| Value Stream Flow Kaizen Workshops |
|
5 Day On-Site Workshop |
 |
 |
Executive Flow and Process Kaizen Leadership Workshop Objectives:
• familiarize servant leaders with just-in-time production principles & methodologies
• assist lean leaders in seeing the flow within their chosen focus Model or Pilot value stream flow and its sub-component operational processes
• assist lean leaders in creating a comprehensive current state value stream flow map of their model value stream and conducting a process kaizen of an important constraining sub-component process
• assist servant leaders in understanding how just-in-time principles and practices can significantly improve flow within the value stream and its component processes
• assist lean leaders in visualizing, then developing an aggressive, yet feasible future state value stream flow and sub-component process improvement designs
• coach leaders in designing an improvement sustaining lean transformation plan
• assist servant leaders in developing an effective lean leadership framework and sustaining performance metrics for their value stream and operational processes
|
To achieve these objectives, participants will:
• practice, through discussions and case study illustrations, basic value stream flow mapping and process kaizen methods, team building, and servant leadership roles and responsibilities
• develop both current and future state flow maps of their focus model value stream
• hands-on kaizen a constraining process component of the model value stream
• learn lean leadership roles and responsibilities and appropriate lean performance metrics to sustain kaizen improvements
|
|
|
|
 |
A day prior to each workshop, the workshop coach will make a process flow assessment of the Model value stream. |
|
Current State
Value Stream Mapping
|
 |
• introductions/workshop structure
• lean fundamentals
• flow and process kaizen
• a framework for transformation
• flow kaizen value stream mapping process
• dock-to-dock value stream mapping
• cross-functional process mapping
• team current state flow mapping
• team current state presentations
• group current state flow map consolidation
• group current state opportunities
|
Improving Flow
and Process |
 |
• group final current state flow map design
• regulating demand and production flow
• enhancing production flow
• balancing workload
• work cell layout and flow
• cellular manufacturing
• visual process control
• pull processes
• work-in-process flow
• materials flow
• just-in-time flow demonstration
|
|
|
Inventing a Better Future State Flow |
 |
• future state flow mapping process
• case study future state examples
• team future state flow development
• team future state flow Mapping
• team future state presentations
• group future state flow map consolidation
• group future state flow opportunities discussions
• group future state impediments
• component impediment process kaizen methodology
• documenting process reality
|
Impediment Process Kaizen |
 |
• identifying component process wastes
• team impediment waste countermeasure design
• team process kaizen improvement presentations
• group process kaizen improvements consolidation
•
group improvements validation
• group planning for on-floor work
• group process kaizen shop floor improvements execution
|
Becoming Lean |
 |
• group process kaizen shop floor improvements execution (cont.)
• team documentation of improved processes
• team measurement of process kaizen results
• team process kaizen results presentation
• becoming lean - kaizen implementation and follow-up
• organization transformation planning
• wrap-up and workshop’s value
|
For More Information Contact:
Jim Price
Email:jprice@mfg.uky.edu
Phone: 859-257-6262, ext. 407
Cell: 859-509-2667
|
| |
|
| Lean Systems Program |
|
