Modifiable Skills Matrix
Transcript of Modifiable Skills Matrix
-
7/29/2019 Modifiable Skills Matrix
1/178
Step Description Comments
1Click the "Update Data" Button on the top of the "Skills Matrix"
Worksheet
2 Select the engagement number that you want to update from thefirst dialog box
3Select whether you want to update data selectively or whether you
want to update a complete set of data (Go to Step 10)
Selective Data Entry
4 Select the section you require from the first drop down menu
Drop down menu choices
automatically bring up the
appropriate choices in the
other drop down boxes
5 Select the subsection you require from the second drop down menu
6 Select the skill you want to update from the third drop down menu
7Select the new skill level you have achieved using the option
buttons
The initial setting of the
option buttons will reflect
your existing skill level for
this skill
8
If you want to continue to add information click the "Save &
Continue" button, if you have finished adding information click the
"Save & Quit" button
Entering a Complete Set of Data
10
You will be presented with a series of dialog boxes, each
representing one of the rows of the skills matrix. There is a set of
option buttons for each skill, change the option button selections toupdate your skill levels. When you have finished, click the "Next"
button.
Clicking the quit button will not save any work.
Each time you click to update a complete set of data for a
particular engagement, that engagements data is cleared so you
HAVE TO enter the complete set of data. If you have entered
complete set of data but have left gaps or the second half you want
to fill later, use enter data selectively to add the later data
Prepare your work (print
definitions, have some idea
of your levels) before youstart entering a complete
set of data.
The initial setting of the
option buttons will reflect
your existing skill level for
this skill gained from a prior
engagement.
Step Description Comments
1Click the"Update Project Details" button at the top of the "Skills
Matrix" worksheet.
2
Select the engagement number from the option buttons then enter
the engagement name and the start and finish dates, the name of
the person who reviewed your activity on this engagement and the
date the review occurred then click the "OK" button.
TO ENTER DATA
TO ADD PROJECT/ENGAGEMENT DETAILS
-
7/29/2019 Modifiable Skills Matrix
2/178
Step Description Comments
1Type your name in the relevant box at the top of the "Skills Matrix"
worksheet.
This is the only instance
where data can be entered
directly on to the sheet. DO
NOT TYPE ANYTHING IN
ANY OTHER BOXES IN
THIS WORKBOOK
Step Description Comments
1 Ensure that you have updated all of the skills that need updating.
2 Print the "Skills Matrix" in colour on an A3 printer (if at all possible).
Step Description Comments
1Enter planned activity to achieve next skill level against the target
skills.
2 Type in planned start and end dates
3 After activity is complete, review and note reviewed date.
When skill levels are
updated on the skills matrix,
a new plan will need to be
documented.
TO ADD ACTIVITY TO PLANNING MATRIX
TO ADD YOUR NAME
PREPARING FOR A REVIEW
-
7/29/2019 Modifiable Skills Matrix
3/178
Name:
1.2.3.4.
**Only make changes to this sheet by using one of the macro buttons, do not type into cells except your
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
LEAN CHANGE AGENT DETAILS PROJE
ActivityStart
Date
Finish
Date
Reviewed
by0 01/00/00 01/00/00 00/01/00
0 01/00/00 01/00/00 00/01/00
0 01/00/00 01/00/00 00/01/00
Lean Leaders
Principles
0 01/00/00 01/00/00 00/01/00
PREPARE W
HATISLEAN?
1.1 Lean Overview
The History of
Lean
Transformation
#N/AThe Production
System
1.2 Introduction to
Lean
The visual facory- information
centres, 5s &
visual control
The role of
StandardsStablity tools
3Ms - Identifyi
Waste and V
vs NVA
1.3 Resource for
Lean
Obtaining Union
Support
Effective use of
the Steering
Committee
0 0
WHY?
1.4 Baseline
Diagnostic
Contducting a
Diagnostic - Plan
and presentation
Viewing the
Business as a
System
Strategy -
Finiding the Key
Levers
Identifying th
Financial
Opportunity
(ROIC)
1.5 Establishing
the Compelling
Need
Understanding
Bottlenecks/
Constraints
Creating Value
for Shareholders
Using ROCE /
ROIC / NPV0
1.6 Plan and
Kaizen
Defining
Implementation
Loops &
Approach
Creating High
Level Master
Schedules
Establishing the
Change
Management
Approach
Generating qui
wins - Kaize
plan & metho
W?
2.1 -2 Change
Agent Training
Lean Awareness
training
Leanfundementals
training
Lean Leadership
training
The Change
Agent Mode
2.2 Expanded
Information
Sessions
Blue Sky
Workshops#N/A
Improving
Communication
Channels
0
-
7/29/2019 Modifiable Skills Matrix
4/178
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
H2.3 Training Plan Lean Skills Matrix
Training needs
analysis
Training and
Development in
Lean
0
2.4 - 6 ValueStream Mapping
Value Stream
Mapping -
current state
Learning to see
Scientific method
in Lean -
Problem solving
at every level -
Value stream
mapping - ideal
state and full
potential
Value Strea
mapping targstate
ESTABLISHVISUALCONTROL
WORKPLACE
STANDARDS
3.1.1 Visual
Performance
Management
KPI Hierachy Setting Targets CCC StripsImprovemen
Plans
3.1.2 5s
5s philosophy
and workplace
standards
Sort Set Shine
3.1.3 TPMTPM philosophy
and benefits
Autonomous
MaintenanceOEE/AUR Effective Train
3.1.4 Standard
Work
The importance
of standards and
link to problem
solving
Observation
tools for
Standard Work
Improvement
tools for
standard work
Control tools f
standard wo
JIDOKA
3.1.6 Quality
Conrol
Introduction to
TPS quality
quality
Poke YokeStatistical
Process Control
Red Worksh
3.2.1 Introduce
Visual Control
Unit Time of
Work
Problem Solving
BoardsAndon Systems
Fixed Positio
stop
3.2.2 Andon What is Jidoka AutonomationDesigning the
span of control
Role of the Le
Team Leade
JIT
3.3.2-3 Streamlinethe process for
continuous flow
Toyota DNA -Rule 2&3
Connection and
flow paths
Takt TimeSpaghetti
diagrams & PQ
analysis
Specificatio
Rationalisati
3.3.4 -5 Levelling
Demand and
Load Levelling
(Heijunka)
Heijunka Box One Piece FlowEstablishing
Stores
-
7/29/2019 Modifiable Skills Matrix
5/178
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
6. Pull System
Difference
between Push
and Pull
Types of Pull
SystemsTypes of Kanban
Batch Size an
Signal Poin
MANAGEMEN
TSYSTEMS
Organisation
Lean
organisationstructure &
leader role
Role of the LeanLeader
Developing and
agreeing newRoles and
Responsibilities
Inverting the
triangle -structuring fo
support
4. Continuous
Improvement
Understanding
the
PDC
Jishuken and the
Toyota method
of kazien
Standardised
work Kaizen
Machine Cycl
Time Kaize
Capability Building
Capability
Measurement
Process
Feedback &
Review Process
Create Training /
Experience
Solutions
Assess
Capability
vs.Requireme
& Agree PD
3.3.1 Hoshin
Planning and
Measures
Hoshin Planning
and policy
deployment
A3 Thinking -
writing an A3Lean Measures
the PDCA cyc
for strategy a
Hoshin planni
Lean Design and
Construction
Quality Function
Deployment -
One team for
design
Human Factors
in DesignLean Layouts
Trystorming
Frequent piloti
& hypothesi
forming
Audits Layered Audits Waste WalksThe Role of
Working Menus
Standard wor
Auditing
CHANGEM
ANAGEMENT Overall Process
(
Project
Management
Stakeholder
Management0
Interviewing and
Facilitation
Shop Floor
Focus Groups
Middle
Management
Coaching
#N/A 0
0 0 0 0
Communication
Effective Task
Assignment -
CPQQRT model
Effective
Listening
Presentation
SkillsWritten Skill
-
7/29/2019 Modifiable Skills Matrix
6/178
1 2 3 4
-
7/29/2019 Modifiable Skills Matrix
7/178
-
7/29/2019 Modifiable Skills Matrix
8/178
-
7/29/2019 Modifiable Skills Matrix
9/178
-
7/29/2019 Modifiable Skills Matrix
10/178
5.6.7.8.
name above left**
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
CTS / ENGAGEMENTS
Review
Date
ActivityStart
Date
Finish
Date
Reviewed
by
Review
Date01/00/00 0 01/00/00 01/00/00 00/01/00 01/00/00
01/00/00 0 01/00/00 01/00/00 00/01/00 01/00/00
01/00/00 0 01/00/00
ip
01/00/00 00/01/00 01/00/00
01/00/00 0
The
Management
System
0 0 0
01/00/00 00/01/00 01/00/0001/00/00
A
g5 Guiding
Principles
Jidoka - Build
Quality In
JIT - Produce
Only What Can
be Sold
Respect forHumanity &
Social
Responsibility
B
0 0 0 0 C
Executing Lean
Assessments0 0 0 E
0 0 0 0 F
ck
s
Aligning All
Functions
A3 Thinking -
writing an A30 0 G
l0 0 0 0 I
0 0 0 0 J Planning
Diagnostic
1.6 Plan and Ka
1.5 EstablishinCompelling N
1.4 Baseline Diagn
0
1.3 Resourcefor Lean
1.2 Introductionto Lean
1.1 LeanOverview
The History oLean
Transformatio
1 1 3 5
Squares indicateR)ie if 2 cells contaicolour then the sexample level 5
-
7/29/2019 Modifiable Skills Matrix
11/178
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 K
tCreating a
Master Schedule
Writing an A3 for
Business Case L
Progress Review
Running an
information
centre
PPS & A3
process for
problem solving
PDCA in Daily
problem solving
Facilitating a
VSM - current,target, and A3
0
M
Standardise Sustain 0 0 N
ingPlanned
Maintenance
Early Equipment
ManagementTPM Workshop 0 O
or
k0 0 P
p Yellow Workshop Blue Workshop Green WorkshopJidoka Milestone
Auditing Q
Escalation and
Quality problem
solving in toyota
0 0 0 R
n
r
Team Leader
Workshop
Calculating
labour
requirements
0 0 S
n
VSM Designingthe productions
system for
Continuous flow
Setting EPE QCO SMEDCellular
Manufacturing T
Separation of
transport and
Work
Levelling by Part
(heijunka)0 0 U
0
3.1.4Standard
Work
3.1.3 TPM
3.1.2 5s
3.1.1 VisualPerformanceManagement
3.3.4 -
3.3.2-3 Streamline thecontinuous flo
0
2.4 - 6 ValueStream Mapping
Implementation
0
3.2.2 Andon
3.2.1 IntroduceVisual Control
3.1.6 Quality
Conrol
-
7/29/2019 Modifiable Skills Matrix
12/178
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
d JIT simulation
game0 V
r
0
0 0 0 0
0 0
W
e Yamazumi &
Work Balance0 0
0
X
nt0
Kaizen for
Projects
Y
le
d
g
0 0 0
0
Z
g
Application of the
guiding
principles in
design &
Last Planner -
information
centres for
projects
Standardised
work for Projects
0
AA
k5s Auditing 0 0
0
AB
0
0
0 0 AC
0
0
0 0 AD
0 0 0 AE
0 0 0 AF
6.
0
Audits
Lean Designand
Construction
3.3.1 HoshinPlanning and
Measures
CapabilityBuilding
4. ContinuousImprovement
Organisation
-
7/29/2019 Modifiable Skills Matrix
13/178
7 85 6
-
7/29/2019 Modifiable Skills Matrix
14/178
-
7/29/2019 Modifiable Skills Matrix
15/178
-
7/29/2019 Modifiable Skills Matrix
16/178
-
7/29/2019 Modifiable Skills Matrix
17/178
0 0.2 0.4 0.6 0.8 1
izen
theed
ostic
0.2 0.4 0.6 0.8 1
f
n
6
Skill Title
Numbers andColours indicateengagement no.
skill levels 1 to 5 (from L to
in engagement numbers andkill level achieved is 2. In thisas achieved with the
LEVEL DEFINITION1 = Theoretical knowledge/ had training & can explain 75% of Lean content
Has attended 2&5 day Lean Immersion training2 = Sustainably deliver Lean support with LMR coach.
Has attended 2&5 day Lean ImmersionUndertaken deployment Projects with LMR Consultant support
3 = Sustainably deliver Lean system without LMR support.Has attended 2&5 day Lean ImmersionHas undertaken a minimum of 2 deployment projects that have beensustained without LMR support
4 = Demonstrated ability to train others.Lead 2&5 day Lean Immersion TrainingSustained Delivery of lean projects over a 12 month period
5 = Expert level
-
7/29/2019 Modifiable Skills Matrix
18/178
0.2 0.4 0.6 0.8 1
5 Levelling
process forw
0.2 0.4 0.6 0.8 1
0.2 0.4 0.6 0.8 1
-
7/29/2019 Modifiable Skills Matrix
19/178
0 0.2 0.4 0.6 0.8 1
ull System
0.2 0.4 0.6 0.8 1
-
7/29/2019 Modifiable Skills Matrix
20/178
-
7/29/2019 Modifiable Skills Matrix
21/178
-
7/29/2019 Modifiable Skills Matrix
22/178
-
7/29/2019 Modifiable Skills Matrix
23/178
-
7/29/2019 Modifiable Skills Matrix
24/178
1 2 3 4 5 6 7 8
25 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0
10 0 0 0 0 0 0 0 0
25 0 0 0 0 0 0 0 0
15 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0
15 0 0 0 0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
25/178
15 0 0 0 0 0 0 0 0
35 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0
35 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0
25 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0
30 0 0 0 0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
26/178
25 0 0 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0
25 0 0 0 0 0 0 0 0
35 0 0 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0
40 0 0 0 0 0 0 0 0
25 0 0 0 0 0 0 0 0
15 0 0 0 0 0 0 0 0
15 0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0 0
20 0 0 0 0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
27/178
-
7/29/2019 Modifiable Skills Matrix
28/178
-
7/29/2019 Modifiable Skills Matrix
29/178
-
7/29/2019 Modifiable Skills Matrix
30/178
-
7/29/2019 Modifiable Skills Matrix
31/178
Engag Engag Engag Engag Engag Engag Engag Engagement 8
1.3 Resource
for Lean0% 0% 0% 0% 0% 0% 0% 0%
1.2
1.1 Lean
Overview0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8. . . . . . . . .
1.6 Plan and
Kaizen0% 0% 0% 0% 0% 0% 0% 0%
1.5
1.4 Baseline
Diagnostic0% 0% 0% 0% 0% 0% 0% 0%
1 2 3 4 5 6 7 8. . . . . . . . .
2.4 - 6 ValueStream
Mapping0% 0% 0% 0% 0% 0% 0% 0%
Im lementatio
Planning
0% 0% 0% 0% 0% 0% 0% 0%Dia nostic
-
7/29/2019 Modifiable Skills Matrix
32/178
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
3.1.4 Standard
0% 0% 0% 0% 0% 0% 0% 0%3.1.3 TPM
3.1.2 5s
0% 0% 0% 0% 0% 0% 0% 0%
3.1.1 Visual Pe
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
3.2.2 Andon 0% 0% 0% 0% 0% 0% 0% 0%. .
3.1.6 Quality
Conrol 0% 0% 0% 0% 0% 0% 0% 0%
0 0 0 0 0 0 0 0 1.000
6. Pull System 0% 0% 0% 0% 0% 0% 0% 0%. . - eve
3.3.2-3 Streaml 0% 0% 0% 0% 0% 0% 0% 0%
-
7/29/2019 Modifiable Skills Matrix
33/178
0 0 0 0 0 0 0 0 1.000
Audits
0% 0% 0% 0% 0% 0% 0% 0%Lean Desi n
3.3.1 Hoshin
Planning and
Measures0% 0% 0% 0% 0% 0% 0% 0%
Ca abilit
4. Continuous
Improvement 0 0 0 0 0 0 0 0
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
Communicatio
n0% 0% 0% 0% 0% 0% 0% 0%
0
Interviewing
and
Facilitation0% 0% 0% 0% 0% 0% 0% 0%
Overall
0.000 0.000 0.000 0.000 0.000 0.000 0.000 0.000 1.000
-
7/29/2019 Modifiable Skills Matrix
34/178
-
7/29/2019 Modifiable Skills Matrix
35/178
-
7/29/2019 Modifiable Skills Matrix
36/178
-
7/29/2019 Modifiable Skills Matrix
37/178
-
7/29/2019 Modifiable Skills Matrix
38/178
-
7/29/2019 Modifiable Skills Matrix
39/178
-
7/29/2019 Modifiable Skills Matrix
40/178
-
7/29/2019 Modifiable Skills Matrix
41/178
-
7/29/2019 Modifiable Skills Matrix
42/178
-
7/29/2019 Modifiable Skills Matrix
43/178
-
7/29/2019 Modifiable Skills Matrix
44/178
-
7/29/2019 Modifiable Skills Matrix
45/178
-
7/29/2019 Modifiable Skills Matrix
46/178
-
7/29/2019 Modifiable Skills Matrix
47/178
-
7/29/2019 Modifiable Skills Matrix
48/178
-
7/29/2019 Modifiable Skills Matrix
49/178
-
7/29/2019 Modifiable Skills Matrix
50/178
-
7/29/2019 Modifiable Skills Matrix
51/178
-
7/29/2019 Modifiable Skills Matrix
52/178
-
7/29/2019 Modifiable Skills Matrix
53/178
-
7/29/2019 Modifiable Skills Matrix
54/178
-
7/29/2019 Modifiable Skills Matrix
55/178
-
7/29/2019 Modifiable Skills Matrix
56/178
-
7/29/2019 Modifiable Skills Matrix
57/178
-
7/29/2019 Modifiable Skills Matrix
58/178
-
7/29/2019 Modifiable Skills Matrix
59/178
-
7/29/2019 Modifiable Skills Matrix
60/178
-
7/29/2019 Modifiable Skills Matrix
61/178
-
7/29/2019 Modifiable Skills Matrix
62/178
-
7/29/2019 Modifiable Skills Matrix
63/178
-
7/29/2019 Modifiable Skills Matrix
64/178
-
7/29/2019 Modifiable Skills Matrix
65/178
-
7/29/2019 Modifiable Skills Matrix
66/178
-
7/29/2019 Modifiable Skills Matrix
67/178
-
7/29/2019 Modifiable Skills Matrix
68/178
-
7/29/2019 Modifiable Skills Matrix
69/178
-
7/29/2019 Modifiable Skills Matrix
70/178
-
7/29/2019 Modifiable Skills Matrix
71/178
-
7/29/2019 Modifiable Skills Matrix
72/178
-
7/29/2019 Modifiable Skills Matrix
73/178
-
7/29/2019 Modifiable Skills Matrix
74/178
-
7/29/2019 Modifiable Skills Matrix
75/178
-
7/29/2019 Modifiable Skills Matrix
76/178
-
7/29/2019 Modifiable Skills Matrix
77/178
-
7/29/2019 Modifiable Skills Matrix
78/178
-
7/29/2019 Modifiable Skills Matrix
79/178
-
7/29/2019 Modifiable Skills Matrix
80/178
-
7/29/2019 Modifiable Skills Matrix
81/178
-
7/29/2019 Modifiable Skills Matrix
82/178
-
7/29/2019 Modifiable Skills Matrix
83/178
-
7/29/2019 Modifiable Skills Matrix
84/178
-
7/29/2019 Modifiable Skills Matrix
85/178
-
7/29/2019 Modifiable Skills Matrix
86/178
-
7/29/2019 Modifiable Skills Matrix
87/178
-
7/29/2019 Modifiable Skills Matrix
88/178
-
7/29/2019 Modifiable Skills Matrix
89/178
-
7/29/2019 Modifiable Skills Matrix
90/178
-
7/29/2019 Modifiable Skills Matrix
91/178
-
7/29/2019 Modifiable Skills Matrix
92/178
-
7/29/2019 Modifiable Skills Matrix
93/178
-
7/29/2019 Modifiable Skills Matrix
94/178
-
7/29/2019 Modifiable Skills Matrix
95/178
-
7/29/2019 Modifiable Skills Matrix
96/178
-
7/29/2019 Modifiable Skills Matrix
97/178
-
7/29/2019 Modifiable Skills Matrix
98/178
-
7/29/2019 Modifiable Skills Matrix
99/178
-
7/29/2019 Modifiable Skills Matrix
100/178
-
7/29/2019 Modifiable Skills Matrix
101/178
-
7/29/2019 Modifiable Skills Matrix
102/178
-
7/29/2019 Modifiable Skills Matrix
103/178
-
7/29/2019 Modifiable Skills Matrix
104/178
-
7/29/2019 Modifiable Skills Matrix
105/178
-
7/29/2019 Modifiable Skills Matrix
106/178
-
7/29/2019 Modifiable Skills Matrix
107/178
-
7/29/2019 Modifiable Skills Matrix
108/178
-
7/29/2019 Modifiable Skills Matrix
109/178
-
7/29/2019 Modifiable Skills Matrix
110/178
-
7/29/2019 Modifiable Skills Matrix
111/178
-
7/29/2019 Modifiable Skills Matrix
112/178
-
7/29/2019 Modifiable Skills Matrix
113/178
-
7/29/2019 Modifiable Skills Matrix
114/178
-
7/29/2019 Modifiable Skills Matrix
115/178
-
7/29/2019 Modifiable Skills Matrix
116/178
Lean Manufacturing Training Program
Deployment
model Module
Code Focus
1.1 Lean Overview 11.2 Introduction to Lean 2
1.3 Resource for Lean Lean Leadership 3
1.4 Baseline Diagnostic Lean Thinking 7
Lean Thinking 8
Basic Knowledge 10
Basic Knowledge 11
Basic Knowledge 12
Basic Knowledge 9
Basic Knowledge 24
Basic Knowledge 13
Basic Knowledge 14
1.6 Plan and Kaizen Lean Thinking 15Lean Leadership 17
Lean Thinking 6
Basic Knowledge 18
2.1 -2 Change Agent Training Basic Knowledge 19
Basic Knowledge 21
Basic Knowledge 22
Basic Knowledge 23
3.1.1 Visual Performance Management Lean Thinking 25
Lean Leadership 26
Basic Knowledge 31
Lean Leadership 27
Basic Knowledge 32Basic Knowledge 28
Basic Knowledge 29
Basic Knowledge 30
3.1.3 TPM Lean Thinking 33
Lean Leadership 34
Lean Leadership 35
Basic Knowledge 36
3.1.4 Standard Work Lean Thinking 37
Lean Leadership 38
Lean Leadership 39
Lean Leadership 40
Basic Knowledge 41
3.1.6 Quality Conrol Lean Thinking 42
Lean Thinking 43
3.2.1 Introduce Visual Control Lean Thinking 44
Basic Knowledge 45
3.2.2 Andon Lean Thinking 46
Lean Leadership 47
Lean Leadership 48
Basic Knowledge 49
-
7/29/2019 Modifiable Skills Matrix
117/178
JIT Lean Thinking 50
Basic Knowledge 51
Basic Knowledge 52
Basic Knowledge 53
Basic Knowledge 54
Basic Knowledge 55
Basic Knowledge 56Basic Knowledge 57
Basic Knowledge 58
Basic Knowledge 59
Organisation Lean Thinking 60
4. Continuous Improvement Lean Thinking 61
Basic Knowledge 62
Basic Knowledge 63
Basic Knowledge 64
Basic Knowledge 65
Basic Knowledge 66
Capability Building Lean Thinking 67
Lean Leadership 683.3.1 Hoshin Planning and Measures Lean Thinking 69
Lean Thinking 4
Lean Thinking 70
Lean Leadership 71
Basic Knowledge 72
Lean Design and Construction Lean Thinking 73
Basic Knowledge 74
Basic Knowledge 75
Basic Knowledge 76
Basic Knowledge 77
Basic Knowledge 78
Basic Knowledge 79
Audits Lean Thinking 80
Basic Knowledge 81
Basic Knowledge 82
Basic Knowledge 83
Overall Process Basic Knowledge 84
Basic Knowledge 85
Interviewing and Facilitation Basic Knowledge 86
-
7/29/2019 Modifiable Skills Matrix
118/178
Module
Max
Duration
4 hours2 days
Effective deployment structures and roles 1 hour
Introduction to Diagnostic 1 hour
Identifying financial opportunity - PDCA in lean transformation 2 hours
Understanding bottlenecks & constraints - VSM & System OEE calculations 4 hours
Creating a Value Stream Map - Current and Target State 2 days
Basic Financial calculations - ROIC etc 4 hours
Conducting a Lean Assessment 1 day
Facilitating a VSM current and target state 4 hours
Conducting a Lean Diagnostic - experiential 2 weeks
Establishing vision and plans for deployment - experiential 2 weeks
Defining implementation focus and loops 4 hoursCreating a plan for transformation - leading the change & kaizen plans 4 hours
Introduction to A3 thinking - enabling PDCA in your organisation 4 hours
Creating Master Schedules - enabling the D of PDCA 1 hour
Train the trainer 5 days
Developing a training plan - needs analysis and skills matrix 4 hours
The Change Agent Model and role of change agent in Lean deployment 4 hours
Active Observation 4 hours
Performance management overview 4 hours
the 5 principles in visual performance management - the leaders role 4 hours
5s introduction 2 hours
Leading 5s in your organisation 4 hours
5s workshop 5 daysCreating cascaded information centres 1 day
How to run an information centre 2 days
Practical Problem Solving 1 day
An introduction to TPM 2 hours
Creating a support structure for TPM and integrating AM & IPT 4 hours
Leading the TPM effort in your area 2 hours
TPM Workshop 5 days
An introduction to Standard work 2 hours
Leading standard work in your area (Leader working menus & auditing) 2 hours
Performance Dialogues 4 hours
Giving feedback & coaching 4 hours
Standard work workshop - how to create standard work 5 days
An introduction to lean quality control 2 hours
An introduction to Poke Yoke 1 hour
Introduction to Visual Control 1 hour
Problem Solving Boards and Zone of Control 1 day
Introduction to Jidoka 2 hours
Introduction to lean span of control and zone control - workshop 5 days
Role of the team leader 2 weeks
Yamazumi and labour requirements 1 day
-
7/29/2019 Modifiable Skills Matrix
119/178
Introduction to JIT 2 hours
Streamlining process flow - workshop 5 days
QCO - workshop 5 days
Introduction to levelling 2 hours
Levelling by volume - workshop 5 days
Levelling by part - Heijunka workshop 5 days
Establishing stores and buffers workshop 5 daysseparation of transport and work - workshop 5 days
Pull systems and kanbans - introdcution 2 hours
pull systems and kanbans - workshop 5 days
Introduction to Leadership roles in lean 4 hours
Introduction to kaizen in Lean 2 hours
Understanding the PDCA cycle - applying it in your area 4 hours
Jishuken workshop 5 days
Standard work kaizen workshop 5 days
Machine cycle time kaizen workshop 5 days
Yamazumi and work balance kaizen workshop 5 days
Introduction to Capability building in Lean 4 hours
Leader capability building in Lean 4 hoursIntroduction to Hoshin Planning 4 hours
PDCA in Lean - from Strategy to shop floor 4 hours
The PDCA cycle in Hoshin planning 4 hours
How to coach your team in hoshin planning and A3 writing 4 hours
How to write an A3 4 hours
Introduction to lean construction 2 hours
Lean design, QFD for construction design - workshop 2 days
Human factors in design - workshop 2 days
Lean design - lean layouts 4 hours
Application of the guiding principles in lean construction (How to) 5 days
Kaizen and standardised work for projects 4 hours
Try storming for lean construction 2 hours
Introduction to Layered audits for leaders 2 hours
How to conduct a layered audit - 5s and std work, waste walks 4 hours
How to create your working menu - standard work for leaders 4 hours
How to create your working menu - standard work for leaders 4 hours
Change maangement - 2 days
Project management & use of Master Schedules 4 hours
Interviewing and facilitation for change agents 1 day
-
7/29/2019 Modifiable Skills Matrix
120/178
Sensei Curriculum
Senior
Management Management
Black/ Green
Belt / Lean
Coach
Lean
Advisor Supervisors
Introduction 2 hours 2 hours 4 hours 4 hours 1 hour A history of lean 1.5 days 1.5 days 2 days 2 days 2 days
2 hours 2 hours 2 hours 2 hours
1 hour 1 hour 4 hours
2 hours
1 day
2 hours 4 hours 4 hours
4 hours
1 day
1 day
Practical Exercise
Practical Exercise
1 hour4 hours 4 hours 2 hours
2 hours 2 hours 4 hours 4 hours
1 hour 1 hour 4 hours 2 hours
2 days 2 days
4 hours 4 hours
1 hour 1 hour 4 hours 4 hours
4 hours
1 hour 1 hour 4 hours 4 hours 4 hours
4 hours 4 hours 4 hours 4 hours 4 hours
1hr 1 hr 1 hr 1 hr 1 hour
2 hours 2 hours 2 hours 2 hours 2 hours
5 days 5 days 5 days1 hour 1 hour 4 hours 4 hours 1 hour
4 hours 4 hours 4 hours 4 hours 1 day
2 hours 4 hours 1 day 1 day 1 day
1 hour 1 hour 1 hour 1 hour 1 hour
2 hours 4 hours 4 hours 4 hours
1 hour 1 hour 1 hour
5 days 5 days 5 days
1 hour 2 hours 3 hours 3 hours 3 hours
1 hour 4 hours 4 hours 4 hours 4 hours
1 hour 4 hours 4 hours 4 hours 4 hours
1 hour 2 hours 2 hours 2 hours 4 hours
5 days 5 days 5 days
1 hour 2 hours 4 hours 4 hours 4 hours
1 hour 1 day 1 day 1 day 2 weeks
1 hour 1 hour 1 day 1 day 1 day
Current state Analysis
-
7/29/2019 Modifiable Skills Matrix
121/178
1 hour 1 hour 4 hours 1 hour
-
7/29/2019 Modifiable Skills Matrix
122/178
Operators
& Trades
1 hour1 day
1 hour
1 hour
2 hours
1 hour
4 hours
1 hour
5 days
1 hour
1 hour
1 hour
1 hour
2 hours
-
7/29/2019 Modifiable Skills Matrix
123/178
IntroductionOverview of why and what is lean
A history of leanOverview of Why What and How of lean, emphasising why it developed the way it did
Current state AnalysisIntroductory module in which the rudiments of current state diagnostic, value stream mapping,
policy deployment and A3 thinking are covered. Understanding Lean and project readiness are key
learning outcomes.
-
7/29/2019 Modifiable Skills Matrix
124/178
Key Learning Outcomes
Basic Awareness
Understanding the foundations of lean thinking
Understand the process for developing a future state and
action plan
Understand the key components of Current state analysis
-
7/29/2019 Modifiable Skills Matrix
125/178
Engagement No. 1 2 3 4
Client Name
Start Date
Finish Date
A1 The History of Lean Transformation 0 0 0 0 0
A2 The Practical Change Management Approach 0 0 0 0 0
A3 The Production System 0 0 0 0 0
A4 Lean Leadership Principles 0 0 0 0 0
A5 The Management System 0 0 0 0 0
A6 0 0 0 0 0
A7 0 0 0 0 0
A8 0 0 0 0 0
B1The visual facory - information centres, 5s & visual
control0 0 0 0 0
B2 The role of Standards 0 0 0 0 0
B3 Stablity tools 0 0 0 0 0
B4 3Ms - Identifying Waste and VA vs NVA 0 0 0 0 0
B5 5 Guiding Principles 0 0 0 0 0
B6 Jidoka - Build Quality In 0 0 0 0 0
B7 JIT - Produce Only What Can be Sold 0 0 0 0 0
B8 Lean transformation how to 101 0 0 0 0 0
C1 Obtaining Union Support 0 0 0 0 0
C2 Effective use of the Steering Committee 0 0 0 0 0
C3 0 0 0 0 0
C4 0 0 0 0 0
C5 0 0 0 0 0
C6 0 0 0 0 0
C7 0 0 0 0 0
C8 0 0 0 0 0D1 0 0 0 0 0
D2 0 0 0 0 0
D3 0 0 0 0 0
D4 0 0 0 0 0
D5 0 0 0 0 0
D6 0 0 0 0 0
D7 0 0 0 0 0
D8 0 0 0 0 0
E1 Contducting a Diagnostic - Plan and presentation 0 0 0 0 0
E2 Viewing the Business as a System 0 0 0 0 0
E3 Strategy - Finiding the Key Levers 0 0 0 0 0
E4 Identifying the Financial Opportunity (ROIC) 0 0 0 0 0E5 Executing Lean Assessments 0 0 0 0 0
E6 0 0 0 0 0
E7 0 0 0 0 0
E8 0 0 0 0 0
F1 Understanding Bottlenecks/ Constraints 0 0 0 0 0
F2 Creating Value for Shareholders 0 0 0 0 0
F3 Using ROCE / ROIC / NPV 0 0 0 0 0
WHAT?
-
7/29/2019 Modifiable Skills Matrix
126/178
F4 A3 Thinking - writing an A3 0 0 0 0 0
F5 0 0 0 0 0
F6 0 0 0 0 0
F7 0 0 0 0 0
F8 0 0 0 0 0
G1 Defining Implementation Loops & Approach 0 0 0 0 0G2 Creating High Level Master Schedules 0 0 0 0 0
G3 Establishing the Change Management Approach 0 0 0 0 0
G4 Generating quick wins - Kaizen plan & methods 0 0 0 0 0
G5 Aligning All Functions 0 0 0 0 0
G6 0 0 0 0 0
G7 0 0 0 0 0
G8 0 0 0 0 0
H1 0 0 0 0 0
H2 0 0 0 0 0
H3 0 0 0 0 0
H4 0 0 0 0 0
H5 0 0 0 0 0
H6 0 0 0 0 0
H7 0 0 0 0 0
H8 0 0 0 0 0
I1 Lean Awareness training 0 0 0 0 0
I2 Lean fundementals training 0 0 0 0 0
I3 Lean Leadership training 0 0 0 0 0
I4 The Change Agent Model 0 0 0 0 0
I5 0 0 0 0 0
I6 0 0 0 0 0
I7 0 0 0 0 0
I8 0 0 0 0 0
J1 Blue Sky Workshops 0 0 0 0 0
J2 Leadership and the concept of Hoshin 0 0 0 0 0J3 Improving Communication Channels 0 0 0 0 0
J4 0 0 0 0 0
J5 0 0 0 0 0
J6 0 0 0 0 0
J7 0 0 0 0 0
J8 0 0 0 0 0
K1 Lean Skills Matrix 0 0 0 0 0
K2 Training needs analysis 0 0 0 0 0
K3 Training and Development in Lean 0 0 0 0 0
K4 0 0 0 0 0
K5 0 0 0 0 0
K6 0 0 0 0 0K7 0 0 0 0 0
K8 0 0 0 0 0
L1Value Stream Mapping - current state Learning to
see0 0 0 0 0
L2Scientific method in Lean - Problem solving at
every level - the link to strategy0 0 0 0 0
L3Value stream mapping - ideal state and full
potential0 0 0 0 0
W
HY?
HOW?
-
7/29/2019 Modifiable Skills Matrix
127/178
L4 Value Stream mapping target state 0 0 0 0 0
L5 Creating a Master Schedule 0 0 0 0 0
L6 Writing an A3 for Business Case 0 0 0 0 0
L7 Facilitating a VSM - current, target, and A3 0 0 0 0 0
L8 0 0 0 0 0
M1 KPI Hierachy 0 0 0 0 0
M2 Setting Targets 0 0 0 0 0M3 CCC Strips 0 0 0 0 0
M4 Improvement Plans 0 0 0 0 0
M5 Progress Review 0 0 0 0 0
M6 Running an information centre 0 0 0 0 0
M7 PPS & A3 process for problem solving 0 0 0 0 0
M8 0 0 0 0 0
N1 5s philosophy and workplace standards 0 0 0 0 0
N2 Sort 0 0 0 0 0
N3 Set 0 0 0 0 0
N4 Shine 0 0 0 0 0
N5 Standardise 0 0 0 0 0
N6 Sustain 0 0 0 0 0N7 0 0 0 0 0
N8 0 0 0 0 0
O1 TPM philosophy and benefits 0 0 0 0 0
O2 Autonomous Maintenance 0 0 0 0 0
O3 OEE/AUR 0 0 0 0 0
O4 Effective Training 0 0 0 0 0
O5 Planned Maintenance 0 0 0 0 0
O6 Early Equipment Management 0 0 0 0 0
O7 TPM Workshop 0 0 0 0 0
O8 0 0 0 0 0
P1 Toyota DNA - Rule 1 All work is standardised 0 0 0 0 0
P2 Standardisation vs Kaizen & the tools 0 0 0 0 0
P3 Work Standardisation & the tools 0 0 0 0 0
P4 Long Cycle Time Standardised Work 0 0 0 0 0
P5 Standardised workproblem solving workshop 0 0 0 0 0
P6 Operator selection and training in lean 0 0 0 0 0
P7 0 0 0 0 0
P8 0 0 0 0 0
Q1 Introduction to TPS quality quality 0 0 0 0 0
Q2 Poke Yoke 0 0 0 0 0
Q3 Statistical Process Control 0 0 0 0 0
Q4 Red Workshop 0 0 0 0 0
Q5 Yellow Workshop 0 0 0 0 0
Q6 Blue Workshop 0 0 0 0 0
Q7 Green Workshop 0 0 0 0 0Q8 Jidoka Milestone Auditing 0 0 0 0 0
R1 Unit Time of Work 0 0 0 0 0
R2 Problem Solving Boards 0 0 0 0 0
R3 Andon Systems 0 0 0 0 0
R4 Fixed Position stop 0 0 0 0 0
R5 Escalation and Quality problem solving in toyota 0 0 0 0 0
R6 0 0 0 0 0
R7 0 0 0 0 0JIDOKA
STABILITYTO
OLS
-
7/29/2019 Modifiable Skills Matrix
128/178
R8 0 0 0 0 0
S1 What is Jidoka 0 0 0 0 0
S2 Autonomation 0 0 0 0 0
S3 Designing the span of control 0 0 0 0 0
S4 Role of the Lean Team Leader 0 0 0 0 0
S5 Team Leader Workshop 0 0 0 0 0
S6 Calculating labour requirements 0 0 0 0 0S7 0 0 0 0 0
S8 0 0 0 0 0
T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 0 0 0 0
T2 Takt Time 0 0 0 0 0
T3 Spaghetti diagrams & PQ analysis 0 0 0 0 0
T4 Specification Rationalisation 0 0 0 0 0
T5VSM Designing the productions system for
Continuous flow0 0 0 0 0
T6 Setting EPE 0 0 0 0 0
T7 QCO SMED 0 0 0 0 0
T8 Cellular Manufacturing 0 0 0 0 0
U1 Demand and Load Levelling (Heijunka) 0 0 0 0 0U2 Heijunka Box 0 0 0 0 0
U3 One Piece Flow 0 0 0 0 0
U4 Establishing Stores 0 0 0 0 0
U5 Separation of transport and Work 0 0 0 0 0
U6 Levelling by Part (heijunka) 0 0 0 0 0
U7 0 0 0 0 0
U8 0 0 0 0 0
V1 Difference between Push and Pull 0 0 0 0 0
V2 Types of Pull Systems 0 0 0 0 0
V3 Types of Kanban 0 0 0 0 0
V4 Batch Size and Signal Point 0 0 0 0 0
V5 JIT simulation game 0 0 0 0 0
V6 0 0 0 0 0
V7 0 0 0 0 0
V8 0 0 0 0 0
W1 Lean organisation structure & leader role 0 0 0 0 0
W2 Role of the Lean Leader 0 0 0 0 0
W3Developing and agreeing new Roles and
Responsibilities0 0 0 0 0
W4 Inverting the triangle - structuring for support 0 0 0 0 0
W5 0 0 0 0 0
W6 0 0 0 0 0
W7 0 0 0 0 0
W8 0 0 0 0 0
X1 Understanding the PDCA cycle 0 0 0 0 0X2 Jishuken and the Toyota method of kazien 0 0 0 0 0
X3 Standardised work Kaizen 0 0 0 0 0
X4 Machine Cycle Time Kaizen 0 0 0 0 0
X5 Yamazumi & Work Balance 0 0 0 0 0
X6 Mechanisation 0 0 0 0 0
X7 0 0 0 0 0
X8 0 0 0 0 0
Y1 0 0 0 0 0
JUSTINTIM
E
-
7/29/2019 Modifiable Skills Matrix
129/178
Y2 0 0 0 0 0
Y3 0 0 0 0 0
Y4 Capability Measurement Process 0 0 0 0 0
Y5 Feedback & Review Process 0 0 0 0 0
Y6 Create Training / Experience Solutions 0 0 0 0 0
Y7 Assess Capability vs.Requirement & Agree PDP 0 0 0 0 0
Y8 0 0 0 0 0Z1 Hoshin Planning and policy deployment 0 0 0 0 0
Z2 A3 Thinking - writing an A3 0 0 0 0 0
Z3 Lean Measures 0 0 0 0 0
Z4 the PDCA cycle for strategy and Hoshin planning 0 0 0 0 0
Z5 0 0 0 0 0
Z6 0 0 0 0 0
Z7 0 0 0 0 0
Z8 0 0 0 0 0
AA1 Quality Function Deployment - One team for design 0 0 0 0 0
AA2 Human Factors in Design 0 0 0 0 0AA3 Lean Layouts 0 0 0 0 0
AA4Trystorming - Frequent piloting & hypothesis
forming0 0 0 0 0
AA5Application of the guiding principles in design &
construction - one team approach & contracts0 0 0 0 0
AA6 Last Planner - information centres for projects 0 0 0 0 0
AA7 Standardised work for Projects 0 0 0 0 0
AA8 Kaizen for Projects 0 0 0 0 0
AB1 Layered Audits 0 0 0 0 0
AB2 Waste Walks 0 0 0 0 0
AB3 The Role of Working Menus 0 0 0 0 0
AB4 Standard work Auditing 0 0 0 0 0
AB5 5s Auditing 0 0 0 0 0
AB6 Giving Feedback 0 0 0 0 0
AB7 0 0 0 0 0
AB8 0 0 0 0 0
AC1 Practical Change Management 0 0 0 0 0
AC2 Project Management 0 0 0 0 0
AC3 Stakeholder Management 0 0 0 0 0
AC4 0 0 0 0 0
AC5 0 0 0 0 0
AC6 0 0 0 0 0
AC7 0 0 0 0 0
AC8 0 0 0 0 0
AD1 Shop Floor Focus Groups 0 0 0 0 0AD2 Middle Management Coaching 0 0 0 0 0
AD3 Trust Building Exercises 0 0 0 0 0
AD4 0 0 0 0 0
AD5 0 0 0 0 0
AD6 0 0 0 0 0
AD7 0 0 0 0 0
AD8 0 0 0 0 0
AE1 PDCA in Daily problem solving 0 0 0 0 0
MANAGEMENTS
YSTEMS
NAGEMENT
-
7/29/2019 Modifiable Skills Matrix
130/178
AE2 Practical Problem solving 0 0 0 0 0
AE3 Analysis tools - Pareto, C&E, checksheets, 0 0 0 0 0
AE4 Other problem solving methods - Apollo, taproot & 0 0 0 0 0
AE5 Six sigma tools - Statistical Analysis 0 0 0 0 0
AE6 The problem solving process - the tps way. 0 0 0 0 0
AE7 0 0 0 0 0
AE8 0 0 0 0 0AF1 Effective Task Assignment - CPQQRT model 0 0 0 0 0
AF2 Effective Listening 0 0 0 0 0
AF3 Presentation Skills 0 0 0 0 0
AF4 Written Skills 0 0 0 0 0
AF5 0 0 0 0 0
AF6 0 0 0 0 0
AF7 0 0 0 0 0
AF8 0 0 0 0 0
Ref Engagement No. 1 2 3 4
A What? - Lean OverviewB What? - Lean Foundations
C What? - Lean Principles
D * Blank field, click Next *
E Why? - The Compelling Need
F Why? - Systems Thinking
G Why? - Impact on Financial Performance
H * Blank field, click Next *
I How? - Diagnostic
J How? - Planning
K How? - Implementation
L How? - Deployment
M Stability - Information Centres, Visual FactoryN Stability - Standardised Work
O Stability - 5S
P Stability - QCO TPM
Q Jidoka - Poka Yoke
R Jidoka - Andon
S Jidoka - Full Work System
T JIT - Takt Time
U JIT - Pull Systems
V JIT - One-Piece-Flow
W Management Systems - Organisation
X Management Systems - Continuous Improvement
Y Management Systems - Capability Building
Z Management Systems - Building in Quality
AA Management Systems - Designing in Quality
AB Management Systems - Audits
AC Change Management - Overall Process
AD Change Management - Interviewing & Facilitation
AE Change Management - Practical Problem Solving
AF Change Management - Communication
CHANGEM
-
7/29/2019 Modifiable Skills Matrix
131/178
Reviewed by
Review Date
-
7/29/2019 Modifiable Skills Matrix
132/178
5 6 7 8
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
133/178
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
134/178
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
135/178
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
136/178
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
-
7/29/2019 Modifiable Skills Matrix
137/178
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 00 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
0 0 0 0 0
5 6 7 8
-
7/29/2019 Modifiable Skills Matrix
138/178
Current
Level
Next
Level
A1 The History of Lean Transformation 0 1
A2 #N/A 0 1A3 The Production System 0 1
A4 Lean Leadership Principles 0 1
A5 The Management System 0 1
B1 The visual facory - information centres, 5s & visual 0 1
B2 The role of Standards 0 1
B3 Stablity tools 0 1
B4 3Ms - Identifying Waste and VA vs NVA 0 1
B5 5 Guiding Principles 0 1
B6 Jidoka - Build Quality In 0 1
B7 JIT - Produce Only What Can be Sold 0 1
B8 Respect for Humanity & Social Responsibility 0 1
E1 Contducting a Diagnostic - Plan and presentation 0 1
E2 Viewing the Business as a System 0 1
E3 Strategy - Finiding the Key Levers 0 1
E4 Identifying the Financial Opportunity (ROIC) 0 1
E5 Executing Lean Assessments 0 1
F1 Understanding Bottlenecks/ Constraints 0 1
F2 Creating Value for Shareholders 0 1
F3 Using ROCE / ROIC / NPV 0
F4 0 0 1
F8 Defining Implementation Loops & Approach 0 1
G1 Creating High Level Master Schedules 0 1
G2 Establishing the Change Management Approach 0 1
G3 Generating quick wins - Kaizen plan & methods 0 1
G5 Aligning All Functions 0 1I1 Lean Awareness training 0 1
I2 Lean fundementals training 0 1
I3 Lean Leadership training 0 1
I4 The Change Agent Model 0 1
J1 Blue Sky Workshops 0 1
J2 #N/A 0 1
J3 Improving Communication Channels 0
J8 Lean Skills Matrix 0 1
K1 Training needs analysis 0 1
K2 Training and Development in Lean 0 1
K3 0 0 1
K7 Value Stream Mapping - current state Learning to see 0 1K8 Scientific method in Lean - Problem solving at every 0 1
L1 Value stream mapping - ideal state and full potential 0 1
L2 Value Stream mapping target state 0 1
L3 Creating a Master Schedule 0 1
L4 Writing an A3 for Business Case 0 1
L5 Facilitating a VSM - current, target, and A3 0 1
L7 KPI Hierachy 0 1
L8 Setting Targets 0 1
Skill Planning
WHAT?
1.1 Lean Overview
1.2 Introduction to
Lean
HOW?
2.1 -2 Change
Agent Training
#N/A
#N/A
2.4 - 6 Value
Stream Mapping
WHY?
1.4 Baseline
Diagnostic
1.5 Establishing
the Compelling
Need
1.6 Plan and Kaizen
-
7/29/2019 Modifiable Skills Matrix
139/178
M1 CCC Strips 0 1
M2 Improvement Plans 0 1
M3 Progress Review 0 1
M4 Running an information centre 0 1
M5 PPS & A3 process for problem solving 0 1
M8 5s philosophy and workplace standards 0 1
N1 Sort 0 1N2 Set 0 1
N3 Shine 0 1
N4 Standardise 0 1
N5 Sustain 0 1
N8 TPM philosophy and benefits 0 1
O1 Autonomous Maintenance 0 1
O2 OEE/AUR 0 1
O3 Effective Training 0 1
O4 Planned Maintenance 0 1
O5 Early Equipment Management 0 1
O6 TPM Workshop 0 1
O8 Toyota DNA - Rule 1 All work is standardised 0 1P1 Standardisation vs Kaizen & the tools 0 1
P2 Work Standardisation & the tools 0 1
P3 Long Cycle Time Standardised Work 0 1
P4 Standardised workproblem solving workshop 0 1
P5 Operator selection and training in lean 0 1
P6 0 0 1
P7 0 0 1
P8 Introduction to TPS quality quality 0 1
Q1 Poke Yoke 0 1
Q2 Statistical Process Control 0 1
Q3 Red Workshop 0 1
Q4 Yellow Workshop 0 1
Q5 Blue Workshop 0 1
Q6 Green Workshop 0 1
Q7 Jidoka Milestone Auditing 0 1
Q8 Unit Time of Work 0 1
R1 Problem Solving Boards 0 1
R2 Andon Systems 0 1
R3 Fixed Position stop 0 1
R4 Escalation and Quality problem solving in toyota 0 1
S1 What is Jidoka 0 1
S2 Autonomation 0 1
S3 Designing the span of control 0 1
S4 Role of the Lean Team Leader 0 1
S5 Team Leader Workshop 0 1T1 Toyota DNA - Rule 2&3 Connection and flow paths 0 1
T2 Takt Time 0 1
T3 Spaghetti diagrams & PQ analysis 0 1
T4 Specification Rationalisation 0 1
T5 VSM Designing the productions system for Continuous 0 1
T6 Setting EPE 0 1
T7 QCO SMED 0 1
U1 Demand and Load Levelling (Heijunka) 0 1
JIDOKA
3.1.6 Quality Conrol
3.2.1 Introduce
Visual Control
3.2.2 Andon
STABILITYTOOLS
3.1.1 Visual
Performance
Management
3.1.2 5s
3.1.3 TPM
3.1.4 Standard
Work
E
3.3.2-3 Streamline
the process for
continuous flow
-
7/29/2019 Modifiable Skills Matrix
140/178
U2 Heijunka Box 0 1
U3 One Piece Flow 0 1
U4 Establishing Stores 0 1
U5 Separation of transport and Work 0 1
U6 Levelling by Part (heijunka) 0 1
U7 0 0 1
U8 0 0 1V1 Difference between Push and Pull 0 1
V2 Types of Pull Systems 0 1
V3 Types of Kanban 0 1
V4 Batch Size and Signal Point 0 1
V5 JIT simulation game 0 1
V6 0 0 1
V7 0 0 1
V8 0 0 1
W1 Lean organisation structure & leader role 0 1
W2 Role of the Lean Leader 0 1
W3 Developing and agreeing new Roles and 0 1
X1 Understanding the PDC 0 1X2 Jishuken and the Toyota method of kazien 0 1
X3 Standardised work Kaizen 0 1
X4 Machine Cycle Time Kaizen 0 1
X5 Yamazumi & Work Balance 0 1
X6 0 0 1
Y4 Capability Measurement Process 0 1
Y5 Feedback & Review Process 0 1
Y6 Create Training / Experience Solutions 0 1
Y7 Assess Capability vs.Requirement & Agree PDP 0 1
Y8 0 0 1
Z1 Hoshin Planning and policy deployment 0 1
Z2 A3 Thinking - writing an A3 0 1
Z3 Lean Measures 0 1
AA Quality Function Deployment - One team for design 0 1
AA Human Factors in Design 0 1
AA Lean Layouts 0 1
AB Layered Audits 0 1
AB Waste Walks 0 1
AB The Role of Working Menus 0 1
AB Standard work Auditing 0 1
AB 5s Auditing 0 1
AB 0 0 1
AC ( 0 1
AC Project Management 0 1
AC Stakeholder Management 0 1AD Shop Floor Focus Groups 0 1
AD Middle Management Coaching 0 1
AD #N/A 0 1
AE 0 0 1
AE 0 0 1
AE 0 0 1
AE 0 0 1
AE 0 0 1
Lean Design and
Construction
Audits
JU
STINTIM
3.3.4 -5 Levelling
6. Pull System
ANAGEMENT
#N/A
Interviewing and
Facilitation
0
MANAGEMENTSYSTEMS
Organisation
4. Continuous
Improvement
Capability Building
3.3.1 Hoshin
Planning and
Measures
-
7/29/2019 Modifiable Skills Matrix
141/178
AE 0 0 1
AF Effective Task Assignment - CPQQRT model 0 1
AF Effective Listening 0 1
AF Presentation Skills 0 1
M
Communication
-
7/29/2019 Modifiable Skills Matrix
142/178
Detail of Planned Activity to Achieve Next Level
-
7/29/2019 Modifiable Skills Matrix
143/178
-
7/29/2019 Modifiable Skills Matrix
144/178
-
7/29/2019 Modifiable Skills Matrix
145/178
-
7/29/2019 Modifiable Skills Matrix
146/178
Plan
Start
Date
Plan
Finish
Date
Reviewed byReview
Date
-
7/29/2019 Modifiable Skills Matrix
147/178
-
7/29/2019 Modifiable Skills Matrix
148/178
-
7/29/2019 Modifiable Skills Matrix
149/178
-
7/29/2019 Modifiable Skills Matrix
150/178
The History of Lean
Transformation
#N/A
The Production System
Lean Leadership
Principles
The Management System
The visual facory -
information centres, 5s &
visual control
The role of Standards
Stablity tools
3Ms - Identifying Waste
and VA vs NVA
5 Guiding Principles
Jidoka - Build Quality In
JIT - Produce Only What
Can be Sold
Respect for Humanity &
Social Responsibility
1.1LeanOverview
1.2Introductiontolean
-
7/29/2019 Modifiable Skills Matrix
151/178
Obtaining Union Support
Effective use of the
Steering Committee
Contducting a Diagnostic
- Plan and presentation
Viewing the Business as
a SystemStrategy - Finiding the
Key Levers
Identifying the Financial
Opportunity (ROIC)
Executing Lean
AssessmentsUnderstanding
Bottlenecks/ ConstraintsCreating Value for
ShareholdersUsing ROCE / ROIC / NPV
0
Defining Implementation
Loops & Approach
Creating High Level
Master Schedules
Establishing the Change
Management Approach
Generating quick wins -
Kaizen plan & methods
Aligning All Functions
0
Lean Awareness training
1.3
Resource
1
.4BaselineDiagnostic
1.5Establishing
theCompelling
1.6PlanandKaizen
ent
-
7/29/2019 Modifiable Skills Matrix
152/178
Lean fundementals
training
Lean Leadership training
The Change Agent Model
Blue Sky Workshops
#N/A
Improving
Communication Channels
Lean Skills Matrix
Training needs analysis
Training and
Development in Lean
0
Value Stream Mapping -
current state Learning to
see
Scientific method in Lean
- Problem solving at
every level - the link to
strateValue stream mapping -
ideal state and full
otentialValue Stream mapping
target stateCreating a Master
Schedule
Writing an A3 for
Business CaseFacilitating a VSM -
current, target, and A3
#N/A
#N/A
2.4
-6ValueStream
Mapping
2.1-2ChangeA
Training
-
7/29/2019 Modifiable Skills Matrix
153/178
Addressing the mindset and behaviour issues to ensure key individuals are motivated to
maintain/increase momentum of the change activity. This includes carefully planned
interventions at all levels, dealing with social, emotional, and political barriers. The
Readiness Check,
How Lean Production was conceived, and how it has evolved into a holistic approach tobusiness system design. The difference in results between Toyota & Competitors. Results
from our own business and case study of full potential.Why some approaches are
fundamentally flawed and the likely impact on the business, (i.e. what Lean is not). Lessons
learned from our own deployment
An overview of all elements of the production system, how they fit together, and the impact
they have on operational performance. The principles of TPS and the differences between
traditional and Lean Production System
An Overview of the importance of the Toyota Way and Culture in Lean. The values and
philosophy beneath the tools. How a toyota manager is trained. Distinguishing features of
totyota management culture. What Gemba, standardised work means for a lean leader. The
right process vs the right results. Manager as coach through gemba and observation,
standard escalation and. Challenge. Principle of Aiming for perfection and kaizen.
An overview of the system influencers and enforcers required to ensure sustainability.
Influencers include leadership vision, customer focus, and communication strategy.
Enforcers include capabilities management, performance management, and organisation
as well as management standard work. Improving results by improving management control
over the process. Standardisation of escalation. Lean managers working menu.
Development of working menu.
A set of self explanatory visual indicators, signals and controls to direct and support shop
floor activities. Aims to drive standards, eliminate deviation & waste and give 'at a glance'
status.Method of establishing and maintaining an efficient and organised workplace. 5S is
aimed at higlighting abnormalities within the work area and equipment, also to highlight
waste for elimination.
A workgroup based method of documenting processes. Focused around human movementthis method outlines the standard content, sequence, timing and output of the task.
Standardised work to be foundation for safety, quality and cost improvements.
The lean temple and stability tools
Three types of waste to be minimised to increase profitability:
Muda - wasteful/unproductive activity
Mura - uneveness, inconsistency
Muri - overburden, unreasonableness
5 Guiding principles of Lean leadership: Challenge, Go and See, Continuous Improvement,
Respect the Operator, Teamwork.
Build quality into the process by using quality Standardised Work and by placing emphasis
on taking accountability for quality of own work. Don't accept or pass on defects. Touch
also on the basic quality control aspect. Providing an environment with reduced variation
and increased consistency. Processes run the same independent of Individuals.
All team activity is defined by what the customer (internal or external) demands. Eliminate 7
wastes by only producing product type and quantity that can be sold. Emphasis on Takt
time.
Toyota broader respect for humanity culture overview
WHAT?
-
7/29/2019 Modifiable Skills Matrix
154/178
To work closely with the local management/union representative in order to establish and
agree changes to / re-inforcement of working practices required for the lean transformation
Timely and insightful contributions during routine meetings leading to effective top team
decision making, whilst increasing personal credibility within the client
WHY?The ability to prepare for diagnostic work, including creating a daily timetable, gaining apreliminary understanding of the business, conducting any initial contact. To carry out and
communicate a two week diagnostic with a strong story line using a hypothesis-driven
approach
Seeing a business as a set of interconnecting and interdependent processes, and how this
affects the approach required for successful implementation
Strategy, what it is, finding your "leverage points" or Centre of gravity. The Lombardi Power
sweep. Ability to view operations as a 'value delivery system' and to identify levers for
enhancing overall system performance.
Linking the Business Vision, Mission & Purpose to the need for Lean Deployment.
Identifying the links between lean improvement opportunities and the financial performance
of the business through the use of (current state/future state) ROIC trees
To assess current opportunity for Lean tools.
Ability to correctly identify the key constraints in a value stream and articulate its impact.
Examples of how Lean manufacturers have created shareholder value over many years
(e.g. Toyota Market Capitalisation)
To be able to use financial evaluation methods for improvement targets.
Able to understand the reason for use of A3 in Lean and able to describe the compelling
need for own area/business to deploy lean . Summarising the deployment plan and value on
an A3 - A3 thinking and how to write an A3
To define each VSM loop in the future state design, and be able to recommend a suitable
course of action (including sequence) based upon specific circumstances
To assist the plan owner to create a schedule for conducting the lean transformation of the
area(s). To assist Change Agents in creating sensible deployment plans to include
implementation sequence, resource planning, training and awareness, and senior
management coaching
To guide the senior team as to the most effective change management approach, help set
up the review structure, and coach each MS/Workstream owner in developing plan content.
Understanding Kaizen Blitz/ Event methodology and its uses and limitations. Understanding
its place in the toyota Kaizen thinking and systems. Its history and application. Able to
facilitate a kaizen. Establishing a plan for rolling Kaizens to achieve the "true north" metrics
on the A3. Running kaizen blitzsTo ensure all primary and support functions adopt a unified approach to Lean
implementation. Ensure all support functions facilitate the imbedding of Lean, eg Asset
Management, Human Resources, HSE.
HOW?Able to organise and facilitate a 2 day Lean training session to give attendees an
introductory theoretical and practical understanding of foundation principles, waste
elimination and value streams.
-
7/29/2019 Modifiable Skills Matrix
155/178
Able to organise and facilitate a 5 day Lean Immersion training session to give attendees a
deeper theoretical and practical application of foundation principles, waste elimination and
value streams - field work experience.
Able to organise and facilitate a Senior Leader Lean training to give attendees a deeper
theoretical and practical application of foundation principles, waste elimination and value
streams - field work experience.
To understand the change agent model and how to influence & persuade duringdeployment, line accountability and overfunctioning, when to ask for help and recognise
sponsorship need
Able to conduct blue sky workshop to idenify the ideal state for the area/ factory and create
a plan, communication plan and elevator speech for wider communication
The toyota concept of hoshin - organisational challenges to achieve particular targets in a
focussed way aligned with longer term objectives
To ensure that the organisation has effective, routine, and two-way communication between
management and shop floor, that builds the required culture whilst also managing
expectations
Understanding the Skills matrix and identification of training and development plan for areas
and individuals.
Defined ways of plugging capability gaps. Setting selection criteria, advising top teams, and
planning/delivering the transfer of technical knowledge leading to enhanced capability
Understanding the system of training and devleopment in Toytoa - examples of recruitment,
selection and leader development plans. Understanding the TPS system of training and
development, understanding and planning for the development of these systems in own
organisation.
A structure to gain qualification in supporting Lean deployment within the organisation.
Understanding the selection criteria for the equivalent of Black Belt and Master Black belt in
Lean - understanding the Certification process.
To analyse the current production system and represent this using the standard value
stream mapping convention. To guide/train Change Agents through each process step to
create a complete future state production system design for the factory (future state VSM)
Understanding Rule 4 of the DNA of toyota and how it applies at each s tage of the
deployment . Creating a hypothesis for the deployment of lean via ideal and target state.
Creating the link between the current state and the ideal state for the factory. Blue sky what
is possible workshop to facilitate "out of the box" thinking with regards to the faciltiy
To guide/train Change Agents through each process step to create a complete future state
production system design for the factory (future state VSM)
Creating a Master Schedule that matches the hoshin given by the management team. Using
goal oriented Master scheudle to drive towards the hypothsis target state
Summarising the 12 month lean deployment factory transofrmation plan into an A3
Faciltatation skills for change agents in VSM
-
7/29/2019 Modifiable Skills Matrix
156/178
-
7/29/2019 Modifiable Skills Matrix
157/178
-
7/29/2019 Modifiable Skills Matrix
158/178
-
7/29/2019 Modifiable Skills Matrix
159/178
-
7/29/2019 Modifiable Skills Matrix
160/178
-
7/29/2019 Modifiable Skills Matrix
161/178
-
7/29/2019 Modifiable Skills Matrix
162/178
-
7/29/2019 Modifiable Skills Matrix
163/178
KPI Hierachy
Setting Targets
CCC Strips
Improvement Plans
Progress Review
Running an information centre
PPS & A3 process for problem
solvingPDCA in Daily problem solving
5s philosophy and workplace
standardsSort
Set
Shine
Standardise
Sustain
0
0
TPM philosophy and benefits
Autonomous Maintenance
OEE/AUR
WO
3.1.1
VisualPerformanceManag
ement
3.1.2
5s
TPM
-
7/29/2019 Modifiable Skills Matrix
164/178
Effective Training
Planned Maintenance
Early Equipment Management
TPM Workshop
Toyota DNA - Rule 1 All work is
standardisedStandardisation vs Kaizen & the
toolsWork Standardisation & the tools
Long Cycle Time Standardised
Work
Standardised workproblem solving
workshop
Operator selection and training in
lean0
0
Introduction to TPS quality quality
Poke Yoke
Statistical Process Control
Red Workshop
Yellow Workshop
Blue Workshop
Green Workshop
Jidoka Milestone Auditing
Unit Time of Work
Problem Solving Boards
Andon Systems
Fixed Position stop
3.1.3
3.1.4Standa
rdWork
3.1.6QualityConrol
isualControl
-
7/29/2019 Modifiable Skills Matrix
165/178
Escalation and Quality problem
solving in toyota0
0
0
What is Jidoka
Autonomation
Designing the span of control
Role of the Lean Team Leader
Team Leader Workshop
0
Toyota DNA - Rule 2&3 Connection
and flow paths
Takt Time
Spaghetti diagrams & PQ analysis
Specification Rationalisation
VSM Designing the productions
system for Continuous flowSetting EPE
3.2.2An
don
-3Streamline
theprocessforcontinuous
flow
3.2
.1Introduce
-
7/29/2019 Modifiable Skills Matrix
166/178
QCO SMED
Demand and Load Levelling
(Heijunka)
Heijunka Box
One Piece Flow
Establishing Stores
Separation of transport and Work
Levelling by Part (heijunka)
0
0
Difference between Push and Pull
Types of Pull Systems
Types of Kanban
Batch Size and Signal Point
JIT simulation game
0
0
0
3.3.2
3.3.4-5Levelling
6.PullSystem
-
7/29/2019 Modifiable Skills Matrix
167/178
How visual performance management works in a lean organiation - the linik to
hoshin planning, cascaded information centres. The ability to create an information
centre. Safety, Community & Environment, Teams & Leadership, Operational
Excellence, Financial Strength, Customer Needs
The linkage between the business strategy and operational metrics. KeyPerformance Indicators displayed on Information Centres and reviewed in team
meetings display the critical variables for success of the team. KPI's cascade
down from the top team to all lower teams. Targets must be set in order to
communicate 'no-good' situations and stimulate improvement to bring back to a
'good' state. Targets should be achievable and motivating but cascade from
higher business targets.
CCC strips are raised to communicate a 'non-standard' situation and track
progress of finding and addressing root cause.
Robust, bottom up action plans that meet the improvement targets
Periodic review by team and leader of progress to KPI achievement. A review
mechanism that focuses on managing the performance trend. Process for Weekly
and Monthly overview of metrics and improvement plans
How to run an information Centre - behavioural and social processes as well asmechanics and problem solving
Practical Problem Solving
Able to describe the interlinked nature of 5S and safety within the business and
the importance of both.
Sort stage of 5S; Remove all unnecessary items to quarantine or red tag area and
ensure correct tools are used.
Set stage of 5S; Set parts/itmes using rules of usage, weight of parts, order parts
are used. Ensure each part has a footprint to highlight missing items - put in
logical sequence.
Shine stage of 5S; Build in cleaning as a form of inspection also to create pride,ownership, good work area and good impression to customers
Standardise stage of 5S; Document agreed standard and communicate this
acceptable level to members. Ensure standards are visual and displayed for all to
see.
Sustain stage of 5S; method of monitoring progress and reviewing effectiveness of
other stages of 5S. To be effective sustain is driven by management with regular
audits, communications, and leading by example.
TPM Overview - ability to describe the key components, structure and systems
neccesary to support TPM program. .Company focused, self-directed, cross-
functional work groups, working together to improve the overall effectiveness of
the equipment and processes within their area. Improved performance is
achieved using proactive maintenance techniques.
Problem diagnosis and execution of maintenance by operators, freeing up
maintenance crews to focus on predictive and preventative maintenance.
The measure Overall Equipment Effectiveness is the product of Availability,
Performance and Rate. This ratio measure compares how well a process is
operating compared to ideal.
RKPLACE STANDARDS
-
7/29/2019 Modifiable Skills Matrix
168/178
The role of effective training in TPM - the principles of O4R, types of training that
will be required for operators as TPM develops.
The method of maintaining equipment and facilities in satisfactory operating
condition, inspection/detection/correction of failures before they produce a defect.
A process to involve operating teams in specifying features for new equipment.
Product/equipment development and purchasing linked to maintainability andreliability.
Ability to run a TPM workshop to commence implementation of TPM on a piece of
equipment. Ability to describe the linkages with ipt
Understanding the 4 Rules in Use of TPS - Specifically able to explain Rule 1.
The method to define the capacity of a process.
Charted time breakdown of value added and non-value added work to complete a
task. The chart is used to highlight improvement opportunities.
Detailed sheet with all information required to complete a specific task including,
work steps; elements of safety, quality and knack; pictures/diagrams to help
communicate task method.The minimum quantity of parts always on hand for processing during and between
subprocesses, allowing workers to do their job continuously in a set sequence.
The method to design Standardised Work for Long Cycle Time Jobs (eg
Conveyance).
The ability to run a workshop to create standard work and teach the philosophy
Understanding the method of operator training and selection in a lean environment
- understanding fundemental skills training and its implementation approach.
Overview of lean quality control systems
Understand and able to give examples of poke yoke.
Able to construct SPC chart and to explain why lean quality control is different to
SPC
Able to run a red workshop
Able to run a yellow workshop
Able to run a blue workshop
Able to run a green workshop
Able to conduct a Jidoka milestone audit, explain its function and tool for
managing process cotnrol
Able to explain the difference between takt time and cycle time. Able to construct
basic unit values tableAble to construct production analysis board, do 5 why problem solving, facilitate
shop floor teams, integrate with daily information centres.
A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process). A set of self explanatory visual indicators, signals and controls to
A system which stops the line only when an abnormality is not resolved before the
end of the work cycle in which it occurred (thus allowing for the non-disturbance of
the process)
JIDOKA
-
7/29/2019 Modifiable Skills Matrix
169/178
The toyota quality system and problem solving and escalation within tps
Able to understand the full application of Jidoka pillar - philosophy and intents (vs
the limited quality system applciation)
Able to describe the concept of autonomation and its history
Able to design the correct span of control for andon calls/ line stops, depending on
process stability, geographical scope and takt time.Ideal number of subordinatesthat report to each manager/leader, the reasons for this and the ability to
determine in own enviroment a target state that allows for in the moment problem
solving and escalation
The role of the team leader - able to teach the team leader training workshop
Managing inventory levels of Buffer stocks between pre-determined minimum and
maximum levels.
JUST-IN-TIMEAble to describe the place of continuous flow, and the fundemental rules required
to facilitate a Just in time production system
The application of takt time within just-in-time for making at the rate of the
customer requirement. The (limited) application of making parts at a rate greater
than takt time where catchback overtime is not possible. The (limited) application
of making parts at a rate different to takt time in cases where the workload of
different products is significantly different
Able to undertake product quantity analysis and trace the flow of a product through
point of customisation and flow paths
Able to analyse current specifications and determine opportunities for
rationalisation.
Understand the concept of continuous flow as ideal state. Able to articlate
potential for flow in own plant/ area
Able to determine capacity with increased changeovers. Able to incorporate
changeover reduction targets into master schedule and tracking at information
centres. Able to understand the benefits of smaller lot sizes and explain this to
others.
-
7/29/2019 Modifiable Skills Matrix
170/178
Method of reducing the time taken for changeovers, where a changover is the time
between the last good product and the first new good product produced at the
specified speed.
Able to analyse the current state with regard to volume fluctuation and determine
buffer stock in finished goods if neccesary. Able to design a target state and plan
for levelling volume at each stage in the process.
The method to design a Line that maintains its Manpower Productivity despitechanges in Takt Time (Including Design Features are expected for a Machine in a
FML). The method to utilise Manpower when a Line falls behind demand or
requires part of an Operator (eg 4.6 People).
The method to calculate manpower requirements based on Takt Time and the unit
time of work.
Able to describe and analyse own work area for opportunities to apply cellular
manufacturing principles to improve flow.
Able to establish the possibilility for one piece flow in own area/ plant
Able to design the placement of stores and standard inventories for the process
and materials
Able to analyse own work area for opportunitties for separation of transport of raw
materials to the line and between lines from the value adding work of produciton.
Able to design standard transport paths and implement same
The method used to create a levelled pull, based on Quantity and Variety, over a
given period on the final manufacturing process . The method used to create the
level pull (creating a 'takt') on the final manufacturing process, by phasing the
Sequence List provided to the Customising process. Use of Sequence Lists to
achieve Heijunka in mix and volume.
The principal advantage of pull over push systems
The understanding of where Fill-Up, Sequential and Mixed Pull Systems should be
used
Understanding the different types of kanbans (production instruction and parts
withdrawal) and the different forms and applications of each type of kanban
Calculation of batch size and signal point for all the batch kanban methods
(Triangle, Pattern and Batch Making)
Understanding of how a Batch Making (Production Instruction) kanban works
Understanding of how a Pattern Making (Production Instruction) kanban works
To demonstrate the problems of demand amplification and, hence, the need for a
pull system
Use the JIT game to demonstrate the three elements of JIT (eg Plug exercise)
-
7/29/2019 Modifiable Skills Matrix
171/178
-
7/29/2019 Modifiable Skills Matrix
172/178
-
7/29/2019 Modifiable Skills Matrix
173/178
-
7/29/2019 Modifiable Skills Matrix
174/178
Lean organisation structure &
leader role
Understand the Toyota hierarchy, organisational design and
structural principles
Role of the Lean Leader What is expected of a leader in maximising the safety QCD
performance of the area that they are responsible for in aLean environment.
Developing and agreeing new
Roles and Responsibilities
Liaison with the HR function and other top team members to
design specific roles/responsibilites in order to ensure
sustainability
Understanding the
PDC Understanding "Rule 4" - and what the scientific method
means, how it relates to pdca cycle. How pdca cycle applies
to all levels of improvement planning and kaizen.
Jishuken and the Toyota method
of kazien
Understanding the toyota kaizen method and levels of
kaizen, including Jishuken process and "Kaikaku" or step
changes
Standardised work Kaizen The method for carrying out Standardised Work (Motion)
Kaizen to reduce or avoid additional manpower.Machine Cycle Time Kaizen The method for carrying out Machine Cycle Time Kaizen to
overcome a problem with a machine which cannot achieve
Takt.
Yamazumi & Work Balance Ability to utilise Yamazumi to make improvements in part
jobs. The method for analysing each job within a process
sequence, identifying Job Elements. These elements might
be coded. Work balance chart is the method for evaluating
and analysing each Job's Workload on a process.
0 The principle of applying simple mechanical devices to
Kaizen the Partial (Shoujinka) Job.
Capability Measurement Process Who and how capability can be measuredFeedback & Review Process A mechanism for enhancing capability through regular review
and feedback
Create Training / Experience
Solutions
Defined ways of plugging capability gaps
Assess Capability vs.Requirement
& Agree PDP
Ensures that people are developed as a result of gap
identification.
0A structure to gain qualification in supporting Lean
deployment within the organisation.
Hoshin Planning and policy
deployment
The 1 and 3 - 5 year process used to identify and adddress
critical business needs and develop people capability,
applying pdca cycle to consistantly achieve critical results.
Understanding the method of effective hoshin planning andpolicy deployment to develop a shared vision of where we