Just-in-time Enterprise Institute (JEI)...

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Just-in-time

Enterprise

Institute

(JEI)

Programs

of

Instruction (POI)

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JEI’s Program of Instruction (POI) Table of Contents

Just-in-time Enterprise Flow Public Workshops 1. Just-in-time “Complete” Enterprise Flow Workshop (4+5 Days) 1-4+5 Day JIT ENTERPRISE Flow WS……..…....... 7 2. DNA of Toyota’s Manufacturing Flow Workshop (3 Days) 2-3 Day DNA of MFG Flow WS………………….……… 9 3. Just-in-time Supply Chain & Distribution Logistics Flow Workshop (3 ½ Days) 3-3.5 Day SUPPLY+DIST Flow WS... 11 4. DNA of Toyota’s Just-in-time Supply Channels Flow Workshop (3 Days) 4-3 Day DNA of SUPPLY CHAIN Flow WS… 13 5. Just-in-time Hi-Mix, Multi-tier Supply Chain Flow Workshop (3 ½ Days) 5-3.5 Day Hi-Mix MULTI-TIER Flow WS ……. 15 6. Just-in-time MRO (Maintenance, Repair, & Overhaul) Flow Workshop (2 ½ Days) 6-2.5 Day JIT MRO Flow WS…… 17 7. Value Stream Management Workshop (3 ½ Days) 7-3.5 Day VALUE STREAM MGMT WS…………………………….... 19 8. Toyota’s Leadership Development Path Workshop (2 Days) . 8-2 Day Toyotas LEADER DEVELOPMENT WS………….. 21 9. Just-in-time Value Stream Mapping Workshop (3 ½ Days) 9-3.5 Day VS MAPPING WS…………….………………….. 23 10. Lean Master Black Belt (MBB) Enterprise Flow Workshop (3+5 Days) 10-3+5 Day MASTER BLACK BELT ENT Flow WS… 25

On-Site Executive Focused Learning Activities - Assisting in Integrating a Culture of Lean 11. Executive Just-in-time Enterprise Manufacturing Flow Workshop (2 Days) 11-2 Day EXEC ENT MFG Flow WS……… 27 12. Executive Just-in-time Supply Chain & Distribution Logistics Flow (2 Days) 12-2 Day EXEC SUPPLY+DIST Flow WS 29 13. Executive Flow & Process Kaizen Leadership Workshop (4 ½ Days 13-4.5 Day EXEC FLOW+PROCESS KZ LEADER WS.. 31 14. Principles & Practices of Lean System Flow Workshop (1+2 Days) 14-1+2 Day PRINCIPLES+PRACTICES WS………… 33 15. Executive Lean Transformation Planning Workshop (2 Days) 15-2 Day TRANSFORMATION PLAN WS………………… 35 16. Executive Value Stream Management Workshop (2 Days) 16-2 Day EXEC VALUE STREAM MGMT WS………………… 37

On-Site Value Stream Flow Kaizen Workshops (Kaikaku)

17. JIT Enterprise Value Stream Flow Kaizen Workshop (4+5+8+9 Days) 17-4+5+8+9 Day ENT VS Flow KZ WS……………. 39 18. JIT Manufacturing Work-in-Process Value Stream Flow KZ (3+4+5+6 Days) 18-3+4+5+6 Day MFG WIP Flow KZ WS… 43 19. JIT Business Process Value Stream Kaizen (3+4+5+6+8+9 Days) 19-3+4+5+6+8+9 Day BUS PROCESSES VS Flow KZ WS. 46 20. Just-in-time “Visual” Operations Management / Control Kaizen (4+5 Days) 20-4+5 Day VISUAL OPNs MGMT WS… 49 21. JIT Manufacturing Materials Management/Pull Systems KZ (3+4+5 Days) 21-3+4+5 Day MFG MATERIALS KZ WS… 53 22. JIT System Logistics Flow Kaizen Workshop (1+2+3+4+5 Days) 22-1+2+3+4+5 Day LOGISTICS Flow KZ WS……..…….. 56 23. JIT Product Distribution Flow Kaizen Workshop (4 ½ Days) 23-4.5 Day DISTRIBUTION Flow KZ WS………………….. 58 24. JIT Fulfillment & Warehousing Flow Kaizen Workshop (3+4 Days) 24-3+4 Day FULFILL+WAREHOUSE KZ WS………. 62 25. JIT Maintenance, Repair, & Overhaul (MRO) Flow Kaizen Workshop (4+5 Days) 25-4+5 Day MRO Flow KZ WS……. 65 26. JIT Maintenance Shop Supply Flow Kaizen Workshop (3+4+5 Days) 26-3+4+5 Day SHOP SUPPLY Flow KZ WS…......... 68 27. JIT Manufacturing Parts Kitting Kaizen Workshop (6 Days) 27-6 Day MFG PARTS KITTING KZ WS…………………... 71 28. JIT Manufacturing Procurement Systems Kaizen Workshop (3 ½ Days) 28-3.5 Day LEAN PROCUREMENT KZ WS……. 75 29. JIT Project Manufacturing Kaizen Workshop (4 Days) 29-4 Day PROJECT MFG KZ WS……………………………….. 78

30. Just-in-time Hi-Mix, Multi-tier Supply Chain Flow Kaizen Workshop Series………………... 80 30-3+4+5+20 Day MULTI-TIER SUPPLY CHAIN KZ WS

Selection of Supply Chain Focus Value Chain (4 ½ Days) Preparatory Supply Chain Current State Mapping (3 ½ Days) Designing the “Macro” Just-in-time Supply Chain Flow Kaizen (4 ½ Days) Extended Supply Chain Kaizen Training (4 ½ Days) 1

st Value Stream Flow Kaizen – 1

st Tier Supplier (4 ½ Days)

2nd

Value Stream Flow Kaizen – 2nd

Tier Supplier (4 ½ Days) 3

rd Value Stream Flow Kaizen – 3

rd Tier Supplier (4 ½ Days)

Final Design “Macro” Just-in-time Supply Chain Flow Kaizen (4 ½ Days) Future State Transformation Planning Workshop (4 ½ Days)

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Just-in-time / Lean Boot Camp Series ……...…………………………………………………..………….. 84

31. Boot Camp # 1: Fundamentals of Lean Systems Flow Course (4 Weeks) 31-BC 1 LEAN FUNDAMENTALS Crs.…….... 84 32. Boot Camp # 2: JIT Operational Value Stream Flow Course (4 Weeks) 32-BC 2 JIT VALUE STREAM Flow Crs………... 89 33. Boot Camp # 3: JIT Complete Enterprise Flow Course (4 Weeks) 33-BC 3 JIT ENTERPRISE Flow Crs……..…………. 94

Operational Process (Shop Floor Kaizen Coaching Workshops …………………………..………... 99

34. JIT Process Kaizen (i.e., Point kaizen) PKA (4+5 Days) 34-4+5 Day PROCESS KAIZEN PKA WS………..…….……… 99 35. JIT Supply Fulfillment Flow WS (4 Days) 35-4 Day JIT FULFILLMENT Flow WS………………….……………………. 100 36. JIT Logistics Flow Workshop (3+4 Days) 36-3+4 Day JIT LOGISTICS Flow WS..…………………..……………………... 103 37. DNA of Service Parts Supply Flow Workshop (3 Days) 37-3 Day DNA of SERVICE PARTS SUPPLY Flow WS……….......... .106 38. JIT Supply Chain Flow Workshop (3 Days) 38-3+5 Day SUPPLY CHAIN Flow WS………....….………………………….. 108 39. JIT Procurement Systems Flow Workshop (4 Days) 39-4 Day JIT PROCUREMENT WS……..………………………….. 111 40. Reference-Continuous Improvement (Kaizen-Train-the-Trainer) 40-References-CONTINUOUS IMPROVEMENT WS……. 113 41. Reference-5 “S” / Visual Work Center Organization 41-References-5 S+VISUAL MGMT WS…..……………………... 113 42. Reference-Toyota’s Problem Solving Process (PDCA) Workshop 42-References-PROB SOLVING-PDCA WS….……..... 113 43. Reference-Toyota’s Standardizing Work Methods Workshop 43-References-STANDARD WORK METHODS WS…….…... 113 44. Reference-Reducing Changeover Turbulence (Setup Reduction) 44-References-CHANGEOVER TURBULENCE WS….. 114 45. Reference-Creating Work Cells & Cellular Manufacturing Workshop 45-References-CELLULAR MFG DESIGN WS.…… 114 46. Reference-Zero Quality Control (ZQC) (Perfection) 46-References-ZERO QUALITY CONTROL WS..……….……………114 47. Reference-Total Production Maintenance (TPM) Workshop 47-References-TOTAL PRODUCTIVE MAINTENANCE WS……..114

Creating Just-in-time Enterprise Flow Certification Series 48. Just-in-time Enterprise Business Flow Certification Course (3 Day) 48-3 Day JIT ENT BUS Flow CERT Crs…………… 114 49. Just-in-time Logistics Flow Certification Course (3 Day) 49-3 Day JIT LOGISTICS Flow CERT Crs…..…….……….…… 117 50. JIT Supply, Storage & Distribution Flow Certification Crs (3 Day) 50-3 Day JIT SUPPLY+STORAGE+DIST Flow CERT Crs 120

Onsite Sustainment Coaching …………………………………….………………………………….....123 On-Site Flow Kaizen Transformation Support Planning & Sequencing Integration Improvement Activities Basic - Advanced Training in all areas of Lean Mfg., JIT Log, and Bus Process KZ Production, Materials, and Storage Flow Facility Layout On-Site Shop Floor Operations Coaching Work Cell & Cellular Manufacturing Design Changeover Reduction Transformation & Sustainment Measurement & Audit Transformation Success Criteria and Audit Systems Partner Supplier Development Just-in-time Supplier Selection & Development Training Just-in-time Supplier Performance Metric & Audit System Design

[ ~XXX ] = Approximate Number of Progressive Animated Power Point Presentation Slides for Event

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JEI Programs of JIT Instruction (POI)

About the Institute

Focus • Lean Systems & Just-in-time (JIT) Logistics Education • Former University of Kentucky Lean System Designers, Coaches, & Educators • Creation of Flow through Internal & Supply Chain Flow Kaizen (Kaikaku)

Mission: Education & Coaching to Assist in Transforming Partner Organizations to Lean Manufacturing &

Just-in-time Logistics Principles & Practices

Goals & Objectives: Provide Highest Quality Education & Coaching Transfer of Flow Kaizen Knowledge

Our Approach

First we Listen (and Learn)! Only after we fully understand your business and problems, we assist your

people in developing and executing a “practical transformation path toward a lean operational &

management culture

Our role ends when enough knowledge has been transferred through our coaching to allow your staff to

complete the process of integrating lean principles into every aspect of your company’s enterprise activities

How your “Lean Team” Helps!

Current & Recent Partners

AAR Corporation [ 2 ] Genie Industries AAR Aircraft Svc Indianapolis [ 3 ] Harley-Davidson AAR Aircraft Svc Oklahoma [ 5 ] Hitachi Cable [ 1 ] Aolston Power Ingersoll Rand Company [ 2 ] Bendix Brakes Jones Plastic & Engineering Co. Blue Grass Army Depot [ 3 ] Komatsu REMAN Boeing Company Komatsu Forklifts [ 3 ]

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Bosch Rexroth AG Landing Gear, AAR Corp. [ 3 ] Bostitch-Stanley [ 2 ] Lockheed Martin Corp [ 34 ] British Petroleum (BP) [ 1 ] Mercedes-Benz US [ 1 ] Bullard Omaha Standard [ 1 ] Colorlab [ 2 ] Praxair, Inc. [ 4 ] Cooper Tire & Rubber Company Ruskin Manufacturing [ 2 ] Dana Glacier [ 1 ] Russian Aluminum (RUSAL) [ 1 ] Department of Defense (DOD) Spartech Corporation [ 1 ] Donaldson Filtration [ 1 ] Southwire Corporation [ 15 ] EaglePicture Technologies [ 8 ] SPX - Contac [ 1 ] Federal Express (FedEx) [ 1 ] SSI Shredding [ 3 ] Foam Design, Inc. [ 2 ] Square D [ 1 ] Ford Motor Company Tyco HealthCare Int [ 2 ] General Electric [ 1 ] York International [ 2 ] General Motors Corporation Yorktowne, Inc. Mosaic Minerals [ 1 ] US Air Force [ 1 ]

Testimonials Value Stream Flow Kaizens “JEI's coaching of our flow kaizen allowed us to cut our manufacturing lead time in half and freed up substantial floor space for adding products to our lineup” Flow Kaizen Sponsor Vice President, Southwire Company “Understanding that creating flow and designing an effective means of managing flow is one of the most important aspects and advantages of lean” “JEI helped us achieve both with extraordinary success” Flow Kaizen Sponsor Plant Manager, Komatsu “With JEI's coaching, our flow kaizen team was able to design a way to repair four airplanes simultaneously within a single hanger” “This just about cut our repair cycle time in half” Flow Kaizen Sponsor General Manager, AAR Corporation "Excellent. Informative!" Flow Kaizen Participant, Southwire Company "Great learning experience" Flow Kaizen Participant, BAE Systems "Our coach has an ability to open our minds & look at the overall system" Flow Kaizen Participant, Komatsu Forklifts "Our coach was extremely knowledgeable having worked within the Toyota system” “He then effectively taught us the system as it really is" Flow Kaizen Participant, Komatsu Forklifts

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Public & On-Site Logistics & Enterprise Flow Workshops - “Liked the three & one half day format!” - “Hotel & Food was great!” - “Benchmarking visits were excellent!” - “Coaches were great!” Workshop Participant-Boeing Airplane Company "Excellent Workshop, seminars matched the benchmarking visits we did perfectly” “Very impressive how kanban mechanisms work within Toyota’s suppliers" Workshop Participant, Medtronic Puerto Rico Operations "Knowledgeable coach & benchmarking guides" "The bench-marking visits were great, and Jim's personal experiences with Toyota were very valuable" Workshop Participant, Omaha Standard "The bench-marking visits were very valuable!” “It was terrific to see all of the pieces and hear how they all work together" Workshop Participant, AAR Corporation "Great experience!!!” “Especially for those who believe in lean manufacturing" Workshop Participant, MAQUET Cardiovascular "Was very impressed with the level of knowledge and expertise our coach has" Workshop Participant, FedEx Corporation "The workshop has brought value & knowledge to me” “Great Workshop! Great instructor!" Workshop Participant, Lockheed Martin "Excellent mix of instruction & then observation of the processes" Workshop Participant, Lockheed Martin "Great workshop. The visits were very organized & efficient. I would recommend this workshop to anyone!" Workshop Participant, Sulzer Process Pumps

Educational Offerings What Differentiates JEI from other Providers Core Competencies

• On-Site Value Stream Flow Kaizen Coaching • Public Lean Flow Manufacturing, JIT Logistics, & Enterprise Flow Workshops • Executive Lean Professional Development Programs

Services Provided

• Assisting in Integrating a Culture of Lean (Executive Focus) • On-Site Value Stream Flow Kaizen Coaching (Kaikaku) • Operational Process (Shop Floor) Kaizen Coaching • Complex (Low Volume, High Variety) Supply Chain Kaizen Series • Just-in-time Enterprise & Logistics Flow Public Workshops • Creating Just-in-time Enterprise Flow Certification Series

Service Categories

• Executive Level Business Case validation

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• Executive Lean Transformation champion education • All Level Introductory Education • Organizational Lean Transformation Planning

Just-in-time Enterprise Flow Public & On-Site Workshops

1. Just-in-time “Complete” Enterprise Flow Workshops (4+5 Days, Public Quarterly & On-Site) [ ~ 453 Slides ]

Master POI Lesson Plan Sets [ ~ 453 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 1-4+5 Day JIT ENTERPRISE Flow WS

MASTER 4-Day JIT Enterprise Flow WS MPRINT 4-Day JIT Enterprise Flow WS 5-Day HV EQ ENT BUS Flow KZ WS MASTER 5-Day ENT BUS Flow KZ WS

Learning Activity Category:

Champion & Change Agent Business Case Validation Lean Transformation Champion & Change Agent Education All Level Lean Advanced Education Organizational Lean Transformation Planning

Learning Activity Description: Progresses participants through complete enterprise current state mapping, customer order flow deficiency analysis and their improvement through integration of lean principles, and culminates with just-in-time future state design and mapping of the entire business enterprise. Activity Learning Objectives: The objective is to describe, analyze, discuss, then observe how Toyota's "just-in-time" Production System (TPS) principles are applied to create and orchestrate "near" single-order-coupled-flow throughout a complete manufacturing business enterprise by tracing and studying a customer order's flow from initial customer purchase order receipt, through all subsequent progressive stages, until the desired product or service is delivered to the customer. Normal Learning Environment: On-Site classroom with Shop Floor Access setting Progressive Learning Approach:

Discuss conventional manufacturing business structures and operational principles, then contrast these with the value gained through integration of just-in-time customer order flow throughout all enterprise activities.

Introduce and align just-in-time enterprise, business process, manufacturing, & logistics principles and methods within an actual manufacturing enterprise to demonstrate the value that JIT adds to providing customer value.

Discuss how complete enterprise value chain mapping can be used as an effective tool to highlight where flow is impeded and how just-in-time principles can enable seamless single order coupled flow (SOCF) throughout the enterprise.

Discuss how visual order tracking and operations management approaches can be used to orchestrate seamless balanced just-in-time flow from receipt of an order, through acquisition of required materials, through value adding operations, through storage, shipping, and distribution to the customer.

Reinforce this learning through discussions covering how enterprise JIT principles have been successfully applied in several case study companies.

Example Learning Activity Outline:

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Learning Products:

Leadership collaboration to design complete enterprise scope lean transformation plan Demonstration of the value that lean manufacturing & JIT logistics adds to customer value

Learning Activity Value:

Demonstrates to leaders the value of complete enterprise lean transformation and offer a clear and feasible path to accomplish this transformation

Learning Audience: ( 10-33 participants )

Senior Organization leaders Organizational lean change agents Organizational key “focus” value stream managers and operators

Coaches / Facilitators:

One instructor/coach & one simulation exercise facilitator Instructional Materials: (Slides & Sims & P.E.s))

Approximately 453 progressively animated lesson plan presentation graphics 2-Stage Complete Enterprise Value Stream Flow Simulation

Learning Activity Commercial Value:

Workshop Fee: $3,500 /day + Travel Expenses for Coaches

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2. DNA of Toyota’s Manufacturing Flow Workshops (3 Days, Public Quarterly & On-Site) ) [ ~ 521 Slides ]

Master POI Lesson Plan Sets [ ~ 521 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 2-3 Day DNA of MFG Flow WS

MASTER-3-Day DNA of Mfg Flow 30s

MPRINT_3-Day DNA of Mfg Flow 30s MASTER-3-Day DNA of Mfg Flow-60s

MPRINT_3-Day DNA of Mfg Flow 60s


Lean Transformation Champion & Change Agent Education All Level Lean Advanced Education Organizational Lean Transformation Planning

Learning Activity Description: Progresses participants through designing both manufacturing work-in-process (WIP) and internal materials management processes to enhance achievement of manufactured product flow. Activity Learning Objectives: Objectives are to describe, analyze, discuss, practice through “hands-on” simulation exercises, then observe how Toyota’s “Just-in-time (JIT) principled culture enables make-to-order manufacturing customer order flow. We will study how they design flow systems, integrate all of its progressive stages, then actively orchestrate order flow from customer order initiation through completion. Normal Learning Environment: On-Site classroom with access to shop floor setting Progressive Learning Approach:

Discuss traditional manufacturing and production management structures and operational principles, then contrast these with the value gained through integration of just-in-time (JIT) customer order flow throughout all enterprise activities.

Introduce and align just-in-time enterprise, business process, manufacturing, & supply channel principles and methods within a manufacturing simulation exercise to demonstrate the value that JIT adds in providing customer value.

Demonstrate and discuss how visual order tracking and operations management approaches can be used to orchestrate seamless, balanced, sequenced just-in-time flow from receipt of an order, through acquisition of required materials, then through value adding manufacturing operations.

Enhance this learning through discussions covering how enterprise JIT principles have been successfully applied in several case study companies

Reinforce this learning through practice with practical exercises and bench-marking visits to lean cultured manufacturing companies.

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Learning Products:

Understanding how Toyota’s production principles (TPS) are integrated to enable make-to-order, sequenced, first-in, first-out product flow.

Demonstration of the value that achievement of product flow provides to both the using customer and the implementing provider.


Demonstrates to leaders and change agents the value of achieving product value stream flow and develop a clear and feasible path to accomplish it


Senior Organization leaders Organizational lean change agents Organizational key “focus” value stream managers and operators



Approximately 521 progressively animated lesson plan presentation graphics 2-Stage High Volume Multi-Variant Lego Go Cart Production Value Stream Flow

2-Stage Complete Enterprise Value Stream Flow Simulation Learning Activity Commercial Value:


3. Just-in-time Supply Chain & Distribution Logistics Flow Workshop (3 ½ Days, Public Quarterly & On-Site) ) [ ~ 443 Slides ]

Master POI Lesson Plan Sets [ ~ 443 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 3-3.5 Day SUPPLY+DIST Flow WS

MASTER_3.5-Day SC+DIST LOG WS

MPRINT_3.5-Day SC+DIST LOG WS


Champion & Change Agent Supply Channel Business Case Validation Just-in-time (JIT) Transformation Champion & Change Agent Education All Level Supply Channel Manager Advanced JIT Education Organizational Supply Channel JIT Transformation Planning

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Learning Activity Description: Covers both the theory and practice of just-in-time (JIT) inbound supply chain, internal JIT materials management, and outbound JIT product distribution. Seminars, covering each stage of the logistics system, are followed by benchmarking visits and hands-on practical exercises to reinforce integration of the principles into real world operations. Activity Learning Objectives: The objective is to describe, discuss, then observe how Toyota's “just-in-time” Production System (TPS) principles are applied to create and orchestrate materials flow throughout Toyota's inbound manufacturing supply chain (OEM Suppliers), internal manufacturing facility materials management (internal to Toyota's assembly plants), OEM service parts warehousing, service parts order processing, and distribution, and end user (i.e.,Toyota's dealers) customer value. Normal Learning Environment: On-Site classroom setting Progressive Learning Approach:

Discuss conventional OEM sequenced and pull replenished parts supplier operations, the inbound manufacturing supply chain, internal manufacturing materials management, OEM service parts warehousing and distribution operations, and customer requirements and results.

Introduce and align just-in-time manufacturing & logistics principles and methods with key elements of several study companies' conventional manufacturing and their supporting logistics systems and processes.

Discuss how extended value stream mapping approaches were used to design and integrate just-in-time manufacturing and logistics principles into a seamless and effective logistics system within several teaching case study companies.

Present and discuss how visual operations management approaches can be used to orchestrate seamless just-in-time flow from suppliers, through the inbound raw materials supply chain, through manufacturing operations, then through storage and distribution systems to the customer.

Reinforce this learning through simulation exercises and by observing actual just-in-time operations within the activities and facilities discussed.


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Learning Products:

Leadership collaboration to design manufacturing supply chain & distribution system scope just-in-time (JIT) transformation plan

Demonstration of the value that JIT logistics adds to customer value and increases efficiency within all stages of source to user flow


Demonstrates to leaders the value of JIT supply, manufacturing, and distribution channel flow and provide a feasible path to accomplish this transformation


Senior organization supply channel leaders Organizational supply channel change agents Organizational key supply channel value stream managers and operators



Approximately 443 progressively animated lesson plan presentation graphics 1-Stage Multi-Tier “High-Mix” FIFO Sequenced Supply Chain Flow



4. DNA of Toyota’s Just-in-time Supply Channels Flow Workshop (3 Days, Public Quarterly & On-Site) [ ~ 792Slides ]

Master POI Lesson Plan Sets [ ~ 792 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 4-3 Day DNA of SUPPLY CHAIN Flow WS

MASTER_All Days-3-D DNA of SC Flow-60s

MPRINT_All Days-3-D DNA of SC Flow-60s

Learning Activity Category: Hi-Volume Champion & Change Agent Supply Channel Business Case Validation Hi-Volume Just-in-time (JIT) Transformation Champion & Change Agent Education All Level Hi-Volume Supply Channel Manager Advanced JIT Education Organizational Hi-Volume Supply Channel JIT Transformation Planning

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Learning Activity Description: Covers both the theory and practice of Toyota’s just-in-time (JIT) inbound supply chain and internal JIT materials management. Seminars, covering each stage of the inbound supply channels system are followed by hands-on practical simulation exercises and benchmarking visits to reinforce integration of the principles into real world manufacturing supply channel operations. Activity Learning Objectives: Objective is to describe, discuss, then observe how Toyota's “just-in-time” Production System (TPS) principles are applied to create and orchestrate materials flow throughout Toyota's inbound manufacturing supply channels (OEM Suppliers) and internal manufacturing facility materials management. Normal Learning Environment: Public or On-Site classroom setting Progressive Learning Approach:

Discuss Toyota's Production System (TPS) principles that are applicable to their manufacturing, internal materials flow, and inbound supply channels

Discuss the enabling factors of Toyota's 'pull" inbound supply channel flow Discuss visual mechanisms which can be used to orchestrate materials flow from

suppliers to using points-of-use Discuss various pull systems appropriate for implementing an effective materials

"Plan-for-Every-Part (PFEP) Discuss elements of Toyota's inbound supply channel system Discuss mechanisms enabling creation of complete task completion materials kits for

delivery of items to POUs Discuss visually synchronizing feeder flows Demonstrate the value of just-in-time supply channel flow through practical exercise

simulations Discuss application of JIT principles within materials supply stockroom operations Discuss flowing materials from upper tiers of the supply channel directly to using

POUs as sequenced materials flow Benchmark JIT practicing supplier and user to observe the discussed JIT principles in

practice Example Learning Activity Outline:

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Learning Products:

Demonstration of the value that JIT supply channels add to customer value and increases in efficiency within all stages of source to user flow


Leadership collaboration to design manufacturing supply channel systems which will capitalize on this customer and enterprise value


Senior organization hi-volume supply channel leaders Organizational hi-volume supply channel change agents Organizational key supply channel value stream managers and operators


One instructor/coach Instructional Materials: (Slides & Sims & P.E.s))

Approximately 792 progressively animated lesson plan presentation graphics 1-Stage Multi-Tier “High-Volume” Supply Channel Flow



5. Just-in-time Hi-Mix, Multi-tier Supply Chain Flow Workshop (3 ½ Days, Public Monthly & On-Site) ) [ ~ 777 Slide ]

Master POI Lesson Plan Sets [ ~ 777 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 5-3.5 Day Hi-Mix MULTI-TIER Flow WS

MASTER_All Days-4-D Hi-Mix SC-30s

MPRINT_ALL-4-D Hi-Mix SC 30s

MASTER_All Days-4-D Hi-Mix SC-60s

MPRINT_ALL-4-D Hi-Mix SC 60s


Champion & Change Agent Supply Channel Business Case Validation Just-in-time (JIT) Transformation Champion & Change Agent Education All Level Supply Channel Manager Advanced JIT Education Organizational Supply Channel JIT Transformation Planning

Learning Activity Description: Covers both the theory and practice of just-in-time (JIT) complex high Variety, low volume inbound supply chain, internal JIT materials management, and warehousing and product distribution activities. Seminars, covering each stage of the complex supply chain system, are followed by benchmarking visits hands-on practical exercises to reinforce integration of the principles into real world operations.

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Activity Learning Objectives: Objective is to: describe, discuss, then observe how Toyota's "just-in-time" Production System (TPS) principles and techniques are applied to orchestrate complex low volume, high variety product; order processing, production management, work-in-process (WIP) flow, internal materials kitting flow, and staging and storage activities to support indexing manufacturing parts components and kits throughout the inbound supply chain at a customer defined demand tempo (i.e., takt). Normal Learning Environment: On-Site classroom setting Progressive Learning Approach:

Discuss conventional manufacturing push replenishment supply chain, production control, internal materials management, and warehousing activities and management.


Discuss how extended supply chain value stream mapping approaches can be used to design and integrate just-in-time manufacturing and logistics principles into a seamless and effective logistics system through discussion of several teaching case study companies.

Present and discuss how visual operations management approaches can be used to orchestrate coupled just-in-time materials flow from 3rd, 2nd, and 1st tier suppliers, through the inbound supply chain, through product manufacturing operations, then through product storage and distribution systems to the customer.

Study how lean manufacturing and just-in-time logistics principles and practices can be applied to a complex, low volume, high variety product extended supply chain and internal materials management systems.

Discuss one framework for accomplishing a comprehensive complex low volume, high variety supply chain flow kaizen.

Reinforce this learning by observing actual just-in-time operations within many of the activities and facilities discussed.


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Learning Products:

Leadership collaboration to design manufacturing supply chain system scope just-in-time (JIT) transformation plan

Demonstration of the value that JIT logistics adds to customer value and increases efficiency within all stages of source to manufacturer flow


Demonstrates to leaders the value of multi-tier, sequenced JIT supply channel flow and provide a feasible path to accomplish this transformation


Senior organization supply channel leaders Organizational supply channel change agents Organizational key supply channel value stream managers and operators



Approximately 772 progressively animated lesson plan presentation graphics 1-Stage Multi-Tier “High-Mix” FIFO Sequenced Supply Chain Flow



6. Just-in-time MRO (Maintenance, Repair, & Overhaul) Flow Workshop (2 ½ Days, Public Simi-Annually & On-Site) ) [ ~ 268 Slides ]

Master POI Lesson Plan Sets [ ~ 268 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 6-2.5 Day JIT MRO Flow WS

MASTER_2.5-Day JIT MRO DD WS

MPRINT_2.5-Day JIT MRO DD WS MASTER_2.5-Day Enabling JIT MRO Service Flow WS


Champion & Change Agent MRO Operations & Supply Channel Business Case Validation Just-in-time (JIT) MRO Transformation Champion & Change Agent Education All Level Operational & Supply Channel Manager Advanced JIT MRO Education

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MRO Supply Channel JIT Transformation Planning ` Learning Activity Description: This workshop focuses on how Toyota’s just-in-time manufacturing

& logistics principles can be directly applied to maintenance, repair, and overhaul operations, resulting in

great improvement in reducing MRO service cycle times, astoundingly improved quality, and significant

reductions in costs.

Activity Learning Objectives: Discuss just-in-time flow, value, value streams, wastes, and work area efficiency

Thoroughly analyze current production management and execution processes from aircraft’s

arrival through departure and develop an accurate Current State process Map

Discuss the key aspects of Just-in-time flow & shop floor work area efficiency principles and

methodologies

Apply just-in-time flow principles and methodologies to the Production Management process

to design improvements in scheduling, sequencing, and Job Card accomplishment

Discuss mechanisms to improve efficiencies in shop floor operations through standardization

and work area improvements

Facilitate development of a feasible, yet aggressive Future State Map to improve flow and

shop floor efficiency

Discuss an effective technique to manage the transformation process to the future state

vision

Normal Learning Environment: On-Site classroom setting Progressive Learning Approach:

Discuss traditional maintenance, repair, and overhaul (MRO) operations planning &

management and support systems operations, then contrast these with the value gained

through integration of just-in-time (JIT) / lean MRO principles and practices.

Enhance this learning through discussions covering how case study MRO service providers

have applied the principles and practices with great success.

Reinforce these seminar discussions by “gemba walks” within FedEx’s Indianapolis aircraft

maintenance facilities.

Reinforce this learning through a bench-marking visit to lean cultured aircraft MRO

operations facility.


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Learning Products:

Leadership collaboration to design MRO operations & supply chain system scope just-in-time (JIT) transformation plan

Demonstration of the value that JIT MRO operational and logistics adds to customer value and increases efficiency within all stages of MRO operations


Demonstrates to leaders the value of just-in-time MRO operational & supply channel flow and provide a feasible path to accomplish this transformation


Senior MRO organization operational & supply channel leaders MRO operational & supply channel planners, leaders, and operators MRO process improvement Champions, leaders, and managers


One instructor/coach Instructional Materials: (Slides & Sims & P.E.s)

Approximately 268 progressively animated lesson plan presentation graphics Gemba Walk Objectives, Instructions, and Worksheets



7. Value Stream Management Workshop (3 ½ Days, Public Simi-Annually & On-Site) ) [ ~ 425 Slides ]

Master POI Lesson Plan Sets [ ~ 425 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 7-3.5 Day VALUE STREAM MGMT WS

MASTER 3.5 Day VS MGMT WS

MPRINT_3.5-Day VS MGMT WS MASTER_3.5 Day CREATING VS Flow WS MPRINT_3.5 Day CREATING VS Flow WS


Lean Transformation Champion & Change Agent Education All Level Lean Advanced Education Organizational Lean Transformation Planning

Learning Activity Description: An organization’s operational flow is traditionally structured as independently operating, internally managed silos. When products or services flow through several of these silos, great waste is created and efficient coordination is usually lost. Organizing operational leadership along system focused value streams overcomes these shortfalls and streamlines flow to significantly improve morale, shorten process lead times, increase quality, and lower costs

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To harvest these benefits, traditional leadership and management principles must be discarded and organizational policies must be rewritten to encourage managers to embrace responsibility for all actions which occur within a product or service’s entire value stream. To support this objective, actual operations must be reorganized along entire value stream flows and existing managers must be educated in the value, principles, and methodologies of managing system breath value streams. This workshop is designed to assist in this transformation by providing participants with the theory and application of value stream management through discussions of actual success examples Activity Learning Objectives:

Familiarize front line managers and their leadership structure with system focused value stream flow organization and management techniques

Assist front line managers in “seeing the flow” of their products and services and organizing their flow as a focused value stream system

Assist front line managers in understanding how to apply lean principles and methods to improve the efficiency of their product or service’s flow

Assist front line managers in transforming toward a servant leadership style of management, developing ways to better support their team members, and ensuring teamwork throughout their product’s process flow

Assist front line leaders in blending value stream management of their processes into the existing leadership and business structures of their organization

Assist front line managers in developing an efficient lean transformation path from conventional to value stream flow operations

Assist front line supervisors in understanding how success is measured in lean value stream focused operations


Learn and apply value stream operations and management principles & methods Discuss the success of these principles within several example case studies Discuss ways to sustain value stream improvements within current conventional silo or

departmental management organizational structures Example Learning Activity Outline: 1st Day: What is Value Stream Management

Introductions & Workshop Structure Lean Manufacturing, Value, & Value Streams

What is a Value Stream? Value Stream Management - Toyota Style Servant Leadership

What is Value Stream Management? Value Stream Management Roles & Responsibilities

What’s Important about Value Stream Management? Focusing of Value Stream Flow - Optimizing the Whole

Value Stream Management’s fit within Conventional Business Structures Blending Value Streams into Existing Organizational and Business Structures Solving Boundary Responsibilities & Interaction Problems

How do I Organize to Manage by Value Stream? Value Stream Flow Kaizen Impediment Process Kaizen & 5 “S”

How do I Manage my Value Stream? Establishing Continuous Flow or “Pull” Visual Planning & Operations Management & Control Balancing Workload & Regulating Flow through Pacing

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1st Day Progress Wrap-Up

2nd Day: How Do We make it Work For Us? How do I Assure Quality through Value Stream Management?

Practical Quality at the Source Mistake Proofing

How do I Transform my Process to a Value Stream Focus? Becoming Lean! - Transforming your Value Stream Sustaining Improvement

How do I Measure my Value Stream’s Success? Bench-marking Current Performance Value Stream Tailored Lean Performance Metrics

How do I Improve my Value Stream? Continuous Improvement Flow & Process Kaizen Leadership

How do I Assure Teamwork within my Value Stream? Team Building and Consensus Improvement

Group Value Stream Management Discussions Wrap-Up & Workshop Value

Learning Products:

Understanding how Toyota’s value stream management enables make-to-order, sequenced, first-in, first-out product flow.

Demonstration of the value that transformation from departmental to value stream management practices enables higher levels of value stream product flow


Demonstrates to leaders and change agents the value of reorganization to a value stream management model


Senior & Middle Organization leaders Organizational lean change agents Organizational departmental & value stream managers and operators


One instructor/coach & one simulation exercise facilitator Instructional Materials: (Slides & Sims & P.E.s)

Approximately 425 progressively animated lesson plan presentation graphics Learning Activity Commercial Value:


8. Toyota’s Leadership Development Path Workshop (2 Days, Public Simi-Annually & On-Site) ) [ ~ 148 Slides ]

Master POI Lesson Plan Sets [ ~ 148 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 8-2 Day Toyotas LEADER DEVELOPMENT WS

MASTER_2 Day Toyota LDR DEV WS

MPRINT_2 Day Toyota LDR DEV WS 2-Day AME Toyota LDR DEV WS


Executive Leadership education Executive Lean Transformation Champion education Leadership Development Leaders & Human Resource Managers

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Director & Managerial Level Leadership Development Education Learning Activity Description: Seminars will focus on; Toyota’s leader development path, servant leadership approach, Jishuken, leader’s role in Kaikaku, Leader’s role in Kaizen, Leader’s standard work, and Toyota’s Improvement and Coaching Kata & Yokoten.

To reinforce the value of the seminar discussions, we will then benchmark the host company’s leadership

development programs and activities

Activity Learning Objectives: Toyota’s Core Values, Leader Development Path, Servant Leader Approach & Elements Toyota’s Leader Roles in: Jishuken, Kaikaku, Kaizen, Standard Work, and Kata Discuss Toyota’s Leadership Development

Normal Learning Environment: On-Site classroom setting with Gemba Walks focusing on host company’s leadership development activities Progressive Learning Approach:

Discuss Toyota’s Leader Development Processes and How they might be Applied Outside of Toyota

Deep Dive into Toyota’s Coaching Kata through Discussions and Role Playing Conduct Effective Benchmarking of host company


Learning Products:

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Leadership introduction to Toyota’s approach to Leadership Development and how it supports their Toyota Production System (TPS)

Demonstration & discussion of the value that Toyota’s approach to leadership development effectively supports transformation to a lean culture within the organization


Convinces leaders of the value of Toyota’s leadership development model in empowering all employees and managers to continuously improve the organization’s value adding systems and processes

Learning Audience: (10-33 participants ) Any business leader who feels that they are grounded in the basic methods of lean manufacturing but desires to learn how Toyota applies their core values to effectively develop exceptionally qualified leaders Coaches / Facilitators:




9. Just-in-time Value Stream Mapping Workshop (3 Days, On-Site) [ ~ 508 Slides ]

Master POI Lesson Plan Sets [ ~ 508 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 9-3.5 Day VS MAPPING WS

MASTER 3.5 Day VS Map WS

MPRINT 3.5 Day VS Map WS


Organization’s Improvement Team Education Lean Transformation Champion & Change Agent Education Organizational Lean Transformation Planning

Learning Activity Description: An organization’s operational flow is traditionally structured as independently operating, internally managed silos. When products or services flow through several of these silos, great waste is created and efficient coordination is usually lost. Organizing operational leadership along system focused value streams overcomes these shortfalls and streamlines flow to significantly improve morale, shorten process lead times, increase quality, and lower costs To harvest these benefits, traditional leadership and management principles must be discarded and organizational policies must be rewritten to encourage managers to embrace responsibility for all actions which occur within a product or service’s entire value stream. To support this objective, actual operations must be reorganized along entire value stream flows and existing managers must be educated in the value, principles, and methodologies of managing system breath value streams. This workshop is designed to assist in this transformation by providing participants with the theory and application of value stream mapping and how the technique is employed to improve flow within the organization Activity Learning Objectives:

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Familiarize front line managers and their current leadership structure with system focused value stream flow organization and management process mapping

Assist key managers in “seeing the flow” of their products and services and organizing their flow as a focused value stream system

Assist key managers in understanding how to apply lean principles and methods to improve the efficiency of their product or service’s flow

Normal Learning Environment: On-Site employee training room setting Progressive Learning Approach:

Learn and apply value stream mapping principles & methods Discuss the success of these principles within several example case studies Discuss ways to improve and then, sustain value stream improvements within current

conventional silo or departmental management organizational structures Example Learning Activity Outline:

Learning Products:

Understanding how Toyota’s value stream mapping & future state design approach enables make-to-order, sequenced, first-in, first-out product flow.

Demonstration of the value that transformation from departmental to an improved future state design enables higher levels of value stream product flow


Demonstrates to leaders and change agents the value of reorganization to an improved future state value stream flow system

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Learning Audience: ( 10-18 participants ) Senior & Middle Organization leaders Organizational lean change agents Organizational departmental & value stream managers and operators





10. Lean Master Black Belt (MBB) Enterprise Flow Workshop (3 ½ Days, On-Site) [ ~ 936 Slides ]

Master POI Lesson Plan Sets [ ~ 936 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 10-3+5 Day MASTER BLACK BELT ENT Flow WS

MASTER_3.5-Day MBB ENT Flow WS

MPRINT_3.5-Day MBB ENT Flow WS MASTER_5-Day MBB ENT Flow WS

MPRINT_5-Day MBB ENT Flow WS 4-Day AERO MBB Cmplt ENT Flow WS 5-Day AERO MBB Cmplt ENT Flow WS


Lean Master Black Belt Candidate Education Developing Lean Black Belt Manager Education Lean Transformation Change Agent Education

Learning Activity Description: This POI is designed to be advanced training for an organization’s Lean Master Black Belt Candidates. It is designed to assist in refining the skills of these candidates in train-the-trainer (TTT) education of organizational planners and managers in the methods of lean manufacturing and just-in-time logistics flow and their value. Activity Learning Objectives:

Familiarize MBB Candidates with lean system focused value stream flow organization and management techniques

Assist MBB Candidates in “seeing the flow” of their manufacturing products and services and organizing their flow as a focused value stream system

Assist MBB Candidates in understanding how to apply lean principles and methods to improve the efficiency of their product or service’s flow

Assist MBB Candidates in designing methods to transform an organization toward a servant leadership style of management, developing ways to better support operational team members, and ensuring teamwork throughout the organization

Assist MBB Candidates in understanding how success is measured in lean value stream focused operations


Learn and apply lean manufacturing & JIT logistics value stream operations and management principles & methods

Discuss the success of these principles & methods within several example case studies

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Discuss ways to train, design, implement, sustain value stream improvements within current conventional silo or departmental management organizational structures


Learning Products:

Understanding how Toyota’s just-in-time value stream flow enables make-to-order, sequenced, first-in, first-out product flow.

Demonstration of the value that transformation from silo manages & controlled production to just-in-time value stream management practices enables higher levels of value stream product flow


Demonstrates to MBB Candidates the value of reorganization to just-in-time value stream models

Learning Audience: (10-33 participants )

MBB Candidates Lower Black Belt candidates Organizational lean change agents

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On-Site Executive Focused Learning Activities - Assisting in Integrating a Culture of Lean

11. Executive JIT Enterprise Manufacturing Flow Workshop (2 Days, On-Site) [ ~ 509 Slides ]

Master POI Lesson Plan Sets [ ~ 509 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 11-2 Day EXEC ENT MFG Flow WS

MASTER_2-Day Exec ENT MFG Flow WS

MPRINT_2-Day Exec ENT MFG Flow WS 1-Day AERO MTLS Flow OPT 2 Day EXEC ENT MFG Flow WS SUPPORT 4-Day PUBLIC JIT ENT Flow WS

Learning Activity Category: Executive Level Business Case validation Learning Activity Description: This "hands on", on-site, two day Executive “Complete' Just-in-time (JIT) Enterprise Flow workshop covers the theory, methodology, and practice of just-in-time enterprise business systems flow and demonstrates its effectiveness. Activity Learning Objectives: Describe, discuss, analyze, then observe how Toyota’s “just-in-time” production system (TPS) principles can be applied to a conventional manufacturing corporation (see Figure), to create and orchestrate “near” single-order-coupled-flow throughout the manufacturer’s complete business enterprise. This is accomplished by tracing and studying a customer’s order flow from initial order receipt, through all subsequent progressive value adding stages, until the desired product or service is delivered to the customer.

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Discuss conventional manufacturing business structures and operational principles, then contrast these with the value gained through integration of just-in-time customer order flow throughout all enterprise activities.

Introduce and align just-in-time enterprise, business process, manufacturing, & logistics principles and methods through discussions and within a simulated manufacturing enterprise to demonstrate the value that JIT adds in providing customer value.

Discuss how visual order tracking and operations management approaches can be used to orchestrate seamless & balanced just-in-time flow from receipt of an order, through acquisition of required materials, through value adding operations, through storage, shipping, and distribution of finished products to the customer.



1st Day Introductions / Workshop Structure Lean Enterprise Flow Fundamentals Complete Enterprise Value Stream Mapping Conventional Enterprise order Flow Simulation Lean Enterprise Flow Principles and Practices

Standardizing Enterprise Activities Single-Order-Coupled-Flow Operating to a Tempo Smoothing & Regulating Enterprise Flow Balancing Enterprise Work Working around Bottlenecks Enhancing & Pacing Enterprise Flow Orchestrating Enterprise Flow

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2nd Day Visual Enterprise Process Control

Connecting Stages with Pull Systems Teaming to Enhance Flow Assuring Quality

Complete Enterprise System Future State Mapping Successful Case Study Discussions Just-in-time Enterprise order Flow Demonstration Workshop Wrap-Up and Q & A

Learning Products:

Leadership introduction to the business case for transforming to lean Demonstration of the value that lean manufacturing & JIT logistics adds to customer value


Convinces leaders that lean is value adding and cost reducing Learning Audience: (10-33 participants)

Senior Organization leaders Organizational change agents






12. Executive Just-in-time Supply Chain & Distribution Logistics Flow

Workshop (2 Days, On-Site) [ ~ 212 Slides ]

Master POI Lesson Plan Sets [ ~ 212 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 12-2 Day EXEC SUPPLY+DIST Flow WS

MASTER_2-Day Exec SC+Dist WS

MPRINT_2-Day Exec SC+Dist WS 1.5-Day AERO EXEC JIT SC WS 2-Day AERO SC LDR INSTITUTE

Learning Activity Category: Executive Level Business Case validation Learning Activity Description: This "hands on", on-site, two day Executive Just-in-time (JIT) Logistics Flow workshop covers the theory, methodology, and practice of just-in-time supply chain & distribution logistics flow and demonstrates its effectiveness. Activity Learning Objectives: Describe, discuss, analyze, then observe how Toyota’s “just-in-time” production system (TPS) principles can be applied to a conventional manufacturing corporation’s logistics systems, to create and orchestrate “near” single-order-coupled-flow throughout the manufacturer’s supply chain (see Figure 1), internal materials management, and product distribution. This is accomplished by tracing and studying customer orders as their materials are acquired and progress through several supply chain tiers, the products or services are accomplished, and then delivered to the customer. Materials acquisition is integrated with “visual” operational production planning & control to assure seamless provision of customer value.

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Normal Learning Environment: On-Site classroom setting

Progressive Learning Approach:

Discuss conventional manufacturing supply chain & distribution structures and operational principles, then contrast these with the value gained through integration to just-in-time logistics flow throughout the company’s supply chain and product distribution systems.

Introduce and align just-in-time logistics principles and methods through presentations, discussions, and within a simulated manufacturing enterprise to demonstrate the value that JIT adds in streamlining logistics flow and enhancing customer value.

Discuss how visual materials and production management approaches can be used to orchestrate balanced just-in-time flow from launch of an order, receipt of its materials, and production of the products, through storage, shipping, and distribution of finished products to the customer.



1st Day

Introductions / Workshop Structure Just-in-time Logistics Flow Fundamentals Logistics Systems Value Stream Mapping Conventional Logistics Flow Simulation Creating Just-in-time Logistics Flow

Supply Chain Balance (Heijunka) Operating to a Tempo Visual System Control Pull Systems

Just-in-time Manufacturing Supply Chain Classic Inbound Supply Chain Just-in-time Supply Chain

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2nd Day Just-in-time Manufacturing Supply Chain

Just-in-time Materials Management Just-in-time Stockroom Operations Dock-to-POU Flow Just-in-time Warehousing

Logistics System Future State Design Successful Logistics System Case Studies Complex Supply Chain Flow Kaizen

1st, 2nd, 3rd Tier Supply Chain Kaizen Final Supply Chain Future State Design

Just-in-time Logistics Flow Demonstration Workshop Wrap-Up and Q & A

Learning Products:

Leadership introduction to the business case for transforming to just-in-time (JIT) logistics Demonstration of the value that JIT logistics adds to customer value


Convinces leaders that just-in-time supply chain flow is value adding and cost reducing Learning Audience: ( 10-33 participants )

Senior Organization leaders, both operational and materials Organizational change agents






13. Executive Flow & Process Kaizen Leadership Workshop (4 ½ Days, On-Site) [ ~ 462 Slides ]

Master POI Lesson Plan Sets [ ~ 462 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 13-4.5 Day EXEC FLOW+PROCESS KZ LEADER WS

MASTER_5-Day EXEC FLOW+PROCESS KZ LEADER WS 4.5 Day EXEC FLOW+PROCESS KZ LDR WS SUPPORT 5-Day AERO EXEC FLOW+PROCESS KZ LDR WS Week 1-PRODUCTION OPNS LEADER INSTITUTE Week 2-PRODUCTION OPNS LEADER INSTITUTE Week 3-PRODUCTION OPNS LEADER INSTITUTE

Learning Activity Category: Executive Lean Transformation champion education Learning Activity Description: Executive participants will study, through discussions and case study illustrations, basic value stream flow mapping and process kaizen methods, team building, and servant leadership roles & responsibilities, develop both current and future state flow maps of a focus “model” value stream, practice, through hands-on kaizen, a constraining process component of the “model” value stream. During these learning activities, participants will learn lean leadership roles and responsibilities and appropriate lean performance metrics to sustain kaizen improvements.

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Activity Learning Objectives: Familiarize servant leaders with just-in-time production principles & methodologies Assist lean leaders in “seeing the flow” within their chosen focus “Model” or “Pilot” value

stream flow and its sub-component operational “point” kaizen processes Assist the team of lean leaders in creating a comprehensive current state value stream flow

map of their “model” value stream and conducting a process kaizen of an important constraining sub-component process

Assist servant leaders in understanding how just-in-time principles and practices can significantly improve flow within the value stream and its sequential processes

Assist lean leaders in visualizing, then developing an aggressive, yet feasible future state value stream flow and sub-component process improvement designs

Coach leaders in designing an improvement sustaining lean transformation plan Assist servant leaders in developing an effective lean leadership framework and sustaining

performance metrics for their value stream and operational processes Normal Learning Environment: On-Site shop floor kaizen, including classroom seminars and hands-on simulation exercises Progressive Learning Approach: Prepare executive leaders to be capable of designing, preparing, disseminating goals & objectives, organizing continuous improvement kaizens, and monitoring and energizing sustainment of gained improvements toward organizational lean transformation. Example Learning Activity Outline:

1st Day

Introductions/Workshop Structure Lean Fundamentals Flow & Process Kaizen A Framework for Transformation Flow Kaizen Value Stream Mapping Process Dock-to-Dock Value Stream Mapping Cross-functional process Mapping Team Current State Flow Mapping Team Current State Presentations Group Current State Flow Map Consolidation Group Current State Opportunities

2nd Day

Group Final Current State Flow Map Design Regulating Demand & Production Flow Enhancing Production Flow Balancing Workload Work Cell Layout & Flow Cellular Manufacturing Visual Process Control Just-in-time Flow Demonstration Pull Processes Work-in-process Flow Materials Flow

3rd Day

Future State Flow Mapping Process Case Study Future State Examples Team Future State Flow Development Team Future State Flow Mapping Team Future State Presentations

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Group Future State Flow Map Consolidation Group Future State Flow Opportunities Discussions Group Future State Impediments Component Impediment Process Kaizen Methodology Documenting Process Reality

4th Day

Identifying Component Process Wastes Team Impediment Waste Countermeasure Design Team Process Kaizen Improvement Presentations Group Process Kaizen Improvements Consolidation Group Improvements Validation (Pausing “To Smell the Roses”) Group Planning for On-floor Work Group Process Kaizen Shop Floor Improvements Execution

5th Day

Group Process Kaizen Shop Floor Improvements Execution Team Documentation of Improved Processes Team Measurement of Process Kaizen Results Team Process Kaizen Results Presentation Becoming Lean – Kaizen Implementation & Follow-up Organization Transformation Planning Wrap-Up & Workshop’s Value

Learning Products:

Leader education on nurturing kaizen activities during organizational lean transformation Learning Activity Value:

Involve organizational executives in their active roles as Servant Leaders, enabling them to teach basic lead continuous improvement kaizan


Senior Organization Executives/leaders Senior Level Organizational change agents

Coaches / Facilitators: One instructor/coach Instructional Materials: (Slides & Sims & P.E.s)



14. Principles & Practices of Lean System Flow (1+2 Days, On-Site) [ ~ 344 Slides ]

Master POI Lesson Plan Sets [ ~ 344 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 14-1+2 Day PRINCIPLES+PRACTICES WS

MASTER_1-Day Lean Fundamentals WS

MASTER_2-Day Principles+Practices WS

MPRINT_2-Day Principles+Practices WS 2-Day CABLE Principles+Practices 2-Day MFG Principles & Practices 2-Day WIRE MFG Principles+Practices

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Learning Activity Category: All Level Introductory Education (Introductory training for all levels within an organization involved in all types of production, service, and support activities) Learning Activity Description: Seminar and practical exercise based workshop designed to introduce participants to the fundamental principles of lean and demonstrate their value through hands-on exercise simulations and success story case studies. Participants require not previous exposure to lean principles or methods. Activity Learning Objectives:

Discuss & “Hands-On” Apply Toyota’s Continuous Improvement Methods to Process & Flow Level Operations

Focusing on a Viable Future State Vision, “Brainstorm” Applications of Just-in-time to Significantly Improve the System’s Flow

Discover how Effective Teamwork is Required to Assure Success and Sustained Process & Flow improvements

Discover how “Seeing & Understanding the Flow” will Rapidly Guide Improvements toward High Value Results

Discover the Importance of Thorough Planning to Achieve a Successful OPS Transformation Normal Learning Environment: On-Site seminar and simulation exercise setting Progressive Learning Approach: Prepare all levels within a transforming organization to provide their personal support to transformational objectives by first, presenting and discussing each principle, then, practicing operation of these principles through hands-on practical exercises. Example Learning Activity Outline:

Learning Products:

Workforce and management introduction to the underlying principles and practices of lean manufacturing as it is practiced within Toyota

Demonstration of the value that lean manufacturing adds to customer value Demonstrate smoother, more efficient flow throughout the organization’s processes Introduction of best practices for sustaining JIT improvements


Convinces participants that lean is value adding and cost reducing Learning Audience: ( 10-33 participants )

Workforce and Managers at all level of an organization Organizational change agents

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Coaches / Facilitators: One instructor/coach

Instructional Materials: (Slides & Sims & P.E.s)

Approximately 344 progressively animated lesson plan presentation graphics 1-Stage Plan-For-Every-Part (PFEP) Lego Vehicle Production Value Stream Flow & Seven

Pull Systems Simulation Learning Activity Commercial Value:


15. Executive Lean Transformation Planning Workshop (2 Days, On-Site) [ ~ 228 Slides ]

Master POI Lesson Plan Sets [ ~ 228 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 15-2 Day TRANSFORMATION PLAN WS

MASTER_2-Day TRANSFORM PLAN WS

MPRINT_2-Day TRANSFORM PLAN WS 2-Day AERO Transform Plan WS 2-Day MRO Transform Plan WS 2-Day PARTS MRO Transform Plan WS 2-Day WIRE MFG Transform Plan

Learning Activity Category: Organizational Lean Transformation Planning Coaching Activity Description: The session is focused on assessing the current state of client’s mission operations and lean transformation progression and their level of knowledge of lean principles and practices. Then we jointly explore possible future lean improvements through discussions of the successes other similar companies have enjoyed. Finally, we coach the client’s leaders in designing a tailored progressive lean transformation plan which exactly matches the client’s needs, recognizing their constraints, capabilities, and time lines for progress. The organizational lean transformation approach encouraged is reflected in the graphic belo

Activity Coaching Objectives:

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Assess the Client’s strengths & weaknesses, then co-develop feasible business and lean implementation plans to assist the client’s organization to transform to lean culture and just-in-time operating principles

Determine how our coaching can educate a strong and influential internal change agent(s) capable of shepherding their transformation support team

Assist the client in developing a lean learning and transformation program which will progressively escalate as the breadth and depth of their transformation program expands

Normal Coaching Environment: On-Site meeting room near the client’s operational area Progressive Coaching Approach: Assess Steering Committee’s Goals, Objectives, and Expectations for Transformation Discussions on value of lean to organization Importance of Lean Transformation to Organization Level of Leadership Commitment to Lean Transformation Example Coaching Activity Outline:

1st Day Assessment of Organizational Operations

Walk a Flow within the Organization Assess Level of Lean transformation

Assess Steering Committee’s Goals, Objectives, and Expectations for Transformation Discussions on value of lean to organization Importance of Lean Transformation to Organization Level of Leadership Commitment to Lean Transformation

Assess the Organization’s Current State of Transformation Discuss Current State Implementation Approach & Activities Discuss Current Implementation Structure & Lean Knowledge Discuss Current Bench-marking Opportunities/Results

Outline Toyota/UK’s Transformation Framework Toyota’s Approach to Supplier Lean Transformation Possible Transformation Approach and Steps

1st Day Progress Wrap-Up 2nd Day

Transformation Planning Discussions Transformation Plan Development Education Needs Identification Transformation Management Discussions Necessary Organizational Structure Realignments Transformation Milestones Definition Transformation Success Metrics

Transformation Support Structures Discussions Transformation Leaders Needed Transformation Support Structures

Transformation Leadership Servant Leadership & Team Building

JEI’s Lean Transformation Partnering Program Cross-Walk of Lean Transformation Stages and JEI’s Education & Coaching Offerings

Wrap-Up & Workshop Value Client Products:

Better understanding of the value that lean transformation offers Draft lean transformation plan, including goals, objectives, steps, and priorities Client key leadership, managerial, and workforce lean education plan (JEI) Possible contract to provide Client key leader education program

Client Activity Value:

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Enhance the probability that the Client successfully transforms to lean cultured management & activities

Additional lean education business for JEI Coaching Audience: ( Client’s 10-20 Key Leaders )

Client’s Senior& Key Organization leaders Client’s Organizational change agents


One Coach Instructional Materials:

No Specific Materials Required Approximately 344 progressively animated lesson plan presentation graphics

Coaching Activity Commercial Value:

Workshop Fee: $5,000 (2 Days) + Travel Expenses for Single Coach

16. Executive Value Stream Management Workshop (2 Days, On-Site) [ ~ 519 Slides ]

Master POI Lesson Plan Sets [ ~ 519 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 16-2 Day EXEC VALUE STREAM MGMT WS

MASTER_2-Day EXEC VALUE STREAM MGMT WS

MPRINT_2-Day EXEC VALUE STREAM MGMT WS

Learning Activity Category: Executive Level Introductory Education Learning Activity Description: Discover ways to organize your operations along your product or service’s value stream and efficiently manage the flow of products and services along this system focused path

learn and apply value stream operations and management principles & methods Discuss the success of these principles within several example case studies Discuss ways to sustain value stream improvements within current conventional silo or

departmental management organizational structures Activity Learning Objectives:

Familiarize front line managers and their leadership structure with system focused value stream flow organization and management techniques

Assist front line managers in “seeing the flow” of their products and services and organizing their flow as a focused value stream system

Assist front line managers in understanding how to apply lean principles and methods to improve the efficiency of their product or service’s flow

Assist front line managers in transforming toward a servant leadership style of management, developing ways to better support their team members, and ensuring teamwork throughout their product’s process flow

Assist front line leaders in blending value stream management of their processes into the existing leadership and business structures of their organization

Assist front line managers in developing an efficient lean transformation path from conventional to value stream flow operations

Assist front line supervisors in understanding how success is measured in lean value stream focused operations

Normal Learning Environment: On-Site classroom setting

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Progressive Learning Approach: An organization’s operational flow is traditionally structured as independently operating, internally managed silos (e.g., departments, etc.). Organizing operational leadership along system focused value streams overcomes these shortfalls and streamlines flow to significantly improve morale. This workshop is design to present, discuss, demonstrate, and describe organizational structure transformation approaches to assist organizations achieve and sustain lean transformation through focus on the theory and application of value stream management through discussions of actual success examples Example Learning Activity Outline:

1st Day Introductions & Workshop Structure

Lean Manufacturing, Value, & Value Streams

What is a Value Stream? Value Stream Management - Toyota Style Servant Leadership

What is Value Stream Management? Value Stream Management Roles & Responsibilities

What’s Important about Value Stream Management? Focusing of Value Stream Flow - Optimizing the Whole

Value Stream Management’s fit within Conventional Business Structures Blending Value Streams into Existing Organizational and Business Structures Solving Boundary Responsibilities & Interaction Problems

How do I Organize to Manage by Value Stream? Value Stream Flow Kaizen Impediment Process Kaizen & 5 “S”

How do I Manage my Value Stream? Establishing Continuous Flow or “Pull” Visual Planning & Operations Management & Control Balancing Workload & Regulating Flow through Pacing

1st Day Progress Wrap-Up 2nd Day

How do I Assure Quality through Value Stream Management? Practical Quality at the Source Mistake Proofing

How do I Transform my Process to a Value Stream Focus? Becoming Lean! - Transforming your Value Stream Sustaining Improvement

How do I Measure my Value Stream’s Success? Bench-marking Current Performance Value Stream Tailored Lean Performance Metrics

How do I Improve my Value Stream? Continuous Improvement Flow & Process Kaizen Leadership

How do I Assure Teamwork within my Value Stream? Team Building and Consensus Improvement

Group Value Stream Management Discussions Wrap-Up & Workshop Value

Learning Products: Introduction to the advantages of re-engineering organizational structures along value stream

paths vice departmentally Demonstrate how value stream management enables physical product flow Explore methods to implement and sustain VS management systems


Clear and implementable paths to transformation from disjointed departmental management to streamlined, flow enabling value stream management

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Middle level operations directors and managers Senior Organization leaders Organizational change agents

Coaches / Facilitators: One instructor/coach Instructional Materials: (Slides & Sims & P.E.s)



On-Site Value Stream Flow Kaizen Workshops (Kaikaku)

17. JIT Enterprise Value Stream Flow Kaizen Workshop (4+5+8+9 Days, On-Site) [ ~ 597 Slides ]

Master POI Lesson Plan Sets [ ~ 597 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 17-4+5+8+9 Day ENT VS Flow KZ WS

MASTER_4-Day JIT ENT Flow KZ WS

MASTER_5-Day JIT ENT Flow KZ WS

MPRINT_5-Day ENT Flow KZ WS MASTER_8-Day JIT ENT Flow KZ WS

MPRINT_8-Day ENT Flow KZ WS MASTER_9-Day JIT ENT Flow KZ WS

5-Day BUS PROCESS Flow WS 8-Day BATT ORDER Flow KZ WS 9-Day FOAM ORDER Flow KZ WS


Executive Level Business Case validation Executive Lean Transformation champion education All Level Introductory Education Organizational Lean Transformation Planning Managerial Level Introductory Education

Learning Activity Description: Enterprise value stream flow kaizen is a straight forward thought

process. You map enterprise systems by following their flow, interviewing its key players, and documenting

performance and information activities to create a visual portrayal of each stage in the enterprise’s flow of

activities and information.

The results will be enlightening, revealing problems and opportunities which might otherwise go undetected.

Then an improved future state (and how to get there) can be visualized and planned.

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Activity Learning Objectives:

Familiarize kaizen team members with lean enterprise flow principles & methods

Assist team members in “seeing the flow” of the complete enterprise value stream

Create a comprehensive multi-dimensional enterprise current state value stream map of the

company’s customer value providing system’s value stream flow

Assist team members in understanding how lean principles & practices can significantly

improve complete enterprise flow throughout the organization’s customer service value

stream

Assist team members in visualizing, then developing an aggressive, yet feasible future state

process improvement design and an aggressive transformation plan

Coach team members in designing an effective visual enterprise operations management

system and sustaining performance metrics for the value stream

Normal Learning Environment: On-Site classroom setting Progressive Learning Approach: An enterprise’s business system value streams include all

actions required to satisfy a customer’s requirements from receipt of orders through satisfaction of those

requirements.

Each action in this chain of activities is either value adding (e.g., order processing) or non-value adding

(e.g., storing materials). “Seeing” your enterprise’s systems from a value stream perspective means

understanding what provides customer value. It means concentrating on improving the enterprise as a

whole, start to finish, rather than focusing on an individual process stage.

By creating an extended current state map (how it’s done today) you create a “visual” of the enterprise flow.

From this baseline, you can apply lean principles to create an improved future state (how we want to do it in

the future) vision of an ideal customer value flow.


41

1st Day Setting the Stage

Introductions/Workshop Structure

Lean Enterprise Flow Fundamentals

Traditional Enterprise Flow Simulation

Value & Value Streams

Current Enterprise Procedures

Known Current System Impediments

Current Business Management Systems

Current Performance Metrics


2nd Day Current State Value Stream Mapping

Enterprise Value Stream Mapping Process

Enterprise Stages Process Stage Aggregation

Wild Cal’s Customer Interactions

New Product Development

Customer Service

Materials Planning

Supply Chain

Production Operations

Finished Goods Inventory

Product Distribution

Cross-Functional Process Mapping

Team Current State Enterprise Mapping Instructions

2nd Day Progress Wrap-Up

3rd Day Inventing a Better Future State Flow

Team Current State Enterprise Process Assessment

Team Current State Map Development

Team Current State Map Presentations

Group Current State Map Consolidation

3rd Day Progress Wrap-Up

4th Day Future State Opportunities

Group Current State Map Opportunities

Group Final Current State Enterprise Map

Functional Information Needs

Functional Information Investigations

4th Day Progress Wrap-Up

5th Day JIT Cross-Walks

Functional Information Investigation Reports

Lean Enterprise Cross-walks Flow Principles

Standardizing Activities

Balancing Work

Operating to a Tempo

Regulating Flow

Enhancing & Pacing Flow

42

Sequencing Flow

Work Area Continuous Flow

Mistake Proofing

Visual Process Control

Pull Systems

Teaming

Quality Assurance

Cord Wire P/C Case Study


6th Day JIT Enterprise Design

Lean Enterprise System Cross-walks

Value Stream Management

Enterprise System Future State Mapping

Wild Cat Actuators Future State Vision Sales & Customer Service

Engineering

Materials Planning

Customer Service

Materials Planning

Supply Chain


7th Day Consolidated Future State

Wild Cat Actuators Future State Vision Production Operations



Just-in-time “Complete” Enterprise

Flow Simulation

Team Enterprise System Future

State Mapping Instructions

Team Future State Enterprise Improvement Assessment

Team Future State Mapping

Team Future State Map Presentations


8th Day Group Future State Mapping

Group Future State Map Consolidation

Group Final Future State Opportunities Discussions

Group Final Enterprise System Future State Map

Group Future State Enterprise System Impediments

Enterprise System Transformation Planning

Wrap-Up & Workshop’s Value

Learning Products:

Leadership team design of an aggressive. Yet feasible future state for their complete enterprise and a feasible, yet rapid, lean transformation plan

Leadership team design of a feasible, yet rapid, lean transformation plan Learning Activity Value:

Organizational change agents design their own future state and a feasible, self-paced, lean transformation plan

43


Senior Organization leaders Organizational change agents All Key stake holders in the enterprise involved in transforming into a lean cultured and

operating organization Coaches / Facilitators:





18. Just-in-time Manufacturing Work-in-process (WIP) Value Stream Flow

Kaizen Workshop (3+4+5+6 Days, On-Site) [ ~ 369 Slides ]

Master POI Lesson Plan Sets [ ~ 369 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 18-3+4+5+6 Day MFG WIP Flow KZ WS

MASTER_3-Day MFG WIP Flow KZ MPRINT_3-Day MFG WIP Flow KZ 3 Day APPLIANCE MFG VS WS 3-Day FILTER MFG VS WS 3-Day GAS CONVERT VS WS 3-Day MACHINE VS WS 3-Day NAIL MFG KZ WS 3-Day PHOTO VS KZ WS 3-Day VALVE MFG VS WS

MASTER_4.5-Day MFG WIP Flow KZ WS

MPRINT 4.5-Day MFG WIP Flow KZ WS 4-Day BATT MFG VS KZ 4-Day CABLE MFG VS KZ 4-Day HCL BATT MFG VS KZ 4-Day JOB SHOP MFG VS KZ 4-Day TOOL CASE MFG VS KZ

MASTER_5-Day MFG WIP Flow KZ WS

MPRINT_5-Day MFG WIP Flow KZ WS 5-Day Forfklift MFG WIP KZ 5-Day MACHINE WIP KZ WS

MASTER_6-Day MFG WIP Flow KZ WS

MPRINT_6-Day MFG WIP Flow KZ WS 6-Day CASTING WIP VS WS 4-Day BATT MFG KZ WS


Executive Level Business Case validation Executive Lean Transformation champion education All Level Introductory Education Organizational Lean Transformation Planning Managerial Level Introductory Education

44

Learning Activity Description: Manufacturing work-in-process (WIP) value stream flow kaizen is

a straight forward thought process. Participants map the current manufacturing systems by following their

product’s flow, detailing its key stages, and documenting performance and information activities to create a

visual portrayal of each stage in the manufacturing’s flow of activities and information. From this baseline,

participants can apply lean principles and practices to design an improved future state (how we want to do

it) vision of an ideal manufacturing value flow. Participants then have the future state objective needed to

develop an aggressive lean transformation plan for the “focus” manufacturing WIP value stream.


Familiarize kaizen team with just-in-time production principles & methodologies

Assist team members in “seeing the flow” of their “Model” value stream

Create a comprehensive current state value stream map of the company’s “model” value

stream’s flow

Assist kaizen team members in understanding how lean principles and practices can

significantly improve flow within the “model” value stream

Assist team members to visualize, then design an aggressive, yet feasible future state

improvement design and an effective transformation plan

Assist team members in developing an effective JIT materials management and visual

production management mechanism for their “model” value stream

Normal Learning Environment: On-Site training room with focus value stream shop floor access Progressive Learning Approach:

Practice, through discussions and case study illustration, basic value stream flow mapping,

kaizen concepts, team building, and value stream management

Develop, both current and future state maps of the company’s focus “model” value stream

Learn value stream kaizen process leadership roles and responsibilities

Determine the most effective way to achieve the “ideal” future state


45

1st Day - Current State Value Stream Mapping

Introductions & Workshop Structure

Just-in-time Flow Fundamentals


Value Stream Mapping Process

Dock-to-dock Current State Mapping

Case Studies Current States

Team Current State Mapping

Team Current State Presentations


Group Current State Opportunities

Group Final Current State Map Design

2nd Day - Improving Flow

Value Stream Flow Principles

Product Family Grouping

Regulating Demand & Production Flow

Enhancing System Flow

Work Cell Layout & Flow

Cellular Manufacturing

Balancing Work

Standardizing Work

Right-Sizing Capacity

Changeover Reduction

Buffering Bottlenecks

Operations Visibility & Control

Work-in-process (WIP) Flow

Pull Systems

Plan-for-Every-Part (PFEP) Pull Systems Demo

3rd Day - Designing an Improved Vision

Future State Mapping Process

Case Studies Future State Visions

Team Future State Process Walk


4th Day - Transformation Planning



Group Future State Opportunities

Group Final Future State Map Design

Model Value Stream Transformation Planning

Value Stream Performance Metrics

Wrap-Up Discussions/Evaluations

Learning Products:

Management team’s design of an aggressive. Yet feasible future state for their “focus” manufacturing WIP value stream

46

Management team design for a feasible, yet rapid, lean transformation plan Learning Activity Value:

Management team’s design their own future state and a feasible, self-paced, lean transformation plan with a census agreement to implement


Senior Organization Management Team Organizational change agents All Key stake holders in the “focus” manufacturer WIP value stream involved in transforming

into a lean cultured and operating product value stream Coaches / Facilitators:





19. Just-in-time Business Process Value Stream Flow Kaizen Workshop (3+4+5+6+8+9 Days, On-Site) [~ 395 Slides ]

Master POI Lesson Plan Sets [ ~ 395 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 19-3+4+5+6+8+9 Day BUS PROCESSES VS Flow KZ WS

MASTER_1-Day NPD Process KZ WS MASTER_3-Day BUS Process Flow KZ WS

MASTER_3-Day NPD Process KZ WS 3-Day MACHINE BUS PROC KZ WS 3-Day AGGREGATE MINING Flow WS

MASTER_4-Day CUST SVC Flow KZ WS

MPRINT_4-Day CUST SVC Flow KZ WS 4-Day Fork Lift CUST SVC Flow KZ WS

MASTER_5-Day BUS Process Flow KZ WS MPRINT_5-Day BUS Process Flow KZ WS 5-Day AERO CUST ORDER KZ 5-Day AERO LABOR ACCOUNT KZ 5-Day QUALITY SAMPLE KZ WS 5-Day SALES BUS Flow KZ 5-Day_BUSINESS_Process_VS_Flow_KZ

MASTER_6-Day BUS Process Flow KZ WS

MASTER_6-Day DIE Design KZ WS

MPRINT_6-Day DIE DESIGN KZ WS 6-Day Toyota DIE DESIGN KZ

MASTER_8-Day CUST ORDER Flow KZ WS

MPRINT_8-Day CUST ORDER Flow KZ WS 8-Day BATT ORDER Flow KZ WS

MASTER_9-Day ENTERPRISE Flow KZ WS

MPRINT_9-Day ENTERPRISE Flow KZ WS 9-Day FOAM ORDER Flow KZ WS STRETCH WRAP CUST ORDER Flow KZ Learning Activity Category:

47

Senior Management Level Business Case validation Senior Lean Transformation champion education All Level Advanced Lean Education Organizational Business Processes Lean Transformation Planning

Learning Activity Description: Business process value stream flow kaizen is a simple process.

You map current business systems such as, product order processing by following its flow (where you are),

interviewing its key players, and documenting performance and information factors to create a visual

portrayal of each stage’s process in the administrative flow of activities and information. What become

visible reveal conditions and opportunities which might otherwise go unnoticed. Then an improved future

state (and how to get there) can be visualized and planned.


Familiarize kaizen team members with lean business process principles & methods

Assist team members in “seeing the flow” of their “focus” business process flow

Create a comprehensive multi-dimensional current state value stream map of the company’s

“focus” business process value stream’s flow

Assist team members in understanding how lean principles can significantly improve

administrative flow within the “focus” business process value stream

Assist team members in visualizing, then developing an aggressive, yet feasible future state

process improvement design and an aggressive transformation plan

Coach team members in developing an effective lean leadership framework and sustaining

performance metrics for their “focus” business process value stream

Normal Learning Environment: On-Site training room with access to “focus” business systems Progressive Learning Approach:

48

Practice, through discussions and case study illustrations, business process value stream

flow mapping and business process kaizen concepts, team building, and improvement

sustainment methods

Design a current and an innovative future state map of the “focus” business process

Discuss lean leadership & lean performance metrics to sustain kaizen improvements


1st Day – Current State Value Stream Mapping


Lean Business Flow Fundamentals


Current “Focus” Process Procedures

Known Current Process Impediments


Business Process Value Stream Mapping Process

Business Process Flow Simulation

Team Current State Business Process Mapping Instructions

Team Current State Business Process Assessment


2nd Day – Improving Flow Through Lean

Team Current State Map Development




Group Final Current State Business Process Design




3rd Day – Inventing a Better Future State


Lean Business Process Cross-walks

Improving Business Processes through Lean Principles

Business Process Future State Mapping

Just-in-time Business Process Flow Simulation

Team Business Process Future State Mapping Instructions

Team Future State Process Improvement Assessment


4th Day – Future State Mapping

Team Process Improvement Assessment (Con’t)





5th Day – Becoming Lean

49


Group Final Business Process Future State Map

Group Future State Business Process Impediments

Business Process Lean Performance Metrics

Becoming Lean

Business Process Transformation Planning


Learning Products:

Management team’s design of an improved, aggressive, yet feasible future state for their “focus” customer order accomplishment value stream

Management team design for a feasible, yet rapid, business systems lean transformation plan


Management team’s design their own future state and a feasible, self-paced, lean transformation plan with a census agreement to implement


Senior Organization Management Team Organizational change agents All Key stake holders in the “focus” business process value stream involved in transforming

into a lean cultured and operating customer order processing value stream Coaches / Facilitators:




Workshop Fee: $3,000 /day + Travel Expenses for Coach(es)

20. Just-in-time “Visual” Operations Management / Control Kaizen (4+5 Days, On-Site) [ ~ 607 Slides ]

Master POI Lesson Plan Sets [ ~ 607 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 20-4+5 Day VISUAL OPNs MGMT WS

MASTER_4-Day CUSTOMER SVC KZ WS

MPRINT_4-Day CUSTOMER SVC KZ WS MASTER_4-Day PRODUCTION CNTRL KZ WS

MASTER_5-Day OPERATIONS Process KZ

MASTER_5-Day OPN MGMT KZ WS

4.5-Day JOB SHOP PC KZ PRINT 4.5-Day JOB SHOP PC KZ


Operations Management Level Visual Management Device Creation Lean Transformation Change Agent Education Operational Management Crew Training

Learning Activity Description: An operation’s management & control system is the heart and soul

of an operation and involves all activities necessary to plan, prioritize resource, initiate, control, adjust,

50

realign, and orchestrate the accomplishment of customer’s requirements. Participants will create a current

state map (how it is accomplished now) which creates a “visual” of operational flow. From this baseline,

participants will apply lean principles to create an improved future state operations management system

(how to improve how to do it) vision and how it will operate.

Analyzing & improving operations management & control techniques through flow kaizen methods is a

straight forward process. First, the team will map current systems & processes through interviews,

observation and by following customer requirements through the system, carefully drawing a visual portrayal

of each stage in the flow and documenting activities and decisions occurring at each of these stages.

The team’s efforts will reveal problems and potential solutions and opportunities where integration of lean

principles will harvest significant improvements in operations management and control. Then those

improvements can be systematically implemented to improve the entire production management system.

Each activity in this management and control process is either value adding (e.g., Maintaining work balance)

or non-value adding (e.g., Recovering from a sequencing error). “Visualizing or seeing” your operational

system’s flow from a customer value chain perspective means looking at every stage in terms of the value it

adds in providing customer value. It means paying attention to improving the operations management

system as a whole. From customer need to delivery of the product or service.


Familiarize kaizen team members with just-in-time visual operations management principles

& methodologies

Assist kaizen team members in “visually seeing the flow of work” through their operations

Create a comprehensive diagram of current state operations management & control

processes and customer requirements flow

Assist kaizen team members in understanding how lean principles can significantly improve

operations management and control processes

Assist team members to visualize, then develop an effective visual just-in-time production

control system using visual control boards to enable balance & flow in operational activities

51

Normal Learning Environment: On-Site training room with focus value stream shop floor access Progressive Learning Approach:

Practice, through discussions and case study illustration, traditional operations management

systems, visual operations management concepts, and team building

Develop an aggressive, yet effective future state operations management system and visual

procedures

Define operations management & control performance measurements indicators and roles

and responsibilities


1st Day – Current State Value Stream Mapping


Operations Management Flow Fundamentals

Traditional Production Management Simulation


Current “Focus” Process Procedures

How Operations are Managed Today

Known Current P/C Impediments

Current Operations Management Systems



2nd Day – Improving Flow through Lean

Value Stream Mapping

Business Process Value Stream Mapping

Operations Management System Mapping

Cross-functional Mapping

Team Operations

Management & Control

Current State Map Development




3rd Day – Inventing a Better Future State Flow


Group Final Current State Operations Control Map




JIT Operations Management Cross-walks Flow Principles

Standardizing Activities

Balancing Work


Regulating Flow

Enhancing & Pacing Flow

Sequencing Flow

Single Order Coupled Flow

52

Feeder Process Synchronization

Mistake Proofing

Visual Operations Control

Pull Systems

Focused Teaming


4th Day – Future State Mapping

Integration of JIT Operational Systems JIT Customer Order Processing

JIT Custom Engineering

JIT Materials Planning

JIT Visual Operations Control

Visual Order Integration

Operations Management & Control Future State Mapping

Case Study Current to Future States

Just-in-time Production Management Simulation

Team Operations Management Future State Mapping Instructions

Team Future State Process Improvement Assessment



5th Day – Becoming Lean




Group Final Operations Management Future State Map

Group Future State Success Impediments

Operations Management Success Performance Metrics

Becoming Lean

Future State Operations Management Transformation Planning


Learning Products: Management team’s design of an aggressive, yet feasible, visual operations management

process, system, devices, and learning requirements. Management team design of the designed visual management process implementation plan.


Management team’s consensus design for effective visual management devices and knowledge of the value and operation by all involved managers.


Organization Operational Management Team Organizational lean change agents All Key stake holders in the designed visual operations management system.


One coach Instructional Materials: (Slides & Sims & P.E.s)


53


Workshop Fee: $3,000 /day + Travel Expenses for Coach

21. Just-in-time Manufacturing Materials Management / Pull Systems Kaizen Workshop (3+4+5 Days, On-Site) [ ~ 618 Slides ]

Master POI Lesson Plan Sets [ ~ 618 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 21-3+4+5 Day MFG MATERIALS KZ WS

MASTER_3-Day MFG MATERIALS Flow KZ WS

MPRINT_3-Day MFG MATERIALS Flow KZ WS

MASTER_3-Day SC+PROD+DIST KZ WS

MPRINT_3-Day SC+PROD+DIST KZ WS MASTER_4 Day MFG MATERIALS Flow KZ WS

MASTER_5 Day MFG MATERIALS Flow KZ WS

MPRINT_5-Day MFG MATERIALS KZ WS 4.5-Day Fork Lift MATERIALS Flow KZ WS 4.5-Day JIT MATERIALS Flow WS


Executive Lean Transformation Champion Education Supply Chain / Materials Manager Education Organizational Lean Transformation Planning Managerial Level Supply Channel Education

Learning Activity Description: Internal manufacturing materials value stream flow kaizen is a

straight forward thought process. Participants map the current internal (i.e., Dock to Points of use (POU))

materials systems by following key supply items through their flow, detailing its key stages, and

documenting performance and information activities to create a visual portrayal of each stage in the item’s

flow and information. From this baseline, participants will apply just-in-time logistics principles and practices

to design an improved materials flow future state (how we want to do it) vision. Participants then have the

future state objective needed to develop an aggressive improvement internal materials flow for the “focus”

materials value stream.

54

Activity Learning Objectives: Familiarize kaizen team members with visual just-in-time materials management and kanban

pull principles & methodologies

Assist kaizen team members in “seeing the internal flow” of materials within their internal

materials replenishment value streams

Create comprehensive current state value stream maps reflecting internal materials

management, control, and movement systems within their operations

Assist kaizen team members in understanding how continuous flow or pull systems can

significantly improve work-in-process (WIP) flow within their manufacturing operations

Assist team members to visualize, then develop aggressive, yet feasible feeder process flow

and pull materials systems to the most critical points of use (POU)

Assist team members in designing effective visual materials management procedures and a

viable materials flow transformation plan

Normal Learning Environment: On-Site training room with focus materials system value stream components access Progressive Learning Approach:

Practice, through discussions and case study illustrations, basic value stream flow

mapping, materials flow kaizen concepts, continuous flow and pull systems, and

team building

Develop, both current and future state maps of the operation’s internal materials

flow systems

Design continuous flow or pull systems to streamline materials flow to their critical

points of use


55

Learning Products:

Materials management team’s design of an aggressive. Yet feasible future state for their “focus” materials flow value stream

Materials management team design for a feasible, yet rapid, just-in-time materials system transformation plan


Materials management team’s design their own internal materials flow future state and a feasible, self-paced, just-in-time transformation plan with a census agreement to implement


Materials management team Organizational lean change agents All Key stake holders in the “focus” materials flow value stream






56

22. Just-in-time System Logistics Flow Kaizen Workshop (1+2+3+4+5 Days, On-Site) [ ~ 536 Slides ]

Master POI Lesson Plan Sets [ ~ 536 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 22-1+2+3+4+5 Day LOGISTICS Flow KZ WS

MASTER_1-Day LOGISTICS Flow WS 1-Day AUTO LOG WS

MASTER_2-Day LOGISTICS Flow WS

MASTER_3-Day LOGISTICS Flow KZ WS MPRINT_3-Day LOGISTICS Flow KZ WS

3-Day AGGREGATE MINING Flow WS MASTER_4-Day COMPLEX SC WS MPRINT_4-Day COMPLEX SC WS

MASTER_4-Day LOGISTICS Flow KZ WS 4-Day MULTI-TIER SC Flow WS 4-Day_Just-in-time_LOGISTICS_Flow_KZ 4-Day AME JIT LOGISTICS Flow WS

MASTER_5-Day LOGISTICS Flow KZ WS

MPRINT_5-Day LOGISTICS Flow KZ WS

MASTER_5-Day SUPPLY CHAIN Flow KZ WS

MPRINT_5-Day Supply Chain KZ WS 5-Day_JIT_SUPPLY_CHAIN_Flow_KZ


Executive Level Just-in-time Supply Channel Education Senior Lean Transformation Champion Education Supply Channel & Materials Managers Education Senior Purchasing Managers Education Materials Handling Managers Education

Learning Activity Description: When analyzing an organization’s supply channel value stream,

the first step is to fully understand how that system currently operates by tracing the flow of a subset of raw

materials item back from their point-of-use (POU) to their sources. A visual extended current state map can

then be constructed which denotes where the item’s flow is inhibited or stopped. From this information, flow

kaizen participants can envision how improvements can be inserted to enhance flow between stages to

reduce costs and increase customer satisfaction.


Discuss just-in-time logistics system principles, methods, value, and value streams

Create a comprehensive extended current state value stream map of the company’s logistics

systems’ value streams

Using actual case studies and team interactions, thoroughly analyze a machining and a

vehicle assembly manufacturer from the last value adding step at the upstream supplier,

through internal facility value adding processes, to the customer

Discuss key aspects of just-in-time logistics system flow, smoothed & balanced workload,

visual process control, and flow kaizen principles and methodologies

Assist kaizen team members in embracing how JIT logistics principles & methods can

significantly improve materials & products flow within the logistics system

Assist team members in visualizing, then designing an aggressive, yet feasible improved

logistics future state design and an aggressive transformation plan

Discuss effective techniques to manage a complete value stream and transform it to just-in-

time principles and practices

57

Normal Learning Environment: On-Site training room with supply channel value stream administrative access Progressive Learning Approach:

Practice, through discussions and case study illustration, extended value stream flow

mapping, supply chain flow kaizen concepts, team building, and supply channel management

education

Develop, both current and future state extended value stream maps of the company’s supply

channel

Learn Just-in-time supply channel value stream flow kaizen process

Determine the most effective way to achieve the supply chain future state ideal


58

Learning Products:

Supply Chain management team’s design of an aggressive, yet feasible future state for their supply channel flow value stream

Supply channel management team design for a feasible, yet rapid, just-in-time supply chain system transformation plan


Supply channel management team’s design their own supply chain flow future state and a feasible, self-paced, just-in-time supply chain plan with a census agreement to implement


Supply chain management team Organizational materials managers Organizational lean change agents All Key stake holders in the “focus” raw materials supply channel flow value stream



Approximately 536 progressively animated lesson plan presentation graphics 2-Stage Complete Enterprise Value Stream Flow Simulation 1-Stage Multi-Tier “High-Mix” FIFO Sequenced Supply Chain Flow



23. Just-in-time Product Distribution Flow Kaizen Workshop (4 ½ Days, On-Site) [ ~ 347 Slides ]

Master POI Lesson Plan Sets [ ~ 347 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 23-4.5 Day DISTRIBUTION Flow KZ WS

MASTER_4.5 Day DISTRIBUTION Flow KZ WS

MPRINT_4.5 Day DISTRIBUTION Flow KZ WS 2-Day CABLE DIST CTR WS


Senior Distribution Channel Champion Education Distribution Channel Managers Education Distribution Center Managers Education

59

Materials Handling Managers Education

Learning Activity Description: A product distribution system’s value stream includes all actions

required to track inbound shipments, receive, slot, put away, store, maintain storage accuracy, pick,

package, build shipments, and ship a customer’s desired items. From your customer’s perspective, each

stage in this chain of activities is either value adding (e.g., being picked) or non-value adding (e.g., waiting

to be put away). “Seeing” your distribution center’s mission from a value stream system perspective means

understanding how customer requirements flow from a customer’s value perspective. It means optimizing

the entire system, from departing a supplier to arrival at your customer, rather than focusing on improving

sub-stages or processes.

Distribution system value stream flow kaizen is a simple process. You map the “focus” flow of the system

through interviews, assessments, kaizen team collaboration, and graphically walking the flow from material

suppliers through to customers including internal operations within distribution center(s) of the system by

60

following orders from customers through all system stages, visually portraying each process in the flow of

items and information

Activity Learning Objectives: Discuss just-in-time (JIT) distribution system flow & distribution center activity profiling, and

distribution center and system performance bench-marking

Using example case studies and team interactions, study several types of distribution support

system value streams from downstream customers through upstream suppliers

Develop an accurate “extended” current state map of the kaizen’s “focus” distribution system

value stream

Discuss key aspects of order-ship lead time, supply & distribution information technology,

visual distribution center operations, and JIT’s demand flow smoothing

Apply these JIT distribution principles and methods to facilitate team design of a feasible, yet

aggressive distribution system “extended” future state map to improve flow within the

kaizen’s “focus” distribution system value stream

Document flow impediments which must be eliminated through “process” or “point” kaizen to

achieve the improved distribution system future state vision

Discuss effective techniques to manage the distribution system value stream’s transformation

to Just-in-time principles and practices

Normal Learning Environment: On-Site training room with distribution system value stream planning and administrative access Progressive Learning Approach:

Practice, through discussions and case study illustration, basic supply “extended” value

stream flow mapping and flow kaizen concepts, team building, and kaizen process

management

Develop, current & future state maps of the “focus” distribution system value stream

Document flow impediments which must be eliminated through process kaizen to achieve the

future state distribution system flow design


1st Day – Current State VS Mapping


Distribution System Fundamentals World-Class Distribution Support Just-in-time Distribution Fundamentals Distribution Value & Value Streams Base-lining Current Storage Activities

Supply System Process Profiling Distribution Performance Bench-marking

Traditional Distribution Center Support Receiving, Put away, and Storage Picking, Unitizing, and Shipping

Logistics Value Stream Mapping Process Distribution Center Value Stream Mapping

2nd Day - Improving Flow and Process

Team Current State Assessment Team Current State Map Development Team Current State Map Presentations Group Current State Opportunities

61

JIT Distribution Principles & Methods Smoothing Customer Demands Regulating Internal Sequencing Enhancing Distribution Flow Cellular Distribution Center Operations Visual Distribution System & Process Management Distribution Continuous Flow Pull Systems Material & Order Conveyance Logistics Continuous Improvement

Improving Flow through JIT JIT Distribution Management Systems

3rd Day – Inventing a Better FS Flow

Improving Flow through JIT (Con’t) JIT Materials Receiving, Put away, and Storage JIT Order Picking, Unitizing, and Shipping

Distribution System Future State Mapping Process Team Distribution System Future State Process Assessment Team Distribution System Future State Mapping

4th Day – Sustaining Improvements

Team Distribution System Future State Map Presentations Group Future State Map Consolidation Group Future State Opportunities Just-in-time Distribution System Performance Metrics Distribution System Transformation Wrap-Up & Flow Kaizen Value

Learning Products: Product distribution management team’s design of an aggressive. Yet feasible future state for

their product distribution channel flow value stream Product distribution channel management team’s design for a feasible, yet rapid, just-in-time

principled distribution system transformation plan Learning Activity Value:

Product distribution channel management team’s design their own distribution system’s future state and a feasible, self-paced, just-in-time principled distribution plan with a census agreement to implement improvements


Product distribution system management team Organizational distribution and finished product handling system managers Organizational lean change agents All Key stake holders in the “focus” distribution channel flow value stream






62

24. Just-in-time Fulfillment & Warehousing Flow Kaizen Workshop (3+4 Days, On-Site) [ ~ 609 Slides ]

Master POI Lesson Plan Sets [ ~ 609 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 24-3+4 Day FULFILL+WAREHOUSE KZ WS

MASTER_3-Day FULFILL+WAREHOUSE KZ WS

MPRINT_3-Day FULFILL+WAREHOUSE KZ WS 3-Day ITEM WAREHOUSE KZ 3-Day_WAREHOUSE_VS_Flow_KZ

MASTER_4-Day FULFILL+WAREHOUSE KZ WS

MPRINT_4-Day FULFILL+WAREHOUSE KZ WS 4-Day WAREHOUSE KZ WS 4-Day SUPPLY FULFILLMENT KZ WS 4-Day AMMO SUPPLY FULFILLMENT KZ WS 1-Day CABLE SERVICE CTR WS

Learning Activity Category: Senior Fulfillment, Product, and Materials Storage Champion Education Fulfillment, Product, and Materials Storage Managers Education Warehouse Managers Education Product & Raw Materials Handling Managers Education

Learning Activity Description: A supply support enterprise’s value stream includes all actions

required secure, receive, put away, store, pick, and ship a customer desired item. Each action in this chain

of activities is either value adding (e.g., being picked) or non-value adding (e.g., waiting to be put away).

“Seeing” your supply processes from a value stream perspective means looking from 100 feet above at the

forest, not the individual trees. It means paying attention to improving the system as a whole, receiving

dock to shipping dock, rather than focusing on improving individual sub-processes.

63

By creating a current state map (How we operate today) you create a “visual” of supply process flow. From

this baseline, you can apply lean principles to create an improved future state (how its best to operate)

vision of an ideal supply fulfillment value flow.

Value Stream flow kaizen is a simple process. You map the process, through interviews and assessments

of supply fulfillment center operations by following orders from dock-to-dock, carefully documenting a visual

portrayal of each process in the flow of supply items and information.

The results will be astounding, revealing conditions and opportunities which might not be recognized. Then

an improved future state (and how to get there) can be developed.

Activity Learning Objectives: Discuss just-in-time supply fulfillment & distribution, supply activity profiling, and

supply center performance bench-marking

Using example case studies and team interactions, study several types of supply support

value streams from downstream customers through upstream suppliers and develop an

accurate “extended” current state map for the “focus” value stream


visual warehousing operations, and demand flow smoothing

Apply these JIT fulfillment principles and methods to facilitate team design of a feasible, yet

aggressive supply system “extended” future state map to improve flow within the kaizen

“focus” supply distribution & fulfillment value stream

Document flow impediments which must be eliminated through process or “point” kaizen to

achieve the improved supply system future state

Discuss effective techniques to manage the supply value stream’s transformation to Just-in-


Normal Learning Environment: On-Site training room with Fulfillment Center / Warehouse value stream planning and administrative access Progressive Learning Approach:


stream flow mapping and kaizen concepts, team building, and kaizen process management

Develop, both current and future state maps of the “focus” fulfillment value stream

Document flow impediments which must be eliminated through kaizen to achieve the future

state supply system design


1st Day – Current State VS Mapping


Supply & Distribution Fundamentals

World-Class Supply Support

Just-in-time Fundamentals


Base-lining Current Activities Supply Process Profiling

Performance Bench-marking

Traditional Supply Support Receiving, Put away, and Storage

64

Picking, Unitizing, and Shipping


Supply Center Value Stream Mapping

2nd Day - Improving Flow and Process

Team Current State Assessment

Team Current State Development



Just-in-time Supply Principles & Methods Smoothing Demand

Regulating Flow

Enhancing Flow

Work Cell Layout

Visual Process Control

Fulfillment Work Center Layout Continuous Flow

Pull Systems

Mate5rial Conveyance

Continuous Improvement

Improving Flow through JIT Supply Management Systems

3rd Day – Inventing a Better FS Flow

Improving Flow through JIT (Con’t) Receiving, Put away, and Storage

Picking, Unitizing, and Shipping Orders

Future State Mapping Process

Supply Process Future State Mapping

Team Future State Process Assessment





Group Future State Opportunities

Just-in-time Performance Metrics

Supply Center Transformation

Wrap-Up & Kaizen Value

Learning Products:

Fulfillment Center / warehouse management team’s design of an aggressive. Yet feasible future state for their warehouse operational value stream

Fulfillment Center / warehouse management team’s design for a feasible, yet rapid, just-in-time principled warehouse operational system transformation plan


Fulfillment Center / warehouse management team’s design their own operational system’s future state and a feasible, self-paced, just-in-time principled warehousing plan with a census agreement to implement improvements


Fulfillment Center / warehouse system management team Organizational warehousing and materials handling system managers

65

Organizational lean change agents All Key stake holders in the “focus” Fulfillment Center / warehouse value stream


One instructor/coach Instructional Materials: (Slides)



25. Just-in-time Maintenance, Repair, & Overhaul (MRO) Flow Kaizen

Workshop (4+5 Days, On-Site) [ ~ 422 Slides ]

Master POI Lesson Plan Sets [ ~ 422 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 25-4+5 Day MRO Flow KZ WS

MASTER_4-Day MRO SERVICES KZ WS

MPRINT 4-Day MRO SERVICES KZ WS 4-Day JIT MRO MAINT SVC KZ 4-Day Reg AC MRO SVC KZ PRINT_4-Day JIT MRO KZ WS MASTER_5-Day MRO SERVICES KZ WS 5-Day AC COMPONENT MRO KZ 5-Day AERO CUST ORDER KZ 5-Day AERO LABOR ACCOUNT KZ STANDARD 5-Day MRO KZ


Executive Level Just-in-time MRO Operations Education Senior Lean Transformation Champion Education MRO Operations Managers Education Purchasing Managers Education Shop Supply Managers Education

66

Learning Activity Description: A maintenance, repair, and overhaul (MRO) organization’s value

streams include all actions required to bring a customer’s equipment from an unserviceable state through

delivery of a safe and serviceable product. Each action in this chain of activities is either value adding (e.g.,

Being repaired) or non-value adding (e.g., waiting to be cleaned). “Visualizing” your MRO operations from a

value stream flow perspective, means looking at a segment of the forest, not its individual trees. It means

paying attention to improving the repair process system’s flow as a whole, contract to completion, rather

than focusing on individual process steps.

By creating a current state MRO flow map (how it is done today) you create a “visual” of repair flow. From

this baseline, the team can apply lean principles to create an improved future state (how it should be done)

vision of an ideal MRO value flow. The results will be enlightening, revealing conditions and opportunities

which might otherwise go unnoticed. Then an improved future state (how to get there) can be visualized and

planned.


Familiarize flow kaizen team members with just-in-time Maintenance, Repair, and Overhaul

(MRO) principles & methodologies

Assist team members in “seeing the flow” of their “Model” or “Pilot” MRO operations value

stream

Create a comprehensive current state value stream map of the company’s “model” MRO

operations value stream’s flow

Assist the team in visualizing how lean principles and practices can significantly improve flow

and reduce lead time within the MRO operation’s value stream

Assist team members to visualize, then develop an aggressive, yet feasible MRO operations

future state improvement design and an effective transformation plan

Assist team members in designing an effective visual production management mechanism

which will balance activities to achieve maintenance requirements flow

Normal Learning Environment: On-Site training room with MRO shop floor value stream planning and administrative access Progressive Learning Approach:

Practice, through discussions and case study illustration, MRO value stream flow mapping,

flow kaizen methods, team building, and value stream management

Develop current and future state maps of their focus “model” MRO value stream

Design an effective visual MRO operations management mechanism


1st Day – Document the Current State


Lean Fundamentals


MRO Flow Kaizen Value Stream Process

Value Stream Mapping

Team Current State MRO Flow Mapping

Team Current State Presentations

Group Current State MRO Flow Map Consolidation


Group Final MRO CS Map Design

67

2nd Day – Improving Flow & Process

MRO Value Stream Flow Principles

Defining Just-in-time MRO Flow

Smoothing & Regulating MRO activities

Operating to Takt & Pitch tempo

Progressive Repairs Flow

Continuous Repairs Flow

Critical Chain Methodology

MRO Work Area Layout & Flow

Balancing MRO Work

5 “S” Work Site Organizations

Standardizing MRO Activities

Reducing Changeover Turbulence

Mistake Proofing Activities

Assuring Quality at the Source

Pull Mechanisms & Systems

Overhaul-All’s Case Study Current State

Visual MRO Operations Control

Continuous Improvement

MRO Future State Mapping

Just-in-time MRO Shop Supply Flow

Overhaul-All’s Case Study Future State

Team Future State MRO Process Mapping

3rd Day – Inventing a Better Future State Flow

Team Future State MRO Flow Development

Team MRO Future State Flow Mapping

Team Future State Presentations

Group Future State MRO Flow Map Consolidation

Group Future State MRO Flow

Opportunities Discussions


Group MRO Future State Impediments

Group Focus Improvement Impediment Selection

Team Focus Impediment Assessment & Countermeasures

Team Focus Impediment Elimination

Team Focus Impediment Documentation

Group Discussion of Improvement Opportunities and Next Steps

Sustaining Improvements

MRO Value Stream Performance Metrics


Learning Products:

MRO Team’s design of an aggressive. yet feasible future state for their MRO planning, managing, and operations flow value stream

MRO management team’s design for a feasible, yet efficient, just-in-time Maintenance, repair, and overhaul (MRO) operational system transformation plan

68


MRO operational team’s design of their own MRO flow future state and a feasible, self-paced, just-in-time MRO plan with a census agreement to implement


Senior MRO management team Operational MRO managers Organizational lean change agents MRO Shop Supply managers All Key stake holders in the “focus” MRO value stream





26. Just-in-time Maintenance Shop Supply Flow Kaizen Workshop (3+4+5 Days, On-Site) [ ~ 725 Slides ]

Master POI Lesson Plan Sets [ ~ 725 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 26-3+4+5 Day SHOP SUPPLY Flow KZ WS

MASTER_3-Day SHOP SUPPLY Flow KZ WS

MPRINT_3-Day SHOP STOCK Flow KZ WS 3-Day AERO SHOP STOCK KZ MASTER_4-Day SHOP SUPPLY Flow KZ WS

MASTER_5-Day SHOP SUPPLY Flow KZ WS

MPRINT_5-Day SHOP SUPPLY Flow KZ WS 5-Day AERO SHOP SUPPLY Flow KZ 5-Day MRO SHOP STOCK Flow KZ


Senior Maintenance Shop Supply Managers & Champion Education Shop Supply Directors, Managers and Key Leaders Education Shop Supply Materials Handling Managers Education

Learning Activity Description: A maintenance activity’s shop supply value stream includes all

actions to acquire parts & materials, stage them to effectively support maintenance actions, then provide

them just-in-time to the value adding maintenance team accomplishing maintenance, repair, and overhaul

activities.

Kaizen team members will practice, through discussions and case study illustration, just-in-time

maintenance shop supply value stream flow mapping, shop supply kaizen concepts, and team building. The

team will then develop current and future state maps of the shop supply value stream Identify flow

impediments which must be eliminated via process kaizen to achieve future state improvements and

discuss mechanisms which support implementation

69

Activity Learning Objectives: Discuss just-in-time maintenance shop supply principles, value, and value streams

Through kaizen team interactions, create a comprehensive current state value stream map of

the organization’s supplier-to-point of use maintenance parts shop supply value stream

Discuss key aspects of just-in-time maintenance shop supply operations, smoothed &

balanced supply workload, visual process control, and kaizen principles & methodologies

Assist Kaizen team members in visualizing how JIT principles & practices can significantly

improve shop supply processes, reliability, and parts & materials flow

Assist team members in visualizing, then designing an aggressive, yet feasible shop supply

future state improvement design and an aggressive transformation plan

Discuss effective techniques to visually manage the maintenance shop supply process value

stream and transform it to just-in-time principles and practices

Normal Learning Environment: On-Site training room with Shop Supply Center , stockroom value stream planning and administrative access Progressive Learning Approach:

Practice, through discussions and case study illustration, basic shop supply value stream

flow mapping and kaizen concepts, team building, and kaizen process management

Develop, both current and future state maps of the “focus” fulfillment value stream




1st Day: Shop Supply Value Stream

Flow Kaizen Structure


Conventional Supply Principles

World Class Supply Chains

JIT Supply Chain Fundamentals


Known Shop Supply Impediments

70


Receipt-to-POU Value Stream Mapping

Case Study Examples Move-All Forklifts

Store-All Supply Warehousing

Overhaul-All MRO Shop Supply

Supply Chain Value Stream Mapping

Team Current State Assessment


2nd Day: Current State Supply Value Stream Mapping

Team Receipt-to-POU Current State Process Assessment

Team Receipt-to-POU Current State Map Development

Team Receipt-to-POU Current State Map Presentations


Just-in-time Maintenance Shop Supply Principles & Methods Creating Value Stream Flow


3rd Day: Just-in-time Shop Supply

Just-in-time Maintenance

Shop Supply Principles & Methods Orchestrating Flow

Smoothing Requirements

Visual Supply Control

Work Cell Layout & Flow

JIT Pull Processes

JIT Supply Chain Flow

JIT Transportation

JIT Inbound Supply

Cross-Docks Operations

JIT Distribution Centers

JIT Processing Centers (JPC)

Just-in-time Materials Flow JIT Receiving & Put away

JIT Internal Materials Flow

JIT Storage

JIT Order Picking

Improving Flow thru JIT Integrating PRP into JIT

Improving Resource Information

1st Shift - JIT WIP Flow Demonstration


4th Day: Inventing a Better Future State Flow

2nd Shift - JIT WIP Flow Demonstration

Receipt-to-POU Future State Mapping

Future State Case Studies Move-All Forklift

Store-All Supply

Overhaul-All MRO

Team Receipt-to-POU Future State Process Improvement Assessment

Team Receipt-to-POU Future State Mapping

71


5th Day: Becoming Lean

Team Receipt-to-POU Future State Map Presentations

Group Receipt-to-POU Future State Opportunities Discussions

Group JIT Future State Shop Supply Impediments

Supply Chain Future State Mapping

Future State Performance Metric Discussions

Becoming Lean

JIT Supply Chain Future State Transformation Planning


Learning Products: Shop stock management team’s design of an aggressive. Yet feasible future state for their

stockroom’s operational value stream Stock room management team’s design for a feasible, yet rapid, just-in-time principled shop

supply operational system transformation plan Learning Activity Value:

Shop supply management team’s design their own operational system’s future state and a feasible, self-paced, just-in-time principled stockroom plan with a census agreement to implement improvements


Stockroom system management team Organizational stockroom and materials handling system managers Organizational lean change agents All Key stake holders in the “focus” stockroom’s value stream





27. Just-in-time Manufacturing Parts Kitting Kaizen Workshop (6 Days, On-Site) [ ~ 635 Slides ]

Master POI Lesson Plan Sets [ ~ 635 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 27-6 Day MFG PARTS KITTING KZ WS

MASTER_6-Day MFG PARTS KITTING KZ WS

MPRINT_6-Day MFG PARTS KITTING KZ WS


Executive JIT Supply Channel Transformation Champion Education Supply Chain / Materials Manager Education Organizational Lean Transformation Planning Managerial Level Supply Channel Education

72

Learning Activity Description: Kitting kaizen team members will practice, through discussions

and case study illustrations, basic value stream flow mapping, just-in-time parts & materials kitting systems,

and pull systems. Develop, both current and future state maps reflecting the operation’s external inbound &

internal materials & complete task completion kit flow systems. Then, design continuous flow and/or pull

systems to synchronize parts kitting with manufacturing operations sequencing and control systems.


Familiarize kitting kaizen team members with visual just-in-time (JIT) materials flow to points-

of-use (POU) and kanban pull and kitting principles & methodologies

Assist kaizen team members in “seeing the flow” of manufacturing materials within their

external & internal materials replenishment value streams

Create comprehensive current state value stream map(s) reflecting the flow of parts from

external sources and internal storage to their POU

Assist kaizen team members in understanding how continuous flow and/or pull systems can

significantly improve work-in-process (WIP) & materials flow within their manufacturing

operations

Assist team members to visualize, then develop aggressive, yet feasible task focused parts

kitting systems to pull the exact parts & materials needed to their POU in synchronization

with a time-sequenced visual production management (i.e., Control) system

Assist team members in designing effective visual parts kitting materials management

procedures and create a viable future state map & transformation plan

73

Normal Learning Environment: On-Site training room with focus materials system value stream components access Progressive Learning Approach:

Practice, through discussions and case study illustrations, basic value stream flow

mapping, materials flow and task kit formulation kaizen concepts, continuous flow and pull

systems, and team building

Develop, both current and future state maps of the operation’s internal materials

flow and potential materials kitting systems

Design continuous flow, pull systems, and task completion kitting techniques to streamline

task completion materials flow to their critical points of use

74


1st Day: Value & Value Streams

Flow Kaizen Structure

Lean Logistics Flow Fundamentals

JIT Supply Chain Fundamentals

Known Materials Flow Impediments



Receiving-to-POU Value Stream Mapping

Case Study Current States Aircraft Mfg. Task Parts Kitting

Multi-tier Supply Channel Flow

Defend-All Supply Fulfillment Center

Team Receiving-to-POU Current State Assessment


2nd Day: Current State Supply Value Stream Mapping

Team Receiving-to-POU Current State Map Development

Team Receiving-to-POU Current State Map Presentations


Just-in-time Materials Management Principles & Methods Materials Flow Balance

Single-Piece-Order-Flow

JIT Pull Systems

Visually Orchestrating Flow

Right-sizing System Components

Just-in-time Stockroom Operations JIT Picking Systems

JIT Picking to Kit Systems


3rd Day: Just-in-time Delivery to POU

Plan-For-Every-Part Pull Systems Demonstration / Simulation

Just-in-time Materials Flow JIT Parts Kitting Systems

JIT Order Picking

JIT Kit Picking

Peddle Run Delivery Tours

Point-of-use Flow racks

Improving Flow thru JIT Integrating PRP into JIT

Improving Resource Information

Receiving-to-POU Future State Mapping

Future State Case Studies Aircraft Mfg. Task Parts Kitting

Multi-tier Supply Channel Flow

Defend-All Supply Fulfillment Center


4th Day: Inventing a Better Future State Flow

Team Supplier-to-POU Future State Process Improvement Assessment

75

Team Supplier-to-POU Future State Mapping

Team Supplier-to-POU Future State Map Presentations

Group Receiving-to-POU Future State Opportunities Discussions


5th Day: Transforming to Lean

Group JIT Future State Materials Management Impediments

Materials Management Future State Performance Metric Discussions

JIT Materials Management Future State Transformation Planning


Learning Products: Materials management team’s design of an aggressive, yet feasible future state for delivering

complete task completion kits at appropriate work centers Materials management team design for a feasible, yet rapid, just-in-time materials kitting

systems transformation plan Learning Activity Value:

Materials management team’s design their own complete task completion kitting future state and a feasible, self-paced, just-in-time kitting transformation plan with a census agreement to implement


Materials management team Organizational lean change agents All Key stake holders in the materials delivery flow value stream






28. Just-in-time Manufacturing Procurement Systems Kaizen Workshop (3 ½ Days, On-Site) [ ~ 626 Slides ]

Master POI Lesson Plan Sets [ ~ 626 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 28-3.5 Day LEAN PROCUREMENT KZ WS

MASTER_3.5-Day JIT PROCUREMENT KZ

MPRINT_3.5-Day JIT PROCUREMENT KZ 3.5-Day FORGING PURCHASING KZ


VPs of Operations & Supply Channels Purchasing Systems Managers Education Materials Buyers Education Supply Chain / Materials Manager Education

76

Learning Activity Description: Procurement processes operating within the principles and

practices of lean manufacturing and Just-in-time logistics are radically different from traditional purchasing

approaches. Thus, this workshop describes those differences, how they impact on the conveyance of the

correct materials to the correct points of use (POU) at the precise time they are required. Then, approaches

are discussed on how to effectively integrate these radically improved purchasing approaches gracefully into

a traditionally operating organization.


Familiarize participants with traditional purchasing approaches and methodologies

Assist participants in “seeing the value in reengineering their operations into a lean

manufacturing and just-in-time (JIT) logistics flow design

Assist participants in “seeing how redesigning their purchasing processes to support JIT

product and materials flow is both required and beneficial

Create comprehensive purchasing processes current state value stream maps reflecting

supply channel flow, internal materials management, production control, and product

movement systems and the supporting administrative purchasing processes

Assist participants to visualize, then develop aggressive, yet feasible, operational lean

manufacturing and JIT supply channel systems and the necessary just-in-time purchasing

processes required to enable just-in-time work-in-process (WIP) flow

Assist participants in designing effective JIT procurement management procedures and a

viable JIT procurement transformation plan

Normal Learning Environment: On-Site training room with access to manufacturing production, materials system, and their supporting procurement administration Progressive Learning Approach:

Analyze Case Study Supply Chain Operations & Purchasing Processes

Discuss How to Apply Just-in-time Principles & Methods

Discuss Improved Supply Chain Flows & Purchasing Processes

Discuss Methods to Develop Suppliers in Consonance with Supply Chain Improvements Example Learning Activity Outline:

77

Learning Products:

Procurement systems improvement kaizen team’s design of an aggressive, yet feasible future state for both their operational production and materials systems and their procurement processes as well


Kaizen of the procurement processes results in significant time and cost savings Their consensus agreement on improvements yields supply channel, internal materials, WIP

production, and streamlined JIT procurement process flow improvements Learning Audience: ( 8-20 participants )

Procurement systems management team Supply channel management team Production management team Organizational lean change agents





78

29. Just-in-time Project Manufacture Kaizen Workshop (4 Days, On-Site) [ ~ 413 Slides ]

Master POI Lesson Plan Sets [ ~ 413 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 29-4 Day PROJECT MFG KZ WS

MASTER_4-Day PROJECT MFG Flow KZ WS

MPRINT_4-Day PROJECT MFG Flow KZ WS


Executive Lean Transformation Champion Education Project Manufacturing Managers Production Control Supply Chain / Materials Manager Education Organizational Lean Transformation Planning

Learning Activity Description: Fixed project product manufacturing is driven by the requirement to

orchestrate the flow of materials in a strict sequence to the point of use (POU) operator. Participants map

the project manufacturing current internal (i.e., Dock to Points of use (POU)) materials systems by following

key supply items through their flow, detailing its key stages, and documenting performance and information

activities to create a visual portrayal of each stage in the item’s flow and information. From this baseline,

participants will apply just-in-time logistics principles and practices to design an improved project

manufacturing materials flow future state (how we want to do it) vision. Participants then have the future

state objective needed to design an aggressive improvement internal project manufacturing materials flow

for the “focus” project fabricated product.


Familiarize participants with visual just-in-time materials management and kanban pull

principles & methodologies

Assist participants in “seeing the internal project manufacturing flow” of materials within their

manufacturing materials replenishment value streams

Create comprehensive current state value stream maps reflecting internal materials

management, control, and movement systems for the focus project manufactured product

Assist participants in understanding how continuous flow or pull systems can significantly

improve supply channels to POU materials flow within their manufacturing operations

79

Assist participants to visualize, then develop aggressive, yet feasible feeder process flow and

pull materials systems to the most critical points of use (POU)

Assist participants in designing effective project manufacturing visual materials management

procedures and a viable materials flow transformation plan

Normal Learning Environment: On-Site training room with focus project manufactured product materials system value stream components access Progressive Learning Approach:

Practice, through discussions and case study illustrations, basic project manufactured

product value stream flow

mapping, materials flow kaizen concepts, continuous flow and pull systems, and participant

team building

Develop, both current and future state maps of the focus operation’s internal materials flow

systems

Design continuous flow or pull systems to streamline materials flow to the product’s critical points of use


Learning Products:

Project Product’s manufacturing management team’s design of an aggressive. Yet feasible future state for their “focus” project product manufacturing materials flow value stream

80

Product management team design for a feasible, yet rapid, just-in-time project focused materials system transformation plan


Project Product’s manufacturing management team’s design their own internal materials flow future state and a feasible, self-paced, just-in-time transformation plan with a census agreement to implement


Project Product’s manufacturing & materials management team Organizational lean change agents All Key stake holders in the “focus” Project Product’s manufacturing value stream





On-Site Just-in-time Multi-tier Supply Channel Flow Kaizen Series (Kaikaku)

30. Just-in-time Hi-Mix, Multi-tier Supply Chain Flow Kaizen Workshop Series (3+4+5+20 Days, On-Site (Prime & Key Suppliers)) [ ~ 492 Slides ]

Master POI Lesson Plan Sets [ ~ 492 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 30- 3+5 Day MULTI-TIER SUPPLY CHAIN KZ WS

MASTER_3-Day SC-Product+Dist MATERIALS Flow KZ

MPRINT_3-Day SC-Product+Dist MATL Flow KZ

MASTER_3-Day SUPPLY-DIST Flow Training WS 3-Day CBMR SC-Prod-Dist WS MASTER_4 Day SC-Product+Dist MATERIALS Flow KZ

MASTER_5-Day SC-Product+Dist MATERIALS Flow KZ

MPRINT_5-Day SC-Product-Dist MATL Flow KZ

MASTER_Multi-tier SEQ SC Flow KZ


Radical Change Supply Channel (Kaikaku) Flow Kaizen Team Education Senior Lean Transformation Champion Education Supply Channel & Materials Managers Education Senior Purchasing Managers Education Materials Handling Managers Education

81

Learning Activity Description: An organization's multi-tier supply channel value stream includes

all actions required to bring a component part from creation at upstream suppliers, through descending tiers

of supply chain value adding activities, to delivery to the final point pf use (POU). Each action in this value

chain of activities is either value adding (e.g., being machined) or non-value adding (e.g., waiting to be

shipped). “Seeing” the organization's supply chain flow and processes from an extended value stream

perspective means looking at the forest from above, not its individual trees.

Supply Chain Value Stream flow kaizen is a simple process. You map the supply chain value stream, from

a multi-tier flow perspective, following parts and subassemblies, from inception to delivery to the POU,

drawing a visual portrayal of each stage in the flow of; activities, work-in-process, materials, and information.

82

The results will be eye opening, revealing improvement conditions and opportunities which might otherwise

go unnoticed. Only then can an improved future state (and how to get there) be visualized and

accomplished


Familiarize flow kaizen team with lean and just-in-time logistics flow principles &

methodologies

Through team interaction, create a comprehensive extended “macro” current state supply

channel value stream map of the organization's target or focus component's parts value

stream

Discuss how lean principles & practices can significantly improve flow within the value stream

Document improved flow as an interim “macro” extended supply chain future state map

reflecting all actions necessary to achieve the designed just-in-time improvements.

Through multiple events, multi-tiered supply chain kaizen team interaction, create aggressive

value stream improvement plans (i.e., future state visions) for each tier in the supply chain of

the focus component and its parts

Update the “macro” extended supply chain future state map to reflect opportunities

discovered during multi-tiered supplier VSKs and identify all actions necessary to achieve

these just-in-time improvements

Design an aggressive, yet feasible supply chain transformation plan

Normal Learning Environment: On-Site training room with supply channel value stream planning and administrative access Progressive Learning Approach:

Selection of Supply Chain Focus Value Chain (4 ½ Days)

Preparatory Supply Chain Current State Mapping (3 ½ Days)

83

Designing the “Macro” Just-in-time Supply Chain Flow Kaizen (4 ½ Days, On-Site Customer)

Extended Supply Chain Kaizen Training (4 ½ Days, On-Site)

1st Value Stream Flow Kaizen – 1st Tier Supplier (4 ½ Days, On-Site 1st Tier)

2nd Value Stream Flow Kaizen – 2nd Tier Supplier (4 ½ Days, On-Site 2nd Tier)

3rd Value Stream Flow Kaizen – 3rd Tier Supplier (4 ½ Days, On-Site 3rd Tier)

Final Design “Macro” Just-in-time Supply Chain Flow Kaizen (4 ½ Days, On-Site Customer)

Future State Transformation Planning Workshop (4 ½ Days)


TK= Task Parts Kits OEM= Orig Equipment Mfg.

JIT= Just-in-time , “Focus” = Selected Component of Product

1. Design an Effective, yet Aggressive Supply Chain Flow Kaizen and Formalize the “Focus”

Extended Value Stream Flow Improvement Plan

2. Select “Focus” Value Stream Equipment Module or Components

(components/modules/parts)

3. Select Equipment Build Supply Chain Kaizen Team

4. Core Kaizen Team Supply Chain Kaizen Training

5. Define Goals, Objectives, Approach, Methods, Tools, Milestones, Products, Costs for flow

kaizen

6. Analyze the “Focus” Module/Component's Current State Flow and Design an Interim

7. Complete Enterprise “High Level” Future State Vision of Component Part's Supply Chain

Flow

8. Create Internal Leadership, Customer, and supplier Flow Kaizen Plan & Presentations

(achieve supplier's enthusiastic support)

9. Gap Analyze Current versus Future Desired Capabilities (stages, transportation, &

connectivity/collaboration)

10. Conduct 1st Equipment Builder (OEM) + Partner SC Kaizen Progress Review

11. Accomplish 1st Tier Partner Supplier Enterprise Value Stream Flow Kaizen for Selected

Component's Parts Flow

12. Conduct 2nd Equipment Builder (OEM) + Partner SC Kaizen Progress Review

13. Entire Focus Component Supply Chain Leadership Conference

14. Accomplish 2nd Tier Partner Supplier Enterprise Value Stream Flow Kaizen for Selected


15. Conduct 3rd Equipment Builder (OEM) + Partner SC Kaizen Progress Review

16. Accomplish 3rd Tier Partner Supplier Enterprise Value Stream Flow Kaizen for Selected


17. Conduct 4th Equipment Builder (OEM) + Partner SC Kaizen Progress Review

18. Expand & Finalize Overall “Macro” OEM Supply Chain Enterprise Value Stream Flow Kaizen

for Selected Component's Parts Flow

19. Conduct Results Review for OEM and Partner suppliers

20. Over the Next 6-18 Months, Execute “Focus” Value Stream Supply Chain Transformation

Planning

21. Celebrate Interim Successes

22. Select next major module which traces a completely different supply chain through different

suppliers for end item and repeat the entire process reflected above

Learning Products:

Manufacturing supply chain kaizen team’s design of an aggressive, yet feasible future state for the selected “Pilot” supply channel flow value stream

84

Supply channel management team design for a feasible, yet rapid, “Pilot” just-in-time supply chain system transformation plan


Supply channel management team’s design their own supply chain flow future state and a feasible, self-paced, just-in-time supply chain plan with a census agreement to implement


Selected “Pilot” Supply channel kaizen team Organizational materials & supply channel managers Organizational lean change agents All Key stake holders in the “Pilot” supply channel



Approximately 492 progressively animated lesson plan presentation graphics 2-Stage Complete Enterprise Value Stream Flow Simulation 1-Stage Multi-Tier “High-Mix” FIFO Sequenced Supply Chain Flow


Workshop Fee: $3,000 /day + Travel Expenses for Coach(es)

JIT Boot Camp Series

31. Boot Camp # 1: Fundamentals of Lean Systems Flow Course (4 Weeks, Learning Factory Site ) [ ~ 430 Slides ]

Master POI Lesson Plan Sets [ ~ 430 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 31-BC 1 LEAN FUNDAMENTALS Crs

MASTER FILES BC 1 (11 Segments)

NOTE: Lesson Plans are included only for the Boot Camp # subjects marked with the “XXXX”

notation. Learning Activity Category: First course in a three Boot Camp course series. Supervisory level Introductory Education (Introductory training for supervisors, mid and higher-level managers within an organization involved in all types of manufacturing, logistics, services, and operational support activities) Learning Activity Description: Seminar, hands–on practical exercises, hands-on simulations, and hands-on activities within a physical Learning Factory based Boot Camp designed to introduce participants to the fundamental principles of lean systems flow and demonstrate their value through hands-on learning activities and study of success story case studies. Participants require no previous exposure to lean principles or methods. Activity Learning Objectives:

Discuss & “Hands-on” Apply Toyota’s Continuous Improvement Methods of lean manufacturing & just-in-time materials management in a simulated operational environment

Discuss and Practice Lean Fundamentals; Problem Solving, Waste Reduction, 5 “S”, Just-in-time Flow, Production Leveling, Continuous Flow, Line Balance, Mistake Proofing, Visual Control, Standard Work, Changeover Turbulence Reduction, Jidoka Management, Pull Systems, Single Piece Flow, Cell Design, A3 Analysis, Value Stream Mapping,

Focusing on a Viable Learning Factory Future State Vision, “Brainstorm” Applications of Just-in-time to Significantly Improve the Learning Factory System’s Flow

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Discover how Effective Teamwork is Required to Assure Success and Sustained Process & Flow improvements

Discover how “Seeing & Understanding the Flow” will Rapidly Guide Improvements toward High Value Results

Discover the Importance of Thorough Planning to Achieve a Successful Lean Transformation Normal Learning Environment: Central Site seminars, simulation exercises, and Physical Learning Factory facility setting Progressive Learning Approach: Prepare participants to provide their personal support to their organization’s lean transformational objectives by first, presenting and discussing each principle, then, practicing operation of these principles through hands-on simulations and actual physical manufacture practical exercises. Progressive Learning Activity Outline:

Curriculum lean fundamental coverage includes; Problem Solving, Waste Reduction, 5 “S”, Just-in-time Flow, Lean Work Systems, Quality at the Source, Production Leveling, Continuous Flow, Line Balance, Mistake Proofing, Visual Control, Standard Work, Changeover Turbulence Reduction, Visual & Jidoka Management, Pull Systems, Single Piece Flow, Cell Flow & Design, A3 Analysis, and Value Stream Mapping.

Welcome, Overview of three progressive Boot Camps, Introductions, Principles & Practices (P&P) Overview with Paperclip Simulations

Lean Fundamentals Manufacturing Simulation, Problem Solving, A3 Process, and training facility Tours, Exercises (problem solving and A3) and Report Out.

Discuss Lean Systems Flow Ideals Intro to Circuit Board Standard Work project Conclude Lean Work System and Lean Principles & Practices (P&P) overview Discuss Jidoka Management, 5 “S”, and Visual Control – Learning Factory Activities – 5 “S”

and Visual Controls Discuss Basic Production Systems Concepts Discuss Standardized Work Principles Learning Factory - Visual Control and Standard Work and Report Out Discuss Cell Design Principles & Practices Collaborate in Example Cell Design Implement Designs in Learning Factory Circuit Board Production Demonstration (5 “S”, Standard Work, Line balance, and teamwork) Discuss Pull Systems (Practice Functionality within Learning Factory) Documentation of Cell Design work Activities (photos, Standard Work, project packet

generation) Pneumatic Cylinder Factory Current State Learning Factory Production Design Cylinder Current State VSM Develop Pneumatic Cylinder Future State Mapping Document Pneumatic Cylinder Future State Map Transformation Planning & Implementation Implement Pneumatic Cylinder Future State within Learning Factory Pilot Run Pneumatic Cylinder Future State Design Rum Final Design Pneumatic Cylinder Future State

Progressive Curriculum Flow:

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Example Progressive Training Schedule Flow:

88

Learning Products:

Participant’s introduction to the underlying principles and practices of lean manufacturing as it is practiced within Toyota and how they might be employed in outside environments

Demonstration of the value that teaming enables in advancing efficiency within a just-in-time operational environment

Hands-on demonstration of the value that lean manufacturing adds to customer value Hands-on demonstrate of the value of smoother, more efficient flow throughout the Learning

Factory’s processes

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Convinces participants that lean is value adding and cost reducing Enables participants to lead lean transformation within their organizations


Operational Managers & Directors Organizational change agents


Two instructors/coaches Instructional Materials: (Learning Factory, Slides & Sims & P.E.s)

Approximately 430 progressively animated lesson plan presentation graphics covering the topics annotated with the “XXXX” symbols.

Learning Focused Factory designed to enable Participants to actually implement discussed improvements and measure results

2-Stage JIT Enterprise Flow Simulation 1-Stage Plan-For-Every-Part (PFEP) Lego Vehicle Production Value Stream Flow & Seven

Pull Systems Simulation Learning Activity Commercial Value:

Boot Camp # 1 Enrollment Fee: $3,000

32. Boot Camp # 2: Just-in-time Operational Value Stream Flow Series

Course (4 Weeks, Learning Factory Site) [ ~ 615 Slides ]

Master POI Lesson Plan Sets [ ~ 615 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 32-BC 2 JIT VALUE STREAM Flow Crs



notation. Learning Activity Category: Second course in a three Boot Camp course series. Successful completion of Boot Camp # 1 required. Advanced supervisory/managerial level education (Advanced flow focused training for supervisors, mid and higher-level managers within an organization involved in all types of manufacturing, logistics, services, and operational support activities) Learning Activity Description: Seminar, hands–on practical exercises, hands-on simulations, and hands-on activities within a physical Learning Factory based Boot Camp designed to introduce participants to the advanced principles of product and work flow throughout an organization and demonstrate their value through hands-on learning activities and study of success story case studies. Participants require an in-depth understanding of work site lean principles and employment methods. Activity Learning Objectives: Boot Camp #2’s objectives are to describe, analyze, discuss, practice through “hands-on” simulation and Learning Factory exercises, Toyota’s “Just-in-time (JIT) principled make-to-order manufacturing customer order flow. We will study how they design flow systems, integrate all of its progressive stages, then actively orchestrate work/product flow from production initiation through completion.

Discuss & “hands-on” apply Toyota’s continuous improvement methods in achieving value stream flow improvement & just-in-time plant materials management in an actual physical Learning Factory facility operational environment

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Focusing on a Viable Learning Factory Current and Future State Visions, “Brainstorm” applications of Just-in-time to significantly improve the Learning Factory system’s flow

Discover how effective teamwork is required to assure success and sustained process & flow improvements

Discover how “Seeing & Understanding the Flow” will rapidly guide improvements toward high value results

Discover the importance of thorough planning to achieve a successful lean transformation Deep Dive into advanced lean concepts of; Lean Leadership, 5th Discipline, mental learning

models, Adult learning, systems thinking, and operational performance measurement. Normal Learning Environment: Central Site seminars, simulation exercises, and Physical Learning Factory facility setting Progressive Learning Approach: Prepare participants to provide their personal support to their organization’s lean transformational objectives by first, presenting and discussing each advanced flow focused principle, then, practicing operation of these flow principles through hands-on simulations and actual physical manufacture practical exercises. Progressive Learning Approach:

Discuss traditional manufacturing and production management structures and operational principles, then contrast these with the value gained through integration of just-in-time (JIT) customer order flow throughout all operational activities.

Introduce and align just-in-time operational, business process, manufacturing, & supply channel principles and methods within manufacturing simulation exercise and physical Learning Factory environments to demonstrate the value that JIT adds in providing customer value.

Demonstrate and discuss how visual order tracking and operations management approaches can be used to orchestrate seamless, balanced, sequenced “Make-to-Order” just-in-time flow from receipt of an order, through acquisition of required materials, then through required value adding manufacturing operations.

Enhance this learning through discussions covering how operational JIT flow principles have been successfully applied in several case study companies

Reinforce this learning through practice with hands-on practical exercises, training simulations, physical Learning Factory activities, and bench-marking visits to lean cultured manufacturing companies.

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Progressive Curriculum Flow:

Example Progressive Training Schedule Flow:

93

Learning Products:

Participant’s introduction to the underlying principles and practices of enabling just-in-time work/product flow as it is practiced within Toyota and how they might be employed in outside environments

Demonstration of the value of teaming in enabling just-in-time operational flow Hands-on demonstration of the value that achieving just-in-time work/product flow adds to

customer value Hands-on demonstrate of the value of smoother, more efficient flow throughout the Learning

Factory’s processes

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Convinces participants that lean is value adding and cost reducing Enables participants to lead lean transformation within their organizations









33. Boot Camp # 3: Just-in-time Complete Enterprise Flow Series Course

(4 Weeks, Learning Factory Site) [ ~ 524 Slides ]

Master POI Lesson Plan Sets [ ~ 524 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 33- BC 3 JIT ENTERPRISE Flow Crs



notation. Learning Activity Category: Third course in a three Boot Camp course series. Successful completion of Boot Camp # 1 & # 2 required. Advanced supervisory/managerial level education (Advanced complete enterprise flow focused training for supervisors, mid and higher-level managers within an organization involved in all types of corporate management, manufacturing, logistics, services, and operational support activities) Learning Activity Description: Seminar, hands–on practical exercises, hands-on simulations, and hands-on activities within a physical Learning Factory based Boot Camp designed to introduce participants to the advanced principles of complete enterprise organizational management and leadership and demonstrate these principle’s value through hands-on learning activities, physical operations of a complete enterprise, and study of success story enterprise flow case studies. Participants require an in-depth understanding of work site lean principles and employment methods and successful transformation of just-in-time of value stream flows. Enterprise business functions covered during this segment of Boot Camp include: an enterprise’s customer interfacing activities (excluding sales), customer order administration, product customization engineering, and materials planning. This is followed by an overview of JIT inbound supply chain management, visual production planning and management, a summary view of product manufacturing, materials and work-in-process (WIP) storage, and an overview of product distribution through outbound transportation system activities to receipt by the customer. Progressive Learning Approach: An actual example manufacturing company (i.e., Wild Cat Actuators) is analyzed and improved through each coupled progressive stage of customer order flow to

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demonstrate how just-in-time principles can be integrated successfully at every level and stage of an

enterprise’s business systems. Additional successful case studies are used to discuss and highlight the

value of key just-in-time flow principles and the value gained by improving flow from receipt of a customer’s

order through delivery of work/products.

Activity Learning Objectives: Boot Camp # 3’s objectives are to describe, analyze, discuss, practice through “hands-on” simulation and Learning Factory exercises, Toyota’s “Just-in-time (JIT) principled complete enterprise customer order flow. We will study how they design and organize their entire corporate management and control systems, integrate all of its progressive customer support system stages, then actively orchestrate enterprise work/product flow from product design, through product creation initiation through completion and transfer to customers.

Discuss & “hands-on” apply Toyota’s methods in achieving complete enterprise systems flow. Focusing on a viable complete enterprise case study manufacturing company as it

transforms from conventional/traditional enterprise management and operational methods to operate in a just-in-time flow model.

Encourage participants to think through complete enterprise management problems and then, learn how to design radically improvement just-in-time flow focused systems.

Practice effective teamwork in designing complete enterprise flow operational and management systems.

Discover the importance of thorough planning to achieve a successful complete enterprise flow transformation

Deep Dive into advanced lean concepts of; sales, new product design, multi-tier supply channel flow, inbound and outbound transportation systems, f Constraints (TOC), linear programming, and Process Control Theory.

Wild Cat Actuators Complete Enterprise Future State Custom Product Flow Value Chain Map

Example Learning Activity Outline

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Learning Products:

Participant’s introduction to the underlying principles and practices of enabling just-in-time complete enterprise flow as it is practiced within Toyota and how these principles might be employed in other complete enterprise environments

Demonstration of the value of teaming in enabling just-in-time complete enterprise flow Demonstration of the value that achieving just-in-time complete enterprise flow adds to

customer value Learning Activity Value:

Convinces participants that enabling just-in-time flow is value adding and cost reducing Enables participants to lead just-in-time complete enterprise transformation within their

organizations Learning Audience: ( 10-25 participants )








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Operational Process (Shop Floor) Kaizen Coaching

34. Just-in-time Process Kaizen (i.e., Point kaizen, PKA) (4+5 Days, On-Site) [ ~ 448 Slides ]

Master POI Lesson Plan Sets [ ~ 448 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 34-4+5 Day JIT PROCESS KAIZEN PKA WS

MASTER_4-Day PC PKA KZ WS

MPRINT_4-Day PC PKA KZ WS

4-Day WIRE PC PKA WS MASTER_5-Day EXEC KZ LEADERSHIP WS

MPRINT_5-Day EXEC KZ LEADERSHIP WS 5-Day Practical KZ Activity


Champion & Change Agent Train-the trainer Education All Level Lean continuous improvement activity training Kaizen focus team’s education Process kaizen management & facilitation

Learning Activity Description: Activity kaizen team education focusing on kaizen team facilitation approach and methodologies.

Activity Learning Objectives: The objective is to describe, discuss, apply, evaluate, measure success, then sustain lean improvements in a focused area or activity. Normal Learning Environment: On-Site classroom with Shop Floor Access setting Progressive Learning Approach:

Discuss & “Hands-On” Apply Toyota’s Continuous Improvement Methods to Flow & Process Level Operations

Using an “example” Value Stream, Map the Current State & “Brainstorm” an Improvement Future State Vision

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Discover the Importance and Role of Servant Leadership to the Success of Lean Transformation

Discover how “Seeing & Understanding the Flow” will Rapidly Guide Transformation toward High Value Results

Discover the Importance of Thorough Planning to Successful Lean Transformation Discuss the Importance of Lean Focused Performance Metrics

Example Learning Activity Outline: xxx

Learning Products:

Kaizen team collaboration to design lean improvements in a focus area or activity Demonstration of the value that lean manufacturing & JIT logistics adds to customer value


Demonstrates to leaders the value of lean continuous improvement (Kaizen) and offers a methodology to easily accomplish improvements


Kaizen area’s manufacturing & materials management team Organizational lean change agents All Key stake holders in the “focus” kaizen area or activities value stream





35. Just-in-time Supply Fulfillment Flow Workshop (4 Days, On-Site) [ ~ 769 Slides ]

Master POI Lesson Plan Sets [ ~ 769 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 35-4 Day JIT FULFILLMENT Flow WS

MASTER_4-Day JIT FULFILLMENT Flow WS 4 Day JIT WAREHOUSING DD 4 Day JIT WAREHOUSING KZ


Senior Fulfillment, Product, and Materials Storage Champion Education

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Fulfillment, Product, and Materials Storage Managers Education Supply Channel Systems Managers Education Warehouse Managers Education Product & Raw Materials Handling Managers Education

Learning Activity Description: A supply support enterprise’s value stream includes all actions

required to; procure, receive, deliver to POUs or put away, store, pick, production materials and ship a

customer desired products/item. Each action in this chain of activities is either value adding (e.g., being

picked) or non-value adding (e.g., waiting to be put away). “Seeing” your supply processes from a value

stream perspective means looking from 100 feet above at the forest, not the individual trees. It means

paying attention to improving the system as a whole, receiving dock to shipping dock, rather than focusing

on improving individual sub-processes.

By creating a current state map (How we operate today) you create a “visual” of supply process flow. From

this baseline, you can apply lean principles to create an improved future state (how its best to operate)

vision of an ideal supply fulfillment system value flow.

Value Stream flow kaizen is a simple process. You map the process, through interviews and assessments

of supply fulfillment center operations by following orders from dock-to-dock, carefully documenting a visual

portrayal of each process in the flow of supply items and information.


Discuss just-in-time supply procurement, storage, fulfillment, and distribution, supply activity

profiling, and supply center performance bench-marking

Using example case studies and team interactions, study several types of supply support

value streams from downstream customers through upstream suppliers and develop an

accurate “extended” current state map for the “focus” materials value stream


visual warehousing operations, and demand flow smoothing

Apply these JIT fulfillment principles and methods to facilitate team design of a feasible, yet

aggressive supply system “extended” future state map to improve flow within the kaizen

“focus” supply, distribution & fulfillment value stream

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Document flow impediments which must be eliminated through process or “point” kaizen to

achieve the improved supply system future state

Discuss effective techniques to manage the supply value stream’s transformation to Just-in-


Normal Learning Environment: On-Site training room with Fulfillment Center / Warehouse value stream planning and administrative access Progressive Learning Approach:


stream flow mapping and kaizen concepts, team building, and kaizen process management

Develop, both current and future state maps of the “focus” receipt, storage, picking, and

fulfillment value stream




Learning Products:

Fulfillment Center / warehouse management team’s design of an aggressive, yet feasible future state for their warehouse operational value stream

Prioritized listing of impediments that must be eliminated to achieve the desired improvement future state storage and fulfillment system


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Fulfillment Center / warehouse management team’s design their own operational system’s future state and a feasible, self-paced, just-in-time principled warehousing plan with a census agreement to implement improvements


Senior leaders within the supply channel and internal materials management areas Fulfillment Center / warehouse system management team Organizational warehousing and materials handling system managers Organizational lean change agents All Key stake holders in the “focus” Fulfillment Center / warehouse value stream





36. Just-in-time Logistics Flow Workshop (3+4 Days, On-Site) [ ~ 699 Slides ]

Master POI Lesson Plan Sets [ ~ 699 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 36-3+4 Day JIT LOGISTICS Flow WS

MASTER_3-Day JIT LOGISTICS Flow WS

MASTER_4-Day JIT LOGISTICS Flow WS STANDARD 3-Day_Creating JIT LOG Flow 2-Day JIT AERO SVC PARTS SUPPLY Flow 3-Day AME JIT LOGISTICS Flow WS 4-Day Creating JIT LOG Flow DD WS


Supply Channel Business Case Validation Just-in-time (JIT) Transformation Champion & Change Agent Education All Level Supply Channel Manager Advanced JIT Education Organizational Supply Channel JIT Transformation Planning

Learning Activity Description: Covers both the theory and practice of just-in-time (JIT) inbound supply chain, internal JIT materials management, and outbound JIT product distribution. Seminars, covering each stage of the logistics system, are followed by benchmarking visits and hands-on practical exercises to reinforce integration of the principles into real world operations.

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Activity Learning Objectives: The objective is to describe, discuss how Toyota's “just-in-time” Production System (TPS) principles are applied to create and orchestrate materials flow throughout Toyota's inbound manufacturing supply chain (OEM Suppliers), internal manufacturing facility materials management (internal to Toyota's assembly plants), OEM service parts warehousing, service parts order processing, and distribution, and end user (i.e.,Toyota's dealers) customer value. Normal Learning Environment: On-Site classroom setting Progressive Learning Approach:

Discuss conventional OEM sequenced and pull replenished parts supplier operations, the inbound manufacturing supply chain, internal manufacturing materials management, OEM service parts warehousing and product distribution operations, and customer requirements and results.


Discuss how extended value stream mapping approaches were used to design and integrate just-in-time manufacturing and logistics principles into a seamless and effective logistics system within several teaching case study companies.

Present and discuss how visual operations management approaches can be used to orchestrate seamless just-in-time flow from suppliers, through the inbound raw materials supply chain, through manufacturing operations, then through storage and distribution systems to the customer.

Reinforce this learning through simulation exercises. Example Learning Activity Outline:

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Learning Products:

Leadership collaboration to design manufacturing supply chain & distribution system scope just-in-time (JIT) transformation plan

Demonstration of the value that JIT logistics adds to customer value and increases efficiency within all stages of source to user flow


Demonstrates to leaders the value of JIT supply, manufacturing, and distribution channel flow and provide a feasible path to accomplish this transformation

Learning Audience: (10-33 participants )

Senior organization logistics channel leaders Organizational logistics channel change agents Organizational key logistics channel value stream managers and operators






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37. DNA of Service Parts Supply Flow Workshop (3 Days, On-Site) [ ~ 279 Slides ]

Master POI Lesson Plan Sets [ ~ 279 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 37-3 Day DNA of SERVICE PARTS SUPPLY Flow WS

MASTER_4-Day SERVICE PARTS Flow WS

MPRINT_4-Day SERVICE PARTS Flow WS 4-Day JIT SERVICE PARTS SUPPLY Flow WS


Lean Champion & Change Agents Logistics Director / Manager All Level Lean Advanced Education Organizational Lean Transformation Planning

Learning Activity Description: Progresses participants through design and employment of an effective just-in-time customer Service Parts supply system. Most products are stored as independent demand stockage items, however, many must be made to order as demanded. Activity Learning Objectives: Create Just-in-time Supplier to Customer Logistics Flow. Facilitate Effective Supplier – Customer Partnering, Standardize, Level, Balance, Smooth, and Pace Logistics Flow, and Enhance Visual Logistics Information & Materials Systems Control Normal Learning Environment: On-Site classroom with Shop Floor Access setting

Progressive Learning Approach:

Discuss traditional Original Equipment Manufacturing (OEM) service parts supply designs and operational systems.

Introduce and align just-in-time supply channel, product manufacturing, small quantity production management, repair component storage systems, manufacturing planning to demonstrate the value that JIT adds to providing customer value.

Discuss how visual production and procurement order tracking and production and materials operations management approaches can be used to orchestrate the just-in-time flow from identification of a component or part’s need through acquisition of required materials, through value adding operations, through independent item warehouse storage, customer service part processing, through shipping, and distribution to the customer.

Reinforce this learning through discussions covering how JIT principles have been successfully applied to the service parts mission in several case study companies.


1st Day –

Morning

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Seminar: Creating Just-in-time Logistics Flow Value & Value Streams Just-in-time Logistics Overview Just-in-time Enterprise Flow Basics Single-Order-Coupled-Flow Heijunka (Balance) Continuous Materials Flow Pull Systems Operating to a Tempo Manufacturing Supply Chain Case Study Discussions

Seminar: Just-in-time Manufacturing Parts Logistics Inbound Manufacturing Supply Flow Manufacturing Milk & Peddle Run Routing JIT Processing Centers JIT Supplier Kanban JIT Yard Operations

Afternoon Tour of Toyota OEM Forged Crankshaft Supplier

JIT Manufacturing Receiving Operations

Visual Feeder Process Synchronization

Cross-Dock Operations

JIT Stockroom Operations

JIT Picking Systems

JIT Internal POU Delivery

2nd Day –

Morning

Tour of Toyota Sequenced Seat Supplier

Tour of Toyota Assembly plants 1 & 2

Afternoon

Seminar: Just-in-time system supplier development

Supply Chain Flow

JIT Supplier Partnering

JIT Supplier Selection & Development

Just-in-time Purchasing

Just-in-time Supplier Assessment

3rd Day –

Morning

Discussions & Tour Observations

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Seminar: Just-in-time Service Parts Logistics

Just-in-time Storage & Distribution Flow

JIT Warehousing Operations

JIT Requirements Picking

JIT Shipping Operations

JIT Outbound Flow

JIT Intermediate Distribution

JIT Cross-Docking Operations

JIT Distribution Center Operations

JIT Processing Centers

Afternoon

Extended Supply Chain Value Stream Mapping

4th Day - Travel to Toyota Dealer Benchmark Toyota Dealer Parts Service Department Workshop & Benchmarking Discussions and Q & A

Learning Products:

Leadership collaboration to design of effective service parts provision systems and procedures.

Demonstration of the value that just-in-time service parts to customers adds to customer value


Demonstrates to leaders the value of just-in-time service parts provision Learning Audience: ( 10-33 participants )

Senior Organization leaders Service Parts provision managers education Organizational lean change agents education Organizational key service parts provision team members





38. Just-in-time Supply Chain Flow Workshop (3 Days, On-Site) [ ~ 743 Slides ]

Master POI Lesson Plan Sets [ ~ 743 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 38- 3+5 Day SUPPLY CHAIN Flow WS

MASTER_3-Day JIT SUPPLY CHAIN Flow WS

MPRINT_3-Day_JIT SUPPLY CHAIN Flow WS MASTER_3-Day JIT SUPPLY CHAIN Deep Dive Crs MPRINT_3-Day JIT SUPPLY CHAIN DD Crs

MASTER_3-Day JIT SUPPLY CHAIN Deep Dive WS

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MPRINT_3-Day_JIT SUPPLY CHAIN Deep Dive WS MASTER_3-Day COMPLEX SC WS

MPRINT_3 Day COMPLEX SC WS MASTER_5-Day JIT MATERIALS Flow WS MPRINT_5-Day JIT MATERIALS Flow WS 3 Day MULTI-TIER SUPPLY CHAIN Flow WS PRINT 3 Day MULTI-TIER SUPPLY CHAIN Flow WS 5-Day CBMR MATERIALS Flow WS MPRINT 5-Day CBMR MATERIALS Flow WS

Learning Activity Category: Just-in-time Supply Channel Flow Business Case Validation Just-in-time (JIT) Transformation Champion & Change Agent Education All Level Supply Channel Manager Advanced JIT Education Organizational Supply Channel JIT Transformation Planning

Learning Activity Description: Covers both the theory and practice of Toyota’s just-in-time (JIT) inbound supply chain and internal JIT materials management. Seminars, covering each stage of the inbound supply channels system are followed by hands-on practical simulation exercises and benchmarking visits to reinforce integration of the principles into real world manufacturing supply channel operations.

Activity Learning Objectives: Objective is to describe, Just-in-time Supply Chain Value Stream Improvement, Effective Supplier Partnering, Improve Responsiveness through Enhanced Information Flow, and a Reduction or elimination of materials Handling Normal Learning Environment: On-Site classroom or training room setting Progressive Learning Approach:

Discuss Toyota's Production System (TPS) principles that are applicable to their manufacturing, internal materials flow, and inbound supply channels

Discuss the enabling factors of Toyota's “pull" inbound supply channel flow Discuss visual mechanisms which can be used to orchestrate materials flow from

suppliers through to end user points-of-use(POU) Discuss various pull systems appropriate for implementing an effective materials

"Plan-for-Every-Part (PFEP) Discuss mechanisms enabling creation of complete task completion materials kits for

delivery of items directly to POUs

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Discuss visually synchronizing internal and external materials & component feeder flows

Discuss application of JIT principles within dependent demand materials supply stockroom operations


Learning Products:

Demonstration of the value that JIT supply channels add to customer value and increases in efficiency within all stages of source to user flow


Leadership collaboration to design manufacturing supply channel systems which will capitalize on just-in-time’s customer and enterprise flow value


Senior organization supply channel and materials leaders Organizational supply channel & materials change agents Organizational key supply channel value stream managers and operators



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39. Just-in-time Procurement Flow Workshop (4 Days, On-Site) [ ~ 607 Slides ]

Master POI Lesson Plan Sets [ ~ 607 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 39-4 Day JIT PROCUREMENT WS

MASTER_4-Day JIT PROCUREMENT WS 4-Day JIT PROCUREMENT DD WS


VPs of Operations & Supply Channels Purchasing Systems Managers Education Materials Buyers Education Supply Chain / Materials Manager Education

Learning Activity Description: Procurement processes operating within the principles and practices of lean manufacturing and Just-in-time logistics are radically different from traditional purchasing approaches. Thus, this workshop describes those differences, how they impact on the conveyance of the correct materials to the correct points of use (POU) at the precise time they are required. Then, approaches are discussed on how to effectively integrate these radically improved purchasing approaches gracefully into a traditionally operating organization. Activity Learning Objectives: The objective is to create; Just-in-time Supplier to Customer Supply Chain Flow, Facilitate Effective Supplier – Customer Partnering, Standardize, Level, Balance, Smooth, and Pace Supply Chain Flow, and Enhance Visual Supply Chain Information & Materials Systems Control Normal Learning Environment: On-Site classroom with Shop Floor Access setting Progressive Learning Approach:

Discuss traditional manufacturing materials procurement systems and procedures, then contrast these with the value gained through integration of just-in-time materials procurement approaches

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Introduce and align just-in-time supplier partnering, supplier development, and lean source qualification & selection approaches

Discuss Toyota’s supplier sourcing principles and methods to demonstrate the value that JIT adds in providing customer value.

Reinforce this learning through discussions covering how JIT procurement principles have been successfully applied in several case study companies.


Learning Products:

Procurement systems improvement process designs of an aggressive, yet feasible future state for both their operational production and materials systems and their procurement processes as well


Understanding that integration of JIT procurement processes results in significant time and cost savings

Their consensus agreement on improvements yields supply channel, internal materials, WIP production, and streamlined JIT procurement process flow improvements


Procurement systems management team Supply channel management team Production management team Organizational lean change agents


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40. Non-Copyright References - Continuous Improvement Kaizen Train-the-

Trainer Workshop (On-Site) [ ~ 373 Slides ]

Master POI Lesson Plan Sets [ ~ 373 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 40-Reference-CONTINUOUS IMPROVEMENT WS

File contains non copy write protected presentation graphics from numerous sources. Presentation materials in this file are not part of this intellectual property sale. They are provided only to assist a user in preparing to teach a workshop covering this subject.

41. Non-Copyright References - 5 “S” / Visual Work Center Organization (On-Site) [ ~147 Slides ]

Master POI Lesson Plan Sets [ ~ 147 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 41-References-5 S+VISUAL MGMT WS


42. Non-Copy Write References - Toyota’s Problem Solving Process (PDCA) Workshop (On-Site) [ ~ 9 Slides ]

Master POI Lesson Plan Sets [ ~ 9 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 42-References-PROB SOLVING-PDCA WS


43. Non-Copyright References – Toyota’s Standardizing Work Methods Workshop (On-Site) [ ~ 189 Slides ]

Master POI Lesson Plan Sets [ ~ 189 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 43-References-STANDARD WORK METHODS WS


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44. Non-Copyright References-Reducing Changeover Turbulence (Setup

Reduction) Workshop (On-Site) [ ~ 240 Slides ]

Master POI Lesson Plan Sets [ ~ 240 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 44-References-CHANGEOVER TURBULENCE WS


45. Non-Copyright References-Creating Cellular Manufacturing Design Workshop (On-Site) [ ~ 95 Slides ]

Master POI Lesson Plan Sets [ ~ 95 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 45-References-CELLULAR MFG DESIGN WS


46. Non-Copyright References-Zero Quality Control (ZQC) (Perfection) (On-Site) [ ~ 194 Slides ]

Master POI Lesson Plan Sets [ ~ 194 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 46-References-ZERO QUALITY CONTROL WS


47. Non-Copyright Total Productive Maintenance (TPM) (On-Site) [ ~ 147 Slides ]

Master POI Lesson Plan Sets [ ~ 147 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 47-References-TOTAL PRODUCTIVE MAINTENANCE WS


Creating Just-in-time Enterprise Flow Certification Series

48. Course # 1 - Just-in-time Enterprise Business Flow Certification Course (3 Day, On-Site) [ ~ 480 Slides ]

Master POI Lesson Plan Sets [ ~ 480 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 48-3 Day JIT ENT BUS Flow CERT Crs

MASTER_3 Day JIT VALUE STREAM DESIGN Cert Crs MPRINT_3 Day JIT VALUE STREAM DESIGN Cert Crs MASTER_3-Day JIT ENT BUS Flow Cert Crs

MASTER_3-Day JIT VS IMPROVEMENT Cert Crs

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Director Level Enterprise Business Case Education & Certification Director Level Lean Transformation Champion & Manager Education Director & Managerial Level Introductory Education

Learning Activity Description: This first course, focuses on the strategic level and walks participants through complete enterprise business processes current state mapping, customer order flow deficiency analysis, improvement through lean principles, and culminates with just-in-time future state design and mapping of the entire business enterprise. Business functions covered during this first course include: an enterprise’s customer interfacing activities (excluding sales), customer order administration, product customization engineering, and materials planning. This is followed by an overview of JIT inbound supply chain management, visual production planning and management, a summary view of product manufacturing, materials and work-in-process (WIP) storage, and an overview of product distribution through outbound transportation system activities to receipt by the customer. Progressive Learning Approach: An actual example manufacturing company (i.e., Wild Cat Actuators) is analyzed and improved through each coupled progressive stage of customer order flow to demonstrate how just-in-time principles can be integrated successfully at every level and stage of an

enterprise’s business system. Additional successful case studies are used to discuss and highlight the

value of key just-in-time flow principles and the value gained by improving flow from receipt of a customer’s

order through delivery of products.


Discuss conventional manufacturing business structures and operational principles, then

contrast these with the value gained through integration of just-in-time customer order flow

throughout all enterprise activities.

Introduce and align just-in-time enterprise, business process, manufacturing, & logistics

principles and methods within an actual manufacturing enterprise to demonstrate the value

that JIT adds to providing customer value.

Discuss how complete enterprise value chain mapping can be used as an effective tool to

highlight where flow is impeded and how just-in-time principles can enable seamless single-

order-coupled-flow (SOCF) throughout the enterprise.

Discuss how visual order tracking and operations management approaches can be used to

orchestrate seamless balanced just-in-time flow from receipt of an order, through acquisition

of required materials, through value adding operations, through storage, shipping, and

distribution to the customer.

Reinforce this learning through discussions covering how enterprise JIT principles have been

successfully applied in several case study companies.

Completion of this first strategic enterprise administration focused course prepares the participant for course

two which zooms in on the inbound manufacturing supply chain and the inherent performance improvement

through just-in-time.

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Wild Cat Actuators Future State Customized Product Enterprise Flow Value Chain Map

Example Learning Activity Outline

1st Day: Traditional Enterprise Flow Principles & Practices


Complete Enterprise Value Stream Mapping

Wild Cat Actuator's Enterprise Stages Process Stage Aggregation

Wild Cat's Customer Interactions

New Product Development

Customer Service

Materials Planning

Supply Chain

Production Operations



Traditional Enterprise Flow Simulation

2nd Day: Creating Just-in-time Complete Enterprise Flow

Lean Enterprise Cross-walks Enterprise Flow Principles

Standardizing Enterprise Activities

Balancing Enterprise Work


Regulating Enterprise Flow

Enhancing & Pacing Enterprise Flow

Sequencing Enterprise Flow

Work Cell / Team Continuous Flow

Visual Enterprise Process Control

Connecting Stages with Pull Systems

Teaming to Enhance Flow


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3rd Day: Inventing a Better Future State Flow

Cord Wire Production Control Case Study

Complete Enterprise System Future State Mapping

Wild Cat Actuator's Enterprise Future State Vision Just-in-time Customer Service

Just-in-time Customer Product Engineering

Just-in-time Materials Planning

Just-in-time Supply Chain Flow

Just-in-time Enterprise Flow Simulation

4th Day: Just-in-time Enterprise Future State Transformation

Wild Cat Actuator's Enterprise Future State Vision

Just-in-time Production Operations

Just-in-time Finished Goods Inventory

Just-in-time Product Distribution

Enterprise Systems Transformation Planning

Course # 1 Wrap-Up & Q & A

Learning Products:

Certification in Acquiring Lean Transformation Management Qualifications Leadership introduction to the business case for transforming to lean Demonstration of the value that lean manufacturing & JIT logistics adds to customer value


Provides organizations with certified lean transformation activity managers Convinces lean transformation leaders that lean is value adding and cost reducing


Senior Organization leaders Organizational lean transformation change agents





Certification Course Fee: $3,500 /day + Travel Expenses for Coaches

49. Course # 2 - Just-in-time Logistics Flow Certification Course (3 Day, On-Site) [ ~ 558 Slides ]

Master POI Lesson Plan Sets [ ~ 558 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 49-3 Day JIT LOGISTICS Flow CERT Crs

MASTER_JIT LOGISTICS Flow Cert Crs

MPRINT_JIT LOGISTICS Flow Cert Crs



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Learning Activity Description: This second course describes, discusses, then observes how Toyota's “just-in-time” principles are applied to create and orchestrate high velocity pulled materials flow throughout a JIT inbound manufacturing supply chain. Extended supply channel value stream mapping is used to reinforce the value JIT adds to shortening supply chain lead times. The focus is on Toyota's inbound manufacturing supply chain (i.e., OEM Suppliers), through their external cross-dock system.

Progressive Learning Approach: Early attention is on applying extended supply chain value

stream mapping to analyze and document the example manufacturing company’s (i.e., Wild Cat Actuators)

current state supply chain and identify its deficiencies. What follows is an in-depth application of just-in-time

flow principles at every stage of the flow from transport of materials from suppliers, through intermediate

stages, such as cross-docking systems, handling within the yards external to assembly plants, to the

assembly points-of-use (POU) via just-in-time internal materials management processes.


Discuss conventional OEM sequenced and pull replenished materials supplier operations,

the inbound manufacturing supply chain, internal stockroom storage, and internal

manufacturing materials management.

Introduce and align just-in-time manufacturing & logistics principles and methods with key

elements of several study company’s conventional manufacturing processes and their

supporting logistics systems.

Discuss how extended supply chain value stream mapping approaches can be used to

design and then integrate just-in-time manufacturing and logistics principles into a seamless

and effective supply chain system using presentations and discussions involving several

teaching case study companies.

Present and discuss how visual supply chain management approaches can be used to

orchestrate coupled just-in-time flow from suppliers, via the inbound raw materials supply

chain, to the manufacturing points-of-use.

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Present and discuss application of lean principles within a complex, multi-tiered supply chain

through accomplishment of an aggressive supply chain flow kaizen. Then reinforce these

methods through exercise within a hands -on multi-tiered just-in-time supply chain

demonstration simulation.

Reinforce this learning by observing actual just-in-time operations by touring Toyota’s

Georgetown, KY automobile plants #1 and #2.

Completion of the first two certification courses prepares the participant for course three which concentrates

on the outbound manufacturing distribution channel and the inherent performance improvements possible

through just-in-time.


1st Day: Supply Chain Value Stream

Seminar: Creating Just-in-time Supply Chain Flow Value & Value Streams

Just-in-time Supply Chain Overview

Just-in-time Supply Channel Flow Basics

Single-Order-Coupled-Flow Heijunka (Balance)

Continuous Materials Flow

Connecting Continuous Flows with Pull Systems


JIT Production Control

Manufacturing Supply Chain Case Study Discussions

Traditional Supply Chain Flow Practical Exercise / Simulation

2nd Day: JIT Manufacturing Supply Chain

Seminar: JIT Manufacturing Supply Chain Inbound Manufacturing Supply Flow

Manufacturing Milk & Peddle

Run Routing


JIT Supplier Kanban

JIT Yard Operations

JIT Receiving Operations

Tour of Toyota plants 1 & 2

Discussions & Tour Observations

Seminar: JIT Manufacturing Supply Chain (Con’t) Visual Feeder Process Synchronization

Cross-Dock Operations

JIT Stockroom Operations

3rd Day: Materials Flow & Supplier Partnering

Seminar: JIT Manufacturing Supply Chain (Con’t) JIT Picking Systems

JIT Internal POU Delivery

Just-in-time Supply Chain Flow

Practical Exercise / Simulation

Seminar: Extended Supply Chain Value Stream Mapping

Seminar: Just-in-time System Supplier Development JIT Supply Chain Flow

JIT Supplier Partnering

JIT Supplier Selection & Development

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Just-in-time Purchasing

Just-in-time Supplier Assessment

4th Day: Complex Multi-tiered Supply Chain Kaizen

Seminar: Complex Multi-tiered Supply Chain Flow Kaizen Selecting the focus component / parts

Designing "Macro" Future State Goal

1st, 2nd, &* 3er Tier Supplier Flow Kaizens

Final "Macro" Future State Design

Supply Chain Transformation Planning

Complex Just-in-time Multi-tiered Supply Chain Flow Demonstration

Demonstration Lessons Learned

Course # 2 Wrap Up and Q & A

Learning Products: Certification # 2 in Acquiring Lean Transformation Management Qualifications Leadership introduction to the business case for transforming to lean Demonstration of the value that JIT Supply chains add to customer value










50. Course # 3 - Just-in-time Supply, Storage, & Distribution Flow Certification Course (3 Day, On-Site) [ ~ 453 Slides ]

Master POI Lesson Plan Sets [ ~ 453 Progressively Animated (P/A) Presentation Slides] MASTER File Folder: 50-3 Day JIT SUPPLY+STORAGE+DIST Flow CERT Crs

MASTER_SUPPLY+STORAGE+DIST Flow Cert Crs

MPRINT_SUPPLY+STORAGE+DIST Flow Cert Crs 3.5-Day Public SC+Dist LOGISTICS WS PRINT 3.5-Day Public SC+Dist LOGISTICS WS



Learning Activity Description: JEI’s third course describes, discusses, then, observes how Toyota's “just-in-time” Production System (TPS) principles are applied to create and orchestrate high

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velocity distribution of products through JIT outbound product and service parts distribution systems. The course traces parts from original equipment manufacturers (OEM) and internal service parts manufacturing activities, outbound via intermediate parts centers and regional parts distribution centers to customers.

Progressive Learning Approach: Early course activity centers on applying extended distribution

system value stream mapping to analyze example manufacturing company’s (i.e., Wild Cat Actuators)

current state distribution system and identifying its impediments and deficiencies. This is followed by an in-

depth application of just-in-time flow principles at every stage of the distribution system from part

manufacturing, to transport of products to and through intermediate distribution centers to the customers.

Emphasis is placed on how JIT improves parts and products storage, warehousing operations (within

several designs of facilities), and outbound delivery of products to customers consuming the least time, at

the lowest costs, and at the highest quality.

Relevant just-in-time distribution process principles and practices will be discussed and applied to the study

manufacturing enterprise, Wild Cat Actuators, to develop an improved JIT future state vision to document

through extended distribution system future state mapping. Additional successful “real world” JIT

distribution system case studies are used to discussed and highlight the value of key just-in-time distribution

flow principles and the value gained by improving flow from OEM suppliers to the ultimate end user.


Discuss JIT outbound distribution systems and their components, such as, OEM

manufacturer’s shipping, transportation mechanisms between distribution system activities,

distribution center and warehouse internal operations & activities, and "peddle" (milk) run

transportation system delivery to customers.

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Introduce and align just-in-time enterprise & logistics principles and methods with key

elements of several study company's conventional product distribution logistics systems and

processes.

Discuss how extended distribution flow value stream mapping can be used to design and

integrate just-in-time manufacturing and logistics principles into a seamless and effective

distribution channel through presentation and discussion of several teaching case study

company’s just-in-time distribution systems.

Present and discuss how visual logistics management approaches can be used to

orchestrate coupled just-in-time flow from originating activities (e.g., manufacturers,

warehouses, etc.), through outbound distribution system activities, through to customers at

the highest quality in the least amount of time.

Reinforce this learning by observing actual JIT warehousing and distribution activities by

touring a benchmark organization practicing just-in-time distribution principles.


1st Day: Just-in-time Distribution Logistics

Seminar: Creating Just-in-time Distribution Flow JIT Enterprise Flow Refresher

Distribution Single-Order-Coupled-Flow

Distribution Heijunka (Balance)

Operating to an Outbound Distribution Tempo

Warehousing & Distribution System Case Studies

Seminar: JIT Warehousing

Storage Value Stream Mapping

Storage Activity Workload Profiling

Traditional Warehousing & Distribution Exercise / Simulation

2nd Day: JIT Storage & Distribution Center Operations

Seminar: JIT Warehousing (Con't) JIT Storage & Distribution Flow

JIT Warehousing Operations

JIT Requirements Picking

JIT Shipping Operations

JIT Outbound Flow

Distribution Center Value Stream Mapping – Stock-All Case Study

Storage Activity Value Stream Mapping – Defend-All Case Study

3rd Day: JIT Service Parts Distribution

Seminar: JIT Service Parts Logistics JIT Intermediate Distribution

JIT Cross-Docking Operations

JIT Distribution Center Operations


JIT Warehousing & Distribution Flow Exercise / Simulation

4th Day: Distribution Channel Value Stream Mapping

Extended Distribution Channel Future State Value Stream Mapping

Learning Products:

Certification # 3 in Acquiring Lean Transformation Management Qualifications Leadership introduction to the business case for transforming to lean

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Demonstration of the value that lean manufacturing & JIT logistics adds to customer value Learning Activity Value:








Sustainment Coaching

On-Site Flow Kaizen Transformation Support

Planning & Sequencing Integration Improvement Activities Basic - Advanced Training in all areas of Lean Mfg., JIT Log, and Bus Process KZ Production, Materials, and Storage Flow Facility Layout

On-Site Shop Floor Operations Coaching

Work Cell & Cellular Manufacturing Design Changeover Reduction

Transformation & Sustainment Measurement & Audit

Transformation Success Criteria and Audit Systems Partner Supplier Development

Just-in-time Supplier Selection & Development Training Just-in-time Supplier Performance Metric & Audit System Design

Just-in-time Enterprise Institute (JEI)...

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