LEAN PROBLEM SOLVING

The Toyota Process Improvement Way

LEARN THE “LEAN PROBLEM SOLVING”

Lean Systematic Problem Solving –  Workshop Description

Problem Solving is the foundation of the Lean. The tools of a Lean Production System are designed to identify problems. Do you have standardization and the expertise at all levels of your organization to solve them?. The extend that your train and engage your organization in problem solving will ultimately determine your success in the lean journey.

Mike Hoseus, co-author of Toyota Culture will review how a Lean Organization establishes their culture for problem solving at all levels. A participative workshop with examples and case study will be used to go over an 8 Steps Systematic Process.

WATCH THE INTRODUCTION TO PROBLEM SOLVING

Gemba “Real Time” Problem Solving Workshop – Two day course content

A continuation of the “Lean Systematic Problem Solving” workshop, this workshop gives participants and chance to practice the 8 Step method using real problems in a team setting with a coaching provided throughout the process.

This Workshop is intended for a very small audience, 30 maximum participants to be held at Hammond Power Solutions. Workshop attendees must also attend the Lean Systematic Problem Solving Session.

Aimed to:

Senior Leadership, Functional Managers( HR, Finance, Sales..), Project Managers, Operations Managers, Lean Practitioners,

Training Length:

Lean systematic Problem Solving – 8 Hours (1 Sessions)

Gemba real time Problem Solving – 16 Hours (2 Sessions)

Recommended Industries:

All kind of companies, Manufacturing & Services

Maximum Participants:

6 teams (30 participants)

Language:

English

A Standard approach for Improvement

A Standard approach for Improvement

Know how to use different problem solving methodologies in different circumstances (PDCA, 8 step, and A3)

Enable the complete Enterprise

Enable the complete Enterprise

Understand and be able to explain the "thinking process" and infrastructure needed to sustain problem solving at all levels.

Sustainable Problem Solving

Sustainable Problem Solving

Understand how a system of problem solving is a dynamic process that continually improves itself and the people engaged in it and how to implement it in your organization

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SEE THE AGENDA, INVESTMENT, INSTRUCTORS AND REQUIREMENTS

INSTRUCTOR

Problem Solving
Toyota Culture Cover

MICHAEL HOSEUS

  • Executive Director for the Center for Quality People & Organizations (CQPO). Mike Hoseus brings both manufacturing operations and specialization in Human Resource experience to CQPO. CQPO is an organization developed in 1999. Current projects with Toyota include New Hire selection and training process, Team Leader and Group Leader post promotion training, Quality Circle Leader and Manager training, and Global Problem Solving for all levels.
  • Adjunct professor with the University of Kentucky’s Lean Manufacturing Program.
  •  Co author with Dr. Jeffery Liker (Author of the Toyota Way) of Toyota Culture.
  • Adjunct professor with the University of Kentucky’s Center for Manufacturing and a member of the faculty of Lean Enterprise Institute.
  • Corporate leader for 13 years at Toyota Motor Manufacturing’s Georgetown, Kentucky, plant both in Human Resources and Manufacturing.
  • Assistant General Manager in Human Resources, his responsibilities included personnel, safety, HR development, employee relations, benefits, training, and manufacturing/human resource teams for a plant of 8000 team members. His major initiative was development of the enhanced relationship between Human Resource and Manufacturing.
  • In 1987 as a front line supervisor in vehicle assembly. This included all aspects of safety, quality, productivity, cost and morale for operations.
  •  With experience as Assembly Plant Manager and eventually Assistant General Manager, his responsibilities increased to include both assembly plants including operations, maintenance, and engineering.
  • Certified Trainer in Global Problem Solving & Waste Reduction, Standardized Work and Kaizen Events.

TRAINING AGENDA: BODY OF KNOWLEDGE

Lean Principles

  • Origins of the Lean System (TPS)
  • Lean Thinking objectives
  • Lean at Transactional Environments
  • Lean System vs. Traditional System
  • Challenges in the Transactional Areas
  • The 8 Wastes at the Office
  • Definition of Value at Transactional Work

Module Activities/Exercises

  • Value Classification (VA, NVA, BVA)
  • 8 Wastes Walk

Transactional Process Indicators

  • Process time, Lead Time , VAT
  • Set ups, batch size & Fiability
  • Inventory (Work  in Process or in Queue)
  • Accurate & Complete Info (%A&C).
  • Information Technologies Used
  • People  Involved in the Process

Value Stream Mapping

  • Document Information & customer requirements
  • Identify Main Process es (In order).
  • Select process indicators
  • Walk the Value stream & draft main processes
  • Identify how work is prioritized
  • Calculate Value stream Metrics

Module Activities/Exercises

  • Value Stream Case Mapple Inc.
  • Value Stream Case Borgis Corp

Stability for Processes

  • 5S & Visual Management
  • Standard Work System

Flexiblity for Processes

  • Pull Systems
  • ContinuousFlow Approaches

Value Stream Improvement

  • Value Stream Analysis & Proposal
  • Consensus & Commitment in Action Plan
  • Value Stream Mapping Future State
  • Basic Problem Solving – PDCA Cycle

Lean sustainability

  • KPI establishment
  • Daily Management
  • Cultural Enablers
  • Lean Thinking vs. The Toyota Way

Follow up Application

  • Explanation of the Post training activities

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