Lean Leader (Manufacturing)

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Lean Leader for Manufacturing Certification Programme

From Minimize Wastes To Maximize Customer Value

What is Six Sigma? What is Lean? What is the relationship between them?


Lean is a generic process management philosophy derived from Toyota Production System. Lean considers eliminating or minimizing the expenditure of resources for any goal other than the creation of value for the end customer, which is the core idea of Lean is to maximize customer value by using minimize waste. Lean is a journey of enhances efficiency by continuously improving the workflow and smoothness of work. Lean has been widely applied in process improvement management in servicing and manufacturing industries.

One of the primary focuses of lean manufacturing is to eliminate waste; that is, anything that does not add value to the final product gets eliminated. A second major focus is to empower people at lowest level, and make operational decisions at the lowest level possible. The course is designed for manufacturing industries and will enable students to implement Lean projects in their organizations and lead a team to achieve real improvements in production effectiveness.

The Lean Leader for Manufacturing Certification Programme contains of lectures and workshops.

Who should attend?

1. First and second level team leaders and managers in manufacturing industry.
2. Quality and process improvement professionals in manufacturing industry.
3. Those interested in becoming Lean professionals in manufacturing industry.

Certification and Professional Registration

Certificate of Lean Leader will be awarded to participants who have 70% or above attendance, complete all assignments, one individual project and pass the examination.

Certification holders are eligible to be registered with SSI as a Registered Lean Leader and granted with the title of RLL.

Course Fee

The course fee includes:

1. Examination Fee &

2. Administrative Charge for issuance of “Passing Certificate” (No Hidden Cost).

Please contact us about course fee and DISCOUNT details.

Adverse Weather Class Arrangement

Payment Method

Course Outline

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1. Introduction to Lean Management for Manufacturing
Lean Management is about looking at the whole picture of all the processes that are required to deliver a product or service. It is about evaluating each step and ensuring that the step is Valuable, Capable, Available, Flexible and Adequate.

2. How to Construct a Value Stream Map
The Value Stream Map (VSM) is a key Lean tool in any project involving an overly complex process, or a desire to accelerate a process. Value Stream Mapping is used heavily in Lean projects and Kaizens. Value-stream map is frequently use by organizations as road-map or blueprint for lean transformations. By looking at the entire end-to-end process, value stream map identifies non-value added steps and bottlenecks, thus enabling systematic elimination of these wastes. The value stream maps become the baseline for improvement initiatives that eliminate no-value, wasteful activities.

3. The Seven Wastes
The “seven wastes” is one of the most important continuous improvement terms you will hear. Most of the Lean tools, at their core, focus on reducing waste to improve flow. The seven wastes provide a systematic way to categorize problems and identify improvement priorities. When assessing a process, looking for the seven wastes helps Lean teams find more opportunities to streamline the flow of work.

4. 5S
5S is a methodology for creating and maintaining an organized, clean, safe and high-performing work environment. The title 5S refers to five activities within the tool as follows:
– Sort (or Separate). Keep only what is needed in the area to run the process. Remove everything else.
– Store. Arrange needed items and identify them for ease of access and use. Organize the area.
– Shine (or Sweep). Clean the area (and equipment) regularly to maintain performance as new.
– Standardize. Eliminate the causes of dirt and make standards obvious. Standardize the process in the area.
– Sustain. Set discipline to maintain the level of performance.

5. A3 Problem Solving
A3 approach originated in the 1960s as a report-out format for quality circles and represents the Plan, Do, Check, Act (PDCA) cycle. In the PDCA cycle, the first step is to define a problem and “Plan” an action to address it. The next step is to “Do” a test of the action to “Check” to see if it worked. If the test delivers good results, then comes the “Act” step to deploy it. Continuous improvement depends on a never-ending cycle of PDCA to keep organizations moving to higher levels of performance. The process applies to any kind of problem, whether in hospitals, administrative offices or manufacturing plants.

6. Mistake Proofing (Poka Yoke)
Poka Yoke or Mistake Proofing is an important control tool. It is also the strongest form of Control, except for designing out the process step completely. People and equipment will always be prone to making mistakes. However, our processes should help them do it right, not help them make mistakes. We usually equate speed with productivity. We complicate processes to achieve greater speed. Those complications are what cause many of the errors people and equipment make. The way to really increase productivity is to simplify our processes. This reduces the changes of error directly. The processes are more efficient even without the complication of correcting errors after they have occurred.

7. Kaizen
Kaizen, Japanese for “improvement for the better”, is at the core of Lean, both practically and culturally. Kaizen events are structured sessions where workers build action plans to correct deficiencies, usually identified previously in a Future State Implementation Plan.

Kaizen is a critical tool supporting companies and organizations in their ongoing improvement activities as identified through Enterprise Value Stream Mapping. It is critical for companies to use Kaizen as part of this system level approach to improvement. The Future State Implementation Plan is based on Lean Principles supporting key company objectives. Through the use of Kaizen Events, companies improve their end-to-end process through the introduction of Flow and Pull to improve Lead-time, process flexibility and Customer Responsiveness.

8. Lean Flow, Pull System and Kanban
Lean Flow is the most effective and efficient way to deliver any good or service for a customer. The focus is on aggressively removing process waste. Using flow, you will reduce lead times, operating costs, and improve quality. Your customers will see better, more consistent service. Your operators will work at a steadier pace in a safer, more ergonomically designed environment.

A Pull System is a cascading in which the upstream supplier processes nothing until the downstream customer signals a need. The path to implementing a Pull System is actually in the implementation of the triggers themselves. The triggers are known as Kanbans. A Kanban is a simple and visual system, typically a small card or other visual cue, which regulates the Pull in the process by signaling upstream operation and delivery.