Lean Learning Laboratory
- L3
A laboratory is a
working environment where experiments take place. In the Lean Learning Laboratory (L3), you
have the chance to experiment with the structure of the enterprise and learn
through direct experience what is required to streamline it.
You may have seen
demonstrations of production methods (push, pull and work cells) and applied
them within your own environment.
However, many people find that peripheral support functions limit the
progress that is made.
Unless the whole enterprise is aligned to the new direction, only limited progress will
be made.
With your assistance,
we answer the questions:
How
does lean play out into non-manufacturing functions?
How
do changes on the floor impact indirect functions?
What
are the support roles?
How
much more mileage can we get by extending lean throughout the enterprise?
In the Lean Learning
Laboratory (L3), you will work with the whole enterprise and its supply
base. You will have an opportunity to
experiment with:
-
Marketing and
customer relations: How do you interface with the customer and translate their
ideas back into your organization? How do you influence what happens in the
factory when you have no direct control?
-
Finance: What
does it take to improve profits? What should be measured
and what is counterproductive?
-
The role of
engineering: How do you translate design issues to manufacturing? How should
you measure engineering?
-
The material
flow pipeline, including planning, purchasing, warehousing and suppliers: What
is the cost of material in the pipeline? How can you manage the material flow
all the way from suppliers to finished goods? Do you really need a warehouse?
How do you set-up delivery with suppliers? How can you cut inventories 75%
without paralyzing the business?
-
Production
technologies (Push, pull and work cells): What works and what doesn’t? What
does it take to optimize your processes?
-
The role of
incoming and in-process quality: What should they be doing? What should they
NOT be doing?
-
How top management
can most effectively implement rapid progress; what does it take to move people
rapidly? Where can you most effectively apply your influence to create change?
What tactics are counter-productive?
Your success will be
measured by the profit (or loss) of the enterprise (almost like real
life!).
Who should attend:
Lean Learning
Laboratory is appropriate for anyone in the corporation. However, it is particularly useful for:
-
CEO's and
keepers of the corporate vision
-
Change agents
and those tasked with major change initiatives
-
Professionals
in charge of and working in the following areas:
-
Marketing,
materials, quality, production, purchasing, engineering, finance
-
Members of
companies that support Lean customers
Michael Harding has
many years of industrial management experience and 14 years as a lean
consultant. He has been an AME board member since 1988. Mike hold three
degrees and has authored three books on Lean. He is the former Corporate
Manager of JIT Education and Training for Digital Equipment.
Mary Lu Harding has
been a lean consultant and trainer for ten years. She holds two technical
degrees and is a former product and R&D manager. Mary Lu has many published
articles, has co-authored a book on materials, and has worked with clients in
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