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Lean training workshop

The Program for Operations Excellence offered its first training on Lean Thinking in January 2008. Instructor Alex Boussetta gave an intensive two-day workshop teaching the Lean methodology to a group of professionals.

Due to the success of previous session, we are now planning a new session that includes the following value added changes:

  • It will be offered on three days: Friday to Sunday,
  • It will include an exam,
  • A "Certified Lean Project Leader" certificate will be issued after participating to the training, case study and passing the exam.

The next Lean course at the Desautels Faculty of Management at McGill University will take place in Montreal between Friday, May 30 and Sunday, June 1, 2014.

The course runs all three days between 9:00 am and 5:00pm.

The cost of this course is $1,450.00 CAD.

Register for the Lean training program

(A confirmation will be sent the following Tuesday.)

Please contact the instructor, aboussetta [at] live [dot] ca (Alex Boussetta) for any inquiry.


PRE-REQUISITES: Attendees must have at least two years of relevant full-time work experience (no internships).

Download the Lean training brochure

Lean training is subject to a minimum of 25 people. On the occasion when less than the minimum number have booked, McGill University reserves the right to cancel the course and registration fees will be fully refunded.

Lean is the term used to describe the Toyota Production System (TPS) developed in the post World War II years. The concept started in a manufacturing environment, and gradually was applied to the whole company spectrum, including the supply chain, marketing, new product development and services.

Lean is not simply an effective business improvement tool; it is a way of running a business. The objective of lean thinking is to create more value for customers, employees and owners through a perfect value creation process that minimizes waste along the entire value stream, by continuously looking for improvement. Lean provides a way to provide customers with exactly what they want, when they want it, with the least amount of effort, assets, equipment, time and space.

Key Benefits

At the end of the training, the participants will be able to:

  • Understand the Lean methodology and concepts
  • Apply it to operational and service value streams (processes)
  • Identify wastes and constraints (bottlenecks)
  • Find and implement solutions to remove the wastes and constraints to make the value stream flow, cutting down time, cost, effort, defects.
  • Understand how to establish a plan to bring a business or service on the road of profitability using these operational excellence concepts.

Career Aspects

Knowledge of the Lean methodology has become a prominent skill for professionals. Experience and training in that methodology is usually an asset for General Management, Operations Management, Supply chain, Logistics and Product development.

Who Should Attend

  • General managers, Operations and Product Development managers
  • Industrial, Manufacturing and Continuous Improvement Engineers and Technicians
  • Supply chain, production, purchasing and logistics professionals

Methodology

  • Theory will be given regularly throughout the seminar.
  • The exercises will focus more on the operational side, although the examples and application will cover the services environment.
  • Exercises will be used at every step of the training to explain and test the concepts and tools.

Instructor

Alexandre Boussetta
Eng. M. Eng., PMP, Certified Six Sigma Master Black Belt
Project Director, Strategic Consultant
Abacus Team Inc.

Course Outline

Day 1

1. Overview of Lean

  1. History
  2. Brief overview of the concepts
    1. Value, 7 wastes (exercise)
    2. Value Stream
    3. Flow and 1 piece flow (exercise)
    4. Pull
    5. Perfection (least waste way, Jidoka, autonomation)
    6. Takt time
  3. Applications
  4. Overview of the kaizen methodology and tools

2. Kaizen Event

  1. Preparation and Agenda
  2. Summary and target sheets
  3. Execution and rules
  4. Brainstorming and Trystorming
  5. Newspaper, PDCA
  6. Prioritization

3. Process Mapping

  1. Process mapping rules
  2. Analysis: wastes and clouds

4. Value Stream Mapping

  1. Value Stream Mapping vs. Process Mapping
  2. Value Stream Mapping steps and rules
  3. Analysis: wastes, clouds, bottleneck, takt time

5. Introduction to SMED (setup reduction) and TPM (Total Productive Maintenance)

  1. SMED Internal and External concepts
  2. TPM steps

Day 2

6. Standard Work

  1. Observation and time study
  2. Standard work
    1. Cycle time vs. Takt time
    2. Sequence
    3. Standard work in process
  3. Standard work combination sheet
    1. Least waste way, Least way repeatable, most repeatable
    2. Studying Most waste and variation
    3. Loading charts

7. 5S and Visual Management

  1. 5S applications
  2. Steps
  3. Visual management and reaction

8. Mistake Proofing

  1. Basic Poka Yoke
  2. Available devices

9. Root Cause Analysis

  1. Automotive 8D process
  2. Brainstorming, fishbone, 5W
  3. Data collection and Pareto
  4. Control and audit plan (in link with standard work)

10. Material Replenishment Using Pull and Kanban

  1. Pull concept
  2. Kanban calculation
  3. Pull signal types
  4. Kanban usage

Day 3

11. Exam

12. Case Study: Lean Thinking Global Application for a Business

This case study presents an aerospace related business that has grown rapidly due to its products and services, from a small business to quite a larger size. Traditionally a manufacturing company, it extended its product development and systems integration offering. With a $ 800 M yearly revenue, the business did strive in terms of profit and market share.

After years of stabilization the company started to see a downturn. Capital investments and management consulting interventions were conducted with some results. Still 2011 is the most difficult year financially.

This case study explores the company’s situation, performance and challenges, including various aspects such as the operational, financial, organizational and market sides. The participants with analyze the situation globally.

In teams, the participants will then build and propose a step by step recovery plan. Gradually the participants will share their ideas; compare them with key Lean Enterprise best practices from Leading companies and from the Toyota Production System.

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