Lean Manufacturing
The economy is making a come-back – some companies are not! Be among the winners. Get Lean. Don’t just survive - compete with the best by becoming the best.
Lean and its cousins JIT, flexible and synchronous manufacturing, and velocity have been around for twenty years. Many companies have benefited from implementing Lean in manufacturing; some have taken it further and extended Lean to all business functions. We will look at the tools and practices of Lean with specific examples of successes and failures.
This workshop will introduce companies to Lean Manufacturing and its many elements. Companies that have stalled in their efforts will also benefit from attending. It is not unusual for companies to halt efforts during economically difficult times, after hitting a plateau of success, experiencing a sense of a loss of control, or receiving an acknowledgement such as ISO 9000/2000 registration.
We will concentrate on the manufacturing floor and extend Lean to Purchasing and Materials, Engineering, Finance, Marketing and Sales, and the company’s Leadership.
Seminar Content:
What is Lean?
Time-based manufacturing, measuring velocity
Value Stream Mapping
Cellular manufacturing, continuous flow
Eliminating waste, 5S standards, visual workplace, Kaizen, Andon signals
Total productive/preventative maintenance
Quick setups and changeovers with examples
Kanban and pull signals
Kaizen and thew Blitz
Extraordinary quality, CPk, 6+sigma, Shingo, Baldrige, ISO
People empowerment – the power of teams
Applying Lean to:
Engineering – Design to quality, function, cost
New measures of success
Purchasing – Costing systems that distort results
Cost of lead time, helping suppliers to get Lean
Proven methods of cutting supplier lead times by 70%
Quality – When product quality gives you a competitive advantage
A supplier certification plan that works and assures future quality
Do you have a Quality Control department? Does visual inspection work?
Materials – The real cost of carrying inventory
When software works against you
What if the production process is faster than the scheduling process?
How to cut raw and work-in-process inventories by 75%
Finance – Improving cash flow by 60, 70, 80%
Variance accounting is a self-inflicted wound
What drives business results?
A look at GAAP
Changing overhead costs
Real time measures
Price of non-conformance
Marketing and Sales – Voice of the customer
Selling the customer on Lean
How do we compete?
Reducing products to commodities – hazardous strategies
Top Management – Vision for the company. Do tactics match vision?
What will you do when the effort hits a pothole?
New measures for the enterprise
How to become your competitors’ worst nightmare.
Leadership and risk-taking required
An Implementation Plan – Where you start depends on where you are
Company culture – an asset or a liability
Quick payback activities
Who should attend:
Your Lean Implementation Team
Manufacturing personnel
Middle and upper management
Design, Manufacturing, and Quality Engineering
Cost Accounting and Finance
Materials, Logistics, Purchasing personnel
Key team members
HR and IT members
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