Executive Seminar For Lean Manufacturing
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Discover how to: |
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· 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:
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Presidents |
Vice
Presidents |
Manufacturing
Managers |
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Plant
Managers |
Directors
of Manufacturing |
Union
Representatives |
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Manufacturing
Engineers |
Process
Engineers |
Production
Managers |
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Training
Coordinators |
Maintenance
Professionals |
Team
Leaders |
Seminar Highlights
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Changing
from mass to lean production |
What
problems does Lean Manufacturing address |
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Flow,
Pull, & Leveling production principles |
Implementing
5S’s |
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Defining
production flow within a plant |
Defining
and using Value Stream Mapping |
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Learning
to spot muda |
Implementing
Kanban communication methods |
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Using
Kaizen to identify lean goals |
Achieving
the Value Stream Vision |
Seminar Flow
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Day
1 8:00am-5:00pm |
Day
2 8:00am-5:00pm |
Day
3 8:00am-2:00pm |
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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 |