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Lean Master Certification Program - Module 1

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Course Description

Over the last ten years, great strides have been made by Quebec businesses to integrate Continuous Improvement (CI) into their management philosophy. And in turn, both their daily management and process improvement practices have benefited by closing the gaps to established standards and through the refining of established standards, respectively.

The Lean Master Certification trains agents of influence who already master CI to ensure that these tools and techniques make their way into all departments within your organization.

In this first training module, the content of the section entitled “An Introduction to Lean”, used in previous Lean Master Certification courses, has been completely redesigned, and the value-stream mapping tool continues to be at the heart of this training session.

Module 1 is the prerequisite for the Lean Master Certification program

This Module is part of the Lean Master certification program

 

Online training, tailored to your Company’s reality Online training available, tailored to your Company’s reality
Contact us for a quote
Durée 3 days from 8:30 a.m. to 4:30 p.m.
Prix Member rate : $ 1430 | Current rate : $ 2030
Date Lieu de la session  
January 27, 28 and 29, 2021 from 8:30 a.m. to 4:30 p.m. Online S'inscrire

Training details

« For online training, the details will be sent to you 48 hours in advance and will include web links to be able to access the session. Please ensure that you have the necessary equipment to be able to hear and interact with the trainer! The material will be sent to you in PDF format to your email address. »

Training objectives 

Participants will be introduced to both the general and strategic concepts of Lean. At the end of the session, they will be able to understand and apply basic Lean concepts, as well as be able to assess the effort that a Lean transformation would require within their organization. In addition, even without being Lean experts, participants will be able to recognize those conditions that do not add value to the products and / or services that are currently being manufactured or provided. 

 

Who should attend? 

  • Leaders who want to learn - in a short amount of time - how to deploy Lean within their organization. 
  • People responsible for the actual implementation of Lean within their organization. 
  • Facilitators or trainers of improvement activities. 
  • All Senior Managers and other staff wishing to learn more about Lean. 
  • Applicable to all lines of business. 

 

Benefits 

  • Understanding the fundamentals of Lean philosophy 
  • Knowing how to identify sources of waste within your organization 
  • Being able to cascade strategic planning objectives throughout your organization using the Hoshin Kanri tool 
  • Understanding the importance of data collection when conducting an improvement workshop 
  • Understanding the notion of value-added 
  • Recognizing the different types of flows within your organization 
  • Being able to map the value-stream 

Specific objectives

An Introduction to Lean

  • The history of Lean
  • The PDCA cycle
  • The principles of a Lean culture
  • The processes allowing for the development of a Lean culture
  • Techniques and practices supporting a Lean culture

Types of flows within an organization

  • Being process-focused
  • Barriers to flow and the different types of waste
  • The different types of flow
    - Push
    - Pull
    - One-piece

Strategic planning and Hoshin Kanri

Data collection techniques

Value-stream mapping

  • The purpose of mapping the value-stream
  • The theory of constraints (bottlenecks)
  • The 6 steps required to map the current state

Hands-on work 1: Completing a value-stream map

  • Weighting: 100% of the grade for Module 1
  • Effort required: 60 hours

Your trainer

Pierre Simard

Associate Consultant,
GCM Consultants

With a Bachelor's degree in Chemical Engineering from the University of Laval and a background in operations management, Pierre has cumulated almost 20 years of management experience. He got his start at Waterville TG (Toyota) in Process Engineering and then held various operational positions, culminating in his appointment as Assistant Manufacturing Vice-President, overseeing three plants and 1,100 employees. Under the wing of his Japanese mentor, he learned the philosophy behind the Toyota Production System (TPS), as well as how to incorporate their management tools. Internships in Japan completed his studies. For 5 years, he successfully represented WTG as part of the American Association of Toyota Suppliers. In October 2001, he became Managing Director at Thona Canada and then Vice-President of their North American operations. When he joined the team at Samson Loiselle and Associates in July 2005, he brought with him a wealth of expertise in Continuous Improvement (CI).

Achievements: Partial or complete implementation of the philosophy and underlying tools of CI and TPS including:

  • Determining CI cycles and performance indicators
  • TPS implementation strategy – design and training
  • Facilitating improvement teams (for both processes and procedures)
  • Training and implementing of CI tools (5S, work method standardization, Kanban, visual controls, increasing equipment uptime through SMED or other tools, Kaizens, ...)
  • Speaker "Lean Manufacturing - Continuous Improvement - TPS"
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