Lean Practitioner Program – LPP
We are pleased to present to you the unique program called LPP – Lean for Practitioners, which starts for the first time in Bulgaria in August 2019. The program has been developed and refined over the last 20 years based on hundreds of successful line implementations and has proven its benefits among many companies in Europe.
There are 7 modules, and below you will find additional information about the content.
The idea of the program is for people with practical knowledge to share while learning how to apply lean thinking. For this purpose, the classes are held on the territory of the companies of the participants and real problems and their possible solutions are discussed. Visits to the production areas (GEMBA), open discussions, definition and solution of specific challenges are organized.
The difference will be felt and your company will be able to quickly turn the wheel of continuous improvement.
Brief biography of Mr. Petrov
- Over 10 years of lean transformational experience on three continents.
- Multiple projects conducted in various industries (manufacturing, services, IT).
- Experience in Sales, Production, Back Office, Quality, IT, HR, Logistics (incl. warehouse optimization of 80.000 sq. m).
- Certified LSS Black Belt – Lean and Six Sigma expert with 97% training satisfaction rate.
- Introduced lean globally in production facilities of SIEMENS, Yurii Gagarin Inc., SAP, British Airways, Delta Airlines and other).
- Profound data analysis and automation knowledge.
- Great communication skills and rich multicultural experience – worked and studied in Germany, Australia, India, the Middle East and the US.
- Extensive language skills – Bulgarian, English, German, Spanish, Russian, Farsi.
- Established track record of satisfied customers.
Brief biography of Mr. Özdoğan
- 35 years of professional experience, 29 of which in applying lean thinking around the globe.
- Led lean transformations in Turkey, China, Singapore, Ukraine, Holland, UK, Egypt, Mexico, USA, India, Thailand and Sri Lanka.
- Experience in various functions of a company such as product development, production, maintenance, quality, logistic, investment, purchasing.
- Rich experience in lean production and product development techniques and applications. Toyota Production System philosophy and culture – trained by Toyota and developed expertise in real successful applications in Toyota plants in Japan.
- Experience in competitive and contemporary engineering, production and supply chain management applications and knowledge of best practice implementations.
- In-depth understanding of organizational structures and management requirements according to the conditions and targets of a company. Plenty of experience in process and business analysis, value and supply chain management.
The program consists of 14 study days that will be held in a frame of 4 months in two-day modules (Friday and Saturday). The 7 modules are structured in a way that logically upgrades the аacquired knowledge. The materials are developed on a base of more than 20 years of experience linked to introducing lean in different industries, and they are approved and validated by the Lean Global Network (LGN). The lectors are experienced and they have rich international expertise. The program is interactive – it includes stimulations, games, company visits, drawing and plotting processes, problem-solving, etc.
Lean Thinking Lean Management
- Intro, the search for an ideal system
- The roots of lean thinking
- Lean thinking
- Toyota Principles
- What is Lean? problems and solutions in a lean transformation.
- Lean company culture
- Implementation of Kata’s in lean transformation Competencies to be Gained
- Understanding different aspects of the lean system
- Important points to consider on the lean transformation journey
- Awareness of the place and importance of the principles in the Lean Thinking System before the tools
- Learning how to use the Kata to improve processes and employees in a lean transformation
Hoshin Kanri (Deployment of Policies)
- What is the Deployment of Policies (HoshinKanri)?
- Managing Policies
- The Need for Mental Models and Deployment of Policies
- The Objective of the Deployment of Policies
- Quick reactions
- Components of the Deployment of Policies
- The True North
- PICT (plan-implement-control-take action)
- Management processes prepared by short, medium and long term plans
- Deployment Leaders
- Using the A3 for Deployment of Policies
- Breakdown of Policies and Targets
- Steps in the Deployment of Annual Policies
Learning & Managing with A3
- Introduction – the place of A3 in the lean transformation journey
- Approach to problems – the classical method, mistakes made
- Approaching problems with A3
- Uses of A3
- Usage areas and formats of A3
- The suggestion A3
- The problem solving A3
- The review A3
- The informing A3
- A3 for Deployment of Policies
- A3 for reporting and reviews
- Things to consider when preparing an A3
- Developing good problems solvers with A3
- A3 management roles, the mentor-mentee relationship
- Competencies to be gained
- Using A3 to build a learning organization in the lean transformation process
- Creating a company culture whereby problems are solved based on data, analysis and synthesis, and not just by talking
- Using A3 in different areas
- Using A3 to create an organization of problem solvers
Problem Solving Techniques – Basic
- Defining the problem
- Problem solving stages
- Problem analysis
Problem solving techniques
- Data Collection, Data Grouping, Control Tables and Monitoring Diagrams
- Pareto Diagram
- Flow Diagrams
- Cause-effect Diagram
- Distribution Diagram
- Control Diagrams
- The Relations Between Problem Solving Steps and Techniques
- Group Study on Problem Solving Techniques
- Sharing the Application and the Solutions
- The Business World change
- Is Kaizen the way forward for us?
- Explaining the Kaizen Approach
- Problem-solving techniques
- Error Tree Analysis
- Observation, Data Collection and Measurement
- Cause-effect Analysis
- Types of Kaizen Applied
- A3 Reporting
- The Kaizen Method in 10 Steps
- Expansion of Policies – Kaizen
Value Stream Mapping Training – Production
Value Stream Mapping Training – Office Environment
- Value flow and waste
- Current State Mapping
- Customer details
- Process steps
- Process indicators
- Process priorities
- Future State Mapping
- Customer expectations
- Process steps that create value and do not create value
- Creating the flows
- Establishing the pulling systems
- Workload balancing
- Identification of improvement projects
- Reaching the Future State
Continuous Flow Training
- Job Description, Job Elements, Processing Times
- Determining the Production Pace
- Cell Placement and U Type Cell
- Material, Operator and Information Flow
- Machine Planning
- Workload balancing
- Material Management
- Shortening Model Cycle Times
- Onsite Quality Principle
- Balancing Product Mixture and Production Quantity
- Continuous improvement
- Application Plan and Application Monitoring
Production Planning Training with The Pull System
- Why the Leveled Pull System?
- Push and pull systems
- Steps to set up a levelled pull system
- Adaptation of production system sufficiency to demand
- ABC analysis
- Replenishment pull, sequential pull, mixed pull
- Setting up a finished product supermarket
- Creation of a Pacemaker Process
- Levelling with Heijunka
- Production Control before the Pacemaker
- Establishing a supermarket
- Identification of transfer routes, PFEP
- Kanban (production, pulling, signal)
- Alternative types of kanban
- 2 Bins, Kitting, JIS
- FIFO, CONWIP
- Expansion of the system
- The Supplier Kanban
- Standardization and Development
Standard Work Training
- Toyota and Standardization
- Production Documentation for Establishment
- and Development of Standards in Toyota
- Work standards
- Standard work
- Job Instruction Training
- Work Analysis
- Description of Work Standards
- Operation Instructions
- Process Steps, Key-points and Cause Definitions
- The Importance, Advantages and Purpose of Standard Work
- The 3 Components of Standard Work
- Takt Time
- Standard Stock
- Organizing the Transaction Steps
- Standard Work Documents
- Process Capacity Form
- Standard Work Combination Table
- Standard Work Form
- Work Standards and Standard Work Comparison
- Workplace Management and Standard Work
- Standard Work and Leadership
- Standard Work and Quality
- Standard Work and Safety
- Standard Work and Financial Results
- Standard Work and Continuous Development
- Production Increasing Methods
- Value and Waste
- 3M (Muda, Mura, Muri)
Built-In Quality Training – Basic
- Why Quality?
- Lean Management and Quality Relationship
- Built-in Quality Concept and its Components
- Prevention of poor quality
- First Time Accuracy
- Adjustment Verification Systems
- Prevention of the flow of poor quality
- Effective Control Methods
- Debugging Factors
- Error Monitoring and Providing Feedback
- Efficient Problem Solving
- The PDCA Cycle
- Accurate and Effective Error Classification and Setting Priorities
- Rapid and Effective Emergency Measures
- Effective Corrective Action Management
- Effective Team Management
- Quality Leadership
- Monitoring and Feedback
- Sustainability and Consistency
The 5S steps are:
- Seiri: Sorting out unnecessary, unused materials / articles / tools, etc.
- Seiton: Identifying and arranging the safest and most effective locations for storing materials
- Seiso: Clearing the 5S area
- Seiketsu: Standardization of the conditions obtained in the first 3 steps
- Shitsuke: Training and discipline. Habitual use of the standards defined in the 5S area and application of the 5S way of thinking in all company processes by employees
- What the 5S brings to companies
- 5S steps
- 5S application plan
- The basic conditions for successfully implementing the 5S
- The seminar is supported by video films on the subject.
- Visual Communication
- Team Area
- Visual Documentation
- Visual Production Control
- Visual Quality Control
- Production Process indicators
- Making Improvements Visible
- Promoting Visual Communication at Factories
Techniques for Increasing Efficiency
Lean Leadership / Upper – Medium Levels
- The world is becoming flat, with the uncertainties increasing and competition rising
- Good Products and Services Know no Boundaries and Obstacles
- Modern Management 1900 – 1990
- Japanese Style Management Approach
- Lean Thinking and its Historical Development
- Lean Company – Why do we need Lean Thinking
- Lean Leadership and Management
- Establishing and Managing High-Performance Teams
- Motivation and Company Dynamization
- Managing the Change
Some of the topics that we will address:
- Lean as a problem-solving method (presenting the most important methods that are supported by lots of examples and practical activities);
- Visualization of processes and identification of weak spots in the chain (how we can learn to develop different perspectives and how to look at our job in a way that gives real value to the customers);
- Standard work (detailed description and exercises for understanding one of the most critical elements in lean);
- Observing all basic principles and instruments in lean through open discussions with lots of real examples;
- Lean Leadership – development of the best Toyota practices to this day and their application in the companies
- Lean apart from process improvement – way of thinking, culture, change management, Hoshin method and how can we follow “the true North” in the company;
Answers to the frequently asked questions
Is the program developed entirely for the production industry?
- During the last 20 years lean has gained wide application in all industries, including services and software development. Our aim is to have more mixed groups where problems with different origin are discussed following the main principles and methods of lean. The examples that we give are diverse and they come from companies that have production and non-production activity. In addition we prepare ourselves to match the profile of the signed participants.
With what exactly LPP is different from all that we have studied and learned on lean-to this day?
- We give an opportunity for the people in the group to learn during practising. Every new knowledge can be used between the modules and feedback can be requested. The visits to different companies give additional opportunity for the participants to share their problems, to show their processes and to acquire new ideas for improvement. For the visitors, this is a chance for better understanding of other industries and to reflect back to their own activities.
What is the added value for the company?
- The certified Lean practitioners become ambassadors for change in the organization. They will be able to exert both small and big initiatives for improvement and they will be able to share lean knowledge amongst the employees through workshops and courses. To this also comes to the result from the projects with witch every participant is being certified.
What is the added value for the student?
- With the deep knowledge that is being acquired, after completing the program the participants receive certificate from Lean Global Network. The overview of the process and the work will be entirely changed. This is one serious step towards personal and professional development.