TO ENTER DATA

Step
1
2
3

Description

Comments

Click the "Update Data" Button on the top of the "Skills Matrix"
Worksheet
Select the engagement number that you want to update from the
first dialog box
Select whether you want to update data selectively or whether you
want to update a complete set of data (Go to Step 10)
Selective Data Entry

Select the section you require from the first drop down menu

Select the subsection you require from the second drop down
menu

Select the skill you want to update from the third drop down menu

Select the new skill level you have achieved using the option
buttons

If you want to continue to add information click the "Save &

Continue" button, if you have finished adding information click the
"Save & Quit" button

Drop down menu choices

automatically bring up the
appropriate choices in the
other drop down boxes

The initial setting of the

option buttons will reflect
your existing skill level for
this skill

Entering a Complete Set of Data

10

You will be presented with a series of dialog boxes, each

representing one of the rows of the skills matrix. There is a set of
option buttons for each skill, change the option button selections to
update your skill levels. When you have finished, click the "Next"
button.
Clicking the quit button will not save any work.
Each time you click to update a complete set of data for a particular
engagement, that engagements data is cleared so you HAVE TO
enter the complete set of data. If you have entered complete set of
data but have left gaps or the second half you want to fill later, use
enter data selectively to add the later data

Prepare your work (print

definitions, have some idea
of your levels) before you
start entering a complete set
of data.
The initial setting of the
option buttons will reflect
your existing skill level for
this skill gained from a prior
engagement.

TO ADD PROJECT/ENGAGEMENT DETAILS

Step
1

Description
Click the"Update Project Details" button at the top of the "Skills
Matrix" worksheet.

Comments

Select the engagement number from the option buttons then enter
the engagement name and the start and finish dates, the name of
the person who reviewed your activity on this engagement and the
date the review occurred then click the "OK" button.

TO ADD YOUR NAME

Step

Description

Type your name in the relevant box at the top of the "Skills Matrix"
worksheet.

Comments
This is the only instance
where data can be entered
directly on to the sheet. DO
NOT TYPE ANYTHING IN
ANY OTHER BOXES IN
THIS WORKBOOK

PREPARING FOR A REVIEW

Step

Description

Ensure that you have updated all of the skills that need updating.

Print the "Skills Matrix" in colour on an A3 printer (if at all possible).

Comments

TO ADD ACTIVITY TO PLANNING MATRIX

Step
1
2
3

Description

Comments

Enter planned activity to achieve next skill level against the target
skills.
Type in planned start and end dates
After activity is complete, review and note reviewed date.

When skill levels are

updated on the skills matrix,
a new plan will need to be
documented.

PROJECTS / ENG

LEAN CHANGE AGENT DETAILS

Name:

Activity

Start
Date

Finish
Date

Reviewed
by

0
0
0
0

12/30/99
12/30/99
12/30/99
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12/30/99
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1.
2.
3.
4.

PREPARE

WHAT IS LEAN?

**Only make changes to this sheet by using one of the macro buttons, do not type into cells except your name above

1.1 Lean Overview

1.2 Introduction to
Lean

1.3 Resource for

Lean

1.4 Baseline
Diagnostic

The History of
Lean
Transformation

0 0 0 0 0 0 0 0 0 0
The visual facory
- information
The role of
centres, 5s &
Standards
visual control
0 0 0 0 0 0 0 0 0 0
Obtaining Union
Support

Effective use of
the Steering
Committee

WHY?

1.6 Plan and Kaizen

2.1 -2 Change
Agent Training

Understanding
Bottlenecks/
Constraints
0

0 0 0 0
Defining
Implementation
Loops &
Approach
0 0 0 0 0

Viewing the
Business as a
System
0

Creating Value
for Shareholders
0

Creating High
Level Master
Schedules
0

Lean
fundementals
training

Lean Awareness
training
0

HOW?

Contducting a
Diagnostic - Plan
and presentation
0

1.5 Establishing
the Compelling
Need

#N/A

The Production
System

Lean Leadership
Principles

Strategy Finiding the Key

Levers
0

Identifying the
Financial
Opportunity
(ROIC)
0 0 0 0

Using ROCE /
ROIC / NPV

0 0 0 0 0 0 0 0 0
Establishing the
Generating quick
Change
wins - Kaizen
Management
plan & methods
Approach
0 0 0 0 0 0 0 0 0
Lean Leadership
training

0
0

3Ms - Identifying
Waste and VA vs
NVA

Stablity tools
0

The Change
Agent Model
0

HOW?

2.2 Expanded
Information
Sessions

2.3 Training Plan

Blue Sky
Workshops
0

Lean Skills Matrix

0

WORKPLACE STANDARDS

3.1.1 Visual
Performance
Management

3.1.2 5s

0 0 0 0
Value Stream
Mapping - current
state Learning to
see
0 0 0 0 0
KPI Hierachy
0

Training needs
analysis

Improvement
Plans
0

Shine
0

3.1.3 TPM

TPM philosophy
and benefits

3.1.4 Standard
Work

0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
The importance
Observation tools
Improvement
of standards and
Control tools for
for Standard
tools for standard
link to problem
standard work
Work
work
solving
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
Introduction to
TPS quality
quality
0

Unit Time of
Work

3.2.1 Introduce
Visual Control
0

3.2.2 Andon

Autonomous
Maintenance

Value Stream
mapping target
state

Set
0

CCC Strips

Sort
0

Training and
Development in
Lean

Setting Targets
0

0 0 0 method
0 0 0 0 0 0 0
Scientific
in Lean Value stream
Problem solving mapping - ideal
at every level state and full
the link to
potential
0 0strategy
0 0 0 0 0 0 0 0

5s philosophy
and workplace
standards
0

3.1.6 Quality Conrol

JIDOKA

ESTABLISH VISUAL CONTROL

2.4 - 6 Value
Stream Mapping

Improving
Communication
Channels

#N/A

What is Jidoka
0

OEE/AUR

Poke Yoke
0

Effective Training

Statistical
Process Control

Red Workshop

Problem Solving
Boards

Andon Systems

Autonomation
0

Designing the
span of control
0

Fixed Position
stop
0

Role of the Lean

Team Leader
0

ESTABL
JIT

3.3.2-3 Streamline
the process for
continuous flow

3.3.4 -5 Levelling

Toyota DNA Rule 2&3

Connection and
flow paths
0 0 0 0 0

6. Pull System

MANAGEMENT SYSTEMS

4. Continuous
Improvement

3.3.1 Hoshin
Planning and
Measures
Lean Design and
Construction

NGE MANAGEMENT

Audits

Overall Process

Lean
organisation
structure &
leader role
0 0 0 0 0

Role of the Lean

Leader
0

Capability
Measurement
Process
0 0 0 0 0
(
Hoshin
Planning

and
policy

deployment
?
0 0
0
0 0

Quality
Function

Deployment

One team for

design

0 0
0
0 0

Layered Audits

0 0
0 0 0

0
0 0 0 0

Specification
Rationalisation
0

Establishing
Stores

One Piece Flow

Types of Pull
Systems
0

Types of Kanban

Batch Size and

Signal Point

Developing and
agreeing new
Roles and
Responsibilities
0 0 0 0 0

Inverting the
triangle structuring for
support
0 0 0 0

Standardised
work Kaizen

Machine Cycle
Time Kaizen

Understanding Jishuken and the

the PDC? Toyota method of
kazien

Capability Building

Heijunka Box

Difference
between Push
and Pull
0

Organisation

Demand and
Load Levelling
(Heijunka)
0

Spaghetti
diagrams & PQ
analysis

Takt Time

Feedback &
Review Process

Create Training / Assess Capability

Experience
vs.Requirement
Solutions
& Agree PDP

A3 Thinking writing an A3
0

Human Factors
in Design
0

the PDCA cycle

for strategy and
Hoshin planning

0 0 0
Trystorming Frequent piloting
Lean Layouts
& hypothesis
forming
0 0 0 0 0 0 0 0 0

Standard work
Auditing
0

Stakeholder
Management
0

Lean Measures

Project
Management
0

The Role of
Working Menus

Waste Walks
0

0
0

CHANGE MANAGEMENT

Interviewing and
Facilitation

Middle
Management
Coaching

Shop Floor
Focus Groups
0

0
0

Communication

0
0

Effective Task
Assignment CPQQRT model
0

#N/A

0
0

Effective
Listening
0

0
0

Presentation
Skills
0

Written Skills
0

PROJECTS / ENGAGEMENTS
Review
Date
12/30/99
12/30/99
12/30/99
12/30/99

Activity

Start
Date

Finish
Date

0
0
0
0

12/30/99
12/30/99
12/30/99
12/30/99

12/30/99
12/30/99
12/30/99
12/30/99

5.
6.
7.
8.

Reviewed Review
by
Date
30/12/99
30/12/99
30/12/99
30/12/99

12/30/99
12/30/99
12/30/99
12/30/99

except your name above left**

ean Leadership The Management

Principles
System
0

Ms - Identifying
Waste and VA vs
NVA
0

0
0

5 Guiding
Principles
0

Identifying the
Financial
Opportunity
(ROIC)
0

0
0

JIT - Produce
Only What Can
be Sold
0

Squares indicate skill levels 1 to 5 (

R)
ie if 2 cells contain engagement nu
colour then the skill level achieved
example level 5 was achieved with
person's 6th project/deployment

1.1 Lean Overview

0 0 0 0
Respect for
Humanity &
Social
Responsibility
0 0 0 0 0

1.2 Introduction to Lean

1.3 Resource for Lean

0.2

E
1.4 Baseline Diagnostic

enerating quick
wins - Kaizen
lan & methods

F
0

1.5 Establishing the Compelling Need

0
1.6 Plan and Kaizen

0
0

0
0

0
0

0
0

0
0

A3 Thinking writing an A3

0
0

0
0

Aligning All
Functions

The Change
Agent Model
0

Executing Lean
Assessments

0
0

Jidoka - Build
Quality In

0
0

The History of
Lean
Transformation

G
0

0
0

I
0

Diagnostic

Planning

Implementation

Diagnostic

0
0

0
0

0
0

Value Stream
mapping target
state
0

Improvement
Plans

Red Workshop
0

Fixed Position
stop
0

K
0

2.4 - 6 Value Stream Mapping

L
0

Escalation and
Quality problem
solving in toyota
0

0
0

0
0

Calculating
labour
requirements

Team Leader
Workshop
0

3.1.6 Quality Conrol

3.2.1 Introduce Visual Control

0
3.2.2 Andon

0
0

0
0

3.1.3 TPM

Jidoka Milestone
Auditing

3.1.4 Standard Work

Green Workshop

3.1.2 5s

Blue Workshop

Yellow Workshop
0

3.1.1 Visual Performance Management

0
0

0
0

0
0

Implementation

0
0

Planning

0
0

PDCA in Daily
problem solving

TPM Workshop

Early Equipment
Management
0

ole of the Lean

Team Leader
0

PPS & A3
process for
problem solving

Control tools for

standard work
0

Facilitating a
VSM - current,
target, and A3

Sustain

Planned
Maintenance

fective Training

Running an
information
centre

Standardise

Creating a
Writing an A3 for
Master Schedule Business Case

Shine
0

Progress Review
0

S
0

0.2

Specification
Rationalisation
0

VSM Designing
the productions
system for
Continuous flow
0 0 0 0 0
Separation of
transport and
Work

Establishing
Stores
0

Batch Size and

Signal Point
0

Inverting the
triangle structuring for
support
0

Machine Cycle
Time Kaizen
0

V
0

he PDCA cycle
or strategy and
Hoshin planning

W
0

Organisation

X
0

4. Continuous Improvement

AA

Standard work
Auditing

AB

0
0

0
0

0
0

0
0

0
0

0
0

3.3.1 Hoshin Planning and Measures

Lean Design and Construction

Audits

0
0

Capability Building

0 Application
0 0 0 of
0 the
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
guiding principles
Trystorming Last Planner in design &
requent piloting
information
Standardised
Kaizen for
construction & hypothesis
centres for
work for Projects
Projects
one team
forming
projects
approach &
0 0 contracts
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
5s Auditing

6. Pull Sys

Y
0

3.3.4 -5 Level

0
0

3.3.2-3 Streamline the process for continuous fl

0
0

0
0

0
0

0
0

0
0

0
0

Yamazumi &
Work Balance
0

0
0

Cellular
Manufacturing

QCO SMED

Levelling by Part
(heijunka)

JIT simulation
game

ssess Capability
s.Requirement
& Agree PDP
0

Setting EPE

AC
0

0
0

0
0

Written Skills

0
0

0
0

0
0

0
0

0
0

0
0

0
0

AD

AE
0

0
0

AF
0

LEVEL DEFINITION
1 = Theoretical knowledge/ had training & can explain 75% of Lean content
Has attended 2&5 day Lean Immersion training
2 = Sustainably deliver Lean support with LMR coach.
Has attended 2&5 day Lean Immersion
Undertaken deployment Projects with LMR Consultant support
3 = Sustainably deliver Lean system without LMR support.
Has attended 2&5 day Lean Immersion
Has undertaken a minimum of 2 deployment projects that have been
sustained without LMR support
4 = Demonstrated ability to train others.
Lead 2&5 day Lean Immersion Training
Sustained Delivery of lean projects over a 12 month period
5 = Expert level

Skill Title

The History of
Lean
ransformation

Numbers and
Colours indicate
engagement no.

ares indicate skill levels 1 to 5 (from L to

2 cells contain engagement numbers and

ur then the skill level achieved is 2. In this
mple level 5 was achieved with the
on's 6th project/deployment

Lean Overview

duction to Lean

source for Lean

0.2

0.4

0.6

0.8

1.4 Baseline Diagnostic

ablishing the Compelling Need

1.6 Plan and Kaizen

Diagnostic

Planning

Implementation

0.2

0.4

0.6

0.8

Diagnostic

Planning

Implementation

6 Value Stream Mapping

0.2

0.4

0.6

0.8

isual Performance Management

3.1.2 5s

3.1.3 TPM

3.1.4 Standard Work

0.2

0.4

0.6

0.8

3.1.6 Quality Conrol

roduce Visual Control

3.2.2 Andon

0.2

0.4

0.6

0.8

eamline the process for continuous flow

3.3.4 -5 Levelling

6. Pull System

0.2 0.4 0.6 0.8

0.4

Organisation

4. Continuous Improvement

Capability Building

oshin Planning and Measures

ean Design and Construction

Audits

0.2

0.6

0.8

25
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

40
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

10
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

25
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

15
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

30
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

20
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

15
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

15
0
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0
0
0
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%
0% 0% 0% 0% 0% 0% 0% 0%

35
0
0
0
0
0
0
0
0
%
0%
1 0%
2 0%
3 0%
4 0%
5 0%
6 0%
7 0%
8

40
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

30
0
0
0
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%
0% 0% 0% 0% 0% 0% 0% 0%

35
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%
0% 0% 0% 0% 0% 0% 0% 0%

30
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

40

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%

25

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%

30

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

40

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%

30

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%

25

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

20

0
0
0
0
0
0
0
0
0% 0% 0% 0% 0% 0% 0% 0%

25

0
0
0
0
0
0
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0% 0% 0% 0% 0% 0% 0% 0%

35
0
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0
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0
0
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%
0% 0% 0% 0% 0% 0% 0% 0%

20
0
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0
0
0
0
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%
0% 0% 0% 0% 0% 0% 0% 0%

40
0
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0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

25
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%
1
2
3
4
5
6
7
8

15
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

15
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

0
0
0
0
0
0
0
0
### ### ### ### ### ### ### ###

20
0
0
0
0
0
0
0
0
%
0% 0% 0% 0% 0% 0% 0% 0%

EngageEngageEngageEngageEngageEngageEngageEngagement 8
1.3 Resource
for Lean
1.2
Introduction to
Lean
1.1 Lean
Overview

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7
8
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000
1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8
1.6 Plan and
Kaizen
1.5
Establishing
the
Compelling
Need
1.4 Baseline
Diagnostic

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1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8
2.4 - 6 Value
Stream
Mapping
Implementatio
n

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Planning
Diagnostic

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1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8
3.1.4 Standard
3.1.3 TPM

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3.1.2 5s
3.1.1 Visual P

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

1.000
EngageEngageEngageEngageEngageEngageEngageEngagement 8

3.2.1
Introduce
3.2.2 Andon
Visual Control

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3.1.6 Quality
Conrol

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EngageEngageEngageEngageEngageEngageEngageEngagement 8

6. Pull System
3.3.4 -5 Levelli

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EngageEngageEngageEngageEngageEngageEngageEngagement 8
Audits
Lean Design
and
Construction
3.3.1 Hoshin
Planning and
Measures
Capability
Building
4. Continuous
Improvement
Organisation

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0

0
0

0
0

0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

EngageEngageEngageEngageEngageEngageEngageEngagement 8
Communicatio
n
0

0%
###

0%
###

0%
###

0%
###

0%
###

0%
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0%
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0%
###

1.000

Interviewing
and
Facilitation
Overall
Process

0%
0%

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0%

0%
0%

0%
0%

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0%

0%
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0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000

1.000

Lean Manufacturing Training Program

Deployment
model Module
Code

Focus
1.1 Lean Overview
1.2 Introduction to Lean
1.3 Resource for Lean
1.4 Baseline Diagnostic

1.6 Plan and Kaizen

2.1 -2 Change Agent Training

3.1.1 Visual Performance Management

3.1.3 TPM

3.1.4 Standard Work

3.1.6 Quality Conrol

3.2.1 Introduce Visual Control
3.2.2 Andon

Lean Leadership
Lean Thinking
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Lean Leadership
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Lean Leadership
Basic Knowledge
Lean Leadership
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Lean Leadership
Lean Leadership
Basic Knowledge
Lean Thinking
Lean Leadership
Lean Leadership
Lean Leadership
Basic Knowledge
Lean Thinking
Lean Thinking
Lean Thinking
Basic Knowledge
Lean Thinking
Lean Leadership
Lean Leadership

1
2
3
7
8
10
11
12
9
24
13
14
15
17
6
18
19
21
22
23
25
26
31
27
32
28
29
30
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48

JIT

Organisation
4. Continuous Improvement

Capability Building
3.3.1 Hoshin Planning and Measures

Lean Design and Construction

Audits

Overall Process
Interviewing and Facilitation

Basic Knowledge
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Lean Leadership
Lean Thinking
Lean Thinking
Lean Thinking
Lean Leadership
Basic Knowledge
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Lean Thinking
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge
Basic Knowledge

49
50
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52
53
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55
56
57
58
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61
62
63
64
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67
68
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4
70
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73
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75
76
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79
80
81
82
83
84
85
86

Module

Effective deployment structures and roles

Introduction to Diagnostic
Identifying financial opportunity - PDCA in lean transformation
Understanding bottlenecks & constraints - VSM & System OEE calculations
Creating a Value Stream Map - Current and Target State
Basic Financial calculations - ROIC etc
Conducting a Lean Assessment
Facilitating a VSM current and target state
Conducting a Lean Diagnostic - experiential
Establishing vision and plans for deployment - experiential
Defining implementation focus and loops
Creating a plan for transformation - leading the change & kaizen plans
Introduction to A3 thinking - enabling PDCA in your organisation
Creating Master Schedules - enabling the D of PDCA
Train the trainer
Developing a training plan - needs analysis and skills matrix
The Change Agent Model and role of change agent in Lean deployment
Active Observation
Performance management overview
the 5 principles in visual performance management - the leaders role
5s introduction
Leading 5s in your organisation
5s workshop
Creating cascaded information centres
How to run an information centre
Practical Problem Solving
An introduction to TPM
Creating a support structure for TPM and integrating AM & IPT
Leading the TPM effort in your area
TPM Workshop
An introduction to Standard work
Leading standard work in your area (Leader working menus & auditing)
Performance Dialogues
Giving feedback & coaching
Standard work workshop - how to create standard work
An introduction to lean quality control
An introduction to Poke Yoke
Introduction to Visual Control
Problem Solving Boards and Zone of Control
Introduction to Jidoka
Introduction to lean span of control and zone control - workshop
Role of the team leader

Max
Duration
4 hours
2 days
1 hour
1 hour
2 hours
4 hours
2 days
4 hours
1 day
4 hours
2 weeks
2 weeks
4 hours
4 hours
4 hours
1 hour
5 days
4 hours
4 hours
4 hours
4 hours
4 hours
2 hours
4 hours
5 days
1 day
2 days
1 day
2 hours
4 hours
2 hours
5 days
2 hours
2 hours
4 hours
4 hours
5 days
2 hours
1 hour
1 hour
1 day
2 hours
5 days
2 weeks

Yamazumi and labour requirements

Introduction to JIT
Streamlining process flow - workshop
QCO - workshop
Introduction to levelling
Levelling by volume - workshop
Levelling by part - Heijunka workshop
Establishing stores and buffers workshop
separation of transport and work - workshop
Pull systems and kanbans - introdcution
pull systems and kanbans - workshop
Introduction to Leadership roles in lean
Introduction to kaizen in Lean
Understanding the PDCA cycle - applying it in your area
Jishuken workshop
Standard work kaizen workshop
Machine cycle time kaizen workshop
Yamazumi and work balance kaizen workshop
Introduction to Capability building in Lean
Leader capability building in Lean
Introduction to Hoshin Planning
PDCA in Lean - from Strategy to shop floor
The PDCA cycle in Hoshin planning
How to coach your team in hoshin planning and A3 writing
How to write an A3
Introduction to lean construction
Lean design, QFD for construction design - workshop
Human factors in design - workshop
Lean design - lean layouts
Application of the guiding principles in lean construction (How to)
Kaizen and standardised work for projects
Try storming for lean construction
Introduction to Layered audits for leaders
How to conduct a layered audit - 5s and std work, waste walks
How to create your working menu - standard work for leaders
How to create your working menu - standard work for leaders
Change maangement Project management & use of Master Schedules
Interviewing and facilitation for change agents

1 day
2 hours
5 days
5 days
2 hours
5 days
5 days
5 days
5 days
2 hours
5 days
4 hours
2 hours
4 hours
5 days
5 days
5 days
5 days
4 hours
4 hours
4 hours
4 hours
4 hours
4 hours
4 hours
2 hours
2 days
2 days
4 hours
5 days
4 hours
2 hours
2 hours
4 hours
4 hours
4 hours
2 days
4 hours
1 day

Sensei Curriculum
Introduction
A history of lean

Current state Analysis

Senior
Management Management
2 hours
1.5 days
2 hours
1 hour

2 hours
1.5 days
2 hours
1 hour

2 hours

4 hours

4 hours
2 hours
1 hour

4 hours
2 hours
1 hour

Black/ Green
Belt / Lean
Coach
4 hours
2 days
2 hours
4 hours
2 hours
1 day
4 hours
4 hours
1 day
1 day

Lean
Advisor
4 hours
2 days
2 hours

Supervisors
1 hour
2 days

Practical Exercise
Practical Exercise

1 hour

1 hour

1 hour
4 hours
1hr
2 hours

1 hour
4 hours
1 hr
2 hours

1 hour
4 hours
2 hours
1 hour
2 hours

1 hour
4 hours
4 hours
1 hour
4 hours

1 hour
2 hours
4 hours
4 hours
2 days
4 hours
4 hours
4 hours
4 hours
4 hours
1 hr
2 hours
5 days
4 hours
4 hours
1 day
1 hour
4 hours
1 hour
5 days
3 hours
4 hours
4 hours
2 hours
5 days

4 hours
2 hours
2 days
4 hours
4 hours
4 hours
4 hours
1 hr
2 hours
5 days
4 hours
4 hours
1 day
1 hour
4 hours
1 hour
5 days
3 hours
4 hours
4 hours
2 hours
5 days

4 hours
4 hours
1 hour
2 hours
5 days
1 hour
1 day
1 day
1 hour
1 hour
5 days
3 hours
4 hours
4 hours
4 hours
5 days

1 hour
1 hour
1 hour
1 hour

2 hours
4 hours
4 hours
2 hours

1 hour

2 hours

4 hours

4 hours

4 hours

1 hour

1 day

1 day

1 day

2 weeks

1 hour

1 hour

1 day

1 day

1 hour

1 hour

4 hours

1 hour

1 day

Operators
& Trades
1 hour
1 day

1 hour
1 hour
2 hours

1 hour
4 hours
1 hour

5 days
1 hour

1 hour

1 hour

1 hour

2 hours

Introduction
Overview of why and what is lean

A history of lean
Overview of Why What and How of lean, emphasising why it developed the way it did

Current state Analysis

Introductory module in which the rudiments of current state diagnostic, value stream mapping, policy
deployment and A3 thinking are covered. Understanding Lean and project readiness are key
learning outcomes.

Key Learning Outcomes

Basic Awareness

Understanding the foundations of lean thinking

Understand the process for developing a future state and

action plan
Understand the key components of Current state analysis

Engagement No.
Client Name
Start Date
Finish Date
A1
A2
A3
A4
A5
A6
A7
A8

Y?

WHAT?

B1
B2
B3
B4
B5
B6
B7
B8
C1
C2
C3
C4
C5
C6
C7
C8
D1
D2
D3
D4
D5
D6
D7
D8

The History of Lean Transformation

The Practical Change Management Approach
The Production System
Lean Leadership Principles
The Management System

The visual facory - information centres, 5s & visual

control
The role of Standards
Stablity tools
3Ms - Identifying Waste and VA vs NVA
5 Guiding Principles
Jidoka - Build Quality In
JIT - Produce Only What Can be Sold
Lean transformation how to 101
Obtaining Union Support
Effective use of the Steering Committee

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E1

Contducting a Diagnostic - Plan and presentation

E2
E3
E4
E5
E6
E7
E8
F1

Viewing the Business as a System

Strategy - Finiding the Key Levers
Identifying the Financial Opportunity (ROIC)
Executing Lean Assessments

Understanding Bottlenecks/ Constraints

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F2

Creating Value for Shareholders

WHY?
HOW?

F3
F4
F5
F6
F7
F8
G1
G2
G3
G4
G5
G6
G7
G8
H1
H2
H3
H4
H5
H6
H7
H8
I1
I2
I3
I4
I5
I6
I7
I8
J1
J2
J3
J4
J5
J6
J7
J8
K1
K2
K3
K4
K5
K6
K7
K8
L1
L2

Using ROCE / ROIC / NPV

A3 Thinking - writing an A3

Defining Implementation Loops & Approach

Creating High Level Master Schedules
Establishing the Change Management Approach
Generating quick wins - Kaizen plan & methods
Aligning All Functions

Lean Awareness training

Lean fundementals training
Lean Leadership training
The Change Agent Model

Blue Sky Workshops

Leadership and the concept of Hoshin
Improving Communication Channels

Lean Skills Matrix

Training needs analysis
Training and Development in Lean

Value Stream Mapping - current state Learning to

see
Scientific method in Lean - Problem solving at
every level - the link to strategy

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JIDOKA

STABILITY TOOLS

L3
L4
L5
L6
L7
L8
M1
M2
M3
M4
M5
M6
M7
M8
N1
N2
N3
N4
N5
N6
N7
N8
O1
O2
O3
O4
O5
O6
O7
O8
P1
P2
P3
P4
P5
P6
P7
P8
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
R1
R2
R3

Value stream mapping - ideal state and full

potential
Value Stream mapping target state
Creating a Master Schedule
Writing an A3 for Business Case
Facilitating a VSM - current, target, and A3
KPI Hierachy
Setting Targets
CCC Strips
Improvement Plans
Progress Review
Running an information centre
PPS & A3 process for problem solving
5s philosophy and workplace standards
Sort
Set
Shine
Standardise
Sustain

TPM philosophy and benefits

Autonomous Maintenance
OEE/AUR
Effective Training
Planned Maintenance
Early Equipment Management
TPM Workshop
Toyota DNA - Rule 1 All work is standardised
Standardisation vs Kaizen & the tools
Work Standardisation & the tools
Long Cycle Time Standardised Work
Standardised workproblem solving workshop
Operator selection and training in lean

Introduction to TPS quality quality

Poke Yoke
Statistical Process Control
Red Workshop
Yellow Workshop
Blue Workshop
Green Workshop
Jidoka Milestone Auditing
Unit Time of Work
Problem Solving Boards
Andon Systems

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JIDOKA

R4
R5
R6
R7
R8
S1
S2
S3
S4
S5
S6
S7
S8
T1
T2
T3
T4

JUST IN TIME

T5
T6
T7
T8
U1
U2
U3
U4
U5
U6
U7
U8
V1
V2
V3
V4
V5
V6
V7
V8
W1
W2

Fixed Position stop

Escalation and Quality problem solving in toyota

What is Jidoka
Autonomation
Designing the span of control
Role of the Lean Team Leader
Team Leader Workshop
Calculating labour requirements

Toyota DNA - Rule 2&3 Connection and flow paths

Takt Time
Spaghetti diagrams & PQ analysis
Specification Rationalisation
VSM Designing the productions system for
Continuous flow
Setting EPE
QCO SMED
Cellular Manufacturing
Demand and Load Levelling (Heijunka)
Heijunka Box
One Piece Flow
Establishing Stores
Separation of transport and Work
Levelling by Part (heijunka)

Difference between Push and Pull

Types of Pull Systems
Types of Kanban
Batch Size and Signal Point
JIT simulation game

Lean organisation structure & leader role

Role of the Lean Leader
Developing and agreeing new Roles and
W3
Responsibilities
W4 Inverting the triangle - structuring for support
W5
W6
W7
W8
X1 Understanding the PDCA cycle
X2 Jishuken and the Toyota method of kazien
X3 Standardised work Kaizen

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MANAGEMENT SYSTEMS
GEMENT

X4
X5
X6
X7
X8
Y1
Y2
Y3
Y4
Y5
Y6
Y7
Y8
Z1
Z2
Z3

Machine Cycle Time Kaizen

Yamazumi & Work Balance
Mechanisation

Hoshin Planning and policy deployment

A3 Thinking - writing an A3
Lean Measures

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Z4

the PDCA cycle for strategy and Hoshin planning

Z5
Z6
Z7
Z8

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AA1 Quality Function Deployment - One team for design

AA2 Human Factors in Design

AA3 Lean Layouts
Trystorming - Frequent piloting & hypothesis
AA4
forming
Application of the guiding principles in design &
AA5
construction - one team approach & contracts
AA6 Last Planner - information centres for projects
AA7 Standardised work for Projects
AA8 Kaizen for Projects
AB1 Layered Audits
AB2 Waste Walks
AB3 The Role of Working Menus
AB4 Standard work Auditing
AB5 5s Auditing
AB6 Giving Feedback
AB7
AB8
AC1 Practical Change Management
AC2 Project Management
AC3 Stakeholder Management
AC4
AC5
AC6
AC7
AC8
AD1 Shop Floor Focus Groups

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Capability Measurement Process

Feedback & Review Process
Create Training / Experience Solutions
Assess Capability vs.Requirement & Agree PDP

CHANGE MANAGEMENT

AD2
AD3
AD4
AD5
AD6
AD7
AD8
AE1
AE2
AE3
AE4
AE5
AE6
AE7
AE8
AF1
AF2
AF3
AF4
AF5
AF6
AF7
AF8

Middle Management Coaching

Trust Building Exercises

PDCA in Daily problem solving

Practical Problem solving
Analysis tools - Pareto, C&E, checksheets,
histograms
Other problem solving methods - Apollo, taproot &
Six sigma
Six sigma tools - Statistical Analysis
The problem solving process - the tps way.

Effective Task Assignment - CPQQRT model

Effective Listening
Presentation Skills
Written Skills

Ref Engagement No.

A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
P
Q
R
S
T
U
V
W
X

What? - Lean Overview

What? - Lean Foundations
What? - Lean Principles
* Blank field, click Next *
Why? - The Compelling Need
Why? - Systems Thinking
Why? - Impact on Financial Performance
* Blank field, click Next *
How? - Diagnostic
How? - Planning
How? - Implementation
How? - Deployment
Stability - Information Centres, Visual Factory
Stability - Standardised Work
Stability - 5S
Stability - QCO TPM
Jidoka - Poka Yoke
Jidoka - Andon
Jidoka - Full Work System
JIT - Takt Time
JIT - Pull Systems
JIT - One-Piece-Flow
Management Systems - Organisation
Management Systems - Continuous Improvement

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Y
Z
AA
AB
AC
AD
AE
AF

Management Systems - Capability Building

Management Systems - Building in Quality
Management Systems - Designing in Quality
Management Systems - Audits
Change Management - Overall Process
Change Management - Interviewing & Facilitation
Change Management - Practical Problem Solving
Change Management - Communication

Reviewed by
Review Date

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0
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Running 2 Day
Lean
Awareness
Running
5 Day
Lean Immersion

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Current Next
Level Level

Skill Planning
The History of Lean Transformation

WHY?

WHAT?

#N/A

HOW?

A1
A2
A3
A4
A5
B1
B2
B3
B4
B5
B6
B7
B8
E1
E2
E3
E4
E5
F1
F2
F3
F4
F8
G1
G2
G3
G5
I1
I2
I3
I4
J1
J2
J3
J8
K1
K2
K3
K7
K8
L1
L2
L3
L4
L5
L7

1.1 Lean Overview The Production System

Lean Leadership Principles
The Management System
The visual facory - information centres, 5s & visual
control
The role of Standards
Stablity tools
1.2 Introduction to 3Ms - Identifying Waste and VA vs NVA
Lean
5 Guiding Principles
Jidoka - Build Quality In
JIT - Produce Only What Can be Sold
Respect for Humanity & Social Responsibility
Contducting a Diagnostic - Plan and presentation
Viewing the Business as a System
1.4 Baseline
Strategy - Finiding the Key Levers
Diagnostic
Identifying the Financial Opportunity (ROIC)
Executing Lean Assessments
Understanding Bottlenecks/ Constraints
1.5 Establishing the Creating Value for Shareholders
Compelling Need Using ROCE / ROIC / NPV
0
Defining Implementation Loops & Approach
Creating High Level Master Schedules
1.6 Plan and Kaizen Establishing the Change Management Approach
Generating quick wins - Kaizen plan & methods
Aligning All Functions
Lean Awareness training
Lean fundementals training
2.1 -2 Change
Agent Training
Lean Leadership training
The Change Agent Model
Blue Sky Workshops
#N/A
#N/A
Improving Communication Channels
Lean Skills Matrix
Training needs analysis
#N/A
Training and Development in Lean
0
Value Stream Mapping - current state Learning to see
Scientific method in Lean - Problem solving at every
level - the link to strategy
Value stream mapping - ideal state and full potential
2.4 - 6 Value
Value Stream mapping target state
Stream Mapping
Creating a Master Schedule
Writing an A3 for Business Case
Facilitating a VSM - current, target, and A3
KPI Hierachy
3.1.1 Visual
Performance
Management

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1

STABILITY TOOLS

3.1.1 Visual
Performance
Management

3.1.2 5s

3.1.3 TPM

3.1.4 Standard
Work

Setting Targets
CCC Strips
Improvement Plans
Progress Review
Running an information centre
PPS & A3 process for problem solving
5s philosophy and workplace standards
Sort
Set
Shine
Standardise
Sustain
TPM philosophy and benefits
Autonomous Maintenance
OEE/AUR
Effective Training
Planned Maintenance
Early Equipment Management
TPM Workshop
Toyota DNA - Rule 1 All work is standardised
Standardisation vs Kaizen & the tools
Work Standardisation & the tools
Long Cycle Time Standardised Work
Standardised workproblem solving workshop
Operator selection and training in lean

JIDOKA

0
0

TIME

L8
M1
M2
M3
M4
M5
M8
N1
N2
N3
N4
N5
N8
O1
O2
O3
O4
O5
O6
O8
P1
P2
P3
P4
P5
P6
P7
P8
Q1
Q2
Q3
Q4
Q5
Q6
Q7
Q8
R1
R2
R3
R4
S1
S2
S3
S4
S5
T1
T2
T3
T4
T5

Introduction to TPS quality quality

Poke Yoke
Statistical Process Control
Red Workshop
3.1.6 Quality Conrol
Yellow Workshop
Blue Workshop
Green Workshop
Jidoka Milestone Auditing
Unit Time of Work
Problem Solving Boards
3.2.1 Introduce
Andon Systems
Visual Control
Fixed Position stop
Escalation and Quality problem solving in toyota
What is Jidoka
Autonomation
3.2.2 Andon
Designing the span of control
Role of the Lean Team Leader
Team Leader Workshop
Toyota DNA - Rule 2&3 Connection and flow paths
Takt Time
3.3.2-3 Streamline Spaghetti diagrams & PQ analysis
the process for
Specification Rationalisation
continuous flow VSM Designing the productions system for Continuous
flow

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1

3.3.4 -5 Levelling

Setting EPE
QCO SMED
Demand and Load Levelling (Heijunka)
Heijunka Box
One Piece Flow
Establishing Stores
Separation of transport and Work
Levelling by Part (heijunka)
0
0

6. Pull System

Difference between Push and Pull

Types of Pull Systems
Types of Kanban
Batch Size and Signal Point
JIT simulation game
0
0
0

MANAGEMENT SYSTEMS

Organisation

4. Continuous
Improvement

Lean organisation structure & leader role

Role of the Lean Leader
Developing and agreeing new Roles and
Responsibilities
Understanding the PDC?
Jishuken and the Toyota method of kazien
Standardised work Kaizen
Machine Cycle Time Kaizen
Yamazumi & Work Balance
0

Capability Measurement Process

Feedback & Review Process
Capability Building Create Training / Experience Solutions
Assess Capability vs.Requirement & Agree PDP
3.3.1 Hoshin
Planning and
Measures
Lean Design and
Construction

Audits

#N/A

CHANGE
MANAGEMENT

T6
T7
U1
U2
U3
U4
U5
U6
U7
U8
V1
V2
V3
V4
V5
V6
V7
V8
W1
W2
W3
X1
X2
X3
X4
X5
X6
Y4
Y5
Y6
Y7
Y8
Z1
Z2
Z3
AA
1
AA
2
AA
3
AB
1
AB
2
AB
3
AB
4
AB
5
AB
6
AC
1
AC
2
AC
3
AD
1
AD
2
AD
3
AE
1

JUST IN TIME

3.3.2-3 Streamline
the process for
continuous flow

Interviewing and
Facilitation

0
Hoshin Planning and policy deployment
A3 Thinking - writing an A3
Lean Measures
Quality Function Deployment - One team for design
Human Factors in Design
Lean Layouts
Layered Audits
Waste
Walks
(
?
The Role of Working Menus

Standard work Auditing

5s Auditing

Project Management

Stakeholder Management

Shop
Floor Focus Groups

Middle Management Coaching

#N/A
0

0
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1
1
1
1
1

CHANGE
MANAGEMENT

AE
2
AE
3
AE
4
AE
5
AE
6
AF
1
AF
2
AF
3

0
0
0
0
0

Communication

Effective Task Assignment - CPQQRT model

Effective Listening
Presentation Skills

0
0
0
0
0
0
0
0

1
1
1
1
1
1
1
1

Detail of Planned Activity to Achieve Next Level

Plan
Start
Date

Plan
Finish
Date

Reviewed by

Review
Date

WHAT?
The History of Lean
Transformation

1.1 Lean Overview

#N/A

The Production System

Lean Leadership
Principles

The Management System

The visual facory information centres, 5s &

visual control

1.2 Introduction to lean

The role of Standards

Stablity tools
3Ms - Identifying Waste
and VA vs NVA

5 Guiding Principles
Jidoka - Build Quality In

JIT - Produce Only What

Can be Sold

1.3
Resource
for Lean

Respect for Humanity &

Social Responsibility
Obtaining Union Support

Contducting a Diagnostic
- Plan and presentation

Viewing the Business as a

System
Strategy - Finiding the Key
Levers
Identifying the Financial
Opportunity (ROIC)
Executing Lean
Assessments
Understanding
Bottlenecks/ Constraints
Creating Value for
Shareholders
Using ROCE / ROIC / NPV

1.5 Establishing
the Compelling
Need

1.4 Baseline Diagnostic

Effective use of the

Steering Committee

1.6 Plan and Kaizen

Defining Implementation
Loops & Approach
Creating High Level
Master Schedules

Establishing the Change

Management Approach
Generating quick wins Kaizen plan & methods

Aligning All Functions

2.1 -2 Change Agent

Training

Lean Awareness training

Lean fundementals
training
Lean Leadership training

The Change Agent Model

#N/A

Blue Sky Workshops

#N/A
Improving Communication
Channels
Lean Skills Matrix

#N/A

Training needs analysis

Training and Development

in Lean

2.4 - 6 Value Stream Mapping

Value Stream Mapping current state Learning to

see
Scientific method in Lean
- Problem solving at every
level - the link to strategy
Value stream mapping ideal state and full
potential
Value Stream mapping
target state
Creating a Master
Schedule
Writing an A3 for
Business Case
Facilitating a VSM current, target, and A3

WHAT?
Addressing the mindset and behaviour issues to ensure key individuals are motivated to
maintain/increase momentum of the change activity. This includes carefully planned
interventions at all levels, dealing with social, emotional, and political barriers. The
Readiness Check,
How Lean Production was conceived, and how it has evolved into a holistic approach to
business system design. The difference in results between Toyota & Competitors. Results
from our own business and case study of full potential.Why some approaches are
fundamentally flawed and the likely impact on the business, (i.e. what Lean is not). Lessons
learned from our own deployment
An overview of all elements of the production system, how they fit together, and the impact
they have on operational performance. The principles of TPS and the differences between
traditional and Lean Production System
An Overview of the importance of the Toyota Way and Culture in Lean. The values and
philosophy beneath the tools. How a toyota manager is trained. Distinguishing features of
totyota management culture. What Gemba, standardised work means for a lean leader. The
right process vs the right results. Manager as coach through gemba and observation,
standard escalation and. Challenge. Principle of Aiming for perfection and kaizen.
An overview of the system influencers and enforcers required to ensure sustainability.
Influencers include leadership vision, customer focus, and communication strategy.
Enforcers include capabilities management, performance management, and organisation as
well as management standard work. Improving results by improving management control
over the process. Standardisation of escalation. Lean managers working menu.
Development of working menu.
A set of self explanatory visual indicators, signals and controls to direct and support shop
floor activities. Aims to drive standards, eliminate deviation & waste and give 'at a glance'
status.Method of establishing and maintaining an efficient and organised workplace. 5S is
aimed at higlighting abnormalities within the work area and equipment, also to highlight
waste for elimination.
A workgroup based method of documenting processes. Focused around human movement
this method outlines the standard content, sequence, timing and output of the task.
Standardised work to be foundation for safety, quality and cost improvements.
The lean temple and stability tools
Three types of waste to be minimised to increase profitability:
Muda - wasteful/unproductive activity
Mura - uneveness, inconsistency
Muri - overburden, unreasonableness
5 Guiding principles of Lean leadership: Challenge, Go and See, Continuous Improvement,
Respect the Operator, Teamwork.
Build quality into the process by using quality Standardised Work and by placing emphasis
on taking accountability for quality of own work. Don't accept or pass on defects. Touch also
on the basic quality control aspect. Providing an environment with reduced variation and
increased consistency. Processes run the same independent of Individuals.
All team activity is defined by what the customer (internal or external) demands. Eliminate 7
wastes by only producing product type and quantity that can be sold. Emphasis on Takt
time.

Toyota broader respect for humanity culture overview

To work closely with the local management/union representative in order to establish and
agree changes to / re-inforcement of working practices required for the lean transformation
Timely and insightful contributions during routine meetings leading to effective top team
decision making, whilst increasing personal credibility within the client

WHY?
The ability to prepare for diagnostic work, including creating a daily timetable, gaining a
preliminary understanding of the business, conducting any initial contact. To carry out and
communicate a two week diagnostic with a strong story line using a hypothesis-driven
approach
Seeing a business as a set of interconnecting and interdependent processes, and how this
affects the approach required for successful implementation
Strategy, what it is, finding your "leverage points" or Centre of gravity. The Lombardi Power
sweep. Ability to view operations as a 'value delivery system' and to identify levers for
enhancing overall system performance.
Linking the Business Vision, Mission & Purpose to the need for Lean Deployment.
Identifying the links between lean improvement opportunities and the financial performance
of the business through the use of (current state/future state) ROIC trees
To assess current opportunity for Lean tools.
Ability to correctly identify the key constraints in a value stream and articulate its impact.
Examples of how Lean manufacturers have created shareholder value over many years
(e.g. Toyota Market Capitalisation)
To be able to use financial evaluation methods for improvement targets.
Able to understand the reason for use of A3 in Lean and able to describe the compelling
need for own area/business to deploy lean . Summarising the deployment plan and value on
an A3 - A3 thinking and how to write an A3
To define each VSM loop in the future state design, and be able to recommend a suitable
course of action (including sequence) based upon specific circumstances
To assist the plan owner to create a schedule for conducting the lean transformation of the
area(s). To assist Change Agents in creating sensible deployment plans to include
implementation sequence, resource planning, training and awareness, and senior
management coaching
To guide the senior team as to the most effective change management approach, help set
up the review structure, and coach each MS/Workstream owner in developing plan content.
Understanding Kaizen Blitz/ Event methodology and its uses and limitations. Understanding
its place in the toyota Kaizen thinking and systems. Its history and application. Able to
facilitate a kaizen. Establishing a plan for rolling Kaizens to achieve the "true north" metrics
on the A3. Running kaizen blitzs
To ensure all primary and support functions adopt a unified approach to Lean
implementation. Ensure all support functions facilitate the imbedding of Lean, eg Asset
Management, Human Resources, HSE.

HOW?

Able to organise and facilitate a 2 day Lean training session to give attendees an
introductory theoretical and practical understanding of foundation principles, waste
elimination and value streams.
Able to organise and facilitate a 5 day Lean Immersion training session to give attendees a
deeper theoretical and practical application of foundation principles, waste elimination and
value streams - field work experience.
Able to organise and facilitate a Senior Leader Lean training to give attendees a deeper
theoretical and practical application of foundation principles, waste elimination and value
streams - field work experience.
To understand the change agent model and how to influence & persuade during
deployment, line accountability and overfunctioning, when to ask for help and recognise
sponsorship need
Able to conduct blue sky workshop to idenify the ideal state for the area/ factory and create
a plan, communication plan and elevator speech for wider communication
The toyota concept of hoshin - organisational challenges to achieve particular targets in a
focussed way aligned with longer term objectives
To ensure that the organisation has effective, routine, and two-way communication between
management and shop floor, that builds the required culture whilst also managing
expectations
Understanding the Skills matrix and identification of training and development plan for areas
and individuals.
Defined ways of plugging capability gaps. Setting selection criteria, advising top teams, and
planning/delivering the transfer of technical knowledge leading to enhanced capability
Understanding the system of training and devleopment in Toytoa - examples of recruitment,
selection and leader development plans. Understanding the TPS system of training and
development, understanding and planning for the development of these systems in own
organisation.
A structure to gain qualification in supporting Lean deployment within the organisation.
Understanding the selection criteria for the equivalent of Black Belt and Master Black belt in
Lean - understanding the Certification process.
To analyse the current production system and represent this using the standard value
stream mapping convention. To guide/train Change Agents through each process step to
create a complete future state production system design for the factory (future state VSM)
Understanding Rule 4 of the DNA of toyota and how it applies at each s tage of the
deployment . Creating a hypothesis for the deployment of lean via ideal and target state.

Creating the link between the current state and the ideal state for the factory. Blue sky what
is possible workshop to facilitate "out of the box" thinking with regards to the faciltiy
To guide/train Change Agents through each process step to create a complete future state
production system design for the factory (future state VSM)
Creating a Master Schedule that matches the hoshin given by the management team. Using
goal oriented Master scheudle to drive towards the hypothsis target state
Summarising the 12 month lean deployment factory transofrmation plan into an A3
Faciltatation skills for change agents in VSM

WORKPLACE STANDARDS
3.1.1 Visual Performance Management

KPI Hierachy

Setting Targets

CCC Strips
Improvement Plans
Progress Review

Running an information centre

PPS & A3 process for problem
solving
PDCA in Daily problem solving
5s philosophy and workplace
standards
Sort

3.1.2 5s

Set

Shine
Standardise

Sustain

0
0
TPM philosophy and benefits

3.1.3 TPM

Autonomous Maintenance
OEE/AUR

3.1.3 TPM

Effective Training
Planned Maintenance

Early Equipment Management

3.1.4 Standard Work

TPM Workshop
Toyota DNA - Rule 1 All work is
standardised
Standardisation vs Kaizen & the
tools
Work Standardisation & the tools
Long Cycle Time Standardised
Work
Standardised workproblem solving
workshop
Operator selection and training in
lean
0
0

JIDOKA
3.1.6 Quality Conrol

Introduction to TPS quality quality

Poke Yoke
Statistical Process Control
Red Workshop
Yellow Workshop
Blue Workshop
Green Workshop
Jidoka Milestone Auditing
Unit Time of Work

ntroduce Visual Control

Problem Solving Boards

Andon Systems

3.2.1 Introduce Visual Control

Fixed Position stop

Escalation and Quality problem

solving in toyota
0

What is Jidoka

3.2.2 Andon

Autonomation

Designing the span of control

Role of the Lean Team Leader

Team Leader Workshop

3.3.2-3 Streamline the process for continuous flow

0
Toyota DNA - Rule 2&3 Connection
and flow paths
Takt Time

Spaghetti diagrams & PQ analysis

Specification Rationalisation

VSM Designing the productions

system for Continuous flow

3.3.2-3 Streamline the proc

Setting EPE

QCO SMED

Demand and Load Levelling

(Heijunka)
Heijunka Box

3.3.4 -5 Levelling

One Piece Flow

Establishing Stores
Separation of transport and Work
Levelling by Part (heijunka)
0

Difference between Push and Pull

6. Pull System

Types of Pull Systems

Types of Kanban
Batch Size and Signal Point
JIT simulation game
0
0
0

WORKPLACE STANDARDS
How visual performance management works in a lean organiation - the linik to
hoshin planning, cascaded information centres. The ability to create an information
centre. Safety, Community & Environment, Teams & Leadership, Operational
Excellence, Financial Strength, Customer Needs
The linkage between the business strategy and operational metrics. Key
Performance Indicators displayed on Information Centres and reviewed in team
meetings display the critical variables for success of the team. KPI's cascade
down from the top team to all lower teams. Targets must be set in order to
communicate 'no-good' situations and stimulate improvement to bring back to a
'good' state. Targets should be achievable and motivating but cascade from higher
business targets.
CCC strips are raised to communicate a 'non-standard' situation and track
progress of finding and addressing root cause.
Robust, bottom up action plans that meet the improvement targets
Periodic review by team and leader of progress to KPI achievement. A review
mechanism that focuses on managing the performance trend. Process for Weekly
and Monthly overview of metrics and improvement plans
How to run an information Centre - behavioural and social processes as well as
mechanics and problem solving
Practical Problem Solving

Able to describe the interlinked nature of 5S and safety within the business and
the importance of both.
Sort stage of 5S; Remove all unnecessary items to quarantine or red tag area and
ensure correct tools are used.
Set stage of 5S; Set parts/itmes using rules of usage, weight of parts, order parts
are used. Ensure each part has a footprint to highlight missing items - put in
logical sequence.
Shine stage of 5S; Build in cleaning as a form of inspection also to create pride,
ownership, good work area and good impression to customers
Standardise stage of 5S; Document agreed standard and communicate this
acceptable level to members. Ensure standards are visual and displayed for all to
see.
Sustain stage of 5S; method of monitoring progress and reviewing effectiveness of
other stages of 5S. To be effective sustain is driven by management with regular
audits, communications, and leading by example.

TPM Overview - ability to describe the key components, structure and systems
neccesary to support TPM program. .Company focused, self-directed, crossfunctional work groups, working together to improve the overall effectiveness of the
equipment and processes within their area. Improved performance is achieved
using proactive maintenance techniques.
Problem diagnosis and execution of maintenance by operators, freeing up
maintenance crews to focus on predictive and preventative maintenance.
The measure Overall Equipment Effectiveness is the product of Availability,
Performance and Rate. This ratio measure compares how well a process is
operating compared to ideal.

The role of effective training in TPM - the principles of O4R, types of training that
will be required for operators as TPM develops.
The method of maintaining equipment and facilities in satisfactory operating
condition, inspection/detection/correction of failures before they produce a defect.
A process to involve operating teams in specifying features for new equipment.
Product/equipment development and purchasing linked to maintainability and
reliability.
Ability to run a TPM workshop to commence implementation of TPM on a piece of
equipment. Ability to describe the linkages with ipt
Understanding the 4 Rules in Use of TPS - Specifically able to explain Rule 1.
The method to define the capacity of a process.
Charted time breakdown of value added and non-value added work to complete a
task. The chart is used to highlight improvement opportunities.
Detailed sheet with all information required to complete a specific task including,
work steps; elements of safety, quality and knack; pictures/diagrams to help
communicate task method.
The minimum quantity of parts always on hand for processing during and between
subprocesses, allowing workers to do their job continuously in a set sequence.
The method to design Standardised Work for Long Cycle Time Jobs (eg
Conveyance).
The ability to run a workshop to create standard work and teach the philosophy
Understanding the method of operator training and selection in a lean environment
- understanding fundemental skills training and its implementation approach.

JIDOKA
Overview of lean quality control systems
Understand and able to give examples of poke yoke.
Able to construct SPC chart and to explain why lean quality control is different to
SPC
Able to run a red workshop
Able to run a yellow workshop
Able to run a blue workshop
Able to run a green workshop
Able to conduct a Jidoka milestone audit, explain its function and tool for
managing process cotnrol
Able to explain the difference between takt time and cycle time. Able to construct
basic unit values table
Able to construct production analysis board, do 5 why problem solving, facilitate
shop floor teams, integrate with daily information centres.
A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process). A set of self explanatory visual indicators, signals and controls to
direct and support shop floor activities

A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process)
The toyota quality system and problem solving and escalation within tps

Able to understand the full application of Jidoka pillar - philosophy and intents (vs
the limited quality system applciation)
Able to describe the concept of autonomation and its history

Able to design the correct span of control for andon calls/ line stops, depending on
process stability, geographical scope and takt time.Ideal number of subordinates
that report to each manager/leader, the reasons for this and the ability to
determine in own enviroment a target state that allows for in the moment problem
solving and escalation
The role of the team leader - able to teach the team leader training workshop

Managing inventory levels of Buffer stocks between pre-determined minimum and

maximum levels.

JUST-IN-TIME
Able to describe the place of continuous flow, and the fundemental rules required
to facilitate a Just in time production system
The application of takt time within just-in-time for making at the rate of the
customer requirement. The (limited) application of making parts at a rate greater
than takt time where catchback overtime is not possible. The (limited) application
of making parts at a rate different to takt time in cases where the workload of
different products is significantly different
Able to undertake product quantity analysis and trace the flow of a product through
point of customisation and flow paths
Able to analyse current specifications and determine opportunities for
rationalisation.
Understand the concept of continuous flow as ideal state. Able to articlate potential
for flow in own plant/ area

Able to determine capacity with increased changeovers. Able to incorporate

changeover reduction targets into master schedule and tracking at information
centres. Able to understand the benefits of smaller lot sizes and explain this to
others.
Method of reducing the time taken for changeovers, where a changover is the time
between the last good product and the first new good product produced at the
specified speed.
Able to analyse the current state with regard to volume fluctuation and determine
buffer stock in finished goods if neccesary. Able to design a target state and plan
for levelling volume at each stage in the process.
The method to design a Line that maintains its Manpower Productivity despite
changes in Takt Time (Including Design Features are expected for a Machine in a
FML). The method to utilise Manpower when a Line falls behind demand or
requires part of an Operator (eg 4.6 People).

The method to calculate manpower requirements based on Takt Time and the unit
time of work.
Able to describe and analyse own work area for opportunities to apply cellular
manufacturing principles to improve flow.
Able to establish the possibilility for one piece flow in own area/ plant
Able to design the placement of stores and standard inventories for the process
and materials
Able to analyse own work area for opportunitties for separation of transport of raw
materials to the line and between lines from the value adding work of produciton.
Able to design standard transport paths and implement same
The method used to create a levelled pull, based on Quantity and Variety, over a
given period on the final manufacturing process . The method used to create the
level pull (creating a 'takt') on the final manufacturing process, by phasing the
Sequence List provided to the Customising process. Use of Sequence Lists to
achieve Heijunka in mix and volume.
The principal advantage of pull over push systems
The understanding of where Fill-Up, Sequential and Mixed Pull Systems should be
used
Understanding the different types of kanbans (production instruction and parts
withdrawal) and the different forms and applications of each type of kanban
Calculation of batch size and signal point for all the batch kanban methods
(Triangle, Pattern and Batch Making)
Understanding of how a Batch Making (Production Instruction) kanban works
Understanding of how a Pattern Making (Production Instruction) kanban works
To demonstrate the problems of demand amplification and, hence, the need for a
pull system
Use the JIT game to demonstrate the three elements of JIT (eg Plug exercise)

4. Continuous Improvement

Organisation

MANAGEMENT SYSTEMS
Lean organisation structure &
leader role

Understand the Toyota hierarchy, organisational design and

structural principles

Role of the Lean Leader

What is expected of a leader in maximising the safety QCD

performance of the area that they are responsible for in a
Lean environment.

Developing and agreeing new

Roles and Responsibilities

Liaison with the HR function and other top team members to

design specific roles/responsibilites in order to ensure
sustainability

Understanding the PDC?

Understanding "Rule 4" - and what the scientific method

means, how it relates to pdca cycle. How pdca cycle applies
to all levels of improvement planning and kaizen.

Jishuken and the Toyota method of Understanding the toyota kaizen method and levels of
kazien
kaizen, including Jishuken process and "Kaikaku" or step
changes
Standardised work Kaizen
Machine Cycle Time Kaizen

Yamazumi & Work Balance

The method for carrying out Standardised Work (Motion)

Kaizen to reduce or avoid additional manpower.
The method for carrying out Machine Cycle Time Kaizen to
overcome a problem with a machine which cannot achieve
Takt.
Ability to utilise Yamazumi to make improvements in part
jobs. The method for analysing each job within a process
sequence, identifying Job Elements. These elements might
be coded. Work balance chart is the method for evaluating
and analysing each Job's Workload on a process.

.3.1 Hoshin Planning and Measures

Capability Building

0 The principle of applying simple mechanical devices to

Kaizen the Partial (Shoujinka) Job.
Capability Measurement Process
Feedback & Review Process
Create Training / Experience
Solutions
Assess Capability vs.Requirement
& Agree PDP

Who and how capability can be measured

A mechanism for enhancing capability through regular review
and feedback
Defined ways of plugging capability gaps
Ensures that people are developed as a result of gap
identification.
0 A structure to gain qualification in supporting Lean
deployment within the organisation.

Hoshin Planning and policy

deployment

The 1 and 3 - 5 year process used to identify and adddress

critical business needs and develop people capability,
applying pdca cycle to consistantly achieve critical results.
Understanding the method of effective hoshin planning and
policy deployment to develop a shared vision of where we
are going and how we will ge there. Ability to create "True
North" planning and execution tree.

A3 Thinking - writing an A3

Ability to create a one page A3 report. Understanding the

different types of A3s' (Hoshin, Problem solving, proposal
and Current status).

3.3.1 Hoshin Planning an

Lean Design and
Construction

Lean Measures

Understanding the different metrics that should be measured

to change the mindset regarding the business. - Delivery and
Customer service (On time delivery, complete orders, lead
time), Quality (Rework, PPM, first pass yeild, Internal PPM
rejects, process variation) Cost and Productivity (Inventory
turns, throughput time, Labour value add, performance to
load levelling)

Quality Function Deployment - One The process of using QFD to ensureall relevant stakeholders
have had quantative input into design
team for design
Human Factors in Design
Multi-functional team are co-located and work together on
common task (eg Ops & design).
Lean Layouts
Application of scientific facts regarding humans to the design
of objects, systems and environment. Applied science of
equipment design to maximise productivity by reducing
operator fatigue and discomfort.
Layered Audits

Audits completed at different time schedules by multiple

layers of the organisation: operator, superintendent,
manager, general manager.
What is a waste walk, how to do one, the purpose of them,
giving coaching on waste identification

Audits

Waste Walks
The Role of Working Menus

Working menus are a form of Standardised work for

Leaders. They provide a minimum task list to enable the
expectations of an individual or team to be met.

Standard work Auditing

Leaders and team members regularly audit compliance to

standardised work.
Leaders and team members regularly audit compliance to 5s

5s Auditing

0 Process where each audit will result in feedback to the

operators on 'no-good' situations and concerns.

CHANGE MANAGEMENT
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0
0

To be able to plan and implement the Practical Change

Management
approachprojects
as part identified
of a controlled
andLean activity
Manage
improvement
through
sustainable
Lean
Transformation
. Use
of the Practical
through
to key
completion
using
Master
Schedules.
Managing
groups
of
stakeholders
through
change during
Change
Managementunderstand
'Jigsaw' framework
in order to coach
Lean
deployment.To
the key components
of the
managers
through
'explore/commit'
and
modelling'
change agent
model.To
effect change
at'role
all levels
of an
concepts
organisation by understanding/influencing the
social,emotional and political position of key individuals
Organisation, delivery, interpretation of results, and provision
of
feedback
from sessions
where
local operators
are
invited
Use
of the Practical
Change
Management
'Jigsaw'
framework
to
express
their
views,
fears,
and
improvement
suggestions
in order to
coach managers
through
'explore/commit'
and
Careful,
selective,
planning and
execution
of formal and
prior
to the
pilot concepts
area
changes
'role
modelling'
informal
sessions
designed
to break down barriers (internal
and external) and gain entry with small teams

Iterative four step problem-solving process: Plan, Do, Check,

Act.
Lean team based Practical Problem Solving method which
can be applied to a complex problem, analyse it in order to
understand the true root cause, which in turn allows for the
introduction of a robust countermeasure thus permanently
eliminating the concern.

0
0

Reviewed by
Review Date

0 Key problem solving tools

Understand process and applicability of additional problem
solving
methodologies
A
rigourous,
systematic problem solving methodology which
follows
the
DMAIC
process. It- Rule
focuses
driven
0 How toyota solves problems
4 - on
thedata
scientific
method,
decision
making
and
uses
statistics
to
validate
both
root
using
data,
hypothesis
testing
with
a
teacher
problem
0
causes
and
any
claimed
improvement.
In
6
Sigma
solving
mechanisms
in
tps
0
performance is measured against the customers
0 Understanding effective task assignment model
requirements (capability), a 6 sigma operation is one where
0 The
ability to "hear"
what others
are
saying deviations from
the customer
specifications
are 6
standard
0 Ability
to
present
and
facilitate
experiential
activities to
the mean.
increase
the
understanding
and
application
0 Ability to communicate effectively in writing. of Lean in the
organisation.

#N/A

CHANGE MANAGEMENT
(
?

Project Management

Interviewing and
Facilitation

Stakeholder Management

To be able to plan and implement the Practical Change

Management approach as part of a controlled and
sustainable Lean Transformation . Use of the Practical
Change Management 'Jigsaw' framework in order to coach
managers through 'explore/commit' and 'role modelling'
concepts
Manage improvement projects identified through Lean activity
through to completion using Master Schedules.
Managing key groups of stakeholders through change during
Lean deployment.To understand the key components of the
change agent model.To effect change at all levels of an
organisation by understanding/influencing the
social,emotional and political position of key individuals

Shop Floor Focus Groups

Organisation, delivery, interpretation of results, and provision

of feedback from sessions where local operators are invited
to express their views, fears, and improvement suggestions
prior to the pilot area changes

Middle Management Coaching

Use of the Practical Change Management 'Jigsaw' framework

in order to coach managers through 'explore/commit' and
'role modelling' concepts
#N/A Careful, selective, planning and execution of formal and
informal sessions designed to break down barriers (internal
and external) and gain entry with small teams
0 Iterative four step problem-solving process: Plan, Do, Check,
Act.

0 Lean team based Practical Problem Solving method which

can be applied to a complex problem, analyse it in order to
understand the true root cause, which in turn allows for the
introduction of a robust countermeasure thus permanently
eliminating the concern.
0 Key problem solving tools
0 Understand process and applicability of additional problem
solving methodologies
0 A rigourous, systematic problem solving methodology which
follows the DMAIC process. It focuses on data driven
decision making and uses statistics to validate both root
causes and any claimed improvement. In 6 Sigma
performance is measured against the customers
requirements (capability), a 6 sigma operation is one where
the customer specifications are 6 standard deviations from
the mean.
0 How toyota solves problems - Rule 4 - the scientific method,
using data, hypothesis testing with a teacher - problem
solving mechanisms in tps

Communication

Effective Task Assignment CPQQRT model

Effective Listening
Presentation Skills

Understanding effective task assignment model

Written Skills

Ability to communicate effectively in writing.

The ability to "hear" what others are saying

Ability to present and facilitate experiential activities to
increase the understanding and application of Lean in the
organisation.