Lean Manufacturing Tools Training Course

The concept of Lean Manufacturing was developed in the early 1990s from studies of the Toyota Production System. It focuses on eliminating waste in processes, waste being anything that impedes the flow of product as it is being transformed in the value chain. Lean Manufacturing, to coin a phrase means ‘getting product to where it is needed, when it is needed, in the quantity needed’. Quality problems, buffer stock, unreliable machines, inefficient process layout, all impede flow in the value chain. Lean Manufacturing uses a variety of tools focusing on the elimination or reduction of these issues.

This three day course is designed to give the delegates a detailed knowledge of the key tools of Lean Manufacturing such that the delegate will be in a position to help transform their organisation into a leaner and more competitive enterprise. The workshop presents the concepts, tools and techniques involved in the practical application of Lean Manufacturing Tools using a series of easy to understand modules and exercises.

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Day 1

Unit 1 – Lean Thinking

History of Lean Manufacturing
Differences between Lean Manufacturing and Mass Production
The 5 Lean Principles
Understanding Value (in the eyes of the customer)
Recognizing the 7 wastes

Unit 2 – Takt Time and Standard Work

The benefits of a Standard Work System
The elements of Standard Work
Conducting Process Observation to determine element cycle times
Configuring Standard Work for minimum use of labour, materials and equipment
Documenting results on a Standard Work Chart

Day 2

Unit 3 – Lean Material Systems and Kanban

The benefits of a Kanban system
Selecting an appropriate Kanban system
Setting up a Kanban systems (calculating the number of cards required)
The benefits of a Timed Delivery route

Unit 4 – Improvement Cycles

Understanding the Plan-Do-Check-Act (PDCA) improvement cycle
Selecting appropriate improvement tools
Distinguishing between Root causes, Direct causes and Contributory causes
Identifying appropriate Corrective and Preventive actions
Construct a problem definition and SMART objectives
Differences between Incremental and Breakthrough Improvement

Unit 5 – Value Stream Mapping

The benefits of Value Stream Mapping
The four stages of Value Stream Mapping
Selecting appropriate products/product families
Creating the Current State Value Stream Map
Assessing the Current State Value Stream Map
Developing the Future State Value Stream Map
Creating an action plan to achieve the desired improvements

Day 3

Unit 6 – Lean Foundations

The benefits of Workplace Organisation
Implementing 5S Workplace Organisation
Implementing appropriate Visual Control Systems
The benefits of Total Productive Maintenance (TPM)
Understanding the elements of the Overall Equipment Effectiveness (OEE) metric
Implementing a basic Total Productive Maintenance (TPM) system to improve Overall Equipment Effectiveness (OEE)

Unit 7 – Quick Changeovers (The SMED System)

The benefits of a Single Minute Exchange of Die (SMED) System
The four stages of SMED
Implementing SMED to reduce Changeover time

Unit 8 – Kaizen Events

The benefits of a Kaizen Events
Appropriate situations for a Kaizen Event
Selecting appropriate team-members
Identifying Kaizen Event goals
Participating in a Kaizen Event

Unit 9 – Quality, Mistake-proofing and Line Layout

Understanding the interaction between quality and lean manufacturing
The principles of Mistake-proofing
Selecting appropriate mistake proofing devices
Selecting or devising an appropriate line layout to minimise waste

This course is intended for personnel working within manufacturing and manufacturing support functions (such as Materials, Quality, and Engineering). The course is aimed at Engineers, Technicians, Production Supervisors/Line Leaders, and Materials/Supply Chain/Logistics Supervisors. Each delegate will be required to identify a lean opportunity within their organisation and complete a lean improvement project as part of this course.

Participants achieve the following learning outcomes from the programme;

Conduct lean improvement activities in their own areas of responsibility
Assist senior management in implementing Lean Principles in a wider manufacturing environment