The
certification process consists of three parts: Three weeks of classroom
experience, the experience of participating and running at least four
shop floor/office kaizen events, and finally participation in a World
Class Company benchmarking trip.
PART
1
The
classroom experience consists of the following classes (the first two
weeks vary by certification business area; week three is the same for
all areas):
COURSE DESCRIPTIONS
Overview
of Lean
Proof
of the need to change and adopt Lean, a description of the Lean tools,
and a simulation comparing batch vs. flow production
5S/Visual
Enterprise
A
5S/Visual Enterprise implementation leads to improved pride, quality,
and productivity in the work place while sustaining the improvements
for safety, cleanliness, and organization. Includes a 5S exercise/simulation.
Team
Building
Learn
the requirements for teamwork to occur, develop an understanding of
team dynamics, how teams positively impact productivity, and the impact
of effective communication in a team environment. Includes a team building
exercise.
Visual
Standard Work
Visual
Standard Work are the visually documented methods for people and machines
to work together to produce a quality product/service while minimizing
all forms of waste. Visual Standard Work documents the safest, best,
and easiest way to do a job. It focuses on the process procedure (not
the person or the outcome). Visual Standard Work includes: Takt Time
and Pitch, Work Distribution and Sequence, and Job Instructions/Standard
Work Sheets
Total
Productive Maintenance
With
operator involvement as the foundation, the plant-wide role changes
required to support TPM are established as the starting point on the
journey to zero unplanned downtime.
Setup
Reduction
Reducing
equipment setup times improves production capacity, reduces product
lead-times, and improves customer satisfaction without adding resources
or increasing costs.
Process
Cells
Gain
exposure to the tools, thought processes, and support systems required
to design and implement one-piece flow (including calculating takt time
and standardizing work practices).
A3
Problem-Solving Tools
Learn
all the basic problem-solving tools with a critical element - application
using a simulation.
Error
Proofing
Gain
a complete understanding of what error proofing is, how it is used as
an improvement strategy and how to analyze a problem for error proofing
potential. Includes error proofing exercise.
Inventory
Kanbans
Proper
Kanban design will simultaneously reduce inventory, improve customer
service levels, eliminate part outages and shortages, while providing
a materials management process that all employees can interpret and
understand at a glance.
Value
Stream Mapping (VSM)
Utilize
this visual tool that graphically identifies every step in a product's
flow, giving visibility to both the value-adding steps as well as the
non-value adding steps. Completed on an actual host company process.
Advanced
Team Building
Team
leaders and team facilitators learn how to effectively challenge teams
to achieve greater performance results
Kaizen
Event Preparation and Facilitation
Learn
the role a team facilitator and team leader play in conducting a kaizen
event and event follow-up
Leadership
Development Day 1
Develop
leadership skills needed when implementing change. Focus is on why leadership
and listening skills are essential in the change process.
Leadership
Development Day 2
A
continued development of leadership skills. Focus is on why empowerment,
motivation, and attitude are essential in the change process.
Leading
Change and Policy Deployment
Participants
will learn how leaders impact the change process and the fundamentals
of effectively leading an organization through transformation
Presentation
Skills
The
basic tools for creating powerful presentations and training sessions
using audio/visual aids, props, voice and the human body
PART
2 (After
the classroom sessions and at the facilitator's home site) :
Developing
a world class environment -
1 day
Provide
an implementation plan that clearly identifies areas for focused improvements
and why, who owns the actions, how the improvements are to be measured
and a timeline for actions to include training and improvement events.
Act
as a team leader during a Kaizen event while being evaluated for certification
-
3-5 days
While
serving as team leaders, participants are evaluated by a coach on their
facilitation skills while receiving coaching to help them improve team
facilitation and empowerment.
Conduct
two in-house Kaizen events -
3-5 days each
Kaizen
leaders must submit pre-event paperwork prior to the event for support
and post paperwork for event documentation and evaluation.
Facilitate
a Kaizen event while being evaluated for certification -
3-5 days
While
conducting a Kaizen event, a coach evaluates the Kaizen leader on their
ability to plan and lead a Kaizen team through the 15-step Kaizen process
while achieving and maintaining the desired event outcomes. (Participant
is evaluated on presentation skills that are required during the Kaizen
event's training process).
PART
3
(After
the Kaizen Event training) :
Participate
in a benchmarking tour of a World Class organization -
1 day
Tours
of Toyota and other World Class organizations are setup by WCM Associates
Upon
completion of the Certified Lean Facilitator program, participants
will:
*
Be able to develop, with the executive team, the key metrics
that drive organizational improvement
* Have the knowledge
to lead an organization's Lean initiative
* Have a complete
understanding of the Lean tools and the ability to be able to
apply those tools to specific organizational objectives
* Know the importance
of associate empowerment through a team-centered environment
* Understand the role
of the customer and know how to increase customer satisfaction
* Be able to train
fellow associates on the tools of Lean
* Be able to facilitate
improvement activities including Kaizen events |
