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Driving OperatiOnal excellence thrOugh
Lean Leadership
deveLoped by industry for industry
Irish Medical Devices Association is a business sector within IBEC www.ibec.ie
The Life Sciences Skillnet is funded by member companies and the Training Networks Programme,an initiative of Skillnets Ltd funded from the National Training Fund through the Department of Education and Skills.
Course
limited to
16participants
Driving Operational excellence through Lean Leadership
dates:
3rd September 2012 - 27th november 2012
time: 9:00 - 17:30 duration: 8 days venue: radisson hotel galway, lough atalia road, galway
Course dates:
3 - 5 september 2012 (radison hotel galway)22 - 24 october 2012 3 day practical immersion (abbott Diagnostics longford)26 - 27 november 2012 (radisson hotel galway)
Costs:
E1750 per delegateMaximum 2 delegates per company.*note: For the practical element of this course, there may be instances where restrictions may apply, at the discretion of the host company.
For more information contact: adrienne McDonnell by email [email protected] or telephone 01 605 1677.
iMDa and lifesciences Skillnet in conjunction with cardiff university have developed a new 8 day lean leadership programme. this programme has been uniquely developed by the iMDa Operational excellence taskforce, and will incorporate a 3-day immersed practical hands-on approach to learning.
this course will deliver a number of key learning outcomes, providing delegates with the ability to explore the theory of key concepts in lean and points of view of several key writers; principles/philosophies of lean approaches such as six sigma, Bpr, tQM and theory constraints. the Strategic, operational and people aspects will be covered in detail, with primary focus on lean leadership and sustainability and the implications of going lean in a service/mixed service-production environment.
to book a place on this course, visit: http://www.imda.ie/0/lean_leadership_2012
Driving Operational excellence through Lean Leadership
course aims & Objectivesthe aim of the course is to introduce delegates to the importance of lean leadership and lean operational transformation skills. there will be three sections to the course:
1. an introduction, covering some of the key concepts of lean thinking;
2. a practical value stream mapping exercise at abbott Diagnostics, enabling delegates to understand how to best analyse and improve their system performance;
3. a session on how to link internal process work to external processes and supply chains.
the course is suitable for senior operations managers and directors. the main tutors are John Bicheno and John Darlington, recognised for their teaching contributions in the global lean thinking community. the new iMDa Benchmark Model will be delivered as part of this course by Joe Spurling, DnM consulting.
accreditation
1
the course will be accredited by cardiff university, lean enterprise research centre at level lcS 1B.
Driving Operational excellence through Lean Leadership
John Darlington & John Bicheno & Joe Spurling3-5 September 20128:30 – 5:00 each day
introduction
the evolution of Lean thinking & understanding demand & planning for Change
Key learning:
n the key concepts of lean thinking and the points of view of several key writers;
n the development of the concept of the ‘lean enterprise’ and its philosophy and principles and applying that knowledge to different environments;
n evaluating existing levels of competence in relation to lean to help self-direct future learning and analysing the appropriateness of various strategic frameworks;
n identifying the potential benefits and challenges of lean;
n Describing how other improvement approaches link or integrate to lean (specifically Six Sigma, Bpr, tQM and theory of constraints) and describing alternatives to lean;
n an introduction to the strategic, operational and people aspects of lean thinking, as well as the concept of sustaining changes;
n understanding the role of lean management and leadership and the importance of being able to join up the dots – redesign without creating islands of excellence;
n Discussion on the integration of the iMDa/lifesciences Skillnet MÓrtM Benchmark Model with lean thinking and practice.
Session one
2 3
Driving Operational excellence through Lean Leadership
Day one
8:30 – 10:30 course introduction, participant introduction, expectations, Safety
10:30 – 12:30 n Brief history, n Key lean concepts, n Key Frameworks
12:30 – 13:30 lunch
13:30 – 17:00 n a dice game to illustrate the integration of lean concepts – specifically ‘Muda, Muri, Mura’, demand variation, process variation, utilization, failure demand / rework, capacity.
n Some lean ‘counter intuitive’
n Discussion.
Day tWo
Day three
8:30 – 12:30 n the iMDa/lifesciences Skillnet MÓrtM Benchmark Model
n integrating the iMDa/lifesciences Skillnet MÓrtM Model with lean, Six Sigma, tOc, Bpr, accounting, Design and npi
12:30 – 13:30 lunch
13:30 – 17:00 n a dice game to illustrate capacity, and fundamental ‘laws’ of flow.
n approaches to implementation and classic issues in different environments.
n Systems thinking and ‘profound Knowledge’
n Discussion
8:30 – 12:30 n lean leadership and change: Fundamentals: adaptive leadership, Spear’s concepts, ‘kata’.
n tWi Overview, with particular attention to ‘job instruction’, and ‘job relations’
n Discussion
12:30 – 13:30 lunch
13:30 – 16:30 n implementing and Sustaining change leadership considerations: focus, measurement, motivation, ‘needs, deeds, seeds’
n Strategy Deployment overview
16:30 – 17:00 What to expect and do for part 2
2 3
Driving Operational excellence through Lean Leadership
John Darlington & John Bicheno22 - 24 October 20128:30 – 5:00 each day
the internal process Work
this is a practical implementation session, hosted by abbott Diagnostics, longford, ireland.
purpose of the week:
n to teach the group how to use mapping tools to make interventions at a ‘systems’ level in an organisation and why this is an important precursor to other mapping methodologies.
n this module will involve the creation of a current state plus the key future state design features.
case study materials will provide examples of the complete process.
scope of the Mapping:
n the current sales and operations planning process – how the company uses the order book plus forecast to determine the medium to longer term demand and the capacity and materials required to meet it
n the receipt of customer orders into the erp system
n how changes to demand are handled by customer service in order to offer dates to customers.
n the plan for production from the production managers and the influence of the planners
n the creation of work lists for the shop floor
n the recruitment of raw materials in anticipation of sales
n how to monitor the achievement of plans
n how the company describes productivity and what it does with this information
Session tWo
4 5
Driving Operational excellence through Lean Leadership
4 5
Day one
Day tWo
Day three
8:30 – 10:10 Start of mapping: module leader introductions
10:10 – 10:20 Safety briefing
10:30 – 10:50 Site management presentation
10:50 – 11:20 review of “Skeleton” Map
11:20 – 12:30 ppe & plant production tour (4 groups)
12:30 – 13:30 lunch
13:30 – 17:00 Drawing the production element of the map in order to define the questions a good map should answer
– particular aspects of focus:
n the information flow aspects typically neglected in other mapping methodologies
n how to use financial data and the potential for building the business case
n the implications for team construction for mapping in this manner
n the preparation work required to hold an event on these lines
– case study material on current states
8:30 – 12:30 Working on the current state and feedback amongst the teams
– to complete by lunch time
12:30 – 13:30 lunch
13:30 – 17:00 Skeleton Future State Map
n to create a template to guide the teams towards designing the features needed in the future state
n case Study Materials
n to familiarise students with detailed design considerations of future state mapping
8:30 – 12:30 Future State design features.
n how much detail is it reasonable to go into?
n can we demonstrate simply some of the issues to be confronted?
n What have we concluded about the Kpi’s and their influence?
n has something been revealed which needs further investigation before a future state feature can be defined properly?
12:30 – 13:30 lunch
13:30 – 17:00 exercise to establish a format to take the best of the future states design features from the teams as a means of feeding back to abbott
Driving Operational excellence through Lean Leadership
John Darlington26 – 27 november 20128:30 – 17:00 each dayrelating the internal process Work to external processes and Supply chains
focus points: demand, Capacity, inventory and policy
this is an interactive session. please bring your laptop.
Session three
6 7
Day one: demand & Capacity
Day tWo: inventory & policy
8:30 – 12:30 Demand:
n Final customer response times aspirations
n Demand analysis:
• Whichproductsaresuitableformaketostockandwhichmostsuitable for make to order?
• Infoaboutdemandtrends–howistheinfopassedalongthesupplychain?
12:30 – 13:30 lunch
13:30 – 17:00 capacity:
n vat analysis through the supply chain
n Where are the capacity restrained resources?
n Where is it feasible to adopt a value stream organisation to improve the flow?
8:30 – 12:30 Stock provides a buffering mechanism to supply chain variability
inventory:
n Demand variability
n process variability
• Howtodecidewheretobuffertopreventexcessinventoryandthepotential for obsolescence
12:30 – 13:30 lunch
13:30 – 17:00 policy:
n What are the boundaries of the supply chain we’re taking on – raw materials to final product or only inter-company element?
n if intercompany, how might transfer pricing influence winning business in the market place?
n how might we use financial data to flush out opportunities in the supply chain?
Driving Operational excellence through Lean Leadership
John Darlington
John Darlington is a management consultant specialising in lean enterprise applications applying lean principles across the entire enterprise, from design to delivery.
he develops programmes of practical implementation integrating improvements to the physical flow of the product or service, and the information flow that converts customer demand into actions.
a qualified accountant John won the toyota “prize for Best new idea” at the South african production and inventory control Society and has been a guest speaker at apicS.
career historyJohn worked for alliedSignal turbochargers from 1986 – 1999. During this time, he held a variety of roles including Financial Director and it Manager of the Original equipment site and plant Manager of the turbocharger european aftermarket. a Director of alliedSignal limited John qualified as a lean and Six Sigma expert through renault and in constraint based management with goldratt institute.
as Kaizen Director of united engineering Forgings, the largest independent forging and machining group in the uK, John led the systematic introduction of lean manufacturing across the 6 u.K. sites with particular emphasis on practical application to improve bottom line performance.
his recent work has been on building the business case for lean with lead time compression at the heart of the subject. he combines application with teaching for cardiff Business School’s lean enterprise research centre founded by Dan Jones on their MSc course specialising in mapping, capacity planning and scheduling and where he has developed Flow accounting.
he was appointed visiting professor of practice at the university of Wales newport Business School in June 2011.
!
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Driving Operational excellence through Lean Leadership
John Bicheno
John is South african. (British 2002). he graduated with engineering degrees from the university of the Witwatersrand, Johannesburg and spent 12 years in industry and local government in South africa in the areas of project and design engineering, management services, operations research, and operations management. One of his jobs was chief Solid Waste engineer, where he was line manager for 1200 people and 400 vehicles. at current prices, the annual budget controlled by this post was over £60m.
career historyin 1987 he came with his British wife and three boys to live in england, and took up a position as Senior lecturer in Operations Management at the university of Buckingham. he became a reader in 1990 and was Dean in 1992. he has lectured to Masters students at Warwick university, cranfield university, london Business School, Swansea university, cardiff Business School and at Fachhochschule Wedel. For the last 14 years he has given an MSc course in Service Operations at the university of Buckingham.
his books have sold over 100,000 copies. these include implementing Jit, cause and effect lean, the new lean toolbox, Six Sigma and the Quality toolbox, and Operations Management (with Brian elliott. three of his books have been in the amazon.co.uk top 2000 rolling sales ranking since 2002. in 2003, 5000 copies of the lean toolbox was were reprinted and distributed by the various Manufacturing advisory Services (MaS) groups in uK. the new lean toolbox was published in 2004. the MaS reprinted 18,000 copies. the book was the top selling book on lean on amazon.co.uk throughout 2006. a new (fourth edition), the lean toolbox, 4th edition was published in 2009 co-authored with Matthias holweg of cambridge university.
in 2010 his book, the lean games Book, was published. this contains descriptions of over 20 short participative lean games.
he has been a Shingo prize examiner in the uK. (the Shingo prize is the foremost lean assessment methodology in the world.)
he is a training Within industry (tWi) Job instruction (Ji) trainer, haven taken the tWi institute ‘train the trainer’ course. (tWi is the foundation methodology used by toyota supervisors since 1950.)
John has had a long association with the Danish DrF (now known as effektivitet) where he been running lean and cpiM programmes for about 15 years, and more recently heijunka, and lean Service programmes. the new lean toolbox is available in Danish.
Organisations that he has mentored or consulted for include Jaguar cars, caterpillar, reliance gear, BnFl, anglian Water, gec, British Steel, cooper Fuses, Shayler cosmetics, Wolstenholme int., rolls royce, Ford, ueF, english china clays, Brink, portmeirion potteries, hWaM heat Design, corus, and numerous small businesses in service and manufacturing.
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Driving Operational excellence through Lean Leadership
career historyJolyon worked with Dell computers from 2000 – 2004 where he held a variety of roles across Sales & Operations focusing on performance improvement initiatives using his qualification in lean / Six Sigma. From 2005 – 2010 Jolyon worked in a variety of consultancy positions in the Financial Service sector, working on a number of large programs including : the design of performance improvement training program to apply lean / Six Sigma methodologies to the services sector & the design of a Business intelligence Strategy for a large back office european Operations Division.
Since 2011 Jolyon has held the position of head of Business intelligence at DnM technology, DnM delivers programs across ireland & europe by partnering with customers to unlock strategic value in their business data, providing the insight required to identify opportunities, achieve strategic objectives & improve the business processes.
Joylon Spurling
Jolyon Spurling is a management consultant with DnM technology specialising in Business intelligence & performance improvement. With over 10 years’ experience in Blue chip Multinational environments Jolyon has a proven track record in supporting business strategy by devising and driving innovative solutions to business processes & it systems. leveraging his background in lean / 6Sigma, Jolyon applies best practice improvement techniques to design process orientated it solutions to a wide variety of industries across ireland
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