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TELE-COURSE B:

TOTAL LEAN-FLOW OPERATIONS

(LEAN-FLOW  MANAGEMENT)

This 10-hour course looks at the various practical principles of lean thinking for organisations, with a particular focus on how its principles could be applied in your workplace. Must have completed the introductory Course A before taking this course. This course consists of ten 1-hour modules on the phone:

B: TOTAL LEAN-FLOW OPERATIONS

  • B-1: TOTAL FLOW MANAGEMENT (Delivery)
    • B-11: Value Stream Mapping
    • B-12: Kanban System (Nagare Card)
    • B-13: Levelled Flow Management
  • B-2: TOTAL PRODUCTIVITY MANAGEMENT (Cost)
    • B-21: Standardisation
    • B-22: Workplace Productivity
    • B-23: Total Preventative Maintenance (TPM)
  • B-3: TOTAL QUALITY MANAGEMENT (Quality)
    • B-31: The Kaizen Way
    • B-32: Total Quality Control (TQC)
  • TOTAL SERVICE MANAGEMENT (People)
    • B-41: Flow Accountability
    • B-42: Circle Leadership
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You will share some workplace experience with others related to lean-flow systems, as well as learn several key points or skills. The course is for those who want a more detailed understanding of all the principles of lean-flow systems thinking and how they could apply lean management to their own organisations. The course is also for those seeking to understand how the different aspects of lean-flow management and operations interact like a mosaic to form a whole very efficiently running system.

For the latest course and module dates please refer to the Master Schedule page. To register and pay for any course or module please go to the Registration page.



DESCRIPTION OF EACH MODULE

B-1:   Total Flow Management

B-11:  VALUE STREAM MAPPING

The basics of Value Stream Mapping:

  • Horizontal Flow
  • Value streams
  • How to map a value stream
  • How to create pull system
  • Removing non-value adding steps
  • Flow accounting
  • Role of sales & marketing
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B-12:   KANBAN SYSTEM (NAGARE CARD)

Exploring the Lean-flow Kanban system (aka Nagare Card or Flow Card) used in lean flow systems. Specifically we will look at:

  • Kanban as communication system
  • Circular motion of Kanban
  • FIFO principle
  • Product/service flow vs communication flow
  • Flow speed calculation
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B-13:  LEVELLED FLOW MANAGEMENT

Creating a pull levelled flow in work:

  • Just in Time, no WIP
  • One piece process (TAKT)
  • Small batch
  • Heijunka and levelling
  • SMED
  • Fluctuation management
  • Nagare relay
  • Lead time reductions

 

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B-2:  Total Productive Management

B-21:  STANDARDISATION

The importance of standardising work:

  • Standardisation
  • Meaning of operation standards
  • Interchangability
  • Multi-functional operators
  • Iteration of standards thorough Kaizen
  • 3 factors
  • Standard Operation Sheets
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B-22:  WORK-PLACE PRODUCTIVITY

Meaning of productivity:

  • Jidoka (autonomation)
  • Cellular flow
  • 5 S
  • Zero Accident safety
  • Hazard Sensitivity Training
  • Safety kata
  • Visual workplace

 

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B-23:   TOTAL PREVENTATIVE MAINTENANCE

Preventative maintenance across the board:

  • Meaning of efficiency (motion vs work)
  • 100% machine availabiliy (not capacity)
  • Role of machines
  • Who looks after cleaning, fixing problems
  • Total preventative maintenance
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B-3:   Total Quality Management

B-31:  THE KAIZEN WAY

What is Kaizen?

  • 10 principles
  • The kaizen way
  • 4 viewpoints of kaizen
  • 4 ways to improve or change
  • Kaizening out inefficiency
  • Teamwork
  • Instilling a kaizen culture
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B-32:  TOTAL QUALITY CONTROL

Qualtity Control by everyone across the organisation:

  • Built-in quality, Andon
  • Meaning of defects
  • Hidden defects
  • Internal customers
  • Inspection has no meaning
  • Dealing with issues, data
  • Avoiding recurrence
  • 7 tools, Pokayoke
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B-4:   Total Service Management

B-41:   FLOW ACCOUNTABILITY

Traditional cost accounting encrourages

  • Traditional cost accounting encrourages
  • Wrong type of behaviour
  • Waste is rewarded
  • Focus on price not value

What is required for lean is 'flow accounting'. This is a brief overview of what flow accounting could be, and how to design accounting to encourage flow efficiency and a more sustainable (eco-friendly) operation.

 

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B-42:  CIRCLE LEADERSHIP

Principle of Circle Leadership:

  • Learning organisation
  • Workplace improvement
  • QC Circles
  • Hansei Circles
  • Circle meetings
  • Role of leader
  • Supervisor SQPCTM
  • Development of all staff

 

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Prerequisite --> A. Introducing Lean-flow Thinking

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Course Style / Who for:

The ten modules collectively form part of this course, but can also each be taken independently on demand. All modules are interactive group teleconference sessions of 1 hour each. They involve peer discussion or practice in small groups (over the phone).

The workshop series and modules are for leaders, managers, executives, workers or personnel in corporations, governement, health, academia, and entreprises; or for consultants, coaches, trainers, faculty and specialists in any organisation who are seeking the relevant expertise or insight.

The workshops are highly interactive, requiring substantial degree of oral input, discussion and practice from participants in break out groups, either to share experiences from your workplace or practice specific skills being learned. You may also be asked to consider and share with others how you might apply what you are learning to your workplace. These modules are not suitable for simply listening in, maximum benefit from these workshops will only be gained by full participation. Some supplementary visual support online may be offered, but this is optional and online access is not required during the call.


About the complete Course B:

This course consists of the 10 modules. Each module is self-contained, so could also be taken as a stand-alone without taking the whole course, though this is only offered on demand. If you take the whole course, however, there is a discount (see Voucher page) on what you would otherwise pay as 10 separate modules. When registering please enter the starting date of the first module B-11


As a prerequisite to this course you will need to have completed course A Introducing Lean-flow Thinking introducing the lean-flow management philosophy.


 


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