Overview
A preamble of the characteristics of a lean corporation and the metrics that
World Class manufacturers use to run the business. This provides a structure in establishing a vision for lean deployment, which includes a step-by-step plan over a five-year course in developing a lean road map.
Objective
- To provide a path for the company management team to launch lean manufacturing principles into their organization.
- Assists “non-lean” minded executives in formatting a vision incorporating lean metrics aligned to annual or long-term business goals.
- Baselines lean practices within the organization.
Topics
- Vision
- Management Commitment
- Improvement focus versus cost reduction focus
- Operational Business Metrics
- Lean Deployment Plan – 5 Year Roadmap
Assessment
Individuals complete a Lean Manufacturing Assessment before the start of the
session. The responses are related to the how the managers match the company to best practice benchmarks of lean.
May also be conducted as a group activity, with a spokesperson selected or
identified, to help facilitate the consensus of the group.
The end result is a numerical indicator of the company’s lean manufacturing
assessment of it related to where best practices of lean exist. This helps to identify gaps and sets the strategy at the first phase of deployment. (Note: In many cases, the lean assessment is conducted afterwards, but if done beforehand provides a strong data set in understanding the opportunities for the future.)
Course Timing
This course is a classroom session generally should be completed in 1.5 – 2 hours, depending upon class participation.
Materials
- Overhead projector
- Slide Show Presentation
- Lean Manufacturing Assessment
- White Board/ Markers
Participants (10-12)
- Executive managers
- Directors
- Manager
Milestones
Orientation Class – Introduction to Lean
Executives and managers are shown the linkage to lean practices in the company’s vision and in their relationship of achieving business goals.
6 Months after Orientation
Executive and managers need to revisit their assessment(s) and measure the progress made against the respective lean practice. The success of a company’s lean strategy is owned by the top of the house, the CEO, COO, VPs, and directors. If the management team is not focused and united in their strategy, the 6-month review will reflect the future sustainment.
Please feel free to send me any questions or comments at: pverschaeve@surefoundationsllc.com