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2014-‐07-‐01 1

SERIES MANAGEMENT LEAN TRAINING

Pierre Jutras C.I.M., P.Mgr.

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Iden.fy the opportuni.es to use the concepts and tools of Lean within the organiza.on/

company

All rights reserved PIERRE JUTRAS MANAGEMENT INC. WWW.PJM.CA


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Objec0ves To allow the par.cipants to: Understand the fundamental differences that separate the tradi.onal management system and a Lean process management. Iden.fy the opportuni.es to apply the principles and Lean techniques in their work environment. Benefits Update knowledge of the principles and fundamentals of the Lean process Strengthening the team spirit of the par.cipants of the group regarding the applica.on of the Lean process within the organiza.on/company Demonstrate, using simula.ons, that it is possible to substan.ally improve the key performance indicators by changing the produc.on system.

LEAN TRAINING


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Content •  Introduc.on to "Lean": History, approach,

•  defini.ons and principles. No.ons of Value and Waste.

•  Simula.on: the tradi.onal factory •  Tradi.onal process vs the Lean process •  The Lean Tools and Techniques

§  Lean process: no.on of the Value Stream; Physical layout of the work area;

§  Takt. Time, Bo]leneck analysis §  Managing the Lean Process; Visual work area; §  5S+1; Andon; Standardized Work §  Produc.on on Demand: Push vs Pull; Kanban; flow

unit; SMED §  Lean Quality: Poka Yoke; Sequen.al inspec.on and

auto inspec.on •  Simula.on: The Lean Factory •  Todays’ evalua.on


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Methodology Theore.cal presenta.on, video, ques.ons and discussions with the par.cipants. Examples from the value chain of the company. Simula.on of a tradi.onal produc.on process: product fabrica.on (paper planes) by the par.cipants and measurement of the performance indicator system: produc.on capacity, generated during simula.on, non-‐quality, .me taken to detect quality problem. Personnel flexibility, produc.vity index, and financial results related to the system (sales, EBIT, COPQ). Simula.on of the same product implemen.ng Lean Manufacturing with the following processes: waste control, workload balancing, Kanban opera.on, 5 S, Pull and Push flow, bo]leneck management, set-‐up .me reduc.on, cellular manufacturing, etc. Comparison of the key performance indicators of Lean vs. tradi.onal. Time of exercise: 8 hours.


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Target client: All level employees within the organiza.on that will be or are already involved in a Lean transforma.on process. Evalua0on method : A ques.onnaire is given at the end of the session to evaluate the level of sa.sfac.on by the par.cipants based on: the relevance and understanding of the topic in rela.on to their problema.c situa.on, the quality of the presenta.on, the professionalism of the trainers as well as on the personal results removed. A .me frame is scheduled for the comments rela.ng to the sugges.ons, and what the par.cipants have the most and least appreciated.


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