Achieving One-Piece Continuous Flow is a workshop designed to enable you to totally eliminate the 8 Kinds of Waste in discrete portions of your Value Stream.  Continuous Flow is the only place in your Value Streams where you have achieved flow with zero waste.  This is the centerpiece of a Lean System, and must be the cornerstone of your Lean Strategy.

Learning Objectives:

1. Appreciate the difference between One-Piece Flow and “Lot” production.
2. Spotting poor flow in your Value Stream.
3. Designing cells for Continuous Flow (eliminating wastes)
4. Operator Balance Charts
5. Toggling for Varying Rates of Customer Demand
6. Machine Balance Charts
7. Four alternatives for work distribution within the Cell
8. Materials Handling for the Cell
9. Direct Response Activities to Support the Cell
10. Cell Implementation Plan

Who Should Attend: 

1. Value Stream Leaders
2. Value Stream Teams
3. Materials Handlers
4. Maintenance support personnel

Duration: 3 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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A ½ day workshop designed to enable the participants to learn about the 8 Kinds of Waste present in any kind of a traditional enterprise.   These 8 Kinds of Waste were originally described by Mr. Taiichi Ohno, of Toyota, in his book The Toyota Production System, c1988.   In spite of that early revelation, most of us still operate with these 8 Kinds of Waste in our businesses and seem to accept them as normal and inevitable.  This workshop will begin to break our current paradigm and get us into our discomfort zone with regard to these 8 Wastes.

Learning Objectives:

1. Learn about each of the 8 Kinds of Waste
2. Go on a Waste Hunt to identify specific examples of each of these 8 Wastes in your current business.
3. Understand how to eliminate (or, at least, reduce) each of these 8 Wastes in your current business.

Who Should Attend: 

1. Managers at all levels in your business.
2. Operations personnel (manufacturing, warehousing, maintenance, shipping, etc).
3. Office personnel (all staff functions).
4. Supply Chain personnel (internal and external)

Duration:  1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Clutter

5S is one of the easiest Lean Tools to learn and implement. Results are instantaneous! It is also one of the first you should implement in your operations, whether it be shop floor or front office. We have a 5S for Production workshop as well as a 5S for Office workshop.

The 5S’s are:

1. Sort
2. Set-In-Order
3. Shine
4. Standardize
5. Sustain

Learning Objectives:

1. Understand the reasons for doing 5S in your Business Enterprise
2. Work through a simple simulation to better appreciate each of the 5S’s
3. Learn about Sort through descriptions and before-after photos of Sort from other companies
4. Do “Red Tagging” to get started with the Sort step
5. Learn about Set-In-Order through descriptions and before-after photos from other companies
6. Learn about Shine through descriptions and before-after photos
7. Learn about Standardize (how to make Sort, Set-In-Order, and Shine a part of Standard SOP)
8. Learn about Sustain…the all-important culture of 5S.
9. Do a 5S Baseline Audit, using a checklist and plotting results on a Radar Chart
10. Plan for 5S Implementation in your business (shop floor or front office)

Who Should Attend:

1. Leadership Team (Operation Managers & Supervisors)
2. Staff (Managers, supervisors, engineers, and other individual contributors)
3. Value Stream Team members

Duration: 1 – 2 days (depending on scope of implementation)

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Heijunka (Load Leveling) is a Japanese term for leveling the production schedule over an interval of time in order to achieve smooth flow and be better synchronized with the actual customer demand.

A basic aspect of Heijunka the “interval” over which you level production.  It’s acronym is EPEI…which means Every Product Every Interval.  The Interval itself can be a month, a week, a day, a shift, or even small increments of time.

Heijunka eliminates muda (waste), mura (unevenness), and muri (unreasonableness) to achieve smooth flow.

A Heijunka Box is actually a simple schedule board that shows the planned production of every part every interval.

Learning Objectives:

People attending this workshop will be able to: 

1. Describe the Heijunka Load Leveling process
2. Create a Heijunka Box for their operation
3. Show how Heijunka eliminates the 8 wastes
4. Explain how Heijunka improves the flow of products in their operations
5. Figure out how to Level Load their production schedules
6. Determine the Interval appropriate to their operations

Who Should Attend:

  Production Supervisors and Managers     

1. Production Schedulers and Planners
2. Department Managers
3. Value Stream Managers

Duration: 1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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“The Hoshin Plan” is a Lean Tool that, once developed, enables everyone to literally and figuratively be “on the same page” with regard to a Value Stream strategy and implementation plan. The Hoshin Plan is developed by a VS Team, with the VS Leader, who is responsible for the quality of the plan and the integrity of it’s implementation in the VS.

Hoshin Planning is basically a direction-setting and alignment process that results in eveyone in a Value Stream being “on the same page” regarding Vision, Mission, Strategies, Measures, and Activites.   Hoshin Planning results in a Hoshin Plan, which is a living document that provides meaning for all stakeholders in the enterprise:  suppliers, customers, stockholders, employees, and communities.

The Hoshin Plan consists of:

• A VS Vision
• VS Measures of Success
• VS Key Results Areas
• VS Key Results Measures
• VS Key Strategies
• VS Principles of Operation
• VS 90-Day Kaizens

Learning Objectives:

1. Understand the profound difference between managing “vertically” (the traditional way most of us have learned and have been trying to use) vs. managing “horizontally” (the VS way to manage).
2. Look at some actual results being achieved by others using Hoshin Plans.
3. Develop a Vision for each of your Value Streams.
4. Using the Vision as a “pull”, develop Key Results Areas, Key Results Measures, and Key Strategies for each of your Value Streams.
5. Create the initial 90-Day Kaizens appropriate for each Key Strategy in your Value Streams.
6. Develop your own Principles of Operation for each of your Value Streams.
7. Package all of the above in a Hoshin Plan document for each of your Value Streams.

Who Should Attend:

• Leadership Team (Operation Managers & Supervisors)
• Staff (Managers, supervisors, engineers, and other individual contributors)
• Value Stream Team members

Duration: 1-2 days (depending on the sophistication of the Value Stream Team creating the Hoshin Plan)

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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KAIZEN improvement is a workshop that’ll enable you to effectively plan for, prepare for, execute, and follow-up on any Kaizen Event in your business enterprise.  Kaizen literally means to “take apart & make better”.  Kaizen Events are the vehicle for doing this.   Kaizen Events should always be implemented in the context of a Value Stream and under the direction of a Value Stream Leader.   Kaizen Events are always to be done by a team of people, typically 6-10, who are empowered to make all changes necessary to achieve the Kaizen Event Objectives.

Kaizens are appropriate for the production shop floor, the office, or R+D, Sales, Marketing, etc…..ANY business process that needs rapid improvement.  We have conducted successful Kaizens in manufacturing, engineering, purchasing, warehouses, and entire business processes from RFQs to Accounts Receivable.

A typcial Kaizen Event will start with the prework 30 days prior to the Event itself (Team Leader ID’d, Team Charter, Target Matrix), then followed by the “main event” itself with these 10 steps:

1.  Document Reality

2.  ID Waste

3.  Plan Countermeasures

4.  Reality Check

5.  Make all Changes

6.  Measure Results

7.  Verify vs. Kaizen Event Objectives

8.  Standardize (make the changes the new standard)

9.  Prepare Final Presentation (document & practice)

10. Make Final Presentation to Management (and celebrate accomplishments).

Learning Objectives:

1. Define Kai-Zen
2. Understand the 3 main phases of a Kaizen Event
3. Learn what’s required in the Planning/Preparation Phase (prior to the Event)
4. Learn what’s required in the Execution Phase (The Main Event itself)
5. Learn what’s required in the Follow-Up Phase (first 30 days after the Event)
6. Plan for an actual Kaizen Event
7. Conduct a Kaizen Event
8. See how Kaizen Events fit into your Hoshin Plan
9. Understand the barriers to Kaizen and Attitudes that get in the way of Kaizen.
10. Appreciate the power of Kaizen in your Value Streams.

Duration: 1-5 days (depending on the scope/scale of the Kaizen Event itself)

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Kaizen Ranking is a workshop and a tool designed to help you prioritize potential projects based on a set of seven established criteria:

1. Schedule Performance
2. Scrap, Rework, or Repair Cost
3. Impact on Customer Satisfaction
4. Likelihood to Complete in 1 Year
5. Estimated Cost-Benefit of the Project
6. Impact on Process Throughput
7. Impact on Operator Satisfaction

The goal is to identify those vital few Kaizens, which, when completed, will lead to the best results in the time period being planned for.

Learning Objectives:

As a result of completing the Kaizen Ranking workshop, participants will be able to:

1. Brainstorm Kaizen ideas for their Value Streams by Value Stream Loop
2. Evaluate each Kaizen idea vs the 7 criteria
3. Rank order the Kaizen ideas from highest to lowest total score based on the 7 criteria
4. Select those vital few projects based on their Kaizen ranking
5. e)  Plan to implement those vital few Kaizens in their Value Streams over the next planning period (90-days)

Who Should Attend: 

1. Value Stream Leaders
2. Value Stream Teams
3. Kaizen Event Leaders
4. Kaizen Teams
5. Plant Managers
6. Department Managers & Supervisors
7. Engineers, Mechanics, and Operators

Duration: 1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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Pull Scheduling via Kanbans & Supermarkets is an entire system whereby the Customer determines what gets made next and when it gets made. There is no Shop Floor Execution System, as is typically required by MRP (Materials Requirements Planning) & ERP (Enterprise Requirements Planning) “push” scheduling systems. There is no need for a forecast, a shop floor schedule, or for a computer to generate these. There is no need for the infamous morning review meeting, where schedules are reset based on changes from the day before. Instead Supermarkets, Kanbans, Heijunka Boxes, and FIFO Lanes schedule and sequence production based on actual customer demand. As a result, there is far less WIP Inventory and far less Finished Goods Inventory (FGI), and also far less Raw Materials Inventory (RMI) required to conduct the business.

Learning Objectives:

1. What is a Kanban?
2. How Kanbans work.
3. What is a Supermarket?
4. How Supermarkets work in conjunction with Withdrawal Kanban Cards and Production Kanban Cards
5. Calculating Kanban quantities and the # of Kanban cards required for each part.
6. Where to position Supermarkets.
7. Who owns each Supermarket.
8. What is a Heijunka Box?
9. How Heijunka Boxes work and where to put them.
10. What is a FIFO Lane?
11. How FIFO Lanes work & where to position them.

Duration: 2 days

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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What is LCPD?

Lean Capital Project Development is the specific use of lean principles, combined with the Lean Product Development process (used by Toyota and others), plus the Enneagram life cycle to drive out the wastes in capital projects and achieve:

1) Shorter project development time

2) Better project quality

3) Lower project cost

4) Improved on-time delivery of the project

5) Enhanced quality of work-life for the project team

One of the features of LCPD (Lean Capital Project Development)is a Chief Engineer with total project responsibility. The CE (Chief Engineer) has a CET (Chief Engineering Team) plus one or more MDTs Module Development Teams) who work together and keep in constant communications to deliver the project on-time, in-full, with no-errors (OTIFNE).

The Enneagram:

The LCPD Enneagram is the process enabler that guides team through the entire life-cycle of the capital project. (contact us for details)

Results:

Results are achieved by the Project Team (CE, CET, and MDTs) work together using:

1. Entrepreneurial Project Leadership

2. Co-located Project Teams of Responsible Experts

3. Set-Based Concurrent Project Engineering

4. Value Steam Focus

5. Pull Schedules

Getting Started:

JCM Work Designs/The Lean Sigma Team strongly recommends a series of 4 LCPD Workshops to get your project off to the best start using these concepts:

Workshop 1: Current State Value Stream Mapping & Waste Identification (the 9 wastes)

Workshop 2: Future State Value Stream Mapping & Countermeasures (to eliminate the 9 wastes)

Workshop 3: Implementation Planning using The Hoshin (to align effort toward common goals and plan the detailed 90-day actions to reach these goals)

Workshop 4+: Kaizen Events to Achieve the Future State (as soon as possible)

Size of Capital Project:

Your capital projects may fall into one of these categories:

1. Mega-Capital Projects……$500M – $20B capital projects (e.g. a new oil refinery)

2. Large-Scale Capital Projects….$1M – $500M

3. Small-Scale Capital Projects….$100K – $1M

4. Operational Capital Projects….$1K – $100K

This LCPD process works exceptionally well no matter the size of your project.

JCM Work Designs/The Lean Sigma Team can help you with your capital project, please contact us for a formal proposal.

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Lean Cell (or Work Center) Self-Assessment  provides Cell Teams (or Work Centers) a way of measuring themselves along 20 world-class dimensions of Lean Implementation.   It also provides a way of displaying the current assessment via a Radar Chart.

The 20 dimensions are:

1. Lean Training
2. Value Stream Mapping
3. Hoshin Planning
4. 5S Workplace Organization
5. Visual Controls
6. Physical Layout
7. Standardized Work
8. Visual Pull
9. Cell Teams
10. Materials Presentation & Handling
11. Kaizen Events
12. TPM
13. Level Production
14. Workforce Flexibility
15. Zero Waste
16. QuickChangeover (SMED)
17. Urgency of Material Flow
18. 11-Piece Flow Cells
19. Lean Cell Leadership
20. Zero-Defect Quality

Learning Objectives:

1. Understand the 20 dimensions of Lean Cells
2. Assess your Cell to establish a baseline
3. Set achievable goals for each dimension
4. Put plans in place to achieve each goal

Who Should Attend: 

1. Value Stream Leaders
2. Manufacturing Managers & Supervisors
3. Cell Team Leaders
4. Group Leaders
5. e)  Cell Team Members

Duration: 1 day

JCM Work Designs/The Lean Sigma Team can design and conduct this workshop to meet your specific needs.  Please contact us for a formal proposal.

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