Scribd
Upload
89 views20 pages

Lean Leadership Certification Course

This document provides an overview of a Lean leadership certification course. It discusses three views of Lean as structural change, process improvement, and a philosophical mindset. It outlines Lean tools and concepts like the seven wastes, 5S, process improvement, and the Toyota Production System. Case studies are presented on implementing Lean projects in healthcare and business. Benefits of Lean discussed include safety, space, productivity, pride, and cost savings. Testimonials from course participants emphasize the impact of Lean training on changing organizational culture and business operations.

Uploaded by

ankit boxer
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
89 views20 pages

Lean Leadership Certification Course

This document provides an overview of a Lean leadership certification course. It discusses three views of Lean as structural change, process improvement, and a philosophical mindset. It outlines Lean tools and concepts like the seven wastes, 5S, process improvement, and the Toyota Production System. Case studies are presented on implementing Lean projects in healthcare and business. Benefits of Lean discussed include safety, space, productivity, pride, and cost savings. Testimonials from course participants emphasize the impact of Lean training on changing organizational culture and business operations.

Uploaded by

ankit boxer
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
You are on page 1/ 20

LEAN LEADERSHIP CERTIFICATION COURSE

CERTIFIED LEAN LEADER

Three Distinct Views of Lean Lean is Structural Change


Lean Lean

is Process Improvement is a Philosophical Mindset

5S

Process Im ro!ement
The Se!en "astes to E#iminate

DEFECTS O OVE P OD!CTIO" T T #"SPO T#TIO" $ $#ITI"% I I"VE"TO & M MOTIO" P ' P OCESSI"%

The $th "aste

!nder'utili(ed talent)))

%raham Richar&' the Fort "a(ne' In&) *a(or who ioneere& the +se of Lean rinci #es in cit( ,o!ernment was name& %o!ernment Lea&er of the -ear .( the In&iana Cham.er of Commerce / the first #oca# officia# to .e so honore&) He was reco,ni0e& for the

"hat is the 1ai0en *in&2

Continuous Improvement Creativit* Empo+erment Solutions versus Pro,lems E--icienc* Improvement O+nership o- esponsi,ilities

LEAN SNAPSHOT 3+siness4 New -or5 Pres.(terian Hos ita# Lean Pro6ects Com #ete&4 788 Ann+a# 3enefit9Sa!in,s4 :;5 mi##ion to :<88 mi##ion
Source. iSi/Sigma Maga(ine

=I ha!e fo+n&' s ecifica##( with o+r team' that o+r mana,ers ha& #itt#e +n&erstan&in, how the #itt#e thin,s can com o+n& an& a&&>+ to a net :: &ifference in the erformance of the who#e or,ani0ation)? Thr+ this series' an& o+r re#ationshi with ETC' we are +n&er,oin, a c+#t+ra# chan,e .( &e!e#o in, #ea&ers that wi## ma5e so+n& &ecisions .ase& on &ata @fact)A? In a&&ition' o+r team mem.ers are .e,innin, to rea#i0e that the sma##est rocess im ro!ements can ma5e the most &ramatic financia# im ro!ements on the PBL)C

Lea&ershi

Perce tion

"hat Lean *eans for 3+siness

The 3enefits of Lean

Safet( S ace Pro&+cti!it( Pri&e B *ora#e A.senteeism "aste& *otion 1ai0en *in& Performance

=O+r eD erience with Henr( 3ee#an& an& E!er,reen Team Conce ts has chan,e& the wa( we &o .+siness) "e came to ETC with the ho es of e&+catin, o+r staff an& im ro!in, o+r &ai#( .+siness o erations) "hat we en&e& + ,ettin, is a who#e new wa( to #oo5 at #ea&ershi ' efficienc(' an& c+stomer ser!ice in o+r .+siness) "hatEs more' Henr( an& his team ac5a,e& it a## in a ositi!e' rofessiona# an& comforta.#e en!ironment' tr+#( creatin, a wor#&>c#ass eD erience for m( team an& I)C ?

LEAN SNAPSHOT SURVE-ED4 F7F Lean SiD Si,ma 3#ac5 3e#ts GUESTION4 "hat s5i##s ma5e a s+ccessf+# 3#ac5 3e#t2 TOP T"O ANS"ERS4 Comm+nication S5i##s Lea&ershi S5i##s

Usin, Res onsi.i#it( Chartin, @RACIA


R A
esponsi,ilit* The individual0s1 +ho actuall* completes the tas2 the doer0s1 #ccounta,ilit* The individual +ho is ultimatel* responsi,le -or the outcome

C Consultation The individual0s1 to ,e


consulted ,e-ore a -inal decision or action

I In-ormation The individual0s1 +ho needs to ,e


in-ormed a-ter a decision or action is ta2en

1ai0en E!ent %+i&e#ines Esta,lish and Pursue Clear %oals


Focus Tightl* on Time !se Creativit* 3e-ore Capital 4uic2 and Crude is o-ten 3etter than Slo+ and Elegant 5ave the "ecessar* esources #vaila,le Demand Immediate esults

The

7 E!i#s of *eetin,s

*eet .+t DonHt Disc+ss Disc+ss .+t DonHt Deci&e

The 7 FHs of Effecti!e *eetin,s


FUN en6o*ment7 amusement7 or

e/citement
FOCUS a concerted e--ort to+ards speci-ic

goals and o,6ectives


FODDER people7 ideas7 or images used to

-oster creativit* and thought

MARKET LEA ERS!IP TRIA"#LE

st u C

e m o

a S r

tis

c fa

tio

Pe

le p o

Te c

In hn

no v og

ol

at

io

Process Operational Efficiency

EVER%REEN TEA* CONCEPTS 7I88 *ERIDIAN STREET 3ELLIN%HA*' "A F$JJ5 $II>55F>FJJJ """)ETC"A)CO*

You might also like