| Executive Overview of Lean Manufacturing |
Senior Executives & Managers. |
The concepts of Lean, what tools are available
and a more strategic look at implementing lean into the organisation.
Combination of training, simulations and group work.
|
One day |
| Workplace Organisation (5S) & Visual
Management |
Appropriate to all levels of the organisation. |
Covering the stages of 5S and also examples of
visual management. Combination of training and simulations |
One day |
Inventory
Reduction using Kanban
|
Appropriate to all levels of the organisation. |
Covers the theory, the problems of establishing
Kanbans. Combination of training simulations and in plant
work. |
One day |
| Improving
Productivity through Set-up Reduction (SMED) |
Team/Cell Leaders, Supervisors, Production
Staff.
People with responsibility for improvement or who are involved
with improvement programmes.
|
Understand how to Increase Process Efficiency
and Capacity.
Understand how to reduce product lead times.
Increase flexibility.
Improve control of materials inventory by being able to manage
smaller batches.
|
One day |
| Improving
Productivity through Overall Equipment Effectiveness |
Production Managers, Manufacturing Engineers.
People with responsibility for improvement or who are involved
with improvement programmes.
|
Understand the real effectiveness of your
production machinery.
Understand the real capacity of your process machinery.
Identify production losses.
|
One day |
Failure
Modes & Effects Analysis
|
Designers, Production & Quality representatives
Manager wishing to implement FMEA.
People with responsibility for improvement.
|
Minimise product redesign and processing
problems.
Reduce operating costs and improve right 1st time yield rates.
Cultivate a cross functional team approach to driving effective
improvement actions.
|
One day |
| Quality
Tools for Perpetual Improvement |
Change Managers, Quality Managers and
people involved in improvement programmes. |
Reduce operating costs.
Improve schedule adherence and on-time delivery.
Improve effectiveness of improvement efforts.
Reduce process variation.
Improve focus on objective achievement
|
Two day |
| Team
Dynamics, Problem Solving & Decision Making |
Appropriate to team leaders and others
in a supervisory position. |
Covers how to get the best out of teams,
team dynamics, what to do when things go wrong. Training and
practical examples and group exercises |
Two day |
| Project
Management for Results |
Project Leaders.
People involved in continuous improvement.
|
Improve customer satisfaction.
Reduce project costs.
Enhance project control and schedule adherence.
Create visually managed projects.
Involve teams in deriving project plans and maintaining pace.
|
One day |
| Effective
Quality Management & ISO 9000 |
Senior managers, Managers and Section
Leaders.
People looking to revitalise their management systems.
|
Comply with ISO9001-2000.
Achieve business objectives.
Fulfil customer expectations.
Derive effective team oriented improvement.
Focus improvement effort towards objectives.
|
One day |
| Developing
an Dynamic Management System |
Senior Managers, Managers and people looking
to innovate their business management systems and do away
with cumbersome, hard copy quality manuals. |
Comply with ISO9001-2000.
Achieve business objectives.
Align management system with business objectives.
Fulfil customer expectations.
Reduce the cost of maintaining your management systems
Enhance access and use of system information.
|
One day |
| Internal
Quality Auditing & Improvement |
Senior Managers, Managers and Section
Leaders.
People new to the role of quality auditing.
|
Comply with ISO9001-2000.
Focus improvement effort towards objectives.
Get value from your auditing activities.
Determine results oriented improvement actions.
|
One day |
Executive
Overview - Six sigma
|
Senior Managers and Managers planning
to implement a Six Sigma programme |
Understand the power of Six Sigma.
Know your role in implementation.
Be able to coordinate Six Sigma introduction.
Set objectives for Six Sigma programmes.
|
One day |
| Six
Sigma - Yellow Belt |
Understand the power of Six
Sigma.
Know your role in implementation.
Be able to coordinate Six Sigma introduction.
Set objectives for Six Sigma programmes.
|
Know your team role.
Understand and be able to use the Six Sigma Yellow belt tools.
Be able to actively participate on improvement teams.
|
Three days |
| Six
Sigma - Green Belt |
People with responsibility for leading
Six Sigma improvement teams. |
Deliver improvement projects up to £50
K.
Know your leadership role.
Understand and be able to use Six Sigma Green belt tools.
Be able to actively lead improvement teams.
|
Nine days |
| Six
Sigma - Black Belt |
People with responsibility for co-ordinating
company and supply chain Six Sigma programmes and guiding
Green belt improvement teams |
Deliver improvements projects up to £100
K.
Know your co-ordination and leadership role.
Understand and be able to use Six Sigma Black belt tools.
Be able to co-ordinate multiple Green belt improvement teams.
|
Fifteen days |
| Statistical
Process Control |
Managers and Section Leaders wishing to
implement SPC.
Quality Engineers and people with responsibility for tracking
processes.
|
Comply with ISO9001-2000.
Achieve business objectives.
Focus improvement effort towards objectives.
Track improvement to actions.
Deliver task oriented results.
|
One day |
| Using
Statistics to Manage (KPi's) |
Senior Managers, Managers and Section
Leaders. |
|
|
| |
|
|
| Lean Practitioners - expert programme |
Appropriate for trainee facilitators and
change agents. |
An intense and sometimes residential course
on the range of lean tools required to run a step change event.
Combination of training, simulations, group work and discussion. |
Five days |
| Lean Sigma Practitioners - expert programme |
People with responsibility for leading
Lean / Six Sigma improvement teams. improvement teams. |
Deliver Lean / Six Sigma improvements
projects up to £50 K
Know your leadership role.
Understand and be able to apply Lean concepts for improvement.
Understand and be able to use Six Sigma Green belt tools.
Be able to actively lead in improvement teams.
|
Fourteen days |
