Description

The effectiveness of the Lean approach and the significant gains that result from it are attested by many companies. Many of them also report the difficulty they had in launching the project and then maintaining the results over time. Continuous improvement cannot be decreed. A cultural change is necessary to anchor the daily use of Lean tools. To facilitate the start-up and ensure the sustainability of Lean, it will first be necessary to master the Lean tools, then plan the Lean transformation phases, and finally remove resistance and channel energies. This training allows you to become a true 'Lean Project Manager', trained or even certified by Skills Campus, capable of obtaining lasting results in the company.

Who is this training for ?

For whom ?

Manager, engineer and technician, management staff involved in a Lean dynamic. Facilitator, actor in the implementation of Lean. Production manager, production engineer, methods and maintenance manager. Lean management.

Prerequisites

Training objectives

Master Lean tools to be the reference and facilitator of Lean in its context.

Understand the Lean transformation to be able to plan the stages.

Energize change, work on resistance by channeling energies.

Training program

• The CATALISE ® method Simplify the process
  • Identify VA and NVA, map with the Value Stream Mapping tool.
  • Produce compliant: Initiate Autonomation using the Andon table, the Poka Yoké.
  • Guarantee the availability of resources: Measure OEE, develop TPM and self-maintenance.
  • Respect customer rhythm: Address bottlenecks balance positions at Takt Time.
  • Smooth production: Scheduling using the Heijunka box, carrying out an SMED action
  • Working in pull flow: Apply just-in-time, pull flows, Kanban.
  • Apply and enforce standards: Implement and respect standards, 5S
  • Balancing management: Managing. respecting standards and managing progress
• Promote awareness
  • Valuing a change agent.
  • Organize knowledge of Lean techniques.
  • Induce a constraint as a lever.
  • Redraw the mapping of value chains.
• Start construction sites
  • Support teams towards change.
  • Neutralize the diversity of flows by creating sectors.
  • Making a reality through a Lean pilot project.
  • Succeed in the continuous promotion of progress.
  • Encourage visual organization.
  • Resolve problems using the right method.
  • Scenario Experience of a construction site Lean: the JIT simulation game
• Ensuring sustainability
  • Define the right objectives and indicators.
  • Use standards.
  • Transmit Lean to customers and suppliers.
  • Extend Lean to support services.
  • Return from Hoshin to Kaizen
• The 7 new Lean habits
  • Management that 'serves' value creators.
  • Structured improvement.
  • Standards respected and constantly improved.
  • A visual organization.
  • A generalized hunt for waste.
  • A real communication.
  • An 'active' animation of progress
• Diagnose resistance and build your action plan
  • Anticipate foreseeable resistance, analyze project risks.
  • Evaluate the impact of personalities, use the right communication tools.
  • Channel energies (manage hostility, indifference, euphoria).
  • Identify the actors' motivation levers
  • Build your Personal Action Plan to relay and anchor the 7 new habits. .
  • Scenario Taking stock: self-diagnoses risks, communication, assertiveness