The Lean Management II course is focused on the methodology of mapping, analyzing and streamlining value streams using VSM .
- Under the guidance of an experienced lecturer, participants apply the content mainly using exercises and examples from practice.
- Top lecturers with experience and experts in their field.
- High degree of satisfaction of course participants .
The form of course implementation is face-to-face or online (or both forms) .
The working methods used in the training programs are chosen in such a way as to ensure interactivity, adaptation of the content to the needs of the participants and a priority focus on the transfer of knowledge into practice .
- Learning how to identify and eliminate waste, reduce lead times, and create a smooth flow of value through the organization.
- How to gain a deep understanding of Lean principles, tools, and techniques to analyze and improve value stream processes.
- You will be capable of designing and leading value stream mapping projects, measuring performance, and implementing solutions for long-term success.
How to achieve effective Lean processes?
- Objectives in terms of customer value, capability, availability, capacity and flexibility.
- Shortening the process time.
- The eight biggest losses – their identification and elimination.
- Choice of value stream.
Mapping the current state of the process
- Preparation of mapping (processes, information collection).
- Compilation of a map of the current state.
- Customers and their requirements, suppliers, processes.
- Process attributes, value stream communication.
- What data to focus on and how to collect it?
- How to choose the right ratio between detail and comprehensibility?
Identifying a lean metric
- How to choose a measurement method that will allow monitoring the process of improvement and elimination of losses?
- Compilation of a list of key metrics and specific customer goals.
- Identification of losses in the value stream. Process cycle time. Setting goals.
Mapping the future state
- Customer requirements. Continuous flow tools.
Creation and implementation of improvement plans
- Determination of tasks (road map).
- More precise specification of individual tasks and creation of an action plan.
Solving practical issues in Lean implementation and software support
- Feasibility study.
- Pitfalls in deploying improvements.
Leadership – starting points (in each module from a different point of view)
- Orientation to people, positive attitude and strategic thinking
- Inspiration from the stories of real leaders
Development of the potential of collaborators
Challenge for leaders: “Let’s work on their development and use their potential and not have to work for them and be responsible for their mistakes.”
- Perception of co-workers’ potential
- Effort and result
- Employee performance analysis (Performance, Activity, Competence, Motivation)
- Collaborator development tools
An opportunity or a problem
- I see and engage before I can just react (proactivity)
- Indicators of problems and opportunities (KPI, company culture, errors and complaints, waste)
- Change is an opportunity, not a threat
Change – a reflection of the changes we have experienced
We know how to reliably crash on the rocks of the inertia of well-established systems and habits. Do we know how to swim through the tide of change?
- Paradigm, rejection of changes, resistance to change
- The reason for the change, the goal of the change, how to get colleagues excited about the change
How does a leader communicate? Inspirational communication – communication that influences
- Basic rules of communication about change, what needs to be talked about
- Presentation of change and handling objections to change
- How to conduct conversations about how I perceive a co-worker? Potential, strengths and weaknesses, clarification of emotions and feelings, stop slander and other practical situations
Research of a selected book on leadership
- Preparation for motivational presentation of change
- Analysis of possible objections to the change
- Analysis of key players’ attitudes towards change
- A proposal for a proactive response to an emerging problem
- Analysis of the subordinate manager’s potential and development plan proposal
Seeing things as they are is good. Seeing things as they could be is very good. Making things better is great. Being able to get others excited about it means success.
For course participants, we offer the possibility of subsequent application support in the form of individual consultation with a lecturer or in the form of workshops directly at the client.
To order or for more information, contact us at firstname.lastname@example.org, or at phone number +421 2 544 185 13.