Lean Management and Toyota Production System Pioneer Taiichi Ohno said: “Not knowing the Problem is The Problem!” Traditionally various departments in manufacturing organizations have been working as Islands of Excellence. Consequently they worked in Stand Alone Manner, Flow of Process & Measures of Excellence. Optimized Utilization of Man, Method, Material & Machine were not identified! Value Creation to Organization while making a Product or Service was not considered. 9 Hidden Wastes & Losses continued to adversely impact Productivity!
Vital Concepts of Lean Management are:
Systematic & Continual Elimination of Non Value Adding activities & find: What, Why, When & Where is it hidden
Build Quality at Source
Cost Optimization with focus on improving Return on Investment (ROI)
Arranging Un-interrupted Flow from Raw Material to Finished Goods
Achieving Standardized Work Methods
Respect for People.
Adopting Lean Management requires: Organizing Vertically Integrated & Cross Functional Team is essential among: Sales, Customer Service, Process Designing, HRD, Costing, Operations & Quality Assurance & Maintenance for achieving Business Growth, Efficiency, Improvement, Stabilized Profits, High Morale among Staff & Customer’s Preference.
Understand: “Value Creation in Process” at each step in the Process
Integrate customer’s choice in to the Operational Process
Use structured problems solving methods
Continual evaluation of operations
Educate & Train All for sustaining improvement activities
Transparently share Failures & Successes for learning among all stake holders
Continual pursuit of What is Better than Before in all activities
Record & Display Lean Management Tools, Efforts, Results
Help to sustain Commitment to Quality in Work because that gets Better Results
Study with Focus in the Process:
What is measurable becomes meaningful,
Calculate Through Put Time (TPT) from Demand to Delivery
Define the TAKT time & Customer Demanded Rate: Time v/s Quantity
Define the “Cycle Time” & how to stabilize it?
Calculate the Value Adding Ratio:
Define what Value Adding Time (VAT) is & Formula to calculate
Identify Non Value Adding Activities & Time
Locate causes of Hold Ups, Diversions & Waiting in the total Process
Understand how to calculate Productivity & Efficiency:
What is Overall Equipment Efficiency (O.E.E) Formula for calculation
What is Mean Time Between Failures (MTBF)
What is Mean Time To Repair (MTTR)
Facilitate Usage of One Piece Flow in Operations & Benefits thereof!
PDCA & SDCA: (Plan Do Check Act & Standardize Do Check Act)
Understand properly what are PDCA & SDCA
How to use the PDCA Cycle as prescribed by Dr. W. Edward Deming
How does SDCA help?
Train People in using PDCA & SDCA
Lean Management Techniques:
Just In Time (JIT): what is & how to use it
Understand how to achieve: First Time Right (FTR) & Every Time Right (ETR)
Understand “Pull System v /s Push System” in conversion of Material & Data
Understand Value Adding Help by arranging “Cellular Processing”
How Usage of Lean Management: Promotes Journey of Excellence & for achieving “World Class”
Lean Management must build on “Skill Gaps & Capability of Processor”
Audit through Skill Matrix for enabling & empowering Process Owners
How to do Cost Calculation of: Material + Method of Work
Attain & Sustain “Jikotei Kanketsu”: Standardized Work for Predictability
Medium: English/ Hindi
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Rs. 3,000 + GST 18% per person.
Rs. 2,800* + GST 18% per person for a group of Three to Four participants.
Rs. 2,600* + GST 18% per person for a group of Five or more participants.
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