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WORLD CLASS/LEAN BOOT CAMP

Objectives:

• To create a base of knowledge that will drive a World Class Enterprise (WCE) competitive advantage
• To understand the 4 elements of a WCE strategy – the competition quad
• To create excitement and determination in the minds of the management team that will translate into leadership on the journey to WCE
• To develop plans for continuing this journey
  

Agenda – Day 1:

• Introduction
  ◊ Workshop Objectives
  ◊ Day 1 Objectives
  ◊ Agenda
• WCE Overview
• Implementation Strategies
• Waste Reduction
  ◊Value-Added vs. Non-Value-Added Activities
• Lean Business Overview
  ◊ Process Functional (Batch) Manufacturing
• Value Stream Mapping
  ◊ Developing the Current State
• Setup Reduction
• Pull Systems
• Plant Design for Lean
• Cellular Manufacturing
  ◊ Cellular (Pull System)
  ◊ Cross Training, Line Balancing, And Error Proofing
  ◊ Cellular (Pull System) Manufacturing (1-Piece Lot Size)
• Value Stream Mapping
  ◊ Developing the Future State
• World Class Packaging And Material Handling
• Total Productive Maintenance (TPM)
• 5S System And Visual Controls

Agenda - Day 2:

• Introduction
  ◊ Workshop Objectives
  ◊ Day 2 Objectives
  ◊ Agenda
• Total Organization Commitment
  ◊ Vision
  ◊ Change Management
  ◊ Teambuilding
  ◊ Team Leadership
  ◊ New Value Development
  ◊ Enfranchisement
  ◊ Pay Systems
• Total Resource Management
  ◊ On-time Delivery
  ◊ Business Systems Overview
  ◊ Manufacturing Strategies
  ◊ Production Management
  ◊ Sales Production Inventory (SPI) Planning
  ◊ Scheduling and Order Promising
  ◊ Material Planning Strategies
• Performance Measurement Essentials
  ◊ Daily Cell/Department and Production Meetings
• Six Sigma Quality
  ◊ Key Principles
  ◊ The Cost Of Quality
  ◊ The Six Sigma Road Map
  ◊ Structured Problem Solving
  ◊ Prevention vs. Detection

Agenda - Day 3:

• Introduction
  ◊ Review Workshop Objectives
  ◊ Day 3 Objectives
  ◊ Agenda
• World Class Organization
  ◊ Role of the Steering Team
  ◊ Role of the Coordinator
• Vision
• Change
◊ Process of Change
◊ Emotional Response to Change
◊ Managing Change
• Value Stream Analysis
◊ Current State
◊ Future State
• Project Planning
◊ The Kaizen Event as the Tool for Implementation
- Scope Process
• Creating the Foundation
◊ Read
◊ Train
• Where Do We Go From Here?

Day 1 Objectives:

At the end of this session, participants will:

1. Know the elements of the competition quad and their relationship to WCE
2. Understand and be able to identify activities that will add cost vs. those that add value
3. Gain an understanding of 12 specific Lean Business Practices and their impact on WCE
4. Learn what a Value Stream Map is and understand its importance in identifying waste
5. Gain a common understanding of what fast setup is and why it is critical to Lean
6. Appreciate the difference between batch (push) manufacturing and cellular (demand pull) manufacturing
7. Experience a Lean model and be able to describe what makes a pull system more effective than a push system
8. Know how to apply demand pull production control systems
9. Understand why the macro plant layout is critical to the success of WCE
10. Know how creative packaging and material handling support a Lean program
11. Learn the benefits and key elements of TPM
12. Understand the 5S pillars of housekeeping and see how they are implemented

Day 2 Objectives:

At the end of this session, participants will:

1. Know the importance and key elements of customer focused people
2. See how SRM is used to balance and set priorities
3. Learn how to ensure accountability for results and measure performance at every level in the organization
4. Understand the elements of a WCE daily production meeting
5. Apply fundamental practices that enable Six Sigma quality

Day 3 Objectives:

At the end of this session, participants will:

1. Recognize and understand the leadership roles of each management team member
2. Develop and document the function and roles of the WCE Steering Team
   
3. Know the vision, strategy, and leadership that support a WCE
4. Understand the current-state Value Stream Map of key products/processes and develop plans for projects to achieve a future-state
5. Examine the elements of value engineering principles and how they would apply
6. Review referenced materials and create reading a list for the management team

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