The eLearning Center for Gatlin International

Lean Enterprise is a process designed to bring about rapid, step-change improvements to the performance of an organization through an overhaul of the value stream. It is comprised of a comprehensive set of elements, rules and tools that focus on value, the elimination of waste and continuous incremental improvement.

As market forces dictate pricing and lead time pressures, businesses need to focus on waste-free processes in order to grow margins and remain competitive.

Lean primarily focuses on the relentless elimination of waste from all business activities. This is achieved through the use of specific concepts that are intended to provide excellent quality products, delivered on time, at the lowest total cost, and only on the specific demand of the customer.

Companies transitioning to a Lean culture are now seeing radical improvements in profitability, service levels, productivity, asset utilization, cash flow, inventory levels, changeover times, product designs, quality, cycle times and product costs.

Lean Mastery contains clear, concise information on transforming an enterprise to Lean. The course is packed with examples, photographs, graphics, quizzes, progress tests, case studies and many interactive features that provide tips, "try this" exercises and in-depth information. The program contains 60 hours of study that covers all of the Lean Enterprise concepts and was authored by people who have successful, hands-on, practical worldwide experience.

Upon registering, you are given an initial six months to complete the program. Should you need more time, you may request a 6-month extension at no additional charge.

Course Objectives

Upon completion of this course, the student will:

  ·  Have gained a broad perspective of Lean Enterprise concepts and understand the interaction between the Lean elements, rules, and tools.
  ·  Understand how Lean concepts can be applied to the different operational departments of a business, why the organization culture must change and why the Lean process must be institutionalized.
  ·  Recognize how the application of Lean principles can substantially improve the operating and financial performance of any business.
  ·  Understand the need to change and how to recognize and eliminate waste.
  ·  Know how to determine value added, non-valued-added and non-value-added-but-required activities.
  ·  Understand why everyone in the organization must participate and how this is accomplished.
  ·  Know the importance of identifying the value stream, how it is mapped and how to identify the areas that require improvement.
  ·  Gain a complete understanding of the elements of Flow and Pull and how these are applied.
  ·  Learn why the pursuit of perfection is a way of life.
  ·  Understand the fundamentals of Standard Work and how these can be used to help eliminate process variation.
  ·  Recognize why the limit-people-and-materials rules are important and how they are integrated with the lean tools to eliminate waste.
  ·  Understand how to develop a road map and an implementation plan.
  ·  Understand Policy Deployment and why this is a critical part of any Lean implementation process.
  ·  Recognize the fundamental importance of the Kaizen process, how this is used in every aspect of a Lean implementation and how it is used to change the culture.
  ·  Learn about the concept of Design for Manufacture and Assembly and how design influences cost.
  ·  Gain a broad understanding of the concepts of 5S, Single Minute Exchange of Dies (Quick Change), Total Productive Maintenance (TPM), Kanban, Visual Workplace, Error-Proofing, Scheduling.
  ·  Understand the role of accounting in the Lean implementation process and how lean metrics must replace traditional metrics. Find out how metrics drive behavior and how cost of quality impacts business performance.
  ·  Get an overview of Six-Sigma and how Lean Enterprise and Six-Sigma are complimentary processes that are used to improve business performance.

I. Foreword


  ·  Lean Enterprise Defined
  ·  How It All Began

II. The Need for Change

  ·  Why Change?
  ·  Benefits of Lean
  ·  The Evolution to Lean
  ·  Touring a Traditional Operation
  ·  Lean v. Traditional Manufacturing
  ·  Batch and Queue
  ·  The Role of Management
  ·  Organization Changes
  ·  Resistance
  ·  The Role of Education

III. Lean Theory

  ·  Overview
  ·  Waste
  ·  The Types of Waste
  ·  Provide Value
  ·  Radical Change
  ·  Continuous Incremental Improvement
  ·  Lean Elements

  ·  Value
  ·  Value Stream
  ·  Flow
  ·  Pull
  ·  Perfection

  ·  Lean Rules

  ·  Standard Work
  ·  Limit Material Movement
  ·  Limit People Movement
  ·  Educate Everyone

  ·  Lean Tools Overview

  ·  Kaizen
  ·  5S
  ·  TPM
  ·  SMED
  ·  Process Mapping
  ·  Takt Time
  ·  Line/Work Balancing
  ·  Kanban
  ·  Mistake Proofing
  ·  Autonomation
  ·  DFMA
  ·  Visual Workplace
  ·  5 Why
  ·  One-Piece-Flow
  ·  Spider Charts
  ·  Spaghetti Charts
  ·  U-Shaped/Continuous Flow Cells
  ·  Rabbit Chase
  ·  Six Sigma
  ·  Focused Factory

IV. Kaizen

  ·  Kaizen Defined
  ·  Philosophy
  ·  10 Principals
  ·  Problem Selection
  ·  Guidelines
  ·  Value-Added, Non Value-Added, Non-Value-Added Required
  ·  Manufacturing Kaizen

  ·  Batch and Queue
  ·  Manufacturing Kaizen goals
  ·  Manufacturing Kaizen aspects
  ·  Manufacturing Kaizen presentation
  ·  Summary

  ·  Administrative Kaizen

V. Value Stream Mapping

  ·  VSM Defined
  ·  Purpose of VSM
  ·  Technology Used
  ·  The Current State Map
  ·  The Future State Map
  ·  Strategy
  ·  Getting Started
  ·  The Team
  ·  Developing a VSM
  ·  VSM Approach
  ·  Definitions and Icons

VI. Transforming the Enterprise

VII. SMED (Single Minute Exchange of Dies/Quick Change

  ·  Audi
  ·  Goals
  ·  Traditional Concepts
  ·  Inventory
  ·  Benefits
  ·  Rules
  ·  Internal v. External Activities
  ·  Methodology
  ·  Observe and Document Current Process
  ·  Separate Internals from Externals
  ·  Develop Plan
  ·  Observe and Document New Process
  ·  Standardize New Process
  ·  Celebrate

VIII. TPM (Total Productive Maintenance

  ·  Introduction
  ·  Definition
  ·  Alternatives
  ·  Prevention Principles
  ·  Obstacles
  ·  Types of Breakdowns
  ·  Deterioration
  ·  How TPM is Implemented
  ·  Overall Equipment Effectiveness (OEE)
  ·  Calculating OEE
  ·  The Six Big Losses
  ·  Types of Maintenance

  ·  Preventive
  ·  Breakdown
  ·  Corrective
  ·  Predictive
  ·  Maintenance Prevention

  ·  TPM Tools
  ·  Autonomous Maintenance
  ·  7 Steps to Autonomous Maintenance
  ·  Skills Training
  ·  TPM Strategy

IX. 5S

  ·  Introduction
  ·  Definition
  ·  Separate
  ·  Sort
  ·  Sweep
  ·  Standardize
  ·  Sustain
  ·  Safety

X. DFMA (Design for Manufacture and Assembly

  ·  Definition
  ·  Traditional Approach
  ·  Concurrent Engineering
  ·  DFMA Principles
  ·  DFMA Rules
  ·  Why DFMA?
  ·  Design Techniques
  ·  Design Process
  ·  Design for Six Sigma Overview
  ·  DFMA Benefits
  ·  Product Release

XI. Kanban

  ·  Introduction
  ·  Definition
  ·  Pull v. Push Systems
  ·  Function
  ·  Applications
  ·  Information Flow
  ·  Types
  ·  Calculations
  ·  Information Requirements
  ·  Manufacturing Rules
  ·  Planner Rules
  ·  The Role of MRP
  ·  Electronic Systems
  ·  Inventory Carrying Costs

XII. Other Lean Tools

  ·  Standard Work
  ·  Visual Workplace Management
  ·  Error Proofing (Poka-Yoke)
  ·  Scheduling and Leveling (Heijunka)
  ·  Value Selling

XIII. Lean and Six Sigma Overview

XIV. Lean Accounting Overview

XV. Implementing Lean

  ·  Putting it All Together
  ·  Lean Road Map
  ·  Policy Development
  ·  Lean Implementation Plan
  ·  Lean Metrics