Fundamentals of Lean for Business Organizations Curriculum Outline
Introduction to Lean for Service and Manufacturing Organizations
Overview/DescriptionLean has its origin in the Japanese manufacturing industry in the 1980s as a waste reduction and improvement methodology. However, as it turned out, methods and principles of lean thinking spread to logistics, and from there on to the military and construction industries. Lean methods and principles have since been applied successfully across many other industries. Service and transactional industries that use Lean include healthcare, insurance, financial services and banking, call centers, government, IT, retail, and transportation. Lean is a methodology that incorporates a powerful set of tools and techniques designed to maximize customer value, while reducing waste along the entire value stream. It also focuses on improving overall efficiency, quality, and customer satisfaction. Due to its ability to improve customer satisfaction and deliver bottom line financial gains to organizations, it is a preferred strategic choice for many business organizations. This course introduces the basic principles of Lean, including the five-step Lean process cycle, and shows how Lean can be integrated with Six Sigma to offer an optimal production management solution that fits your companys unique business needs.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Introduction to Lean for Service and Manufacturing Organizations
Match industry types with examples of how Lean principles are applied Identify the basic principles of Lean Recognize correct application of the process for implementing Lean in an organization Order the steps in the Lean process Determine the best approach for integrating Lean and Six Sigma to address a given business need Match production management systems with their corresponding characteristics Match production management systems to corresponding business conditions that they are designed to address Course Number:
oper_20_a01_bs_enus Back to ListUsing Lean for Perfection and Quality
Overview/DescriptionLean methodology comprises a powerful set of tools designed to optimize perfection and quality in a manufacturing or service organization. 5S is a tool for organizing and creating a productive work environment. Hoshin Kanri deals with strategic direction and management to ensure creation of value in products and processes. Jidoka helps identify and solve errors in a production or service delivery process. Standard Work aims at establishing the best procedures for each process to ensure efficient work methods and help eliminate waste. This course will introduce many of the Lean tools used by organizations to strive for perfection and improve quality. You will be able to assess how 5S can be applied for organizing and standardizing a workplace. You will also learn the strategies for using Hoshin Kanri and the activities involved in the Jidoka process. Finally, you will be introduced to the key success factors for implementing the principles of Standard Work and how it helps eliminate certain types of wastes in any type of workplace.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Using Lean for Perfection and Quality
Recognize activities that comprise 5S Recognize strategies for using Hoshin Kanri to address a problem within an organization Match steps in the PDCA cycle to actions that would be carried out at each step Sequence examples of activities that occur during the jidoka process Match types of waste with examples of how they can be eliminated through standard work Course Number:
oper_20_a02_bs_enus Back to ListLean Tools and Techniques for Flow and Pull
Overview/DescriptionThe Lean approach is to eliminate waste from an organizations production and fulfillment processes and to maximize every opportunity to improve efficiencies and customer satisfaction. By applying Lean tools and techniques, organizations can become more competitive and responsive to customer demands. For example, the Visual Workplace is a Lean tool that uses of clear visuals such as signs, labels, and color-coded markings to keep workers from wasting time and effort searching for materials. Another tool – just-in-time management – ensures there is a continuous supply of components, parts, and supplies so that workers have what they need, where they need it, when they need it. This course will introduce the Visual Workplace and just-in-time management as ways to establish Lean in your organization. The course will present line balancing as a way of increasing throughput and ensuring that work is distributed equally among resources. It will also introduce the Lean concept of kanban, a signaling system that triggers restocking of supplies. This course demonstrates the implementation of these Lean tools in both the manufacturing and service environments.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Lean Tools and Techniques for Flow and Pull
Identify the goals of the visual workplace Match tools used in the visual workplace with corresponding examples Evaluate a customer-supplier relationship to determine how well the Just-in-time method is being applied Recognize examples of the appropriate way to implement kanbans in a workplace Identify the goals of line balancing Use takt time to predict implications for a given company Course Number:
oper_20_a03_bs_enus Back to ListReducing Waste and Streamlining Value Flow Using Lean
Overview/DescriptionEliminating waste is one of the most effective ways to increase the profitability of any organization. Processes either add value or waste to the production of a product or service. The seven wastes originated in Japan, where waste is known as muda. Seven types of waste were originally identified by Toyotas Chief Engineer Taiichi Ohno. Identifying and eliminating these wastes is one of the core principles of Lean Manufacturing. In order to eliminate waste, one must know what waste is, where it exists, and what causes it. There are practical and simple strategies for dealing with each type of waste, thereby reducing harmful effects on a company and improving overall performance and quality. This course will introduce the learner to some of the Lean tools used for identifying wastes and streamlining the value flow and how these can be used in organizations. The course will examine various aspects of muda, continuous flow, line balancing and the concept of value and non-value-add. Examples will be provided throughout the course reflecting these tools applied in both manufacturing and service environments.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Reducing Waste and Streamlining Value Flow Using Lean
Classify production activities as value-add, non-value-add, or necessary non-value-add Identify the criteria for value-add activities Recommend strategies for eliminating waste in a work setting, given a scenario Use line balancing calculations to achieve continuous flow in a given workplace Course Number:
oper_20_a04_bs_enus Back to ListValue Stream Mapping in Lean Business
Overview/DescriptionProcesses are a part of every business. It is important to graphically depict these processes so areas of waste can be identified and eliminated, creating a more efficient, profitable, and lean organization. This course will enable the learner to create and interpret both current and future-state value stream maps and to recognize how a value stream map is used to improve an organizations processes. An overview of value stream mapping in both the manufacturing and service industries will be presented.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Value Stream Mapping in Lean Business
Sequence the steps in the value stream mapping process Recognize the benefits of value stream mapping Map the current state of a given value stream Recognize steps to creating a future-state map Course Number:
oper_20_a05_bs_enus Back to ListApplying Lean in Service and Manufacturing Organizations
Overview/DescriptionExperts say that becoming a Lean enterprise is largely culture-related. An organizations culture dictates how people work, their attitudes toward work and change, their relationships with each other and management, and the way change is introduced and implemented. Any company that wants to make sustainable improvements can benefit from a Lean culture. Effective Lean enterprises successfully turn knowledge into action. Continuous improvement – or kaizen – is key to this ability. The timely and productive application of kaizen methods allows an organization to eliminate waste, create a healthy and Lean culture, and change the behaviors and attitudes that create waste. This course will provide tips and strategies for creating a culture that embraces Lean and principles for implementing kaizen as part of that culture.
Target AudienceIndividuals who have responsibility for reducing costs and waste, and improving efficiency and customer value at the organizational or departmental level
Expected Duration (hours)1.0
Lesson Objectives Applying Lean in Service and Manufacturing Organizations
Categorize characteristics of organizational culture as Lean or non-Lean Identify strategies for building a kaizen culture Match the characteristics of a kaizen event to corresponding descriptions Recognize activities a team carries out while implementing kaizen in an organization Course Number:
oper_20_a06_bs_enus Back to List
Fundamentals of Lean for Business Organizations
Lean has its origin in the Japanese manufacturing industry in the 1980s as a waste reduction and improvement methodology.
Whereas Six Sigma® helps companies reduce defects and improve quality. Lean manufacturing thinking helps eliminate waste
and improve process flow and speed. Today, service and transactional industries like healthcare, insurance, financial
services, call centers, government, IT, retail, and transportation have employed Lean methods and principles to help
achieve their strategic goals.
Since lean manufacturing is not just a concept, but a philosophy based on definitions, vocabulary, and principles,
it is important for companies to understand its origin and logic to see how it can be combined with Six Sigma to create
a better producing, cost effective manufacturing process.
Companies who want to transform to a lean organization will reap the greatest benefits by learning its principles and
techniques and how it complements Six Sigma. CBT’s lean training can put companies on the fast track to becoming lean.
Companies should also consider our Six Sigma training for achieving greater value.
Benefits of CBT Direct’s Online Fundamentals of Lean for Business
Organizations
CBT Direct boasts the most beneficial online lean training on the market. With online training, you have the
flexibility to study on your schedule, and with the speed and reliability of the internet, CBT Direct’s Fundamentals
of Lean for Business Organizations training course is accessible anywhere you have an internet connection. Convenience
finally costs less with CBT Direct – the most affordable online training solution today.
The unique design of CBT Direct’s Fundamentals of Lean for Business Organizations training course emphasizes
learner initiative, self-management and experiential learning. CBT Direct’s online course design begins with the
definition of user-focused performance objectives and then proceeds to the selection and implementation of instructional
strategies and learning activities appropriate for those objectives. This effective instruction model for CBT Direct’s
Fundamentals of Lean for Business Organizations training course ensures the greatest level of comprehension and retention.
Who Benefits from CBT Direct’s Fundamentals of Lean for Business
Organizations Training?
Employees across business groups can benefit from understanding the lean manufacturing principles and techniques
and how to apply them to their jobs. Six Sigma experts will be able to gain greater results by combining Six Sigma
with the lean process.
What Professionals Will Learn from CBT Direct’s Fundamentals of Lean for Business Organizations Training
CBT Direct’s training course will identify the basic principles of Lean and matching industry types with examples of how
Lean principles are applied. Participants will learn about the five steps to Lean – recognizing the correct application
of the process for implementing Lean in an organization, as well as the order of steps in the Lean process.
Our course explores the benefits of recognizing the strategies for using Hoshin Kanri to address a problem
within an organization, by matching steps in the PDCA cycle to actions that would be carried out at each step.
Learners will also learn sequence examples of activities that occur during the Jidoka process and match types
of waste with examples of how they can be eliminated through standard work.
Click here to see a detailed curriculum outline.
Learners will identify the goals of the visual workplace, matching tools used in a visual workplace with
corresponding examples. You will also learn to evaluate a customer-supplier relationship to determine how well
the just-in-time method is being applied, as well as recognizing the appropriate way to implement kanbans in a
workplace. They will be able to identify the goals of line balancing, by using takt time to predict implications
for a given company.
Our training program will identify the criteria for value-add activities, by classifying production activities
as value-add, non-value-add, or necessary non-value-add. You will learn the recommended strategies for eliminating
waste in a work setting and using line balancing calculations to achieve continuous flow in a given workplace.
This course will introduce you to value stream mapping, recognizing its benefits and the sequence of steps.
You will examine the principles for mapping the current state of a given value stream, as well as recognizing the
steps to creating a future-state map.
Learners will discover the principles for creating a Lean culture by categorizing characteristics of organizational
culture as Lean or non-Lean. You will be able to identify strategies for building a kaizen culture, as well as
recognizing the steps to implement kaizen in an organization.
Fundamentals of Lean for Business Organizations
