Leanext Six Sigma Training

Certified Lean Expert

A “Certified Lean Professional” is a professional having advanced knowledge and experience in application of lean principles, practices and methodology for improving efficiency and profitability of the organization.

It’s not just about getting certified. It’s about developing competency and confidence to apply Lean principles, tools and techniques in complex situations and preparing to take up Lean & Operational Excellence initiatives in right direction.


Program Highlights

  • 12 Days of Onsite, Instructor Led Masterclasses,
  • 10 Modules that can be attended independently, participants can be chosen specific to       modules,
  • Recognition of “Certified Lean Practitioner” and “Certified Lean Expert” upon       completing all modules,
  • Application oriented learning with Cases / Simulations,
  • Good quality training material with softwares, templates, formats, procedures,       guidelines & practice cases.
  • For whom

    This program is designed for professionals from manufacturing, process, and service industries who are seeking to improve their competency in applying Lean principles, practices and methodology in their organization. The program will suit professional in the area of:

    • Operations & Supply Chain Management
    • Process Engineering / Excellence
    • Business / Operational Excellence
    • Quality Management
    • Operations Management
    • Continuous Improvement

    Methodology & Uniqueness

    • Training customized according to organization specific application.
    • Practical examples from similar industries.
    • Individual query addressal.
    • Video recordings key concepts.
    • Softwares & Templates for facilitating ease of learning and implementing concepts.
    • Guidance during implementation of learnings – Project Facilitation (optional as per scope of work).
    • Good quality training material for learning, retaining and referring the concepts on day-to-day basis.

    KPIs Impacted

    • Cycle Time / Throughput Time / Lead Time Reduction (%, min)

    • Manpower Saving (Nos, $)

    • Productivity Increase (output / person, $)

    • Setup Time Reduction (Min, $)

    • Down Time Reduction (Hours, %)

    • Elimination of Stock-out Situations (%, Nos)

    • Inventory / WIP Reduction (Nos, $)

    • Inventory Turn Over Ratio Improvement (%)

    • Space Saving (sq. mtr, $)
    • Capacity / Output / Throughput Increase (%, Nos, $)

    • Yield Increase (%)

    • Operating Efficiency Improvement (%)

    • Overall Operating Cost Reduction (%, $)

    • No of Kaizen Identified,

    • No of Kaizen Implemented,

    • No of Kaizen Sustained,

    • Persons involved in Kaizens,

    • Savings through Kaizens,

    Participant Evaluation & Certification

    • Criteria for Comprehensive Evaluation (components and weightages) :
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    • Minimum 60% scores are required to qualify at respective levels.

    • Those who qualify will be further rated as Platinum (4th Quadrant), Gold (3rd Quadrant), Silver (2nd Quadrant) and Bronze (1st Quadrant) for each level separately.

    • Certificate of Participation will be provided to those who do not qualify or attend only specific Modules.


    Our Modules

    Business Plan Deployment using “Hoshin Kanri” & “DWM”

    Hoshin Kanri or Hoshin Planning or Policy Deployment, is a strategic management and planning methodology that helps align an organization's strategic goals with its day-to-day operations.

    The goal of Hoshin Kanri is to ensure that an organization's resources and efforts are focused on achieving its most critical objectives.

    Contents :

  • Framework for Strategy Formulation to Deployment; Competitive Advantage.
  • Business Plan Deployment (BPD), Dr Kano’s Ship, Hoshin-Kanri (Policy Deployment), Deploying       Goals & Means, MKPIs & CKPIs Linkages; Lagging & Leading Indicators; Effectiveness & Efficiency       Measures,
  • Objectives, Measures, Targets, & Initiatives.
  • Elements of DWM implementation, Assessment of stability & conformity, Continuous       Improvement and Problem Solving.
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    Getting Familiar with Lean

    Lean is all about doing more with less.

    Irrespective of industry, every process consists of some value adding and a lot of non-value adding work or MUDA (waste).

    Identifying and eliminating MUDA helps to do more with less (resources) and improving efficiency and profitability.

    Contents :

  • Evaluating impact of marketing, finance operations on Profitability
  • Concepts of Lean & Efficiency
  • Waste & Value in 6Ms
  • Value Analysis – VA, NVA & OVA
  • 3MUs – Mura, Muri & Muda
  • 8 Types of Waste
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    Designing Lean Value Stream (VSM)

    VSM provides a visual representation of the process from raw materials to the customer, including all activities and wait times.

    This helps organizations make informed decisions on process improvements leading to improved flow, reduced lead times, better efficiency, reduced costs, and higher customer satisfaction.

    Contents :

  • Process Mapping with VSM
  • Icons used in VSM
  • Current State Mapping
  • Process of arriving at Future State Maps
  • Lean Process & Layout Design, Takt Planning, Line Balancing, Heijunka & other Lean Strategies
  • Simulating Value Stream with Montecarlo Simulation
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    Improving throughput through ToC

    Stating that a system's overall performance is limited by its weakest link, which is referred to as the “constraint”, the Theory of Constraints (TOC) is a management philosophy that focuses on identifying and removing constraints in a system to maximize throughput & efficiency.

    Contents :

  • Mapping of Constraints & Bottlenecks
  • Lean vs ToC
  • Five Focusing Steps for identifying & eliminating constraints
  • Drum-Buffer-Rope and Buffer Management
  • The Thinking Processes for analysing and resolving problems
  • Throughput accounting for measuring performance & management decisions
  • Simulating Throughput with Montecarlo Simulation
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    Institutionalizing Kaizen (Gemba & 3P) & Visual Management

    Kaizen is a philosophy that emphasizes small, incremental changes to processes, products, and services, with the goal of maximizing efficiency and effectiveness. Kaizen encourages all employees to actively participate in the improvement process and to continuously seek ways to enhance performance.

    Visual Management is a technique that uses visual aids to communicate information about health of processes which can be easily understood by employees, thereby enabling them to make informed decisions to improve processes.

    Contents :

  • Identify, Implement & Sustain Kaizens,
  • Kaizen Event Approach,
  • Gemba Kaizens for focussed improvements,
  • 3P (Production Preparation Process) Kaizens for planning new facility, Layout or Process Flow,
  • Techniques like ECRS, SCAMPER, etc.
  • Visual Management & 5S,
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    Measuring Work & Improving Man-Machine Productivity

    Productivity is a measure of efficiency, often calculated as the ratio of output to inputs, such as labor and capital.

    While investments in technological advancements can help in achieving higher productivity, a scientific approach to measuring the work, standardizing practices and managing the man-machine deployment can be most cost effective way to improve productivity.

    Contents :

  • Time & Motion Studies,
  • Work Element Analysis, Standard Work Combination Sheet, Spaghetti & Man-Machine       Combination, SIMO charts, Load Balancing, Yama-Zumi Charts,
  • `∑CT’ Reduction by Identifying and eliminating NVAs, applying principles of Ergonomics and       Motion Economy,
  • Concepts & examples of Jidoka, LCA, Kara Kuri & Chaku-chaku.
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    Measuring Work with MOST

    Maynard's Operation Sequence Technique (MOST) is a method used to analyze and improve processes by breaking them down into smaller, standardized tasks and assigning a pre-determined standard time for doing the same.

    It reduces variability and increases reliability of time & motion studies.

    Contents :

  • Concept of Pre-determined Time Study,
  • Time Measurement Unit (TMU),
  • Process of setting Pre-determined Time Standard,
  • Sequence Model – REACH, GRASP, MOVE, POSITION,
  • General move, Controlled moves, etc,
  • Application of MOST in different scenarios,
  • Pros & cons of MOST over Time Study Method.
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    Reducing Setup / Changeover Time with SMED

    SMED (Single Digit Minute Exchange of Dies) is a technique for reducing the time it takes to changeover from producing one product to another from hours or even days to less than 10 minutes and thereby improving productivity.

    This can be achieved by redesigning hardwares; separating internal & external activities; and simplifying, streamlining & standardizing procedures.

    Contents :

  • SMED & OTED Concept,
  • Analyzing Changeover Operations,
  • Converting Internal to External Setup,
  • Reducing Internal & External Setup,
  • Sequencing Parallel Task,
  • Using Functional Clamps & Mechanization.
  • Optimizing Setup Operation
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    Reducing Inventory & Creating Pull

    Inventory management is the process of overseeing and controlling the ordering, storage, and use of materials, goods, and products within an organization to ensure that it has adequate stock levels and meets customer demand while minimizing cost and waste.

    This involves identifying and tracking inventory levels, determining reorder points, and setting policies for stock management, such as safety stock levels and stock turnover.

    Contents :

  • Inventory Management Techniques
  • Pull and Single piece flow,
  • JIC vs JIT vs JIS,
  • Implementing Supermarket, Kanban and Milk-run, FIFO, Countable Bins & Racks, Kitting, DSL. etc
  • Calculating & Optimizing Safety Stock, Reorder Point and Economic Order Quantity,
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    Quantitative Techniques for Business Modeling, Simulation & Optimization

    Business process modeling is a mathematical representations of an organization's processes with factors affecting and getting affected by decisions that we take in a complex scenarios.

    This can be used to make data-driven decisions to optimize the processes and improve the overall performance of the organization.

    Contents :

  • Spreadsheet Modelling for Deterministic & Probabilistic Cases,
  • Sensitivity / What-if / Scenario Analysis using Data Tables & Scenario Manager,
  • Optimization using Solver (Linear & Non-Linear Problems),
  • Optimizing Allocation, Assignment & Utilization of Resources; Product Mix; Product Ingredients;       Transportation & Route; Inventory; Waiting Lines; etc,
  • Monte Carlo Simulation for continuous and discrete distributions.
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