LEAN LEARNING ACADEMY (LLA)
REFERENCE: 503663-LLP-1-2009-1-BE-ERASMUS-ECUE
I g n a c e M a r t e n s , J a n C o l p a e r t , L i e s j e D e B o e c k
C a r l o s Va z d e C a r v a l h o , Pa u l o Á v i l a , M a n u e l
Pe r e i ra L o p e s , J o ã o B a s t o s
Lifelong Learning Programme (LLP) Erasmus Multilateral Projects
Co-operation between Universities and Enterprises projects aim to
bring together these two worlds in order to promote
entrepreneurship, creative thinking and innovative approaches as
part of the curriculum and as a skill for teachers/researchers and to
reinforce the link between studies and employment needs.
Scope
Objective
1. The right way for companies to survive today’s economical crisis is to focus on
production efficiency and cost reduction. This is what lean manufacturing
accomplishes and the maximum benefit is gained by considering all its
elements (principles, tools, mindset) together as a system and by practicing
them every day in a very consistent manner.
2. That’s why all companies need to continuously train their employees in lean
manufacturing principles, tools and mindset.
3. Higher educational institutions should enhance the employability of their
students by introducing lean manufacturing into their course programmes.
4. A pedagogically innovative, state-of-the-art course in lean manufacturing
built in tight cooperation with experienced lean companies gives students
an excellent opportunity to learn/practice the lean concepts.
5. A simulated production environment (Lean Production Game) makes it more
attractive, resulting in more motivated students and higher study yields.
Deliverables
17 course modules
about lean topics
A lean production
simulation game
Course 15:
Course 14:
Course 03:
Course 02:
Course 01:
Languages
Experiential Learning Cycle
Experiential Learning Cycle
Motivation: Full attention
Control: Responsability for actions and decisions
Interactivity: Immediate feedback
Learning from Failure: Risk taking, hypothesis testing
Competition and/or collaboration: Social skills, teamwork, leadership
Flexibility: Change
Well sequenced problems: Simple to complex
Mastery/frustration/fairness: Fair challenge
Expertise cycle: Cycles of action and practice
Lean Elements
• Operating system
• Collection of tools and techniques used to run a manufacturing system
under optimal conditions. Safety assurance, problem solving, quality
assurance, visual management, variability reduction, process
improvements, process measurements, total productive maintenance and
standardized work are only a few examples.
• Mindsets and behaviours
• Focus on lean behaviour. Each employee needs to understand and get
acquainted with the lean manufacturing mindset. By doing so, every
employee is directly involved in the continuous improvement efforts of the
direct work environment and the business process.
• Managerial issues
• Focused towards leaders such as superintendents, production leaders,
quality, and logistic managers. Specific management tools like policy
deployment, confirmation process, time and date management, coaching
and assessment are also part of it.
Lean Production Simulation Game
• Lean concepts into a small scaled production line.
• 5S, standardised work, line balancing, setup time reduction, one piece
flow, layout optimisation, JIT/kanban, push and pull production, customer
order decoupling point and many others.
• Lean behaviour is trained during the lean production game by keeping
participants’ attention on a number of safety rules.
• During a round, a PC programme graphically visualises customer lead time
and a beamer projects it on a wall to allow participants to follow up customer
orders.
• By running several production rounds, the process improvements are
leading towards a best-in-class lean production process. After each round
productivity and efficiency metrics are visualised on the team board and
discussed in the team.
• During the entire course the participants are part of a team of seven to nine
persons. Each team has its own fully equipped team corner with visualisations,
performance measurements, team management tools, follow-up instruments
and communications.
Lean Production Simulation Game
Academic partners Company partners
Partners
Representatives (potential beneficiaries) from SME’s
Review all deliverables published on the website and will formulate feedback
to the academic partner to be included in his presentation,
Form a Lean Community of Practice
Resonance Group
12
Schedule
01/10/’09
01/06/’10 01/01/’11 01/08/’11
01/10/’11
01/11/’09
Meeting 2
Rzeszow
(PL)
Meeting 3
Gent
(BE)
Meeting 4
Porto
(PT)
Meeting 1
Skövde
(SE)
WP 1
WP 2
WP 3
WP 4
WP 5
WP 6
WP 7
WP 8
WP 9
WP 10
Management
Website
Create lean course modules
Create lean game concept
Establish game set-up
Translate course modules
Test and implement LLA in curricula
Dissemination
Monitoring
Mainstreaming and multiplication
NM 1 NM 2+ RG
NM 3
+ RG
NM 4
+ RG
NM 5
+ RG
NM 6
+ RG
NM 7
+ RG NM 8
13
• A good simulation game confronts trainees with the results of their
proposed actions. It gives them a huge impact of certain
improvement actions on KPI’s.
• The simulation game must create a unique learning experience for
the trainees that keeps them motivated.
• Lean thinking must be applied to the game development and
continuous improvement is required. Trainees should report on
their learning experience afterwards which implies new directions in
the storyboard of the game.
• Developing, but also preparing and coaching a simulation game is
very demanding. It is a team effort, not an individual one.
Success Factors
