Gateway To Being Lean

Executive Seminar For Lean Manufacturing

Discover how to:
· Decrease manufacturing cycle time up to 70% · Reduce inventories up to 90% · Reduce new development time by 50% · Reduce scrap & rework by 90% · Improve cash flow	· Increase capacity by 50% · Reduce indirect labor by 50% · Reduce lead times from months to days · Reduce changeovers from hours to minutes · Increase shipping & billing frequency

“Japanese automaker’s renowned strength isn’t just the result of cheap capital, their state-of-the-art factories or strong support from their government. The secret is lean production.” – USA Today

“The fundamentals of this system are applicable to every industry across the globe…[and] will have profound effect on human society – it will truly change the world.” - New York Times Magazine

Seminar participants will learn how to ensure their company survives through Lean Manufacturing to strengthen their supply base, improve quality and productivity, encourage and stimulate teamwork and communication, enhance their company’s visibility and agility, and reduce manufacturing cycle time while improving on-time delivery.

Who should attend?

Each company is required to send two to four representatives, with at least one being an executive who is responsible for initiating the change to lean manufacturing, and another representative who is responsible for directing the lean implementation within the plant. There is a limit of three different companies per seminar.

On-site seminars are also available for individual companies. These allow 10-12 employees to attend.

Possible seminar attendees are:

Presidents	Vice Presidents	Manufacturing Managers
Plant Managers	Directors of Manufacturing	Union Representatives
Manufacturing Engineers	Process Engineers	Production Managers
Training Coordinators	Maintenance Professionals	Team Leaders

Seminar Highlights

Changing from mass to lean production	What problems does Lean Manufacturing address
Flow, Pull, & Leveling production principles	Implementing 5S’s
Defining production flow within a plant	Defining and using Value Stream Mapping
Learning to spot muda	Implementing Kanban communication methods
Using Kaizen to identify lean goals	Achieving the Value Stream Vision

Seminar Flow

Day 1 8:00am-5:00pm	Day 2 8:00am-5:00pm	Day 3 8:00am-2:00pm
Understanding Lean Concepts Study Toyota Production System What is value? Who is the customer? The history of production Understanding muda	Learning Value Stream Mapping Analyzing “door-to-dock” Value Stream Mapping Exercises Engineering lean.	How to implement Lean Pitfalls and traps to avoid Defining the next step
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