History of

Skill Title Numbers and Colours indicate engagement no.

Transformation 6

ares indicate skill levels 1 to 5 (from L to

2 cells contain engagement numbers and ur then the skill level achieved is 2. In this mple level 5 was achieved with the

LEVEL DEFINITION 1 = Theoretical knowledge/ had training & can explain 75% of Lean content Has attended 2&5 day Lean Immersion training 2 = Sustainably deliver Lean support with LMR coach. Has attended 2&5 day Lean Immersion Undertaken deployment Projects with LMR Consultant support 3 = Sustainably deliver Lean system without LMR support. Has attended 2&5 day Lean Immersion Has undertaken a minimum of 2 deployment projects that have been sustained without LMR support 4 = Demonstrated ability to train others. Lead 2&5 day Lean Immersion Training Sustained Delivery of lean projects over a 12 month period 5 = Expert level

0.2

0.4

0.6

0.8

aseline Diagnostic

5 Establishing the Compelling Need

6 Plan and Kaizen

0 0.2 0.4 0.6 0.8 1

0.2

0.4

0.6

0.8

0.2

0.4

0.6

0.8

0.2

0.4

0.6

0.8

Streamline the process for continuous flow

3.3.4 -5 Levelling

6. Pull System

0.2

0.4

0.6

0.8

0.2

0.4

0.6

0.8

25 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

10 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

25 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

20 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

40 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

30 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

40

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

25

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

30

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

40

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

30

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

25

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

20

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

25

0 0 0 0 0 0 0 0 0% 0% 0% 0% 0% 0% 0% 0%

35 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

20 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

40 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

25 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0% 1 2 3 4 5 6 7 8

15 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

15 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

0 0 0 0 0 0 0 0 ### ### ### ### ### ### ### ###

20 0 0 0 0 0 0 0 0 % 0% 0% 0% 0% 0% 0% 0% 0%

Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 1.3 Resource for Lean 1.2 1.1 Lean Overview 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 1.6 Plan and Kaizen 1.5 1.4 Baseline Diagnostic 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

1 2 3 4 5 6 7 8 0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 2.4 - 6 Value Stream Mapping Implementatio Planning Diagnostic 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 3.1.4 Standard Work 3.1.3 TPM 3.1.2 5s 0% 0% 0% 0% 0% 0% 3.1.1 Visual Performance Management 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8

3.2.2 Andon 3.2.1

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

3.1.6 Quality Conrol

0%

0%

0%

0%

0%

0%

0%

0%

0 0 0 0 0 0 0 0 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8

6. Pull System 0% 3.3.4 -5 Levelling 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

3.3.2-3 Streamline the 0% process 0% for 0% continuous 0% flow 0%

0%

0%

0%

0 0 0 0 0 0 0 0 1.000 Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 Audits Lean Design 3.3.1 Hoshin Planning and Measures Capability 4. Continuous Improvement Organisation 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0 0

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

1.000

Engagement Engagement 1 Engagement 2 Engagement 3 Engagement 4 Engagement 5 Engagement 6 Engagement 7 8 Communicatio n 0 Interviewing and Facilitation Overall 0% 0% 0% 0% 0% 0% 0% 0% ##### ##### ##### ##### ##### ##### ##### #####

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0% 0%

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

1.000

Lean Manufacturing Training Program Deployment model Module Code

Focus 1.1 Lean Overview 1.2 Introduction to Lean 1.3 Resource for Lean 1.4 Baseline Diagnostic 1 2 3 7 8 10 11 12 9 24 13 14 15 17 6 18 19 21 22 23 25 26 31 27 32 28 29 30 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49

1.6 Plan and Kaizen

2.1 -2 Change Agent Training

3.1.1 Visual Performance Management

3.1.3 TPM

3.1.4 Standard Work

3.1.6 Quality Conrol 3.2.1 Introduce Visual Control 3.2.2 Andon

Lean Leadership Lean Thinking Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Lean Leadership Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Lean Leadership Basic Knowledge Lean Leadership Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Lean Leadership Lean Leadership Basic Knowledge Lean Thinking Lean Leadership Lean Leadership Lean Leadership Basic Knowledge Lean Thinking Lean Thinking Lean Thinking Basic Knowledge Lean Thinking Lean Leadership Lean Leadership Basic Knowledge

JIT

Organisation 4. Continuous Improvement

Capability Building 3.3.1 Hoshin Planning and Measures

Lean Design and Construction

Audits

Overall Process Interviewing and Facilitation

Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Lean Leadership Lean Thinking Lean Thinking Lean Thinking Lean Leadership Basic Knowledge Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Lean Thinking Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge Basic Knowledge

50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 4 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86

Module

Max Duration 4 hours 2 days 1 hour 1 hour 2 hours 4 hours 2 days 4 hours 1 day 4 hours 2 weeks 2 weeks 4 hours 4 hours 4 hours 1 hour 5 days 4 hours 4 hours 4 hours 4 hours 4 hours 2 hours 4 hours 5 days 1 day 2 days 1 day 2 hours 4 hours 2 hours 5 days 2 hours 2 hours 4 hours 4 hours 5 days 2 hours 1 hour 1 hour 1 day 2 hours 5 days 2 weeks 1 day

Effective deployment structures and roles Introduction to Diagnostic Identifying financial opportunity - PDCA in lean transformation Understanding bottlenecks & constraints - VSM & System OEE calculations Creating a Value Stream Map - Current and Target State Basic Financial calculations - ROIC etc Conducting a Lean Assessment Facilitating a VSM current and target state Conducting a Lean Diagnostic - experiential Establishing vision and plans for deployment - experiential Defining implementation focus and loops Creating a plan for transformation - leading the change & kaizen plans Introduction to A3 thinking - enabling PDCA in your organisation Creating Master Schedules - enabling the D of PDCA Train the trainer Developing a training plan - needs analysis and skills matrix The Change Agent Model and role of change agent in Lean deployment Active Observation Performance management overview the 5 principles in visual performance management - the leaders role 5s introduction Leading 5s in your organisation 5s workshop Creating cascaded information centres How to run an information centre Practical Problem Solving An introduction to TPM Creating a support structure for TPM and integrating AM & IPT Leading the TPM effort in your area TPM Workshop An introduction to Standard work Leading standard work in your area (Leader working menus & auditing) Performance Dialogues Giving feedback & coaching Standard work workshop - how to create standard work An introduction to lean quality control An introduction to Poke Yoke Introduction to Visual Control Problem Solving Boards and Zone of Control Introduction to Jidoka Introduction to lean span of control and zone control - workshop Role of the team leader Yamazumi and labour requirements

Introduction to JIT Streamlining process flow - workshop QCO - workshop Introduction to levelling Levelling by volume - workshop Levelling by part - Heijunka workshop Establishing stores and buffers workshop separation of transport and work - workshop Pull systems and kanbans - introdcution pull systems and kanbans - workshop Introduction to Leadership roles in lean Introduction to kaizen in Lean Understanding the PDCA cycle - applying it in your area Jishuken workshop Standard work kaizen workshop Machine cycle time kaizen workshop Yamazumi and work balance kaizen workshop Introduction to Capability building in Lean Leader capability building in Lean Introduction to Hoshin Planning PDCA in Lean - from Strategy to shop floor The PDCA cycle in Hoshin planning How to coach your team in hoshin planning and A3 writing How to write an A3 Introduction to lean construction Lean design, QFD for construction design - workshop Human factors in design - workshop Lean design - lean layouts Application of the guiding principles in lean construction (How to) Kaizen and standardised work for projects Try storming for lean construction Introduction to Layered audits for leaders How to conduct a layered audit - 5s and std work, waste walks How to create your working menu - standard work for leaders How to create your working menu - standard work for leaders Change maangement Project management & use of Master Schedules Interviewing and facilitation for change agents

2 hours 5 days 5 days 2 hours 5 days 5 days 5 days 5 days 2 hours 5 days 4 hours 2 hours 4 hours 5 days 5 days 5 days 5 days 4 hours 4 hours 4 hours 4 hours 4 hours 4 hours 4 hours 2 hours 2 days 2 days 4 hours 5 days 4 hours 2 hours 2 hours 4 hours 4 hours 4 hours 2 days 4 hours 1 day

Sensei Curriculum Introduction A history of lean

Senior Management Management 2 hours 1.5 days 2 hours 1 hour 2 hours 1.5 days 2 hours 1 hour

Black/ Green Belt / Lean Coach 4 hours 2 days 2 hours 4 hours 2 hours 1 day 4 hours 4 hours 1 day 1 day

Lean Advisor 4 hours 2 days 2 hours

Supervisors 1 hour 2 days

Current state Analysis

2 hours

4 hours

Practical Exercise Practical Exercise 4 hours 2 hours 1 hour 4 hours 2 hours 1 hour 1 hour 2 hours 4 hours 4 hours 2 days 4 hours 4 hours 4 hours 4 hours 4 hours 1 hr 2 hours 5 days 4 hours 4 hours 1 day 1 hour 4 hours 1 hour 5 days 3 hours 4 hours 4 hours 2 hours 5 days

4 hours 2 hours 2 days 4 hours 4 hours 4 hours 4 hours 1 hr 2 hours 5 days 4 hours 4 hours 1 day 1 hour 4 hours 1 hour 5 days 3 hours 4 hours 4 hours 2 hours 5 days 4 hours 4 hours 1 hour 2 hours 5 days 1 hour 1 day 1 day 1 hour 1 hour 5 days 3 hours 4 hours 4 hours 4 hours 5 days

1 hour 1 hour 4 hours 1hr 2 hours 1 hour 4 hours 2 hours 1 hour 2 hours

1 hour 1 hour 4 hours 1 hr 2 hours 1 hour 4 hours 4 hours 1 hour 4 hours

1 hour 1 hour 1 hour 1 hour

2 hours 4 hours 4 hours 2 hours

1 hour

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4 hours

4 hours

1 hour 1 hour

1 day 1 hour

1 day 1 day

1 day 1 day

2 weeks 1 day

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1 hour

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1 hour

Operators & Trades 1 hour 1 day

1 hour 1 hour 2 hours

1 hour 4 hours 1 hour

5 days 1 hour

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1 hour 2 hours

Introduction
Overview of why and what is lean

A history of lean
Overview of Why What and How of lean, emphasising why it developed the way it did

Current state Analysis

Introductory module in which the rudiments of current state diagnostic, value stream mapping, policy deployment and A3 thinking are covered. Understanding Lean and project readiness are key learning outcomes.

Key Learning Outcomes Basic Awareness

Understanding the foundations of lean thinking

Understand the process for developing a future state and action plan Understand the key components of Current state analysis

Engagement No. Client Name Start Date Finish Date A1 A2 A3 A4 A5 A6 A7 A8 B1 B2 B3 B4 B5 B6 B7 B8 C1 C2 C3 C4 C5 C6 C7 C8 D1 D2 D3 D4 D5 D6 D7 D8 E1 E2 E3 E4 E5 E6 E7 E8 F1 F2 F3 The History of Lean Transformation The Practical Change Management Approach The Production System Lean Leadership Principles The Management System 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

The visual facory - information centres, 5s & visual control The role of Standards Stablity tools 3Ms - Identifying Waste and VA vs NVA 5 Guiding Principles Jidoka - Build Quality In JIT - Produce Only What Can be Sold Lean transformation how to 101 Obtaining Union Support Effective use of the Steering Committee

WHAT? HY?

Contducting a Diagnostic - Plan and presentation Viewing the Business as a System Strategy - Finiding the Key Levers Identifying the Financial Opportunity (ROIC) Executing Lean Assessments

Understanding Bottlenecks/ Constraints Creating Value for Shareholders Using ROCE / ROIC / NPV

F4 F5 F6 F7 F8 G1 G2 G3 G4 G5 G6 G7 G8 H1 H2 H3 H4 H5 H6 H7 H8 I1 I2 I3 I4 I5 I6 I7 I8 J1 J2 J3 J4 J5 J6 J7 J8 K1 K2 K3 K4 K5 K6 K7 K8 L1 L2 L3

A3 Thinking - writing an A3

Defining Implementation Loops & Approach Creating High Level Master Schedules Establishing the Change Management Approach Generating quick wins - Kaizen plan & methods Aligning All Functions

Lean Awareness training Lean fundementals training Lean Leadership training The Change Agent Model

Blue Sky Workshops Leadership and the concept of Hoshin Improving Communication Channels

Lean Skills Matrix Training needs analysis Training and Development in Lean

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HOW?

WHY?

Value Stream Mapping - current state Learning to see Scientific method in Lean - Problem solving at every level - the link to strategy Value stream mapping - ideal state and full potential

L4 L5 L6 L7 L8 M1 M2 M3 M4 M5 M6 M7 M8 N1 N2 N3 N4 N5 N6 N7 N8 O1 O2 O3 O4 O5 O6 O7 O8 P1 P2 P3 P4 P5 P6 P7 P8 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 R1 R2 R3 R4 R5 R6 R7

Value Stream mapping target state Creating a Master Schedule Writing an A3 for Business Case Facilitating a VSM - current, target, and A3 KPI Hierachy Setting Targets CCC Strips Improvement Plans Progress Review Running an information centre PPS & A3 process for problem solving 5s philosophy and workplace standards Sort Set Shine Standardise Sustain

TPM philosophy and benefits Autonomous Maintenance OEE/AUR Effective Training Planned Maintenance Early Equipment Management TPM Workshop Toyota DNA - Rule 1 All work is standardised Standardisation vs Kaizen & the tools Work Standardisation & the tools Long Cycle Time Standardised Work Standardised workproblem solving workshop Operator selection and training in lean

JIDOKA

Introduction to TPS quality quality Poke Yoke Statistical Process Control Red Workshop Yellow Workshop Blue Workshop Green Workshop Jidoka Milestone Auditing Unit Time of Work Problem Solving Boards Andon Systems Fixed Position stop Escalation and Quality problem solving in toyota

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

STABILITY TOOLS

JIDOKA
R8 S1 S2 S3 S4 S5 S6 S7 S8 T1 T2 T3 T4 T5 T6 T7 T8 U1 U2 U3 U4 U5 U6 U7 U8 V1 V2 V3 V4 V5 V6 V7 V8 W1 W2

What is Jidoka Autonomation Designing the span of control Role of the Lean Team Leader Team Leader Workshop Calculating labour requirements

JUST IN TIME

Toyota DNA - Rule 2&3 Connection and flow paths Takt Time Spaghetti diagrams & PQ analysis Specification Rationalisation VSM Designing the productions system for Continuous flow Setting EPE QCO SMED Cellular Manufacturing Demand and Load Levelling (Heijunka) Heijunka Box One Piece Flow Establishing Stores Separation of transport and Work Levelling by Part (heijunka)

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Difference between Push and Pull Types of Pull Systems Types of Kanban Batch Size and Signal Point JIT simulation game

Lean organisation structure & leader role Role of the Lean Leader Developing and agreeing new Roles and W3 Responsibilities W4 Inverting the triangle - structuring for support W5 W6 W7 W8 X1 Understanding the PDCA cycle X2 Jishuken and the Toyota method of kazien X3 Standardised work Kaizen X4 Machine Cycle Time Kaizen X5 Yamazumi & Work Balance X6 Mechanisation X7 X8 Y1

YSTEMS

MANAGEMENT SYSTEMS

Y2 Y3 Y4 Y5 Y6 Y7 Y8 Z1 Z2 Z3 Z4 Z5 Z6 Z7 Z8

Capability Measurement Process Feedback & Review Process Create Training / Experience Solutions Assess Capability vs.Requirement & Agree PDP Hoshin Planning and policy deployment A3 Thinking - writing an A3 Lean Measures the PDCA cycle for strategy and Hoshin planning

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

AA1 Quality Function Deployment - One team for design AA2 Human Factors in Design AA3 Lean Layouts Trystorming - Frequent piloting & hypothesis AA4 forming Application of the guiding principles in design & AA5 construction - one team approach & contracts AA6 Last Planner - information centres for projects AA7 Standardised work for Projects AA8 Kaizen for Projects AB1 Layered Audits AB2 Waste Walks AB3 The Role of Working Menus AB4 Standard work Auditing AB5 5s Auditing AB6 Giving Feedback AB7 AB8 AC1 Practical Change Management AC2 Project Management AC3 Stakeholder Management AC4 AC5 AC6 AC7 AC8 AD1 Shop Floor Focus Groups AD2 Middle Management Coaching AD3 Trust Building Exercises AD4 AD5 AD6 AD7 AD8 AE1 PDCA in Daily problem solving

ANGE MANAGEMENT

CHANGE MANAGEM

AE2 AE3 AE4 AE5 AE6 AE7 AE8 AF1 AF2 AF3 AF4 AF5 AF6 AF7 AF8

Practical Problem solving Analysis tools - Pareto, C&E, checksheets, Other problem solving methods - Apollo, taproot & Six sigma tools - Statistical Analysis The problem solving process - the tps way.

Effective Task Assignment - CPQQRT model Effective Listening Presentation Skills Written Skills

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 2

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 3

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 4

Ref Engagement No.

A B C D E F G H I J K L M N O P Q R S T U V W X Y Z AA AB AC AD AE AF

What? - Lean Overview What? - Lean Foundations What? - Lean Principles * Blank field, click Next * Why? - The Compelling Need Why? - Systems Thinking Why? - Impact on Financial Performance * Blank field, click Next * How? - Diagnostic How? - Planning How? - Implementation How? - Deployment Stability - Information Centres, Visual Factory Stability - Standardised Work Stability - 5S Stability - QCO TPM Jidoka - Poka Yoke Jidoka - Andon Jidoka - Full Work System JIT - Takt Time JIT - Pull Systems JIT - One-Piece-Flow Management Systems - Organisation Management Systems - Continuous Improvement Management Systems - Capability Building Management Systems - Building in Quality Management Systems - Designing in Quality Management Systems - Audits Change Management - Overall Process Change Management - Interviewing & Facilitation Change Management - Practical Problem Solving Change Management - Communication

Reviewed by Review Date

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Running 2 Day Lean Awareness

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

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Running 5 Day Lean Immersion

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 5

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 6

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 7

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 8

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Skill Planning
A1 A2 A3 A4 A5 B1 B2 B3 B4 B5 B6 B7 B8 E1 E2 E3 E4 E5 F1 F2 F3 F4 F8 G1 G2 G3 G5 I1 I2 I3 I4 J1 J2 J3 J8 K1 K2 K3 K7 K8 L1 L2 L3 L4 L5 L7 L8 The History of Lean Transformation #N/A 1.1 Lean Overview The Production System Lean Leadership Principles The Management System The visual facory - information centres, 5s & visual The role of Standards Stablity tools 1.2 Introduction to 3Ms - Identifying Waste and VA vs NVA Lean 5 Guiding Principles Jidoka - Build Quality In JIT - Produce Only What Can be Sold Respect for Humanity & Social Responsibility Contducting a Diagnostic - Plan and presentation Viewing the Business as a System 1.4 Baseline Strategy - Finiding the Key Levers Diagnostic Identifying the Financial Opportunity (ROIC) Executing Lean Assessments Understanding Bottlenecks/ Constraints 1.5 Establishing Creating Value for Shareholders the Compelling Using ROCE / ROIC / NPV Need Defining Implementation Loops & Approach Creating High Level Master Schedules 1.6 Plan and Kaizen Establishing the Change Management Approach Generating quick wins - Kaizen plan & methods Aligning All Functions Lean Awareness training 2.1 -2 Change Lean fundementals training Agent Training Lean Leadership training The Change Agent Model Blue Sky Workshops #N/A #N/A Improving Communication Channels Lean Skills Matrix Training needs analysis #N/A Training and Development in Lean 0 Value Stream Mapping - current state Learning to see Scientific method in Lean - Problem solving at every Value stream mapping - ideal state and full potential Value Stream mapping target state Creating a Master Schedule Writing an A3 for Business Case Facilitating a VSM - current, target, and A3 KPI Hierachy Setting Targets

Current Level 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Next Level 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

WHY?

WHAT?

HOW?

2.4 - 6 Value Stream Mapping

3.1.1 Visual Performance Management

T IN TIME

M1 M2 M3 M4 M5 M8 N1 N2 N3 N4 N5 N8 O1 O2 O3 O4 O5 O6 O8 P1 P2 P3 P4 P5 P6 P7 P8 Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 R1 R2 R3 R4 S1 S2 S3 S4 S5 T1 T2 T3 T4 T5 T6 T7 U1

3.1.1 Visual Performance Management

3.1.2 5s

3.1.3 TPM

3.1.4 Standard Work

CCC Strips Improvement Plans Progress Review Running an information centre PPS & A3 process for problem solving 5s philosophy and workplace standards Sort Set Shine Standardise Sustain TPM philosophy and benefits Autonomous Maintenance OEE/AUR Effective Training Planned Maintenance Early Equipment Management TPM Workshop Toyota DNA - Rule 1 All work is standardised Standardisation vs Kaizen & the tools Work Standardisation & the tools Long Cycle Time Standardised Work Standardised workproblem solving workshop Operator selection and training in lean 0 0

Introduction to TPS quality quality Poke Yoke Statistical Process Control Red Workshop 3.1.6 Quality Conrol Yellow Workshop Blue Workshop Green Workshop Jidoka Milestone Auditing Unit Time of Work Problem Solving Boards 3.2.1 Introduce Andon Systems Visual Control Fixed Position stop Escalation and Quality problem solving in toyota What is Jidoka Autonomation 3.2.2 Andon Designing the span of control Role of the Lean Team Leader Team Leader Workshop Toyota DNA - Rule 2&3 Connection and flow paths Takt Time 3.3.2-3 Streamline Spaghetti diagrams & PQ analysis the process for Specification Rationalisation continuous flow VSM Designing the productions system for Continuous Setting EPE QCO SMED Demand and Load Levelling (Heijunka)

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

JIDOKA

STABILITY TOOLS

3.3.4 -5 Levelling

CHANGE MANAGEMENT

U2 U3 U4 U5 U6 U7 U8 V1 V2 V3 V4 V5 V6 V7 V8 W1 W2 W3 X1 X2 X3 X4 X5 X6 Y4 Y5 Y6 Y7 Y8 Z1 Z2 Z3 AA AA AA AB AB AB AB AB AB AC AC AC AD AD AD AE AE AE AE AE

JUST IN TIME

3.3.4 -5 Levelling

Heijunka Box One Piece Flow Establishing Stores Separation of transport and Work Levelling by Part (heijunka) 0 0 Difference between Push and Pull Types of Pull Systems Types of Kanban Batch Size and Signal Point JIT simulation game 0 0 0

6. Pull System

Organisation

MANAGEMENT SYSTEMS

4. Continuous Improvement

Lean organisation structure & leader role Role of the Lean Leader Developing and agreeing new Roles and Understanding the PDC Jishuken and the Toyota method of kazien Standardised work Kaizen Machine Cycle Time Kaizen Yamazumi & Work Balance 0

Capability Measurement Process Feedback & Review Process Capability Building Create Training / Experience Solutions Assess Capability vs.Requirement & Agree PDP 0 3.3.1 Hoshin Planning and Measures Lean Design and Construction Hoshin Planning and policy deployment A3 Thinking - writing an A3 Lean Measures Quality Function Deployment - One team for design Human Factors in Design Lean Layouts Layered Audits Waste Walks The Role of Working Menus Standard work Auditing 5s Auditing 0 ( Project Management Stakeholder Management Shop Floor Focus Groups Middle Management Coaching #N/A 0 0 0 0 0

Audits

#N/A Interviewing and Facilitation

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

CHANG MANAGEM

0 0 Communication Effective Task Assignment - CPQQRT model Effective Listening Presentation Skills 0 0 0 0 1 1 1 1

AE AF AF AF

Detail of Planned Activity to Achieve Next Level

Plan Start Date

Plan Finish Date

Reviewed by

Review Date

WHAT?
The History of Lean Transformation

#N/A

1.1 Lean Overview 1.2 Introduction to lean

The Production System

Lean Leadership Principles

The Management System

The visual facory information centres, 5s & visual control

The role of Standards

Stablity tools 3Ms - Identifying Waste and VA vs NVA

5 Guiding Principles Jidoka - Build Quality In

JIT - Produce Only What Can be Sold Respect for Humanity & Social Responsibility

1.3 Resource 1.4 Baseline Diagnostic 1.5 Establishing the Compelling

Obtaining Union Support

Effective use of the Steering Committee Contducting a Diagnostic - Plan and presentation

Viewing the Business as a System Strategy - Finiding the Key Levers Identifying the Financial Opportunity (ROIC) Executing Lean Assessments Understanding Bottlenecks/ Constraints Creating Value for Shareholders Using ROCE / ROIC / NPV 0

Defining Implementation Loops & Approach Creating High Level Master Schedules

1.6 Plan and Kaizen

Establishing the Change Management Approach Generating quick wins Kaizen plan & methods

Aligning All Functions

0 Lean Awareness training

-2 Change Agent Training

2.1 -2 Change Agent Training #N/A

Lean fundementals training Lean Leadership training

The Change Agent Model

Blue Sky Workshops #N/A Improving Communication Channels Lean Skills Matrix Training needs analysis

#N/A

Training and Development in Lean

2.4 - 6 Value Stream Mapping

Value Stream Mapping current state Learning to see Scientific method in Lean - Problem solving at every level - the link to strategy Value stream mapping ideal state and full potential Value Stream mapping target state Creating a Master Schedule Writing an A3 for Business Case Facilitating a VSM current, target, and A3

WHAT?
Addressing the mindset and behaviour issues to ensure key individuals are motivated to maintain/increase momentum of the change activity. This includes carefully planned interventions at all levels, dealing with social, emotional, and political barriers. The Readiness Check, How Lean Production was conceived, and how it has evolved into a holistic approach to business system design. The difference in results between Toyota & Competitors. Results from our own business and case study of full potential.Why some approaches are fundamentally flawed and the likely impact on the business, (i.e. what Lean is not). Lessons learned from our own deployment An overview of all elements of the production system, how they fit together, and the impact they have on operational performance. The principles of TPS and the differences between traditional and Lean Production System An Overview of the importance of the Toyota Way and Culture in Lean. The values and philosophy beneath the tools. How a toyota manager is trained. Distinguishing features of totyota management culture. What Gemba, standardised work means for a lean leader. The right process vs the right results. Manager as coach through gemba and observation, standard escalation and. Challenge. Principle of Aiming for perfection and kaizen. An overview of the system influencers and enforcers required to ensure sustainability. Influencers include leadership vision, customer focus, and communication strategy. Enforcers include capabilities management, performance management, and organisation as well as management standard work. Improving results by improving management control over the process. Standardisation of escalation. Lean managers working menu. Development of working menu. A set of self explanatory visual indicators, signals and controls to direct and support shop floor activities. Aims to drive standards, eliminate deviation & waste and give 'at a glance' status.Method of establishing and maintaining an efficient and organised workplace. 5S is aimed at higlighting abnormalities within the work area and equipment, also to highlight waste for elimination. A workgroup based method of documenting processes. Focused around human movement this method outlines the standard content, sequence, timing and output of the task. Standardised work to be foundation for safety, quality and cost improvements. The lean temple and stability tools Three types of waste to be minimised to increase profitability: Muda - wasteful/unproductive activity Mura - uneveness, inconsistency Muri - overburden, unreasonableness 5 Guiding principles of Lean leadership: Challenge, Go and See, Continuous Improvement, Respect the Operator, Teamwork. Build quality into the process by using quality Standardised Work and by placing emphasis on taking accountability for quality of own work. Don't accept or pass on defects. Touch also on the basic quality control aspect. Providing an environment with reduced variation and increased consistency. Processes run the same independent of Individuals. All team activity is defined by what the customer (internal or external) demands. Eliminate 7 wastes by only producing product type and quantity that can be sold. Emphasis on Takt time. Toyota broader respect for humanity culture overview

To work closely with the local management/union representative in order to establish and agree changes to / re-inforcement of working practices required for the lean transformation Timely and insightful contributions during routine meetings leading to effective top team decision making, whilst increasing personal credibility within the client

WHY?
The ability to prepare for diagnostic work, including creating a daily timetable, gaining a preliminary understanding of the business, conducting any initial contact. To carry out and communicate a two week diagnostic with a strong story line using a hypothesis-driven approach Seeing a business as a set of interconnecting and interdependent processes, and how this affects the approach required for successful implementation Strategy, what it is, finding your "leverage points" or Centre of gravity. The Lombardi Power sweep. Ability to view operations as a 'value delivery system' and to identify levers for enhancing overall system performance. Linking the Business Vision, Mission & Purpose to the need for Lean Deployment. Identifying the links between lean improvement opportunities and the financial performance of the business through the use of (current state/future state) ROIC trees To assess current opportunity for Lean tools. Ability to correctly identify the key constraints in a value stream and articulate its impact. Examples of how Lean manufacturers have created shareholder value over many years (e.g. Toyota Market Capitalisation) To be able to use financial evaluation methods for improvement targets. Able to understand the reason for use of A3 in Lean and able to describe the compelling need for own area/business to deploy lean . Summarising the deployment plan and value on an A3 - A3 thinking and how to write an A3 To define each VSM loop in the future state design, and be able to recommend a suitable course of action (including sequence) based upon specific circumstances To assist the plan owner to create a schedule for conducting the lean transformation of the area(s). To assist Change Agents in creating sensible deployment plans to include implementation sequence, resource planning, training and awareness, and senior management coaching To guide the senior team as to the most effective change management approach, help set up the review structure, and coach each MS/Workstream owner in developing plan content. Understanding Kaizen Blitz/ Event methodology and its uses and limitations. Understanding its place in the toyota Kaizen thinking and systems. Its history and application. Able to facilitate a kaizen. Establishing a plan for rolling Kaizens to achieve the "true north" metrics on the A3. Running kaizen blitzs To ensure all primary and support functions adopt a unified approach to Lean implementation. Ensure all support functions facilitate the imbedding of Lean, eg Asset Management, Human Resources, HSE.

HOW?
Able to organise and facilitate a 2 day Lean training session to give attendees an introductory theoretical and practical understanding of foundation principles, waste elimination and value streams.

Able to organise and facilitate a 5 day Lean Immersion training session to give attendees a deeper theoretical and practical application of foundation principles, waste elimination and value streams - field work experience. Able to organise and facilitate a Senior Leader Lean training to give attendees a deeper theoretical and practical application of foundation principles, waste elimination and value streams - field work experience. To understand the change agent model and how to influence & persuade during deployment, line accountability and overfunctioning, when to ask for help and recognise sponsorship need Able to conduct blue sky workshop to idenify the ideal state for the area/ factory and create a plan, communication plan and elevator speech for wider communication The toyota concept of hoshin - organisational challenges to achieve particular targets in a focussed way aligned with longer term objectives To ensure that the organisation has effective, routine, and two-way communication between management and shop floor, that builds the required culture whilst also managing expectations Understanding the Skills matrix and identification of training and development plan for areas and individuals. Defined ways of plugging capability gaps. Setting selection criteria, advising top teams, and planning/delivering the transfer of technical knowledge leading to enhanced capability Understanding the system of training and devleopment in Toytoa - examples of recruitment, selection and leader development plans. Understanding the TPS system of training and development, understanding and planning for the development of these systems in own organisation. A structure to gain qualification in supporting Lean deployment within the organisation. Understanding the selection criteria for the equivalent of Black Belt and Master Black belt in Lean - understanding the Certification process. To analyse the current production system and represent this using the standard value stream mapping convention. To guide/train Change Agents through each process step to create a complete future state production system design for the factory (future state VSM) Understanding Rule 4 of the DNA of toyota and how it applies at each s tage of the deployment . Creating a hypothesis for the deployment of lean via ideal and target state.

Creating the link between the current state and the ideal state for the factory. Blue sky what is possible workshop to facilitate "out of the box" thinking with regards to the faciltiy To guide/train Change Agents through each process step to create a complete future state production system design for the factory (future state VSM) Creating a Master Schedule that matches the hoshin given by the management team. Using goal oriented Master scheudle to drive towards the hypothsis target state Summarising the 12 month lean deployment factory transofrmation plan into an A3 Faciltatation skills for change agents in VSM

WORKPLACE STANDARDS
KPI Hierachy

3.1.1 Visual Performance Management 3.1.2 5s

Setting Targets

CCC Strips Improvement Plans Progress Review

Running an information centre PPS & A3 process for problem solving PDCA in Daily problem solving 5s philosophy and workplace standards Sort Set

Shine Standardise

Sustain

0 0 TPM philosophy and benefits

Autonomous Maintenance

3.1.3 TPM

OEE/AUR

3.1.3 TPM 3.1.4 Standard Work

Effective Training Planned Maintenance

Early Equipment Management

TPM Workshop Toyota DNA - Rule 1 All work is standardised Standardisation vs Kaizen & the tools Work Standardisation & the tools Long Cycle Time Standardised Work Standardised workproblem solving workshop Operator selection and training in lean 0 0

JIDOKA
3.1.6 Quality Conrol .1 Introduce Visual Control
Introduction to TPS quality quality Poke Yoke Statistical Process Control Red Workshop Yellow Workshop Blue Workshop Green Workshop Jidoka Milestone Auditing Unit Time of Work Problem Solving Boards Andon Systems

Fixed Position stop

3.2.1 Introduce Visual Contr

Escalation and Quality problem solving in toyota 0

What is Jidoka

Autonomation

3.2.2 Andon

Designing the span of control

Role of the Lean Team Leader

Team Leader Workshop

3.3.2-3 Streamline the process for continuous flow

Toyota DNA - Rule 2&3 Connection and flow paths Takt Time

Spaghetti diagrams & PQ analysis

Specification Rationalisation

VSM Designing the productions system for Continuous flow Setting EPE

3.3.2-3 Streamlin 3.3.4 -5 Levelling

QCO SMED

Demand and Load Levelling (Heijunka) Heijunka Box

One Piece Flow

Establishing Stores Separation of transport and Work Levelling by Part (heijunka) 0

Difference between Push and Pull Types of Pull Systems

6. Pull System

Types of Kanban Batch Size and Signal Point JIT simulation game 0 0 0

WORKPLACE STANDARDS
How visual performance management works in a lean organiation - the linik to hoshin planning, cascaded information centres. The ability to create an information centre. Safety, Community & Environment, Teams & Leadership, Operational Excellence, Financial Strength, Customer Needs The linkage between the business strategy and operational metrics. Key Performance Indicators displayed on Information Centres and reviewed in team meetings display the critical variables for success of the team. KPI's cascade down from the top team to all lower teams. Targets must be set in order to communicate 'no-good' situations and stimulate improvement to bring back to a 'good' state. Targets should be achievable and motivating but cascade from higher business targets. CCC strips are raised to communicate a 'non-standard' situation and track progress of finding and addressing root cause. Robust, bottom up action plans that meet the improvement targets Periodic review by team and leader of progress to KPI achievement. A review mechanism that focuses on managing the performance trend. Process for Weekly and Monthly overview of metrics and improvement plans How to run an information Centre - behavioural and social processes as well as mechanics and problem solving Practical Problem Solving

Able to describe the interlinked nature of 5S and safety within the business and the importance of both. Sort stage of 5S; Remove all unnecessary items to quarantine or red tag area and ensure correct tools are used. Set stage of 5S; Set parts/itmes using rules of usage, weight of parts, order parts are used. Ensure each part has a footprint to highlight missing items - put in logical sequence. Shine stage of 5S; Build in cleaning as a form of inspection also to create pride, ownership, good work area and good impression to customers Standardise stage of 5S; Document agreed standard and communicate this acceptable level to members. Ensure standards are visual and displayed for all to see. Sustain stage of 5S; method of monitoring progress and reviewing effectiveness of other stages of 5S. To be effective sustain is driven by management with regular audits, communications, and leading by example.

TPM Overview - ability to describe the key components, structure and systems neccesary to support TPM program. .Company focused, self-directed, crossfunctional work groups, working together to improve the overall effectiveness of the equipment and processes within their area. Improved performance is achieved using proactive maintenance techniques. Problem diagnosis and execution of maintenance by operators, freeing up maintenance crews to focus on predictive and preventative maintenance. The measure Overall Equipment Effectiveness is the product of Availability, Performance and Rate. This ratio measure compares how well a process is operating compared to ideal.

The role of effective training in TPM - the principles of O4R, types of training that will be required for operators as TPM develops. The method of maintaining equipment and facilities in satisfactory operating condition, inspection/detection/correction of failures before they produce a defect. A process to involve operating teams in specifying features for new equipment. Product/equipment development and purchasing linked to maintainability and reliability. Ability to run a TPM workshop to commence implementation of TPM on a piece of equipment. Ability to describe the linkages with ipt Understanding the 4 Rules in Use of TPS - Specifically able to explain Rule 1. The method to define the capacity of a process. Charted time breakdown of value added and non-value added work to complete a task. The chart is used to highlight improvement opportunities. Detailed sheet with all information required to complete a specific task including, work steps; elements of safety, quality and knack; pictures/diagrams to help communicate task method. The minimum quantity of parts always on hand for processing during and between subprocesses, allowing workers to do their job continuously in a set sequence. The method to design Standardised Work for Long Cycle Time Jobs (eg Conveyance). The ability to run a workshop to create standard work and teach the philosophy Understanding the method of operator training and selection in a lean environment - understanding fundemental skills training and its implementation approach.

JIDOKA
Overview of lean quality control systems Understand and able to give examples of poke yoke. Able to construct SPC chart and to explain why lean quality control is different to SPC Able to run a red workshop Able to run a yellow workshop Able to run a blue workshop Able to run a green workshop Able to conduct a Jidoka milestone audit, explain its function and tool for managing process cotnrol Able to explain the difference between takt time and cycle time. Able to construct basic unit values table Able to construct production analysis board, do 5 why problem solving, facilitate shop floor teams, integrate with daily information centres. A system which stops the line only when an abnormality is not resolved before the end of the work cycle in which it occurred (thus allowing for the non-disturbance of the process). A set of self explanatory visual indicators, signals and controls to A system which stops the line only when an abnormality is not resolved before the end of the work cycle in which it occurred (thus allowing for the non-disturbance of the process)

The toyota quality system and problem solving and escalation within tps

Able to understand the full application of Jidoka pillar - philosophy and intents (vs the limited quality system applciation) Able to describe the concept of autonomation and its history

Able to design the correct span of control for andon calls/ line stops, depending on process stability, geographical scope and takt time.Ideal number of subordinates that report to each manager/leader, the reasons for this and the ability to determine in own enviroment a target state that allows for in the moment problem solving and escalation The role of the team leader - able to teach the team leader training workshop

Managing inventory levels of Buffer stocks between pre-determined minimum and maximum levels.

JUST-IN-TIME
Able to describe the place of continuous flow, and the fundemental rules required to facilitate a Just in time production system The application of takt time within just-in-time for making at the rate of the customer requirement. The (limited) application of making parts at a rate greater than takt time where catchback overtime is not possible. The (limited) application of making parts at a rate different to takt time in cases where the workload of different products is significantly different Able to undertake product quantity analysis and trace the flow of a product through point of customisation and flow paths Able to analyse current specifications and determine opportunities for rationalisation. Understand the concept of continuous flow as ideal state. Able to articlate potential for flow in own plant/ area Able to determine capacity with increased changeovers. Able to incorporate changeover reduction targets into master schedule and tracking at information centres. Able to understand the benefits of smaller lot sizes and explain this to others.

Method of reducing the time taken for changeovers, where a changover is the time between the last good product and the first new good product produced at the specified speed. Able to analyse the current state with regard to volume fluctuation and determine buffer stock in finished goods if neccesary. Able to design a target state and plan for levelling volume at each stage in the process. The method to design a Line that maintains its Manpower Productivity despite changes in Takt Time (Including Design Features are expected for a Machine in a FML). The method to utilise Manpower when a Line falls behind demand or requires part of an Operator (eg 4.6 People).

The method to calculate manpower requirements based on Takt Time and the unit time of work. Able to describe and analyse own work area for opportunities to apply cellular manufacturing principles to improve flow. Able to establish the possibilility for one piece flow in own area/ plant Able to design the placement of stores and standard inventories for the process and materials Able to analyse own work area for opportunitties for separation of transport of raw materials to the line and between lines from the value adding work of produciton. Able to design standard transport paths and implement same The method used to create a levelled pull, based on Quantity and Variety, over a given period on the final manufacturing process . The method used to create the level pull (creating a 'takt') on the final manufacturing process, by phasing the Sequence List provided to the Customising process. Use of Sequence Lists to achieve Heijunka in mix and volume. The principal advantage of pull over push systems The understanding of where Fill-Up, Sequential and Mixed Pull Systems should be used Understanding the different types of kanbans (production instruction and parts withdrawal) and the different forms and applications of each type of kanban Calculation of batch size and signal point for all the batch kanban methods (Triangle, Pattern and Batch Making) Understanding of how a Batch Making (Production Instruction) kanban works Understanding of how a Pattern Making (Production Instruction) kanban works To demonstrate the problems of demand amplification and, hence, the need for a pull system Use the JIT game to demonstrate the three elements of JIT (eg Plug exercise)

MANAGEMENT SYSTEMS
Organisation
Lean organisation structure & leader role Role of the Lean Leader Understand the Toyota hierarchy, organisational design and structural principles What is expected of a leader in maximising the safety QCD performance of the area that they are responsible for in a Lean environment. Liaison with the HR function and other top team members to design specific roles/responsibilites in order to ensure sustainability Understanding "Rule 4" - and what the scientific method means, how it relates to pdca cycle. How pdca cycle applies to all levels of improvement planning and kaizen. Understanding the toyota kaizen method and levels of kaizen, including Jishuken process and "Kaikaku" or step changes The method for carrying out Standardised Work (Motion) Kaizen to reduce or avoid additional manpower. The method for carrying out Machine Cycle Time Kaizen to overcome a problem with a machine which cannot achieve Takt. Ability to utilise Yamazumi to make improvements in part jobs. The method for analysing each job within a process sequence, identifying Job Elements. These elements might be coded. Work balance chart is the method for evaluating and analysing each Job's Workload on a process. 0 The principle of applying simple mechanical devices to Kaizen the Partial (Shoujinka) Job.

Developing and agreeing new Roles and Responsibilities Understanding the PDC

4. Continuous Improvement 3.3.1 Hoshin Planning and Measures Capability Building

Jishuken and the Toyota method of kazien Standardised work Kaizen Machine Cycle Time Kaizen

Yamazumi & Work Balance

Capability Measurement Process Feedback & Review Process Create Training / Experience Solutions Assess Capability vs.Requirement & Agree PDP

Who and how capability can be measured A mechanism for enhancing capability through regular review and feedback Defined ways of plugging capability gaps Ensures that people are developed as a result of gap identification. 0 A structure to gain qualification in supporting Lean deployment within the organisation. The 1 and 3 - 5 year process used to identify and adddress critical business needs and develop people capability, applying pdca cycle to consistantly achieve critical results. Understanding the method of effective hoshin planning and policy deployment to develop a shared vision of where we are going and how we will ge there. Ability to create "True North" planning and execution tree. Ability to create a one page A3 report. Understanding the different types of A3s' (Hoshin, Problem solving, proposal and Current status).

Hoshin Planning and policy deployment

A3 Thinking - writing an A3

3.3.1 Hoshin Planning and

Audits Lean Design and Construction

Understanding the different metrics that should be measured to change the mindset regarding the business. - Delivery and Customer service (On time delivery, complete orders, lead time), Quality (Rework, PPM, first pass yeild, Internal PPM rejects, process variation) Cost and Productivity (Inventory turns, throughput time, Labour value add, performance to load levelling) Quality Function Deployment - One The process of using QFD to ensureall relevant stakeholders have had quantative input into design team for design Multi-functional team are co-located and work together on Human Factors in Design common task (eg Ops & design). Application of scientific facts regarding humans to the design Lean Layouts of objects, systems and environment. Applied science of equipment design to maximise productivity by reducing operator fatigue and discomfort. Audits completed at different time schedules by multiple Layered Audits layers of the organisation: operator, superintendent, manager, general manager. What is a waste walk, how to do one, the purpose of them, Waste Walks giving coaching on waste identification Working menus are a form of Standardised work for The Role of Working Menus Leaders. They provide a minimum task list to enable the expectations of an individual or team to be met. Leaders and team members regularly audit compliance to Standard work Auditing standardised work. Leaders and team members regularly audit compliance to 5s 5s Auditing Lean Measures 0 Process where each audit will result in feedback to the operators on 'no-good' situations and concerns.

CHANGE MANAGEMENT
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 To be able to plan and implement the Practical Change Manage improvement projects identified through Lean Managing key groups of stakeholders through change during

Organisation, delivery, interpretation of results, and provision Use of the Practical Change Management 'Jigsaw' Careful, selective, planning and execution of formal and

Iterative four step problem-solving process: Plan, Do, Check, Lean team based Practical Problem Solving method which Key problem solving tools

Reviewed by Review Date

Understand process and applicability of additional problem A rigourous, systematic problem solving methodology which 0 How toyota solves problems - Rule 4 - the scientific method, 0 0 0 Understanding effective task assignment model 0 The ability to "hear" what others are saying 0 Ability to present and facilitate experiential activities to 0 Ability to communicate effectively in writing.

CHANGE MANAGEMENT
( To be able to plan and implement the Practical Change Management approach as part of a controlled and sustainable Lean Transformation . Use of the Practical Change Management 'Jigsaw' framework in order to coach managers through 'explore/commit' and 'role modelling' concepts

#N/A

Project Management Stakeholder Management

Manage improvement projects identified through Lean activity through to completion using Master Schedules. Managing key groups of stakeholders through change during Lean deployment.To understand the key components of the change agent model.To effect change at all levels of an organisation by understanding/influencing the social,emotional and political position of key individuals Organisation, delivery, interpretation of results, and provision of feedback from sessions where local operators are invited to express their views, fears, and improvement suggestions prior to the pilot area changes Use of the Practical Change Management 'Jigsaw' framework in order to coach managers through 'explore/commit' and 'role modelling' concepts Careful, selective, planning and execution of formal and informal sessions designed to break down barriers (internal and external) and gain entry with small teams 0 Iterative four step problem-solving process: Plan, Do, Check, Act.

Shop Floor Focus Groups

Interviewing and Facilitation

Middle Management Coaching

#N/A

0 Lean team based Practical Problem Solving method which can be applied to a complex problem, analyse it in order to understand the true root cause, which in turn allows for the introduction of a robust countermeasure thus permanently eliminating the concern. 0 Key problem solving tools 0 Understand process and applicability of additional problem solving methodologies

Communication

Effective Task Assignment CPQQRT model Effective Listening Presentation Skills

0 A rigourous, systematic problem solving methodology which follows the DMAIC process. It focuses on data driven decision making and uses statistics to validate both root causes and any claimed improvement. In 6 Sigma performance is measured against the customers requirements (capability), a 6 sigma operation is one where the customer specifications are 6 standard deviations from the mean. 0 How toyota solves problems - Rule 4 - the scientific method, using data, hypothesis testing with a teacher - problem solving mechanisms in tps Understanding effective task assignment model The ability to "hear" what others are saying Ability to present and facilitate experiential activities to increase the understanding and application of Lean in the organisation. Ability to communicate effectively in writing.

Written Skills