Effective Gemba Walk - Maintaining and Improving Standards
This course describes the detailed structure of roles and responsibilities of line and factory management which are split into four levels of Gemba Walk. Each level consists of a set of key performance areas that must be observed and evaluated on a daily basis in order to ensure standards are achieved as planned. In the event of failure, the course also covers how to troubleshoot for deviations and generate solutions through what is known as a catchball session.
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Aligning Management to Common Voice
Without the commitment of the organization’s senior management and the establishment of an effective Lean project steering committee, all working with a common voice, there can be no successful Lean transformation. This course covers the key criteria for the selection of the Lean project steering committee and the Lean project coordinator, including their respective roles and responsibilities, as well as subjects to be covered during the orientation session.
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Establishment of Visual Lean Project Office
A successful Lean transformation involves several action plans which will require ongoing and effective monitoring systems keeping everyone in the loop and aware of the project’s progress as it occurs. This course covers the tools and techniques for providing effective visual communications related to every aspect of the improvement project’s progress.
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Applying Value Stream Map (VSM) in Manufacturing Area
VSM is the foundation for Lean improvement strategies designed to shorten manufacturing throughput time and lead time to market while exposing all wastes that disrupt a product’s smooth path thereby adversely affecting the value chain.
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Optimizing Manufacturing Resources
Profitability is based on the combined performance of manufacturing resources. Assessing manufacturing resources utilization is crucial to reach higher levels of improvements. This course aims to equip the student with the appropriate techniques to identify and bridge the current gaps so as to maximize utilization of resources to levels exceeding management expectations.
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Lean Manufacturing Basics
This course aims to guide participants to better understanding of the Toyota production methodology that led to maximization of space, labor and machinery utilization in turn resulting in cost reductions and shortened lead time. It also covers some of the more common process-related tenets of Lean manufacturing and the strategies necessary to support them.
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Strategizing Quick Changeover
In the labor-intensive industry, the focus in changeover is on workers and machinery which can be moved and require adjustment. These changes will invariably involve displacement of workstations and create substantial chaos as workers wait idly while the production line goes through a complete set-up.
This course addresses the four primary areas – workers, machinery, information and materials – which will require improvement and restructuring in order to achieve rapid changeovers.
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Lean-Driven Cost Management
This course provides clear analysis of correct cost management planning and its integration. It discusses potential changes required by the organization in order to manage and improve cost deviations in their efforts to achieve target unit prices and profitability goals.
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Aligning Manufacturing Resources with Organizational Improvement Strategy
Companies aiming for success must stop believing in piecemeal approaches towards improvement or relying on conventional assumptions to drive change. The organization needs to analyze all its needs and what it takes to reach those needs. This course will guide leaders in all the strategic steps necessary to take prior to any Lean engagement and the methodology required to formulate an overall plan of the organization’s manufacturing resources in order to lead successful change.
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Developing Talented Lean-Driven Sewing Machine Operators (SMOs)
This course aims to equip trainers with essential knowledge and techniques to develop talented SMOs who will clearly understand the fundamentals behind the key drivers of productivity and enable trainers to improve the practical skills of SMOs in order to achieve productivity goals. Companies who have used this training approach have achieved impressive results both in overall skills and knowledge and in quantifiable performance of SMOs.
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Developing Primary Abilities of Production Supervisors
The supervisor is the linchpin around which all productivity targets revolve. Productivity goals cannot be achieved without the direct support of the supervisor who is responsible for creating balanced and smooth workflow, maintaining cycle time, ensuring quality while achieving the desired performance standards. This course elaborates the techniques for trainers on how to develop effective and efficient production supervisors who can make the difference in this new era of manufacturing.
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3 Worksheets
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Total Productive Maintenance (TPM) System
If factories want to achieve the complete benefits of Lean Manufacturing, TPM is an important strategy to deploy as its key driving force is contributing to the optimization of the company’s manufacturing resources.
An excellent way to get a deeper understanding of TPM is to walk through an example of Lean implementation. This course provides a practical step-by-step plan for a successful TPM implementation.
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Motions & Time Measurements (MTM) I & II
This course teaches the theory and application of MTM I and MTM II. Students will engage in simulated exercises to explore the effective application of MTM I & II. The MTM II course is based on the 17 basic motion patterns introduced in MTM I and is applicable for factories that produce in both small or large batches. The courses are instrumental in designing standardized work combinations within a Lean environment.
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Reinventing and Redesigning manufacturing Platform
This course provides a baseline guide to enhance understanding of the necessary strategies supporting change and the achievement of those goals by designing a manufacturing platform that allows an organization to gain significant competitive edge.
The course helps to visualize potential cost reduction and its sustainability. Also covered are other possibilities for manufacturing costs reduction, future improvement plans and other directions for moving forward.
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Optimizing Cutting Room Resources
Did you know that as much as 80% of cutting processing time is for unnecessary administrative and fabric movement activities? Or that utilization of cutting tables rarely exceeds a third of what constitutes value-added activities?
This course covers the techniques for building a just-in-time structure in cutting area by maximizing cutting table, equipment and worker utilization as well as the elimination of unnecessary activities that block the flow between incoming fabrics to sewing supermarket
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Developing Flexible Team-Based Concept in Sewing
Many factories who claim to have gone Lean have in fact limited their initiatives to physical change in the sewing department. Unfortunately, this approach has limited potential for real or sustainable improvement. This course covers the applied engineering techniques required to analyze, simulate and design a flexible cellular manufacturing concept which can respond to a variety of products while pulling maximum benefits in a just-in-time environment
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Building Bump-Jump Team in Finishing/ Packing Area
Some 60% of finishing and packing activities are considered repetitive and unnecessary under traditional worker set-ups by skill set. Lean means the elimination of unnecessary activities, better utilization of labor resources, reduced cycle time and overall increased productivity.
This course covers the Lean techniques to improve the finishing/packing structure through the simplification of activities with more efficient teams and less inventory
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Unifying Management System
The true benefit of Lean Manufacturing can only be achieved when management moves from the traditional set-up where each department works independently to one which is completely unified. This course focuses on the simplification and linking of all key function areas with a single unified management system in order to improve response time to the needs of the production teams.
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Establishing Point-of-Use System
A point-of-use system is a Lean tool designed to ensure smooth order changeover for each new product and/or product family in a timely manner. It is introduced and approved at the new product’s pre-production stage. This course provides step-by-step guidance to design the flow of requirements by restructuring and unifying the involvement of the key players involved in each order changeover.
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Problem-Solving Techniques: in Apparel Factories
This course covers the steps of each phase of PDCA including techniques and formats used in the troubleshooting and solution process. The teaching methodology is simplified yet practical to facilitate learning as per the needs of the apparel industry.
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5S Workplace Organization in Office Area
5S workplace organization is just as important in the office area as on the factory floor.
This course teaches each step of how 5S can be applied in the office area. It covers 5S implementation, applied techniques to monitor and sustain standards and how to motivate and coach everyone working in the office area to actively participate.
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5S Workplace Organization for the Shopfloor
This course teaches each step of how to set up a 5S structure beginning with the nomination of a 5S committee and sub-committees for each manufacturing section. It then explains how to define requirements for each area and how to develop suitable checklists. Finally it covers how standards will be audited throughout the value chain.
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Aligning and Leading Change (Hoshin Kanri)
In order to successfully lead a Lean transformation plan, the project leader must be able to link all the improvement initiatives into what is known as an X-matrix. The matrix aligns all the Kaizen continuous improvement events (change plans) with the organization’s tactical and strategic objectives and the change in its management direction. This course covers techniques to prepare for and align improvement events. It also covers techniques of coaching and managing overall outcomes
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Applying VSM in Office Area
Have you ever assessed back office activities? Are you aware there are more wastes in office than manufacturing area? Also, retailers and brands are spending millions to improve product lead time to market. This course offers a step-by-step approach to applying VSM to the administrative and office environment. It is a must learn for Lean leaders looking to improve their production support activities through shortened workflow and to respond to demand (internal / external) in Time manner.
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