SMED

• Day 1: Introduction to Workshop, The Goals and Principles of Lean, 5S, Basic TPM, Visual Management

• Day 2, Step 1: Separate Internal and External Work

• Day 3, Step 2: Convert Internal work to External

• Day 4, Step 3: Streamline all tasks in Changeover

• Day 5, Step 4: Standardise all tasks

• Duration: 5 days  

 

5S

• What is 5S and why should we do it?

• Apply the 5 steps in a predefined area

• Duration: 1 day

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Standard Work and Job Instruction Methodology

• What is Standard Work and what are the myths?

• Why is it the baseline for Continuous Improvement?

• How to make a good Standard Worksheet?

• What is JIM and why is it needed?

• What is a Job Breakdown Sheet?

• Why is it important to audit?

• In a predefined workplaces a Standard Worksheet, Job Breakdown sheet and audit sheet will be developed

• Duration: 3 days

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Lean Layout for cell creation

• With a mixed team (different level, different shifts) a lean cell will be designed and where possible implemented

• Day 1:  Introduction, 7 Wastes, Activity Sampling, Calculate Takt Time, Process Map, Holmes Cell (simulation)

• Day 2: Build & Test Mock-Up of Cell, Detail design for Cell

• Day 3: PDCA for cells – Design, Build, Test, Learn

• Day 4: Detail optimum layout - Material feeds and Poke-Yokes

• Day 5: Final test, Document workshop, Presentation and tidy-up

• Every Day:  Communicate to other employees, especially night shift and Management Review

• Duration: 5 days

Total Productive Maintenance

• For a predefined machine/ cell a team of your operators and maintenance technicians  will develop Point of use stations (after having done a basic 5S action), a TPM board, a check sheet for autonomous maintenance, a check sheet for preventive maintenance and an audit sheet.

• What is the meaning of the maintenance metrics MTTR  and MTBF?

• What is OEE and how should it be used to improve?  

• Duration: 3 days

Value Stream Mapping

• Is a 100% shopfloor activity developed for management team members to learn to see the opportunities

• First a Current State VSM will be developed for a product family you define.

• Then the Future State VSM is built showing the improvement opportunities.

• Duration: 2 days

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Process Mapping for office processes

• As there are also many improvement opportunities in office and administration processes, this workshop will reveal the waste in your current way of working and help you identifying the improvements.

• Participants are all the people involved in this particular process.

• Both Current and Future Process Maps will be developed.

• Duration: 2 days

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Visual management

• You select an area/ line/ cell and with a team of mixed level (team members, supervisor, engineer, ...) we develop a cell board and a business process (Who updates?, How is this data driving to improvement?, How often to update? , How to audit?, ...).

• Duration: 1 day

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Level Load: Heijunka, Kanban systems

• Advisable is to have your Current State Value Stream Map developed up front (see 1 week Lean basic training)

• You learn how to create and control Level Schedules and the benefits of a Level Load:

  • Stability for Cell

  • Improved productivity

  • Reduced Changeover Time

  • Reduced Inventory

• What are your Runners, Repeaters and Strangers?

• How to develop a Heijunka board?

• Duration: 1 day

 

 

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