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> Management Seminars
> Lean Expert and Trainer Development
> Expert Knowledge Trainings
Seeing. We open factory gates for you.
Learning. Lean know-how for the development of your employees.
Acting. Lean do-how for the development of your company.
Living. Securing performance and progress through daily leadership and coaching.
Lean Transformation!ACADEMY PROGRAMME
Experience Lean Excellence on-site with our German BestPractice Partners:
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INTRODUCINGTHE STAUFEN
ACADEMY
Janice KöserAcademy Management
+49 7024 8056-141+49 7024 8056-111
Marie KeiserAcademy Officer International
+49 7024 8056-145+49 7024 [email protected]
MANAGEMENT SEMINARSLectures, discussions and plant tours provide managers with an idea of how effective tools and methods can be, when they are applied in BestPractice companies.
LEAN EXPERT AND TRAINER DEVELOPMENTMulti-day target group-specific intensive workshops offer certified training programmes from Basic Training to become a Lean Expert all the way to Advanced Training to become a Lean Trainer.
EXPERT KNOWLEDGE TRAININGS These specialist seminars offer experts and executives the opportunity to fundamentally expand their lean compe-tence on topics such as supplier management, work systems, development, production or accounting.
Our offices in China, Brazil, Italy, Poland and Switzerland also provide together with BestPractice partners practical trainings about lean management in the local language:
INTERNATIONALPARTNERS
PROGRAMME SELECTION
On behalf of all partners and participants, you are cordially invited to the Staufen Academy. Our main focus is on qualification and benchmarking.
Companies are left behind when they fail to develop and improve continuously. Qualified in-house experts are the prerequisite for exploiting your improvement potentials, and at the same time represent a competitive factor that should not be underestimated.
Top performance is the goal, Lean Transformation is the way. As an international advisor on Lean Management, we develop companies and their staff from turnaround through to excellence through active exchange.
Martin HaasWilhelm GoschyDr. Jens Zimmermann
Executive Board, Staufen AG
10 offices in 5 countries
projects in 25 countries and 14 languages
Welcome
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. 02 Introducing the Staufen Academy . 03 Table of contents
. 04 MANAGEMENT SEMINARS . 05 Lean Enterprise – SEW-EURODRIVE live . 06 Value-creation oriented production system – BMW live Large range, low stock, always able to deliver – Albrecht Jung live . 07 Lean Factory – VOITH Turbo live Lean@MTU – MTU Friedrichshafen live . 08 Lean Transformation – HARTING live Lean Development – SEW-EURODRIVE live . 09 Lean Leadership & Shopfloor Management – Daimler, RECARO or AGCO live
. 10 LEAN EXPERT AND TRAINER DEVELOPMENT . 11 Contents and structure of the certified training programme . 12 Basic Training Lean Development . 13 Lean Assembly (for high volume production and short takt time) Lean Assembly (for low volume production and long takt time) . 14 Lean Manufacturing Lean Logistics . 15 Lean Administration Advanced Training
. 16 EXPERT KNOWLEDGE TRAININGS . 17 Basics of Lean Management Suppliers in takt – purchasing for the lean company . 18 Variant and complexity management Practical problem solving according to Toyota . 19 Material in flow – from push to pull Learning to see – value stream mapping & thinking . 20 Heijunka – levelling and smoothing of production Poka Yoke – zero defects as the target . 21 Lean Line Design Quick Setup – the knowledge behind SMED . 22 Lean Machining Accounting for Lean . 23 Sales for Lean Lean Administration – lean processes in indirect areas . 24 Lean Innovation
. 25 In-house trainings . 26 BestPractice Day . 27 Why many lean programs fail . 28 Staufen group contact data
TABLEOF CONTENTS
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Are you searching for the right lean strategies and solutions for your business?
The following seminars including lectures, discussions and plant tours provide managers with an idea of how effective tools and methods can be, when applied in BestPractice companies.
MANAGEMENT SEMINARS>
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MANAGEMENTSEMINARS
TARGET GROUPManaging directors and executives from medium sized production companies, who deal with corpo-rate development
Lean Enterprise – SEW-EURODRIVE live Development and deployment of your (Lean) strategy
Why this management seminarMany manufacturing companies have implemented lean tools and methods and developed their own produc-tion systems. Often, however, the goal of maximum quality and productivity is not achieved: implementation processes came to nothing, solutions did not fit together, and approaches were not consistently pursued by management and / or the employees. Organisational innovations remained ‘on track‘. Lean Enterprise Trans-formation along the entire value stream is often still weak. BestPractice companies optimise not only functionally (within departmental boundaries), but ensure effective interdisciplinary collaboration across the entire enterprise and beyond. They adapt Lean from the production throughout the company and consistently develop this further. This management seminar will support you in the further development of your strategy. We thereby focus on two particular elements of strategy develop-ment: the guiding principle and the resulting excellence principles. Using this focus it will be easier for you to establish the characteristics of a lean company and explain all activities comprehensively and to concentrate them.
Programme content Day 1: hyperfunctioning value stream management – strategy and practical examples
> The idea of value stream and how to implement it to Lean Enterprise
> SEW-EURODRIVE: cross-functional teamwork of lean approaches in the practice
> Lean Enterprise live: guided tour through the development and the production of SEW-EURODRIVE
> On the way to a lean company: transformation phases and their tools
Day 2: formulation of principles and operating instructions – first steps towards Lean Enterprise
> Success factors in the implementation of a management model
> Development of function-specific action guidelines in helping to shape the value stream
> Structure and role of the improvement organisation
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MANAGEMENTSEMINARS
TARGET GROUPPlant managers, executives and specialists who are responsible for production, logistics or CIP
TARGET GROUPManaging directors, plant ma-nagers and executives who are responsible for supply chain, CIP, production, logistics, strategy, planning or controlling
Large range, low stock, always able to deliver – Albrecht Jung liveLean production and logistics ensure the 24-hour delivery service
Value-creation oriented production system – BMW liveJust-in-sequence delivery performance thanks to lean value creation chains
Why this management seminarDespite the wide range of products available, Albrecht Jung GmbH & Co. KG offers its customers a 24-hour delivery service for all items. Key to success is an intelligent integration of high-performance logistics processes and lean production and assembly. Experience on-site how the lean team of the JUNG company has imple-mented this development consistently in the past 10 years at the Lünen site. The successful application of lean methods, such as the interlinking of the assembly process in a one-piece flow, the structure of Kanban loops for material supply and production supply through route trains and fine logisticians have significantly influenced the changes. The directly attached distribution logistics that are tuned to requirements, enable the daily delivery of just-in-time supply with series products, merchandise and just-in-time produced special orders to the customer.
Programme content > Lean production and logistics: lean transformation at the Lünen site / success factors for the implemen-
tation / design of production processes using lean methods / Kanban and pull principle for production supply and control / professional distribution logistics with 24-hour delivery service
> Plant tour – experience BestPractice live: design of the production process – before and after / work system design and equipment construction as a core skill on-site / route trains for production supply / high-bay warehouse and shipping logistics
> Management in the change process
Why this management seminarAn intelligent dovetailing of lean production and pull systems is the key to short lead times. See for yourself on site how management and the resposible team have implemented this development consistently over recent years at the Landshut plant. The successful application of lean methods, such as interconnecting the assembly processes in a one-piece flow, the structure of Kanban loops for material supply and production supply through route trains has played a decisive role in the change process. In addition to the physical lean transformation, experience also the cultural change in employees and execu-tives, additionally reinforced through the introduction of a new work organisation with foremen (Jap. ‘Han-chos‘) as CIP implementors and problem solvers.
Programme content > The value-creation oriented production system at the BMW Landshut plant – development and
implementation
> Prerequisites and success factors for the lasting implementation of a production system
> The role of the executive in the change process
> Shopfloor Management within the scope of the new work organisation in the BMW Group
> BestPractice on-site – visit to component production and assembly with examples for the implementation of various lean methods, e.g. one-piece-flow production, Poka-Yoke, SMED, Kanban or LCIA (low-cost-intelligent-automation)
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MANAGEMENTSEMINARS
Lean Factory – VOITH Turbo liveHow to plan your factory layout according to lean principles
Lean@MTU – MTU Friedrichshafen liveFrom a traditional machine manufacturer to Lean Enterprise
Why this management seminarIn many cases, factories show a highly uncoordinated development over many years. This is called ‘historically developed factory structures‘. In this context, complexity considerably increases, factories lose transparency and productivity, with cycle times seriously hindered. In this training we would like to show you how to get on your way towards a value stream-oriented factory. Starting with training and awareness workshops with the management team, then the development of a future factory vision to design the individual value streams and working systems. You learn how to set-up your Lean Factory from ‘vision to workplace‘, either on green field or brown field.
Programme content > With system and persistence to world class value creation
> BestPractice on-site – visit to the newly-designed, value stream-oriented assembly halls
> Reasons and motivation for a factory development plan
> Design of ideal factory and real factory planning workshops: awareness – designing – realising
> Stabilise the processes in the new factory at high levels with standards
> Outlook – what are the further steps in the Crailsheim plant
Why this management seminarHave you heard the preconception that Lean only works for series producers, but not for the mechanical and plant manufacturers who have small batch sizes and high complexity? We will prove the contrary! MTU Friedrichshafen, a traditional German machine manufacturer, sets new standards in the areas of lean production and entrepreneurial change dynamics, across all hierarchical levels. Hear about the success factors and stumbling blocks in the implementation of a production system and how to deal with them. Experience the ‘MTU Spirit’, a continuous forward motion and constant daily improvement in all processes and involving all employees.
Programme content > Experience BestPractice examples across the entire value stream: supplier integration, metal-cutting
manufacturing, electronics production, large engine assembly and logistics
> Get to know the project ‘Lean@MTU’, under which the cross sector integrated MTU production system has been introduced for the first time
> Experience how a company that aligns according to Lean operates, and how continuous improvement is ‘lived’
> Take part in a morning meeting and ‚walk along‘ the cascade of regular communication. Shopfloor Management – more than smart key figure boards and periodic meetings.
TARGET GROUPManaging directors, plant ma-nagers and executives who are responsible for production, logistics, supply chain, CIP, strategy or planning
TARGET GROUPManaging directors and executives from manufacturing companies
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MANAGEMENTSEMINARS
TARGET GROUPManaging directors and executives from manufacturing companies
TARGET GROUPManaging directors and executives who are involved in the product development process
Lean Transformation – HARTING liveA traditional electro-technical manufacturer becoming a lean technology company
Lean Development – SEW-EURODRIVE liveValue creation excellence in product creation
Why this management seminarHave you heard the preconception that Lean only works for series producers, but not for the mechanical and plant manufacturers who have small batch sizes and high complexity? We will prove the contrary! HARTING, a traditional German technology company, sets new standards in the areas of lean production and organisation wide change dynamics, across all hierarchical levels. Get to hear about success factors and stumbling blocks in the implementation of a production system and how to deal with them. Experience the ‘HARTING spirit’, a continuous forward motion and constant daily improvement in all processes and involving all employees.
Programme content > From the concept to culture – take people with you from the start rather than picking them up on the
way: not all advanced cultures survive / improve without a crisis / lots of individuals, one common goal / KPI strategy and division
> From a traditional electrical engineering plant to a lean technology company: change process / develop-ment of a lean culture / focus on employees / pragmatism and speed / 5S / excellence through consistency
> HARlis Academy: qualification and education at Harting
> Experience BestPractice examples across the entire value stream on site: visits to specific value streams
> Consistent application of lean methods and principles: pull principle, flow assembly, continuous change process, Shopfloor Management
> The role of the manager in the change process
Why this management seminarIn areas of the product development process, significant improvement potential is sometimes concealed. Many current improvement projects concentrate in an isolated way on an individual functional area within the pro-duct creation process (innovation, development, process planning, purchase etc.). Consequently, there are only marginal successes and a frequent by-product is inconsistent target setting and orientation across the functional areas. Short project lead times, high compliance with deadlines, as well as, optimal quality (market and customer orientated products with acceptable costs and budgets) are challenges for the management. In order to be at the front in this increasingly competitive environment, it is essential to implement a holistic and cross-functio-nal product development system, promoting maximum performance whilst using and adhering to the ‘lean elements’.
Programme content > Discussion with top-class professionals and exchange of ideas regarding optimisation potential and
the implementation of low-waste product development processes
> Encourage a corporate culture based on the ‘Change to Lean’ process and excellent product development systems for innovation and strong growth
> Challenges on the way to a ‘Lean Product Development System’
> Learn how to build an efficient and effective development organisation and how to strategically orientate it
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MANAGEMENTSEMINARS
TARGET GROUPManaging directors and executives who are responsible for produc-tion, quality, logistics or CIP
Lean Leadership & Shopfloor Management – Daimler, RECARO or AGCO liveAbout managers in the Lean Transformation
Why this management seminarThe term Shopfloor Management is on everyone’s lips – and with good reason: It stands for improved leader-ship and organisation on the path to a lean company. The methods and tools employed aim to improve the interaction between managers and employees, whereby they themselves promote the problem solving and improvement process. Transparent visualisation, comprehensibility and manageability play a key role in Shop-floor Management. Early identification of a need for action and high problem solving speed can be achieved every day with minimal effort.If your company is undergoing ‘Lean Transformation’, then you should learn about Shopfloor Management and implement it! This phase requires particular role behaviour on the part of management. The social and leadership expertise of managers may prevent demotivation amongst employees. As a lean manager, you increase their problem solving competence and avoid micro-management.Take one or two days to reflect your own role in the change process and derive your future areas of action from this. This is an opportunity for you to learn what the new requirements placed on managers look like and how employees are empowered, as well as discussing this with managers with practical experience and lean experts.
Programme contentShopfloor Management, on-site leadership, tools and attitudes
> From implementation of individual tools to sustained top performance through a change in leadership culture
> Shopfloor Management focuses on particular tasks and requires specific tools and attitudes
> Finely structured daily schedule, problem recognition, visualisation and standards to increase leadership performance
> The manager in the role of the disciplined superior, coach, moderator and mentor
> Shopfloor Management tools help with the fulfilment of leadership tasks
> Daily routine is structured by the manufacturing diary
On-site process observation, meeting attendance, factory tour
> Introduction and information about the factory
> Success factors, resistances, status, daily routine
> Participation in the daily morning meeting and meeting to discuss quality requirements
> ‘Go & see‘ – more than an info board and key figure visualisation
> Guided tour: manufacturing, assembly, information centre
> Discussion and exchange of experience with managers
The role of the management in the process of continuous improvement Résumé: own potentials and challenges
> What potential, what opportunities do you have to manage better?
> How does your daily routine change?
> How are you planning your Shopfloor Management introduction process?
The two-day seminars offer additional content:
> Practical part: establishment of an information centre, role play, consulting of colleagues in small groups
> Exercise: leadership in practice, structured feedback to the managers
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LEAN EXPERT AND TRAINER DEVELOPMENT
>>
How well are you prepared for your Lean future?
You have recognised that well-trained lean experts and lean trainers are the prerequisite for the sustainable exploitation of your improve-ment potential. The better the multipliers‘ qualifications, the more effective they will be for your organisation.
Our training programmes play a part in improving this effectiveness. The lean expertise imparted by us and the option of ongoing training of moderation and presentation in complex workshop situations ena-ble participants to advance the improvement process on site under their own direction.
Multi-day intensive workshops specific to the target group offer certified training programmes from the Basic Training up to the Advanced Training.
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Contents and structure of the certified training programme
Mediation of lean principles; improvement of moderation / presentation skills: future lean experts are familiarised with the basics of lean management and lean processes, and improve their presentation and moderating skills.
Area-specific further development of specialist and methodological expertise regarding lean man-agement: future lean experts choose the specialist workshop that is relevant to them, and thereby further develop lean methods and tools.
Increasing presentation and organisational competence: the future lean trainers improve their organisa-tional and presentation skills. At the foreground is the acquisition of the ability to teach others to understand topics, in particular in the area of lean processes.
All modules can be combined in any constellation and may be booked separately. In that respect please note that the training programmes are built on each other in terms of content. This is why adherence to the se-quence is recommended. Select the specialist training depending on the trainer‘s area of focus.
We would like to assist you in every phase of the lean transformation of your business. If you would like us to train a large group, all training programmes are also feasible in-house (for further information see page 25).
Tested and recommended
For more than 15 years we successfully train improvement experts. In 2010 the Institute for Production Man-agement, Technology and Machine Tools (PTW) of Darmstadt Technical University certified our programme for you. After the successful completion of levels I and II you will be awarded the Lean Expert Certificate and after the successful completion of levels I, II and III you will be awarded the Lean Trainer Certificate.
LEVEL I
LEVEL III
LEVEL II
communication skills and lean know-how
social, leadership and teaching skills
Lean Development Training
Lean Manufacturing Training
Lean Assembly Traininghigh volume production, short takt time
Lean Assembly Traininglow volume production, long takt time
Lean Administration Training
Lean Logistics Training
LEVEL 1 LEVEL 3LEVEL 2
Lean Expert
Basic Training Advanced Training
Lean Trainer
+ +
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LEAN EXPERTAND TRAINERDEVELOPMENT
TARGET GROUPFuture improvement experts in all areas of all industries
TARGET GROUPFuture improvement experts, man-agers and employees in the areas of research, development, design or other related areas
Why this trainingFuture lean experts and lean trainers are mainly responsible for supporting and backing up the lean transfor-mation and enhancing the ‘continuous improvement process‘ (CIP). They also have to be able to efficiently manage teams. Therefore, know-how and ability in terms of dealing with conflicts, demotivation and other difficulties in the change process is required. On the one hand, our trainers provide fundamental knowledge of lean management, value adding, organising waste-minimized processes and CIP. On the other hand, you will learn about problem solving methods as well as the necessary soft skills such as moderation and presentation techniques, to be successful in your daily working environment.
Programme content > Successful communication and process improvement organisation
> Fundamentals of teaching and lean management principles
> Lean management, presentation, analysis and problem solving
> Project work and personal measures plan
Why this trainingInnovation and product development are skills which increasingly determine a company’s economic success. Only those who succeed in meeting and exceeding customer requirements in the form of lead times, budget-ing and qualitative results will secure long-term competitive advantages. Simultaneously, huge potentials for effectiveness and efficiency improvements are concealed within the development divisions, due to a lacking awareness of waste. Lean Development shows that the application of Lean criteria (zero defects, flow, rhythm and pull) can also give rise to a significant improvement of project targets, such as project turnaround times and development budgets.
Programme content > Principles of Lean Development
> Methodological competence ‘process‘
> Methodological competence ‘project roles‘
> Methodological competence ‘project management’ – planning change projects and securing the sustainability of Lean Development
> Methodological competence ‘product design’
> Leadership competence ‘communication / conflict management’
> Comprehension test, final discussion, feedback and certification
Basic TrainingEnhance your communication skills and lean know-how
Lean DevelopmentPractical and professional skills for lean development experts
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LEAN EXPERTAND TRAINERDEVELOPMENT
TARGET GROUPFuture improvement experts, man-agers and employees in the areas of assembly, planning or other related areas
TARGET GROUPFuture improvement experts, man-agers and employees in the areas of assembly, planning or other related areas
Lean Assembly for high volume production and short takt time
Practical and professional skills for lean assembly experts
Lean Assembly for low volume production and long takt time
Practical and professional skills for lean assembly experts
Why this trainingAre you aware of the problematic nature of excessive lead times, lacking flow principles in the assembly cells, material buffers between the work stations, large batches and non-sequenced work processes? This workshop will help you break free from conventional approaches and optimise your assembly processes with lasting effect. You will get to know the principles of low-waste and flexible assembly processes. In cooperation with SEW-EURODRIVE, we offer an innovative event concept. Through ‘learning by doing‘ you will organise excel-lent assembly processes. The inspection of plants completes this workshop. See how successful plants organise their assembly processes, and profitably implement at your own company what you have learned.
Programme content > Basics of lean management and value stream design
> Just-in-time (JIT) and zero defects
> Task analysis, line balancing, rhythm
> Pull, layout planning and design, Cardboard Engineering – part 1
> Cardboard Engineering – part 2
> Comprehension test, final discussion, feedback and certification
Why this trainingYou are challenged with bringing bulky products to the assembly in flow? Your small series assembly, with a high degree of customer specific characteristics makes the logistics difficult? In this workshop, you will learn how large work contents can be takted and how through the use of a model mix, variations in work contents can be compensated. You will see how through a just-in-sequence material provision in pre-assembly and cus-tomer specific components directly to the line, large amounts of waste can be reduced.
Programme content > One-piece-flow (OPF) and standard work
> Customer takt and cycle time
> Assembly design
> Logistics connection and Cardboard Engineering
> Visualisation and deviation management
> Comprehension test, final discussion, feedback and certification
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LEAN EXPERTAND TRAINERDEVELOPMENT
TARGET GROUPFuture improvement experts, ma-nagers and employees in the areas of production, planning or other related areas
TARGET GROUPFuture improvement experts, ma-nagers and employees in the areas of logistics, suplly chain, planning or other related areas
Why this trainingAre you aware of the problems resulting from excessive set-up times, excessive stocks, unscheduled machine downtimes and quality fluctuations? Confine them to the past! We offer you a complete intensive workshop aimed at solving or avoiding these problems. It will help you to break free from conventional approaches and optimise your production processes sustainably. You will get to know the principles of Lean and stable produc-tion processes and their effect on your daily work. In cooperation with SEW-EURODRIVE, the BestPractice plant where the workshop takes place, we offer you an innovative event concept. Through ‘learning by doing’ you will create excellent production processes – initially at our premises and subsequently at yours.
Programme content > Basics of lean management and value stream design
> Just-in-time (JIT) and one-piece-flow
> Disturbance free and poor in waste, TPM, pull
> Technological optimisation
> Improving management in the example of WIEPRO-Consulting (consultancy within SEW)
> Comprehension test, final discussion, feedback and certification
Why this trainingYou know the problems of high inventory, missing parts and supplier returns? The approach of ‘separation of value creation and logistics’, drastically changed the classic material industry. The successful application of lean methods in logistics supports the production at the location required, through BestPoint delivery within the system. Create an optimal production logistics, through the application of high frequency takted deliveries, through the introduction of a ‘tugger train‘. Design the planning and control processes with continuous PULL- Principle from customer order, through the production to delivery.
Programme content > Basics of Lean Logistics: material flow control and planning, PULL-Principle, Kanban, JIS, JIT
> Internal logistics: in-house milkrun, supply methods,
> External logistics: external milkrun, distribution logistics
> Planning and control: order processing, levelling and smoothing
> Comprehension test, final discussion, feedback and certification
Lean ManufacturingPractical and professional skills for lean production experts
Lean LogisticsPractical and professional skills for lean logistics experts
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LEAN EXPERTAND TRAINERDEVELOPMENT
TARGET GROUPFuture improvement experts, ma-nagers or employees in the areas of purchasing, development, sales or other indirect areas
TARGET GROUPFuture Lean / CIP trainers who already have workshop experience
Why this trainingPotential for direct optimisation is realised in the production areas of companies. The approach ‘Lean Admin-istration’ will show you that huge potential can also be tapped in the indirect areas. You learn step-by-step where to start when reducing waste and lead times, and which pragmatic tools are most successful in increas-ing productivity and quality.
Programme content > Awareness
> Methodological competence ‘process analysis’
> Methodological competence ‘process optimisation’
> Methodological competence ‘function analysis’
> Methodological competence ‘regular communication, Shopfloor Management in indirect areas and 5S in the office’
> Methodological competence ‘project organisation, planning and implementing change projects’
> Comprehension test, final discussion, feedback and certification
Why this trainingTo bring about sustainable organisational changes, change capabilities are required. Only companies with reserves of such capabilities, are able to sucessfully deliver change initiatives. Do you want to professionally organise your improvement process and establish/develop your own change capabilities? Such initiatives are led by the head of the CIP office, who is responsible for the development of the lean trainers. Lean trainers have cross-functional expertise, they are the ‘sparring partners’ for management and employees, and in professional terms, are responsible for the lean conformity of the company development. This task calls for individuals with an in-depth knowledge of BestPractices across all company divisions and a readiness to assume a leadership role. Furthermore, lean trainers require strong presentation, methodological and social skills.
Programme content > Develop technological and methodological competence
> Develop social and management competence
> Practical workshop (1,5 days on-site)
> Developing communicative competence
> Developing leadership competence
> Comprehension test, final discussion, feedback and certification
Lean AdministrationPractical and professional skills for lean experts in indirect areas
Advanced TrainingEnhance your social, leadership and teaching skills
How can you achieve sustainable competitive advantage through professional expertise?
Our expert knowledge trainings offer experts and executives the opportunity to expand their lean expertise in depth.
EXPERT KNOWLEDGE TRAININGS >>>
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EXPERTKNOWLEDGETRAININGS
TARGET GROUP‘Lean beginners‘, experts and executives; cross-functional, cross-divisional and across industries
TARGET GROUPExecutives and experts in the areas of purchasing, supplier manage-ment, quality, development, supply chain or logistics
Basics of Lean Management How to get your lean transformation started
Suppliers in takt – purchasing for the lean company Strong performance through value stream oriented supplier management
Why this trainingProbably you already heard about lean management, especially in combination with great results and achieve-ments in the automotive industry. You are wondering if Lean can only be applied there or in different sectors like mechanical engineering, electronics, process industries or even in the service industry as well? The answer is: yes, sure! Allow yourself to be convinced and find answers to your questions: ‘What is Lean all about? ‘, ‘Where are its origins? ‘, ‘How does Lean produce lasting value creation and competitive advantages?‘Our experts will explain the concept of lean management, as well as its principles, tools and methods. Further-more you will learn about how to get started with your implementation. You will learn to apply Lean as a long-term process and not a short-term initiative - across departmental boundaries and all corporate hierarchies. Based on a hands-on simulation game, in-depth lectures and practical examples from Toyota and non-auto-motive companies you will easily understand the concept of lean management and learn about success factors and ‘dos & don’ts‘ of a successful lean transformation.
Programme content > Basic training lean enterprise
– History and fundamentals of lean management – Targets, characteristics and methods of lean production – Success factors of CIP (continuous improvement process) – Procedures of lean projects and lean workshops
> Just-in-time simulation game – from push to pull
> Management and leadership in the learning (and teaching) organisation
> How to get started – recommendations for your lean transformation
Why this trainingWhen companies optimise processes and processing steps, it is crucial that all areas along the value stream are included in the pursuit of top performance. Purchasing makes a significant contribution towards a company’s corporate success, with a view over the entire supply chain. One of the keystones of this is efficient and reliable supplier management, which is coordinated with the value stream by the use of suitable purchasing methods and activities. Turn your supplier management into a pillar of your ‘lean company’.
Programme content > Why and how should one manage suppliers: market and company situation – today and tomorrow
What objectives does a value stream orientated supplier management follow?
> Requirements for successful supplier management: management system, instruments, organisation and processes (e.g. supplier selection, integration and development)
> Supplier integration in time according to lean principles: differentiated strategies in the value stream oriented integration of suppliers
> Top performance in delivery: cross-functional teamwork in the design of the value stream and the early integration of suppliers (launch & ramp-up readiness)
> Successful implementation: designate positions, assume leadership, train employees
FlowTakt time
pull
Heijunka, standard work, KAIZEN
Disturbance Free
Flow
Rhythm
Pull
Process stability
Machine stopps in case of unnormal
usage
Seperation of work done by humans and
machines
Just-in-time Jidoka
Target
Highest quality, lowest costs, shortest lead time
© Based on Toyota Motor Corp.
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EXPERTKNOWLEDGETRAININGS
Practical problem solving according to ToyotaSolve problems quickly and in a structured manner with the A3 Report
Why this trainingPPS (practical problem solving) is the engine of continuous improvement, which in turn is the backbone of the Toyota production system. Root causes of problems are uncovered with PPS and sustainable improvements developed. Solving problems is how an organisation learns. The more managers and employees learn and mu-tually communicate with each other what they have learned, the closer a company is to becoming a ‘learning organisation’.
After 40 years of Lean and continuous improvement, one method remains prominent: the A3 Report. Com-pared by many users with the 8D Report which is used as a mere form of complaints handling, the A3 Report enforces the development of problem solving skills. The mentor guides his mentee with the guidance of the report to an unbiased perception of the problem, as free from judgement as possible, in order to find the true root cause. Only through root cause analysis can problems be solved sustainably and improvement potential fully utilised.
Programme content > Possible effects of the A3 Report on management: training unbiased perception through ‘go & see’ / the
power of sketches when results must be explained under time pressure / individual style in visualising problem comprehension / dangers and value creation: PARETO and 5W Method
> Relearn the meaning of ‘immediate measure’ and ‘countermeasure’: practising the method of ISHIKAWA / difference between ‘problem area’, ‘cause’ and ‘real reason’
> Enable effective use through the introduction of countermeasures: learn the effectiveness of YOKOTEN / present results to the plant management / exchange experiences using the didactics of the A3 Report / discuss the options for transfer to your own company
TARGET GROUPExecutives and managers in the areas of marketing, sales, development, production, logistics or controlling from manufactur-ing companies with multi-variant product portfolio
Variant and complexity managementAttractive offers whilst simultaneously reducing complexity
Why this trainingCompanies try to distinguish themselves in highly competitive, saturated markets with additional products, variants or services. At the same time almost all parties complain about the increasing complexity of products, components and processes.Excellent companies not only work on their efficiency (managing the complexity), but especially on increas-ing their effectiveness. Through systematic planning of special offers and the technical design of the prod-ucts and variants, activities and resources allocated to successful low complexity solutions, avoiding potential shelf-warmers.Which customers buy which products? What components are needed for these products? What are the cost implications? Which fiscal results are achieved? This is where transparency is created! Finally, appropriate components have to be determined for accurate order processing – with efficient configu-ration management this can be reliably achieved.
Programme content > Elements of variant management: processes, methods and behaviour
> From variant to complexity management: the 3D Model of complexity
> Case example: exercise to use skills acquired
> Variant management tools: software solutions for planning and configuration
> Practical example: differences and similarities between various industries
TARGET GROUPManagers and experts in the areas of production, quality, logistics, development or CIP
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EXPERTKNOWLEDGETRAININGS
TARGET GROUPManagers and experts in the areas of logistics, supply chain, planning, production, CIP or other related areas
Material in flow – from push to pullReducing lead times and sustainable reduction of inventory through Kanban
Why this trainingIn manufacturing companies, on average 10-20% of HR costs are used on internal material supply and alloca-tion. Material allocation, however, does not add value at all and affects competitiveness considerably. This is admittedly not new, but it has not yet led to the application of respective methods and tools in many compa-nies. To support continuous production, the needed material must be in flow and available for the downstream process. The target is to only refill those goods which have actually been used, according to the same principle as refilling shelves in a supermarket. Material flow without buffers means having the right material, in the right quantity, at the right time, in the right quality, at the right place. The main target of this training is reducing lead times and the sustainable reduction of inventory.
Programme content > Theory and system of lean and synchronous material logistics
> Practical importance of process chains: flow-oriented vs. utilisation-oriented
> Planning and implementation of super- and minimarkets – when and how?
> Planning and implementation of tugger trains and milkrun
> Production and transport Kanban: container, card or electronic Kanban?
> Guided tour – lean logistics live
> Kanban game and Kanban formula: selection and setting of control circuits
> Success factors and limitations of Kanban management
TARGET GROUPManagers and experts in the areas of planning, production, CIP, logis-tics or other related areas
Learning to see – value stream mapping & thinkingFast, transparent and reliable elimination of waste
Why this trainingSustainable lead time reduction and process safety in production and order fulfilment are in the focus of op-erational improvement projects. The elimination of ‘Muda‘ (waste) is the main task of effective optimisation. Value stream analysis identifies Muda in processes, value stream design creates processes so that waste can be reduced to a minimum or eliminated. The method is known in many companies – but is it used effectively and comprehensively? Weaknesses can be identified quickly and reliably, and sustainable solutions can be imple-mented. Furthermore, your ability to think in value streams is being sharpened. The holistic approach makes value stream mapping an important and fundamental part of the lean management concept.
Programme content > Value stream analysis as an efficient method of process analysis:
value stream transparency through drawing a value stream chart / integration of both material and infor-mation flow / conducting a value stream analysis (case study) / creation of a map with identified potentials
> Value stream design and just-in-time as the basis for excellent processes: lead time reduction as a guiding principle for process optimisation / lean principles and just-in-time / fishbone pattern as the ideal of synchronised production / from push to pull system / value stream design: flow production, production in the customer cycle, steering of pace maker process / development of a target value stream for the previously analyzed case study / development of a roadmap for the imple-mentation of the target value stream: planning of the improvement projects and creation of a tactical implementation plan (TIP)
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EXPERTKNOWLEDGETRAININGS
Poka Yoke – zero defects as the targetIntelligent design of error-free processes
Why this trainingIn the construction and planning phases, quality can be ensured through the implementation of intelligent and simple measures. The terms ‘Poka‘ (unintended error) und ‘Yoke‘ (prevent, avoid) come from Japanese and describe a form of error-proofing mechanism. This removes the possibility of operator errors, and so removes the associated rework costs. The foundation of stable and high quality processes should be laid long before the actual production phase. In-telligent measures in the constructions and planning phases are the basis for consistent quality in the resulting production process. Through the integration of such simple measures in the process design, the possibility of operator errors is effectively removed from the production process. Through simulation at an early stage of the product development process, the quality is increased and production costs inversely decreased. The parallel product and process development creates a robust, low-waste production.
Programme content > The zero defect concept: error free processes from the start – smart design with Poka Yoke
> Detect the sources of errors, targeted error avoidance and robust process design
> Continuous error prevention rather than error removal, starts with the development of product and production
> The roll of management and workers in the development and implementation of Poka Yoke solution
> Factory tour electronics plant: experience Poka Yoke in practice
> Poka Yoke development: develop and test your own solutions to case examples
TARGET GROUPManagers and experts in the areas of production, planning, logistics, work preparation or CIP
Heijunka – levelling and smoothing of productionProduction planning in lean value creation systems
Why this trainingSince the 1960s, a large part of production planning practice has been oriented on the methodology of MRP (material requirements planning) and the subsequently advanced systems of ERP and ERP II up to advanced planning systems, as realised in SAP APO (SAP advanced planning and optimisation). At the same time, plan-ning procedures were developed for lean production systems which could equally handle a large number of product variants and contribute to greater transparency and therefore continuous improvement of processes. In this workshop you will learn through theory and joint experiments how such systems work and how to construct them.
Programme content > Construction of a multi-stage production system with smoothed production:
Round 1: simulation of a push production – analysis
Round 2: development of smoothed and levelled production (calculation of EPEI value, establishing a production pattern, design of the future value stream, dimensioning of the supermarket)
Round 3: implementation of further optimisation potential, management according to consumption or customer orders
> Joint reflection on what has been experienced and learned
TARGET GROUPManagers and experts in the areas of production, development, qual-ity, work preparation, equipment design or CIP
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EXPERTKNOWLEDGETRAININGS
TARGET GROUPManagers and experts in the areas of production, work preparation, equipment design or CIP
Lean Line DesignDesign of efficient working stations according to the lean principles
Why this trainingWhen designing working systems the ultimate goal is to achieve perfection in terms of efficiency and cost effectiveness – also the concerns of employees are of importance in this context. Physical and psychological performance – and thereby motivation – are highly dependent upon achieving a balance between the various burdens within the working system. Learn interactively and systematically how to intelligently analyse an ex-isting work process and create an efficient, performance-enhancing and healthy work system according to the lean principles. Step by step, you will process an assembly system case study within small groups, determine waste, define the potential for rationalisation and develop innovative solutions. Furthermore, you will develop selected solutions in cardboard according to the lean methodology Cardboard Engineering. Thus it is possible to directly recognise ergonomic or other deficits in the design phase and to resolve them before finally produc-ing the working system.
Programme content > Ergonomics and Best Point allocation
> Practical exercise: developing smart and efficient assembly systems in teams (target concept, evaluation and selection, implementation of preferred cardboard model, presentation of results)
> Within 12 weeks to top-performance: implementation examples from different sectors
> Design production equipment: requirements, methods, tools, the SEW way
> Plant visit – on-site discussion of examples
> The ergonomics and Best Point audit: preparation and theoretical bases, on-site practical implementation of the audit
Quick Setup – the knowledge behind SMED Economically produce small batches
Why this trainingThe reduction of set-up times is a permanent and important topic on the way to an efficient flow production. In companies which only produce according to market and customer requirements, large batch invoices and the optimisation of order succession mostly belongs to the past. The market determines what to produce and when. The aim is to pave the way towards batch size of ‘1‘ for production. Minimal set-up times help to reduce stocks, to utilise small batches, to maximize flexibility and to reduce costs. However, this is only if the theme is designed holistically and sustainably. Set-up time reduction does not start in production, but is already an issue in the machine layout. This training presents a systematic approach to the prevention, reduction and standardisation of set-up processes. Measures for implementation and its sustainability are discussed and developed. Smart, simple and technically cost-effec-tive measures will be presented which you can easily adapt to your company’s requirements.
Programme content > Success factors for your ‘Formula 1 fast speed set-up‘
> Education and training of employees and optimisation of their motion sequences
> Optimisation of the work surrounding and set-up according to the working cycle
> Formation of set-up families and parallel set-up with several employees
> Optimisation of the design of product and machine
> Appreciate a sense of achievement in the team and generate motivation to further improve
TARGET GROUPManagers, foremen and fitters in the areas of production, planning or CIP
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EXPERTKNOWLEDGETRAININGS
TARGET GROUPManagers, foremen and fitters in the areas of production, planning or CIP
TARGET GROUPManaging directors, managers and executives in the areas of con-trolling, production, CIP or planning who are involved in the evaluation of improvement activities within the production processes (production costs, EBIT, cash flow, profitability)
Lean MachiningDevelopment and sustainability of comprehensive productivity potentials
Accounting for LeanPerformance controlling for the lean company
Why this trainingMachining processes are a rich source of improvement potential. Individual optimisations of machining tools are usually not sufficient to achieve significant increases in efficiency. Process optimisation cannot be guaran-teed on a continuing basis, because the positive effects are lost at the interfaces of the neighbouring produc-tion sectors and the organisational situation. The changes are often not supported by employees. Overall, many approaches lack a holistic approach to optimisation of the entire system. Lean Machining starts at the cutting edge and makes use of technological advances, machine management and information flow offer a wide range of further optimisation options. Meaningful and consistent optimisa-tion, a holistic consideration of the machining process, clear and realistic objectives and a structured approach – this is exactly what you can achieve with our tools and methods. Discover hidden potentials – comprehensively and sustainably!
Programme content > Importance of technological optimisation, and methods for the analysis of technological processes
> Use of video tools for process optimisation
> Breakdown of the complete process into individual steps with practical tips for optimisation
> Plant visit and analysis of a machining process live
> Measures for process optimisation and on-site implementation
Why this trainingSimilar to an instrument panel, you can measure and display how your company is performing; this can then be used as the basis for decision making. Improvement activities impact on your KPIs. Are you using your accounting systems correctly? Is it a company goal to reduce lead times and stock levels? Have you already reduced your lead times through process chaining workshops? Have you made progress in the productivity of direct areas? Have you significantly reduced your project work set-up times? Are these successes however not reflected in your financial KPIs? Are your products becoming more expensive when you reduce the batch sizes? This seminar will explain the cause / effect relationships between operational and financial KPIs and will refute classical prejudices.
Programme content > From a cost accounting system to controlling system: historical development of accounting systems /
construction and characteristics – criticism of conventional cost accounting / cost accounting systems in Western and Japanese corporate culture
> How controlling supports the lean transformation: production cost accounting and its limitations as a guide for batch size definition / impact of lead time reductions on EBIT / productivity improvements in the context of corporate KPIs / synchronisation of operational units and the impact on profitability
> Business game – impact of lean activities on financial KPIs
> Interaction between Shopfloor Management and controlling – final discussion
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EXPERTKNOWLEDGETRAININGS
TARGET GROUPManaging directors, managers and executives in the areas of sales, marketing, project management, business development or planning from companies that see ‘Lean‘ as an opportunity for cross-divisional improvement and cooperation
TARGET GROUPManaging directors, managers and executives in the areas of purchasing, development, sales, human resources, information technology or other indirect fields
Sales for LeanSales excellence for the lean company
Lean Administration – lean processes in indirect areasDevelop your ‘indirect potentials‘ on process, function and workplace level
Why this trainingLosing orders is very frustrating. If you ask yourself how this kind of waste in the sales process can be avoided systematically, you have already taken the first step towards ‘Sales for Lean’. What happens if you cannot meet your customers’ expectations because the desired delivery dates cannot be realised, or as a result of spiralling costs, the price is wrong? Have you realised that your colleagues in production and development cannot solve these problems without support from the sales department? Then you have understood what is meant by ‘value stream orientation’. The first step in making lean methods usable in sales processes is to translate them into the language of sales. Making sales success measurable and the sales processes Lean and subject to continuous improvement, expos-es potential that lies idle in most companies. Through consistent front-loading, ‘Sales for Lean’ systematically opens up improvement potentials such as the reduction of order preparation times, avoiding lost orders or costly clarification loops and emergency measures.
Programme content > Theoretical training: basic training / sales strategy / leadership instruments / qualification / sales processes
> Practical exercise 1: waste in sales processes
> Practical exercise 2: controlling through visual sales management
> Practical exercise 3: structured problem solving process
> Project report from engineering
Achieved project results on average:
Maximum productivity
Minimum lead times
Maximum quality / error prevention
Minimum required space
High performance motivation
Why this trainingIndirect areas (purchasing, controlling, HR, finance, sales, IT, ...) are nowadays on the same Lean journey asproduction. Enormous potential can be found in all support functions and cross-sectional functions, just like inthe core functions, sometimes even more
Therefore lean administration is as important as lean production to finally achieve the ultimate goal of eachlean transformation and the holistic lean enterprise.
Programme content > Awareness of waste-free office and project work: how do you achieve maximum productivity, best quality
and minimise lead times?
> Methods and concepts for continuous performance improvement and motivation
> Professional process analysis, value stream design and functional optimisation
> Step by step systematic approach in the ‘BestOffice business game‘
> Suggestions and recommendations for Lean Administration implementation in your company
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EXPERTKNOWLEDGETRAININGS
Why this trainingRecognise chances and risks through changes in technology, the economy, business and the environment. Strategically fill your innovation pipeline based on trends and sustainability, to gain a lucrative competitive advantage internationally. Focus your precious resources on economically successful developments. Here you will learn the tools to systematically develop future market needs and to secure the best product ideas with a high degree of innovation. The design of a strategic innovation roadmap and the development of an efficient control programme are the focus. A successful combination of creativity and standardisation is the key to lead your business from the late follower, to the first mover and the trendsetter.
Programme content > Basics of lean management and innovation management
> Future market needs identification, analysis and visualisation
> Promote creativity and organisation with creative methods and idea management
> Initiate innovations projects and ensure targets through innovations and development roadmaps
> Technological efficiency in development and validation
> Innovation controlling in a multi-project landscape
> Competences in innovation organisation
TARGET GROUPManaging directors, managers and executives in the areas of develop-ment, design or innovation
Lean InnovationSystematic recognition and target oriented development for future market requirements
Tailor-made lean qualification
consultation interviewin your
company
analysisof
targetgroup(s)
definitionof
trainingmodule(s)
concept confirmation of training programme
in-house training(s)
evaluationevaluation
and ensuring transfer
roll-out and implementation support
Concept phase Implementation phase
Markus Franz Director Academy Staufen Group
+49 7024 [email protected]
Potential elements of our cooperation
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IN-HOUSETRAININGS
We design tailored trainings, based on your needs and requirements, to be carried out in practical fashion on-site in your company. We do this by actively involving your employees and working on your specific problems, issues and processes.
Enjoy the following key benefits of in-house trainings:
> Learning on-site in your company> Development of bigger groups instead of individuals> Tailor-made solutions, duration of trainings and dates> Improvement of own processes in hands-on workshops> Cost savings in terms of travelling and accommodation
Our portfolio includes all seminars and trainings from this catalogue and many other topics, methods and tools in the context of Lean Manage-ment and process optimisation – from single day trainings to multi-level development programs.
Our program focuses on the development of professionals and execu-tives at all levels, as well as on the training of Lean Experts, Trainers and Managers who are involved in the Lean Transformation of your company.
You already have a clear picture which employees you want to develop and in which topics? Excellent! If not, we are happy to assist you in the target group analysis and evaluation, the definition of the training mod-ules and the implementation, as well as the evaluation and the transfer after the training has been carried out.
Just contact us for further information and details. We look forward to your inquiry!
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IN COOPERATION WITH www.best-pract ice-day.com
9. / 10. JUNE 2015, Darmstadt
Top performance is the goal. Lean Transformation is the way.
Every two years staufen organises Europes leading Lean Management Congress – do not miss it!
Experience international lean experts and thought leaders.Learn from practical examples of lean implementation and operation.Meet colleagues and exchange ideas in a stimulating atmosphere.
The leadingLean Management Congress
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Yet a large survey conducted by Industry Week in 2007 found that only 2 percent of companies that have a Lean program achieved their antic-ipated results. More recently, the Shingo Prize committee, which gives awards for excellence in lean manufacturing, went back to past winners and found that many had not sustained their progress after winning the award. Why is the pursuit of excellence through Lean so difficult?
When we look at a Toyota plant, we see many good ideas, and it ap-pears that the company has a department of Toyota Production System (TPS) geniuses who design and implement all these Lean innovations. We might ask whether these ideas are standardized and implemented in all Toyota plants in the exact same way. Are the TPS experts telling the plants what to do and auditing them to see if they are following the best practices?
The reality is that very little that you see at a Toyota site is the result of one person with a big idea that got standardized across plants. More often, what you see is today’s condition, which is the result of many small steps, some of which were discarded and others embraced. It was the result of many cycles of Plan-Do-Check-Act (PDCA), and it is differ-ent throughout Toyota because different organizations are on different learning cycles.
Mike Rother, who has spent years researching how Toyota does what it does and how he could better teach companies that were on a quest for excellence, distilled what he learned into the concept of the im-provement kata, which he suggests underlies human striving to meet challenges. A kata is a well-rehearsed routine that eventually becomes second nature. In this case, the routine is the process by which we make improvements.
We have both concluded from our different journeys and experiences with companies that people have had a fundamental misunderstanding of what the Toyota Production System is in practice. We mistook Lean solutions for the process that leads to what we see in a Toyota plant. We need to look more deeply at the human thinking and processes that underlie specific practices that we observe.
Recent findings in neuropsychology demonstrate that people develop wellworn neural pathways that make it comfortable to do things the same way again and again. While humans derive a lot of their sense of security and confidence from this, the content of what we do will in fact be changing, whether intentionally or not, because conditions are always changing. The antidote to this dilemma of resistance to change is to develop well-worn mental circuits not for solutions, but for how to develop solutions.
The management task, then, is to have the organization‘s members practice a behavior pattern, like the improvement kata, that achieves this. We need a routine not just for doing the work, but for continually improving the work. That routine is missing in organizations that use top-down management objectives, so managers have no choice but to blindly start cutting things.
The improvement kata is a way we can break down an abstract vision into a series of descriptive target conditions, and through striving to
achieve them both develop and utilize the creative powers of people. It involves teaching people a standardized, conscious means of grasping the essence of situations and responding scientifically by working itera-tively. The improvement kata is a routine for teaching and learning that mobilizes people’s capability to achieve desired conditions. The improve-ment kata is a way to achieve things that you don‘t know how you are going to achieve.
Toyota’s improvement kata has been taught implicitly in some parts of Toyota for decades. The TPS mentor would do this by giving the student a challenge, such as to make a breakthrough in performance in a pro-cess (e.g., combine these two production cells into one mixed model cell that operates on two shifts with four people and can respond to changes in customer demand). Even if the mentor has a notion of how the challenge might be achieved, he does not share it with the student. His task is to lead the student into developing good habits for working through problems, through intensive questioning-based coaching on this problem.
These days there is more structure to the coaching process, but that relationship between mentor and student is at the core of how Toyota gets the improvement kata to be a deeply embedded routine. To have enough coaches they are often the direct managers of the students, but the managers can always use training too and should themselves have a coach from inside or outside the organization.
There seems to be a strong belief in Western business that you select people with good innate work/management characteristics (habits), and then you give them outcome targets. In contrast, Toyota selects people for their opennessto learning, and then develops the desired work/management char-acteristics (habits) through practice after they hire in. Neuroscience is showing us that the adult human brain is more plastic than we believed, and that‘s what Toyota is taking advantage of in order to develop a deliberate culture.
Research suggests that when a task is relatively easy – i.e., when the path to the target condition is pretty clear – then managing by results and with extrinsic motivators works well enough. The task is basically to get it done, and the organization‘s leaders need not overly concern themselves with ensuring that people are employing a systematic, scien-tific approach to achieving the target condition.
On the other hand, if the task is a challenge – i.e., the path to the tar-get condition is unclear and has to be discovered via iterative learning – then managing by results and extrinsic motivators does not compete so well. In that case, how people go about striving for their target con-ditions becomes more important, and, in competitive markets, is some-thing with which the leaders need to concern themselves.
When we look at Lean in this way it is not just of a set of techniques for eliminating waste, but more of a process by which managers as leaders develop people so that the desired results can be achieved, again and again. That means coaching people in practicing an improvement kata every day.
WHY MANY LEAN PROGRAMS FAIL
Toyota’s success has inspired tens of thousands of organizations to adopt some form of a Lean program. The term was introduced in The Machine That Changed the World and later in Lean Thinking as a new paradigm that was as monumental as the shift from craft-style to mass production. The focus of Lean is on the customer and the value stream. It is a pursuit of perfection by constantly eliminating waste through problem solving.Certainly an organization that is truly dedicated to becoming Lean is on a path toward excellence.
by Dr. Jeffrey Liker and Mike Rother
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