WCM_World_Class_Manufacturing_Outline_v1

World Class Manufacturing by L&M Consulting
Driving Operational Excellence based on Automotive Standards
& Best Practices of Lean Management
 LEAN Learning / Knowledge & Expertise / Editable Training Presentations / 16 Modules
 LEAN Tools & Techniques for Process Improvement /Over 40 Hands-on Tools / (MS Excel)
 Standard Work / Templates / Forms / Charts
© Lean & Mean Consulting ● All rights reserved ● 2016

World-Class Standards & Best Practices of Operational Excellence
© Lean & Mean Consulting. All rights reserved. 2016
World Class Manufacturing - Outline
Knowledge & Expertise / Editable Training Presentations / 16 Modules

 Kanban Pull Flow System: Setting Production Instruction Kanban
and Sizing the Kanban Loops & Shop-stocks
 OEE: Setting OEE Measurement & Tracking System
 OEE: OEE Tracking Board
 SMED Simulation Game: Breaking through to dramatic setup
reduction
 PC&L: Setting Small Train for Driving Internal Material Flow
 PC&L: Setting a „Milk-run”. Complete procedure
 Leveling & Continuous Flow: Process Analysis
 Leveling: OBC – Operator Balance Chart (Yamazumi Chart)
 Leveling: Machine Balance
 VSM: Creating LEAN VSM Map Template / VSM Charter
 VSM: Product Family Selection Matrix
 Problem Solving: Cause & Effect Diagram (Ishikawa)
 Problem Solving: 5 WHYS / FTA Templates
 Problem Solving: Pareto Diagram / Histogram
 Kaizen: Improvement Suggestions System / benchmark
 Kaizen: Kaizen Event Methodology
 TPM: Planned Maintenance Schedule
 SMED: Setup Reduction Worksheet
 SMED: Standard Work Combination Table
 LEAN Simulation Game: LEAN Factory
 Standard Operations: Standard Process Capacity Table
 Standard Operations: Standard Work Instruction
 Standard Operations: SWCT - Standard Work Combination Table
 Standard Operations: SWC - Standard Work Chart
 PC&L: Sales & Operations Plan template
 5S: Standard 5S Area Audit (incl. Safety)
 5S: Routine Checklist for Operators / Office / any 5S Area
 5S: Levels of Achievements (World-class Maturity Levels)
 5S: Audit to Levels of Achievement
 5S: Red Tag
 Visual Management: One-Point-Lesson
 Visual Management: A3 Storyboard
 8 MUDA: Waste Finding Checklist
 8 MUDA: Standard 5W & 2H Form / Template
 LEAN Management System: LSW – Leader Standard Work / Template
 LEAN Management System: Company LEAN Maturity Audit
 PDCA: Standard Form Template
 A3 Storyboard: Standard Form Template
 AM: Standard Cleaning, Lubrication & Inspection Routine Checklist
 Decision Matrix
LEAN Process Improvement Tools LEAN Standard Templates & Forms
World Class Manufacturing - Outline
Tools / Techniques / Standard Work / Templates / Forms

 Stage 1. Diagnosis
 Identifying the gaps in LEAN Culture Organization and
Management
 How does the Lean Production System work?
 Assessment of LEAN knowledge within organization
 Assessment of the quality of applied standards (both
operational and management)
 Stage 2. Making decision
 Option 1: Creating or Improving existing LEAN
Culture & System (in-house resources)
 Option 2: Owing Them All. Complete or partial Lean
Management Academy (buying license)
 Stage 3. Implementation
 Creating company-customized templates of tools and
presentations (editable files).
 Creating an internal Group Institution of LEAN
Knowledge, Standards and Best Practices.
 Ensuring effective communication
 Ongoing training and multi-skilling process
 Driving Continuous Improvement
For a Company:
 Opportunity to own and use World-Class Standards &
Best Practices of LEAN Management System
 Establishing a formal LEAN Production System
 Possibility to flexibly customize the content of the LMA
to satisfy individual expectations of the organization
 Institutionalizing of any formally approved standards,
instructions, procedures and best practices
 Improving Management & Leadership Quality
 Finally, improving Customer Satisfaction!
For Employees:
 Gaining knowledge and experience
 Ongoing trainings and multi-skilling
 Possibility of unlimited mastering the skills in Lean
Thinking, problem Solving and driving continuous
improvement
 Saving time and efforts
 Access to LEAN Library
 Team work and integration!
How to establish a LEAN Institution Expected Benefits
Implementation of a LEAN Management System
Benefits / Implementation Recommendations

No. Training Presentation Session
duration
01 Lean Thinking. Lean Philosophy & Culture. LEAN Simulation: LEAN Factory 1 Day
02 Lean Value Stream Mapping & Analysis 1-2 Days
03 Kanban Pull Flow System 1 Day
04 Production Control & Logistics. Material Flow Organization 1 – 2 Days
05 Production Leveling. Creating Continuous Flow 2 Days
06 5S and Safety. For High Workplace Productivity 1 Day
07 Visual Management. Visual Controls, Metrics and Displays 1 Day
08 Kaizen. The Continuous Improvement Way 1 Day
09 Standard Operations. Standard Work & Process of Standardization 1 Day
10 Improving OEE. Eliminate Losses, Optimize Capacity 1 Day
11 TPM. Strategy for Effective & Productive Maintenance 1 Day
12 Autonomous Maintenance for Operators 1 Day
13 SMED. Quick Setup Method + SMED Simulation Game. 1 Day
14 8 Types of Waste. Identifying & Eliminating MUDA 1 Day
15 Problem Solving. PDCA, 5WHYs, Ishikawa, Pareto, Histogram, etc. 1 Day
16 Lean Leaders. Management & Leadership System for Lean Company 1 Day
LEAN Management Academy
Training Program / Knowledge Transfer

01/ 16
Lean Thinking
Lean Culture & Philosophy
Including Lean Simulation Game: LEAN Factory

Description:
Lean Thinking is a passionate belief that there is always a simpler better
way! Since Lean is a management philosophy aimed at eliminating
everything that does not bring value from customer point of view, we
focus on value stream as a primary work unit looking for continuous
improvement. Lean Thinking constitutes a huge paradigm shift. Breaking
through to sustainable change in the way we think, we behave and we
work is the key to success. How to approach it you will learn from the
LEAN Thinking sessions.
LEAN Factory Simulation Game. This is the best way of implementing a
LEAN Philosophy and Culture. This is a universal game, entirely reflecting
real life production conditions by offering a lot of fun. The simulation
includes such processes like planning, manufacturing process,
changeovers, materials flows, warehouse, shipping, supplier & customer
issues, etc. The primary objective of the game is to lead a seamless
transformation from a traditionally managed company to a LEAN factory.
As a result of developing solutions for improvement and implementing
LEAN techniques, participants will be directed towards the main goals of
the game: achieving a 100% customer satisfaction and making the
company “rightsized” to obtain operational profitability.
Recommended audience:
Every member of the organization, from C-level to team leaders and
operators since ultimately everyone should participate in the system.
Methodology:
Multimedia presentation, short lectures, individual exercises, group
activities and discussions and Q&A . Simulation and game exercises!
Learning Objectives:
• „Eyes opening” session. Why do we need Lean? How to switch to Lean
Thinking?
• Explain the benefits of being Lean and how Lean improves business
performance.
• Define value and waste.
• Define the critical success factors in sustaining a Lean culture.
Program Outline:
Lean Thinking (2-3 hours).
• Understanding Lean Philosophy
• Becoming Lean Thinker
• Lean Principles and Approach to Creating Customer Value
LEAN Simulation Game (5-6 hours):
• 15 active game participants. More can participate as alternative
observers.
• In four rounds you will lead the organization to Lean Factory.
• Using Lean Thinking and all Lean tools & techniques you will run
brainstorming and implement solutions to achieve the objectives.
• You will learn and practice such Lean techniques as Kanban Pull Flow,
Continuous Flow, SMED, Process Balancing, Process & Organization
Streamlining, Reducing Waste
• You will measure all KPI after each round, incl. Customer service rate,
WIP inventory level, unit cost, productivity and profitability!
Module 1. Lean Thinking / Introduction to Lean Culture and Philosophy.
Lean Simulation Game

© Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016
02/ 16
Lean Value Stream
Mapping & Analysis
Creating End Vision and Roadmaps for Driving OpEx

Description:
“Whenever there is a product (or service) for a customer, there is a
value stream. The challenge lies in seeing it.”
VSM is probably one of the most underestimated Lean tools. In fact,
we could say it’s a waste not to use it. VSM ties together all Lean
concepts and techniques. It makes it easier to visualize and truly
understand the process at multiple level. Providing a common
language for process analysis it enables us to see the flow and the
sources of waste, which is crucial for succeeding in Lean
transformation.
This workshop provides a step-by-step instruction to help participants
create current state and future state value stream map. It identifies
opportunities to achieve a future state that has the greatest impacts
on the business as well as customer value. You will learn how to
create the end vision which is the baseline for developing Roadmaps
for achieving ultimate success.
The true value is understanding the necessity of making maps. This is
not only ‘art for art’s sake’. There is much to gain, and VSM leads us
directly towards the goal.
Recommended audience:
Lean champions, continuous improvement specialists and managers,
Middle level management, supervisors, Lean practitioners and staff
Methodology:
activities and discussions and Q&A
LEAN Value Streams (1-2 days).
• Review of the concepts, techniques and tools of Lean Management.
• Understanding of the waste and identification of its sources.
• Identification of the Value Stream in business.
• Step-by-step approach towards value stream visualization (Current
State and Future State Maps)
• Evaluation of the added value and waste
• How to make use of VSM for planning improvement actions
(Continuous Improvement)
• Determining the Roadmaps (strategies of implementation)
• Determining the Implementation Plan and the resources for its
accomplishment
Tools / Templates / Methods:
• Creating VSM Maps. A template for creating the VSM maps
containing basic symbols, shapes and instructions for the step-by-step
actions, incl. examples of the maps.
• Product Family Selection Matrix. The selection of families is
essential, because the VSM map covers just one product family.
• Decision Matrix. A tool allowing for assigning weights, significances
and other features to individual categories, so as to undertake a
reasoned and optimal decision.
Module 2. Lean Value Stream / Mapping & Analysis / Tools & Method
Creating End Vision & Roadmaps for Driving OpEx

03/ 16
Kanban Pull Flow
Sizing Kanban Loop & Shop-stocks / Setting System
& Daily Operational Management

Description:
Theoretically Kanban System is a set of simple rules to follow: to
produce or provide only what customer wants and when he wants it.
This rule requires to have right information at right time. That is
exactly the function of Kanban to control and manage the information
flow.
In practice, setting the Pull Flow System that works really effectively is
a challenge. One of the main reasons companies fail is they find it
difficult to adjust to the principles of Kanban. The knowledge of the
system is generally not a problem. There are also many other good
practices available in the market… So what is missing and preventing
us from succeeding.
Our experience shows that, in most cases, companies are missing the
right tools and the appropriate approach to effectively manage them.
The right tool means to possess the capability to easily adjust the
system to fluctuating demand. The right approach means to follow
Kanban philosophy and to be very consistent and… patient!
This module of the LEAN Academy, apart from expertise provides the
necessary tools and templates to successfully launch the Kanban
System. The package offers a comfortable work experience and
expected satisfaction while using the system every day.
Recommended Audience:
Lean Leaders, Production and Logistics management and operations
staff
Methodology:
Kanban Pull Flow System (1 day).
• Review of the existing knowledge about the Kanban Pull Flow system.
• Understanding the operational principles of the Pull Flow System
within the production (Production Kanban) and material flow
(Transportation Kanban)
• The function of the Waiting Queue in the Production Kanban.
• Principles of sizing the supermarket or shop-stocks
• Learning about a Sequencer, or Heijunka
• Visual management in the Pull Flow system.
• Presentation of the Kanban Toolkit.
• Calculation of the loop size in the Production Instruction Kanban.
A complete tool in MS Excel spreadsheet to establish the Pull Flow
system between two processes. The tool calculates the right number
of cards (or signals) in the loop per each part number which is
covered by Kanban system. This is an advanced data base to adjust
easily the size of Kanban loops to the changing production conditions,
especially taking into consideration the variability and fluctuations in
the customer forecast and demand.
• OPTION: A tool for printing the Kanban cards.
Module 03. Kanban Pull Flow System / Sizing Kanban Loops & Shopstocks
Setting Daily Operations & Management System

04/ 16
Production Control
& Logistics
Material Flow Management & Organization /
Production Planning Strategy (PC&L)

Description:
Logistics and material flow management have been an age-old issue in
driving operational improvement. Compared with manufacturing, there
are not too many tools that could be effectively used. On the other
hand, there are many proven models, standards and best practices,
‘baptized by fire’, which is the topic of this part of the LEAN Academy.
A particular place in the ‘logistic challenge’ is taken by Production
Control, or production planning. Nowadays, companies are faced with
high variability in customer demand and are requested to be highly
responsive to any changes that may happen at any time. This often
causes tremendous cost to the organization. Because of this the
expectations to control production resources and ensure stable
production are continuously growing.
In this module we will become familiar, amongst other things with the
rules of production. Levelling to secure optimum planning and
utilization of manufacturing resources over a defined period.
Thereafter, creating the MPS: Master Production Schedule – a short
term (weeks) tactical and operating plan Followed by the S&OP: Sales
& Operations Plan which is the medium-term (months) strategic plan to
drive all the manufacturing resources to be used as effectively as
possible.
Logistic and Production management staff, schedulers, LEAN leaders.
Methodology:
Production Control & Logistics (1 day).
• Why is understanding of the Logistics function and role so important?
• Getting to know the best practices in the field of material flow: from
the inbound area, through supplying the production line, to the
outbound area (TPA).
• Production line feeding system and internal transport by small train
• How Kanban system supports the overall material flow organization
(incl. Sequencer / Heijunka)
• MPS and S&OP in the planning and production control strategies
• Supply management optimization, incl. “ Milk-run” instruction
• Standardization and continuous improvement of the PC&L processes.
• Calculation of the Small Train. A tool for calculating loops, times,
operating ranges and resources to control the material flow and
supplies for (production) lines and evacuation of finished products.
• ‘Milk-Run’ calculation. A complete tool for implementing Milk-run
procedures in the optimization of a cycle of supplies within a given
geographic area. The aim is to increase the frequency of deliveries and
the product mix, which enables a considerable reduction of the
inventory. Milk-run will not increase the transport costs, but optimize
them thoroughly.
• Sales & Operations Plan. Example of use as a typical
Module 4. Production Control & Logistics / Material Flow Management
Production Planning Strategy (PC&L)

05/ 16
Production Leveling
And Creating Continuous Flow
OPTION: How SAP System supports Leveling in
MPS and S&OP

Description:
Why Production Levelling? Good planning and following the
production schedule are not enough.
Certainly not. Unless the customer’s demand is always stable,
repeatable, fully predictable and not variable. Such a case is rare. In
most cases, customers provide variable forecasts and orders with
many changes in not just volumes but in the product mix. In addition,
another negative factor may be the seasonal character of the
demand…
Levelling is aimed at building a production schedule which – in the
longest possible time horizon - will guarantee the optimum utilization
of production resources, especially people and available machines.
Production does not like variability, simply because it makes painful
losses in productivity. It can also result in both quality deterioration
and difficulty in resource planning. Thus, levelling equals production
stability.
This part of LEAN Academy will also tell us that production levelling
means not only levelling of the volumes, but also levelling of mix,
people and flows (4 aspects). We will also learn how to transmit a
levelled plan to the production lines in a way which will secure the
effectiveness of both production and logistics processes.
Schedulers, planners, Logistics and Production staff, Lean Leaders.
Optionally finance ,controlling and the Plant Management.
Methodology:
Production Leveling & Creating Continuous Flow (1-2 days).
• Why is Leveling so important at the production planning?
• Characteristics of “unleveled” production
• What do we level? Learning the 4 aspects of leveling.
• Practical examples of the production resources leveling.
• Takt-Time vs. the principles of leveling
• How to create the MPS and the S&OP plan.
COMMENTS!
• Do we use the SAP system within the organization? An expanded
version of this module contains a detailed description of
transactions and applications of the SAP’s basic functionalities (not
customized!) for supporting leveling, both MPS and S&OP.
• OPTION: deployment of the SAP system for supporting the leveling
process!
• Process Analysis. A standard chart for work measurements and
analysis
• OBC (Operator Balance Chart) or Yamazumi Chart. Operator Balance
Chart in relation to the Takt-Time and Target Cycle Time
• Machine Balancing. Effective machine cycle time calculations and
machine effectiveness in relation to Takt-Time.
Module 5. Production Leveling / Creating Continuous Flow /
How SAP system can support leveling in MPS and S&OP

06/ 16
5S & Safety
Promoting High Workplace Safety &
Productivity

Description:
5S is just about the best known and applicable LEAN tool. No wonder,
because the methodology is not complex and excellent effects are
obtainable within a short time. Nevertheless, there is a fundamental
problem in sustainability which means maintaining daily regular and
routine 5S actions (the problem is related to the 5th ‘S’). As usual, in
such cases failings are internal discipline and problems with setting
priorities.
Before proceeding to “soft “ people related improvement methods, let
us make sure that we have all the indispensable system elements.
Simple and user-friendly standardized forms of 5S Area Audit, Routine
Checklist, definition of Levels of Achievement, Communication Zone /
Board and other Standard-Work-related issues.
All of this is offered in this part of the LEAN Academy.
5S also stands for Safety at Work. Each Standard Template includes a
safety issue to be taken into consideration.
5S is not just a cleaning! We need to keep in mind that this is a formal
and structured system aimed at improving the productivity of our jobs.
Therefore, everybody participates in the system!
Leaders, managers and LEAN specialists and wider admin staff within
the organization.
Methodology:
5S and Safety (1 day).
• Understanding the benefits from the work in clean, well-organized
and safe workplaces
• 5S + Safety in basic steps, everything what is needed for successful
implementation or improvement of the actually working system.
• Focusing on typical problems, which cause constraints on the
effectiveness of the system.
• Getting to know the Standard Work in the 5S system, templates,
documents and methods of the visual management.
• Full methodology of the 5S system, step-by-step implementation
instructions
• Visualization and Communication
• Solving problems through the 5S effectiveness.
• Standard 5S + Safety Audit Questionnaire
• Routine Checklist for the Operators / Office/ 5S Areas
• 5S Levels of Achievement (World-class)
• Levels of Achievement Audit
• 5S Red Tag
Module 6. 5S and Safety / Promoting High Workplace Safety and
Productivity / 5S Formal System

07/ 16
Visual Management
Visual Controls, Displays & Metrics

Description:
We believe that Visual Management really works when visiting a
factory or company you can immediately get most or at least some top
priority information, without asking or exploring the sources of the
information. At a glance, all defined information is visible and updated.
This is the ideal case of the Visual Factory standard.
Why is this so important? Well, because we want to know how we
operate, whether we are on or behind schedule and whether the work
standards are respected or not. We need to know the actual status of
operations under performance, production progress (schedule), quality
situation, safety level etc. What for? To be able to react in real time,
fast and effectively before it is too late and a potential loss has become
reality.
At this stage of the LEAN Academy we will become familiar with types
of Visual Management, with division into areas related to the
information displayed on an ongoing basis (Andon) or as a summary of
a day – Visual Controls. Indicators, charts and graphs displaying a trend
or progress in the plan / assignments – Visual Metrics. The elements
related to visual transmission of information (e.g. vertical, horizontal
markings, instructions, zoning, posters, boards etc.) – Visual Displays.
Leaders, managers and LEAN specialists and wider admin staff within
the organization.
Methodology:
Visual Management (1 day).
• Understanding how Visual Management promotes the safety and
„Zero” accidents and incidents policy
• Understanding that Visual Management is an integral part of the
LEAN transformation and Continuous Improvement
• Learning the methods of instant information transmission – visually.
Just one look and the status is instantly known.
• Acquisition of knowledge and practice in obtaining stabilization of the
processes, reduction of volatility and fluctuations in the processes
and achieving increased efficiency.
• Learning to respond to visual signals in real time, here and now,
before it is too late.
• One-Point-Lesson. A standard one-page template for a description of
a reference solution to the problem so that it has become the
standard for all, or a problem description given to be displayed for
everybody to see so that it can be avoided and not duplicated.
• A3 Storyboard. A visual tool for solving problems using a visual
approach to the methodology of PDCA. A very effective transfer of
good practices and an effective tool for solving complicated and
complex problems.
Module 7. Visual Management / Visual Control / Metrics / Displays /
Visual Communication

08/ 16
Kaizen
The Continuous Improvement Way /
Philosophy & Management System

Description:
Kaizen is commonly known as a philosophy of continuous improvement.
However, it is not so commonly known that a philosophy may be
effective only within a formal and well-organized system. Kaizen
approach refers to many LEAN concepts and techniques. All of them,
when working together within the frames of a formal system, will bring
the desired results of waste reduction and effective problem solving.
Kaizen involves everybody in the Company. Its philosophy is like a
friendly spirit enveloping the entire organization. Kaizen assumes that
the final result of all improvement is a sum of numerous, small steps
resulting from strong involvement of the entire staff, especially of the
operators and their leaders. Mature Kaizen attitude means to react
when seeing waste, to open the mind and bring ideas of how to proceed
rather than explaining why things cannot be done. If we continue to
follow that philosophy, Kaizen will root well in the way we think, work
and behave. It will become our second nature, which will lead to
unconscious competence in driving improvements.
In this module of LEAN Academy we will learn on how to master this
uneasy skill and have our organization develop efficiently the idea of
Continuous Improvement!
Leaders, managers and LEAN specialists and wider admin staff within the
organization.
Methodology:
Kaizen: The Continuous Improvement Way (1 day).
• Understanding the most important concepts in the Kaizen philosophy.
• How to make Kaizen become an effective way to eliminate waste and
to solve the problems
• Kaizen as a system and standards of continuous improvement.
• Definition of the Kaizen teams and methodology of their actions
• What is the Kaizen Event (Blitz) workshop? Methodology of planning
and conducting effectively organized workshops to improve or solve
complex problems.
• Suggestion Proposals System. An example of a system using the
involvement of the people and their potential to generate proposals
for improvements. Absolutely essential for any organization.
• Kaizen Event workshops. Methodology of organizing and conducting
Kaizen workshops so as to ensure success and achieve the expected
results.
• Problem Solving. Standard tools and templates, including: Cause and
Effect Diagram (Ishikawa), 5WHYs, Pareto Diagram, FTA and others.
Module 8. KAIZEN / The Continuous Improvement Way / Philosophy &
Management System

09/ 16Standard Operations
Standard Work & Process of Standardization

Description:
Each work or process is strictly defined as to content, sequence, time
and expected outcome. Therefore, this is a ground for creating a formal
Standard Work practice which defines the best, easiest and safest
method of doing work. Standards constitute the benchmark for work
evaluation, inspection and diagnosis. Process of standardization should
ultimately lead to satisfy the customer’s requirements (stake of
satisfaction).
Standards are standards. Are factual, simple and clear. They cannot be
flexible, nobody can interpret and/or modify them or ‘take shortcuts’ at
his discretion. If there are better methods for executing the same work,
they must be first checked, confirmed, described and formally
implemented as a new and streamlined standard.
In such a way we create good practices for Standard Work. Why is it so
important to standardize operations? In order to give basis for
maintaining current levels and development. To constitute a basis for
training to achieve a targeted level of multi-skilling, to guarantee the
process stabilization, prevent mistakes and minimize variability. Finally,
to preserve knowledge and competence.
In this part of LEAN Academy we will learn about all steps required to
create Standard Work Practices and/or to improve already existing ones.
Leaders, managers and LEAN specialists and wider admin staff within the
organization.
Methodology:
Standard Operations / Standard Work / Standardization (1 day).
• Understanding how important work standardization is in the LEAN-
type production system.
• Getting to know the method of creating the standards for continuous
productivity improvement (Operational Standard) and effectiveness
of the management (Management Standards)
• How standardization helps maintain stability at the level of the
process and quality
• What the common mistakes are that accompany the creation of work
standards.
• Presentation of the best practices of the Standard Work on an
example of the automotive industry.
Effective tools and templates for creating the Standard Work and
continuation of the Standardization Process:
• Standard Process Capacity Table.
• Standard Work Instruction
• Standard Work Combination Table
• Standard Work Chart.
Module 9. Standard Operations / Standard Work / Process of
Standardization

10/ 16
Improving OEE
Eliminate Losses, Optimize Capacity
Enhance Operating at Cost-Effective Rates

Description:
OEE - Overall Equipment Effectiveness – illustrates the level of
productivity of machinery and production lines; it is also a determinant
for real production potential (capacity). It is expressed in % where a
100% OEE should be understood as a non-stop production status,
without any stoppage or downtime, setups and breakdowns, micro-
stoppages and speed losses, with no need of maintenance and without
any quality defects. Actually, a 100% OEE is simply not possible
because… such machinery has not been invented yet.
In module 10 of the LEAN Academy we will become acquainted with all
indispensable details required for appropriate understanding of OEE
rules and its components: Availability, Performance and Quality. If
correctly calculated, the OEE index provides a lot of valuable data. First
of all, how ineffectively the machine is operated and what exactly
causes productivity losses (NON-OEE). We will learn the factors that
cause losses in Availability and Performance. The NON-OEE findings will
allow us to target with more accuracy our actions for improvement.
This will help to eliminate or reduce such losses. Consequently this will
help make the OEE productivity improve.
This module also provides a powerful tool to track OEE.
C-Level, Production management staff, leaders, managers and LEAN
specialists and wider management staff.
Methodology:
Improving OEE / Eliminate Losses / Reduce Cost (1 day).
• Understanding the basic concepts and philosophy of TPM, whose the
most important KPI is the OEE.
• Learning the OEE calculation methods and the ways of
implementation.
• Explanation how the OEE gives the picture of the waste levels in the
process and how it affects the plant capacity and output.
• Learning the methodology and the approach to the OEE improvement
• How to make use of the OEE for planning the production
performance
• What is the influence of the OEE on the financial results aspect.
• OEE Calculations and Reporting Systems. It is a complete and ready-
made tool to start measuring OEE and its key elements: Availability,
Performance and Quality. The tool provides an easy way to keep
statistics and graphs, so that we can analyze the trend for each of the
OEE components. An excellent tool for management and analysis.
• OEE Tracking Board. An example of a visual management tool to
track OEE results, actual Availability, Performance and Quality status
as well as the key types of losses, e.g. breakdowns, setups, planned
and unplanned breaks, etc. An excellent tool for daily management
meetings.
Module 10. Improving OEE / Eliminating Losses / Reducing Cost /
Enhancing Operating at Cost Effective Rates

11/ 16
TPM
Strategy for Effective and Productive
Maintenance

Description:
TPM is a long term strategy aimed at ensuring the maximum availability
and reliability of machines and production equipment. Since availability
is the key factor influencing the productivity level (OEE), we need to
track production running time to capture all losses caused by
breakdowns, setups, planned and unplanned maintenance, programmed
breaks and any organizational issues, e.g. idling reasons. If the
measurement of these losses is accurate, we can finally calculate the
level of micro-stoppages and speed losses which affect Performance –
the second element of the OEE calculation method.
Effective TPM maintenance strategy is focused on preventing
breakdowns, micro-stoppages and speed losses. The key element, apart
from Autonomous Maintenance, is to set Planned Maintenance to
prevent machine failures and breakdowns. This will result in Focused
Improvement to reduce micro-stoppages and losses that effect
efficiencies.
Module 11 of Academy presents the complete TPM strategy and its
components in a friendly way. In particular, we will learn about the new
role for maintenance technicians and production operators (AM,
referred to in Module 12)
TPM is also a philosophy and way of thinking concentrated upon the
general rule of preventing instead of reacting to a problem.
Production and Maintenance management staff, Leaders, managers and
LEAN specialists and wider management staff.
Methodology:
TPM. Strategy for effective and Productive Maintenance (1 day).
• Review of the strategy and philosophy of TPM.
• How TPM interacts with the 5S and the Kaizen system.
• Understanding the TPM tools so as to constructively identify the types
of losses and take steps to effectively eliminate them.
• Setting Planned Maintenance, Predictive Maintenance and Focus
Improvement activities. Training and Education Plan for operators.
• Understanding the methodology of the TPM implementation.
• Review of the TPM indicators, e.g. OEE, MTBF, MMTR and others.
• Preventive Maintenance Schedule Plan. This is a good example of
how to plan preventive actions in relation to individual machines or
production lines. The scope of the plan should cover the entire year.
• TPM One-Point-Lesson. A standard template of the Good Practices
Chart in relation to the TPM. Increases the efficiency of eliminating
waste and of the training of the production personnel.
• Calculating MTBF and MTTR indicators.
• OEE Progress Table / TPM.
Module 11. TPM – Total Productive Maintenance / Strategy for Effective
and Productive Plant Maintenance

12/ 16
Autonomous
Maintenance
Best Practices and Operational Standards for
Operators

Description:
Autonomous Maintenance (AM) is dedicated to Operators. It is a great
idea of TPM strategy to make operators directly involved in improving
machines availability and enhancing TPM overall efficiency. Since “Total”
means the involvement of all and everybody in a continuous
improvement and waste elimination (MUDA), the role of Maintenance
evolves from reactive to preventive, and most of the daily inspections
are shifted to operators.
In short, a new definition of the roles in Maintenance means that
technicians and engineers focus on preventive & predictive
maintenance, while production operators do the autonomous
maintenance. Technicians are obliged to deal with breakdowns and
restore the production, while operators are involved in eliminating
micro-stoppages. Since both parties know well their machinery and
equipment, the list of AM activities should arise from their common
experience.
Finally, operators need to be well trained and then they can be provided
with checklists to perform the tasks assigned.
This module of LEAN Academy will tell us that there are two levels of
AM: level 1 – routine checks, and level 2 – specific actions e.g.
lubrication, replacement of parts, cleaning etc.
Production and Maintenance management staff, Leaders, managers and
LEAN specialists and wider management staff.
Methodology:
Autonomous Maintenance for Operators (1 day).
• Understanding the TPM’s concept of the division of roles in the
Machinery and Equipment Maintenance.
• What the Autonomous Maintenance is and what the role of the
production operators is.
• 7 standard steps to implement the AM at the production.
• AM levels and creating the checklists of the actions to be done.
• How the AM cooperates with the 5S on the operational level.
• The AM best practices for the Operators: the tools of visual
management.
AM Standard Templates for the Operators
• Standard Routine Inspection, Cleaning and Lubrication Checklist.
A visual template for creating the instructions for the Operators
related to regular inspection, cleaning and lubrication operations.
• AM Standard Checklist for the Operators. An example of a typical
checklist for confirming the execution of certain actions by the
operators and production leaders.
Module 12. Autonomous Maintenance for Operators

13/ 16
SMED
Quick Setups Methodology
Including an Excellent SMED Simulation Game

Description:
SMED as a quick setups methodology is nowadays widely used in LEAN
environments. Methodology is not complex, well described, and many
good practices are commonly available.
What does Module 13 separate from the rest of the pack?
Obviously, full SMED methodology in a user- friendly topical form and
concise presentation. First of all, providing an excellent SMED Simulation
Game. Its primary objective is breaking through to achieving a dramatic
reduction of the overall setup time. A breakthrough takes place by
changing the way of perceiving the setup process, especially the way to
set targets.
The simulation gets started with a typical procedure of breaking the
process down to internal and external operations. Through all of the three
rounds of the game, participants are directed to go beyond the borders of
typical reasoning to discover the true potential of SMED and find ways to
achieve a dramatic improvement. The pioneering element is to set the
objectives which at first sight may seem unreal, but they will become
entirely feasible after an appropriate ‘resetting’ to the SMED approach.
SMED simulation include two identical sets for two teams to compete. It
works perfectly!
Process engineers, leaders, managers and LEAN specialists, Production
leaders and wider management staff.
Methodology:
Concise presentation, short lectures, individual exercises, group activities
and discussions and Q&A. Simulation Game!
SMED / Quick Setup Methodology / Simulation Game (1 day).
• Learning the SMED concept: principles and aims of the method.
• Why reduction / optimization of the setup times is critical for the
Availability component in the OEE productivity?
• How do we convert internal operations into external? And how to
optimize the total time of the setup.
• SEMD Workshop, principles for the effective streamlining and
standardizing of the process of changeover.
• A SMED Simulation Game: A breakthrough in the reduction of the
setup time.
• SMED Simulation Game. A very impressive and effective stimulation
of making a breakthrough in the reduction of the total duration time
of the setup. Two 3-person teams competing with each other are
intended to discover a SMED method leading to a dramatic reduction
of the time.
• SMED Standard Work Combination Table. An example of a typical
standard in defining the operations (actions) to be performed during
the setup, their sequence and duration. Necessary for the training of
the production personnel.
• SMED Standard Setup Reduction Worksheet. Used during the SMED
workshop.
Module 13. SMED / Quick Setup Methodology / SMED Simulation Game:
Breaking-through to Dramatic Setup Time Reduction

14/ 16
8 Types of Waste
Identifying & Eliminating MUDA
World-Class Standards of Operational Excellence

Description:
As early as in the 1950s, Taichii Ohno (Toyota Motor Company)
identified and described in detail 7 Main Types of Waste (Japanese
word: MUDA). In LEAN methodology, yet another type of waste
appeared in the 1990s, which is unused Human Intellect, or the human
potential for streamlining.
What purpose did Toyota pursue? By labelling each type of
ineffectiveness and identification of places where they can be hidden.
This resulted in an opportunity for taking up effective and system-based
actions to fight MUDA. Examples of waste, perfectly described, typical
places in which it may occur and its evident consequences .This causes
rising awareness among both the management and direct labor,
obviously on condition that all are appropriately trained in this field.
Module 14 of LEAN Academy provides an excellent opportunity to use
this awareness to improve the skills of effective identifying well-hidden
MUDA. Identifying its sources and understanding why it gets rooted so
easily in our processes. This knowledge is absolutely indispensable for
implementing effective methods of loss elimination as well as for
improving the quality of standards and discipline.
Leaders, managers and LEAN specialists, Process Engineers and wider
management staff.
Methodology:
8 Types of Waste / Identifying and Eliminating MUDA (1 day).
• Presentation of the definition what a loss and waste is.
• Detailed description of the 8 Types of Waste in the processes and
management.
• Definition of added value, what does not add value and the
operations that do not add value, but which are necessary.
• How waste is getting rooted in our processes?
• How to eliminate the waste effectively? (MUDA Hunting!)
• Getting to know the methods of prevention loss and waste
generation.
• MUDA Identification Template. An example of a checklist for
identification of the different types of waste during Kaizen workshops
or during a Brainstorming session. It is also an excellent exercise for
everyone to identify waste, with which they come into contact every
day.
• Standard 5W & 2H. A standard template for in-depth analysis of the
problem, which usually shows the specific source of waste. The
template helps to visually identify the cause of the problem (loss) by
substantive responses to all 5W, that is Who, What, When, Where,
Why and 2H – How and How many.
Module 14. 8 Types of Waste / Enhancing Skills of Identifying &
Eliminating MUDA

15/ 16
Problem Solving
Techniques & Tools
PDCA, A3, 5WHYs, FTA, etc.
World-Class Standards of Operational Excellence

Description:
The skill of Problem Solving, both in a group and individually, is
absolutely indispensable in each and every organization, especially in a
“Learning LEAN Organization”. This is the essence of Kaizen philosophy
and the drive for Continuous Improvement.
Effective problem solving is an art which can be mastered through
training in methodology, analytical and reasoning skills. However, first of
all, by active participating in Problem Solving Groups. Although the sense
of a need for solving problems is incontestable, the question is how
effective we are in this field?
Basically, there can be two kinds of approaches to problem solving. A
typical common sense approach using reasoning skills and the so-called
‘scientific‘ one which also is known as the PDCA cycle. In both
approaches we should have been supported by useful tools and proven
methodologies on how to proceed.
In this module of LEAN Academy we will learn about how to reconcile
both PDCA and common sense approaches. This will result in the
Problem Solving Groups being successful. We will also meet all the
necessary tools to make the problem solving assignments more likely to
succeed.
Leaders, managers and LEAN specialists, Process Engineers and wider
management staff.
Methodology:
Problem Solving (1 day).
• Presentation of the principles and main concepts of the Problem
Solving.
• Understanding the PDCA methodology, a step-by-step instruction
how to ensure success in problem solving.
• Boards and A3 sheets (A3 Storyboard)
• Roles and tasks of the Problem Solving Teams / Groups
• Why the problem solving actions are not always effective? 10 typical
mistakes made by the Problem Solving Teams
• Key success factors in problem solving.
• PDCA Template. An example of a standard template for
implementing the PDCA methodology in problem solving.
• A3 Storyboard Template. A standard problem solving template
including the interviews (gathering information), a visual
representation of the progress (stages) in problem solving, and the
cause and effect diagram.
• Templates for: 5WHYs, Ishikawa Diagram, FTA, Pareto Diagram,
Histogram, Scatter Diagram, and others.
Module 15. Problem Solving / Approach to Effective Solving Problems /
PDCA / 5WHYS / Ishikawa Diagram / Pareto Diagram

16/ 16World-Class Standards of Operational Excellence
Lean Leadership
& Management System For Lean Leaders

Description:
Most organizations driving towards LEAN Operational Excellence focus on
the identification of waste, losses and any ineffectiveness. Once identified
they move on to their elimination by using a full range of LEAN tools and
techniques. However, many companies either lack or underrate the LEAN
Management and Leadership System.
An incontestable fact is that a true LEAN Culture Organization actually
originates from the solid and healthy foundations of the LEAN
Management System. Only those organizations which can create capable
leaders and follow LEAN Thinking in their management system will reap
their benefits and succeed.
In the last part of the LEAN Academy, we will get to know about 4
fundamental pillars of the LEAN Management System. We will see that
LEAN leaders ought to standardize their work based upon defined actions
with hallmarks of Standard Work (at last 60-70 % of time). We will learn
about visual tools to support Leaders in their assignments (KPIs, graphs,
charts, Activity Boards etc.). Additionally we will see an approach to a
Leader’s Daily Accountability to lead daily meetings on the shop floor.
These should include briefings and reports and finally involvement in
Problem Solving. Eventually, we will learn about a few best practices
related to creating discipline in leadership and management.
LEAN leaders, Top Management, middle management, key specialists.
Methodology:
Lean Leadership & Management System (1 day).
• Understanding how important is the Management System and
Leadership Standards in the long-term success strategy.
• 4 Pillars of the LEAN Management System
• Leader Standard Work
• Visual Management in the LEAN Leadership System
• Creating LEAN Leaders Daily Accountability
• How to promote functioning of the right discipline within LEAN
Leadership and Management.
• Leader Standard Work. An example of a standard template for
defining the scope of standard work activities for LEAN leaders
(mainly designed for production, but also other operational
departments).
• Lean Audit or System Advancement Evaluation. An extensive audit
of the current state of the organization towards maturity of the LEAN
Organizational Culture. The audit covers all operational areas, such as
the Production, Logistics and Flows, Administration and Management,
Key Performance Indicators. The result shows the scale of the gap in
relation to the level considered to be the global level of a LEAN
organization and culture (World-Class).
Module 16. LEAN Leadership & Management System / Leader Standard
Work

WCM_World_Class_Manufacturing_Outline_v1

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