Just because you have implemented cells, achieved quick changeovers, organized milk-run logistics, and aligned your operations by product families/value streams does not mean you are done. This seminar will help you address new challenges: How can you hold on to your accomplishments? Use them to increase sales, profits, and market share? And then go further? Outstanding lean manufacturing plants can lose their edge if there is changeover in the work force, or if management does not sustain change.
If specialized “lean engineering” groups make improvements that aren’t understood by those who run operations, success is an illusion, and staff ultimately will revert to previous practices. This seminar will help you set up the production organization to support lean manufacturing so you can achieve your goals and grow your business. You’ll learn how to define each department’s role, make it effective in supporting lean manufacturing and then boost its efficiency. You’ll discover how to get new workers up to speed on lean manufacturing; manage implementation projects to ensure ownership among all stakeholders; and create a culture of continuous improvement and problem solving. In the end, you’ll be able to get your company to the next level — and the next, and the next.
Plant managers responsible for plants with a lean manufacturing effort under way.
Read: “Team Toyota,” by Terry Besser, SUNY press, 1996, ISBN 0-7914-3146-0
Read: Decoding the DNA of the Toyota Production System, Steven Spear, Harvard Business Review Article, Reprint number 99509, 11p
Read: “Reengineering the corporation,” M. Hammer & J. Champy, Harper Business, New York, NY, ISBN 0-88730-640-3, (1993)
Course outline (click on blue bullets for details)