Theme 1 consists of 10 lessons regrouped under 4 modules including predesigned tools and formats and real-life action plan. Each lesson supported by tutorial video.

A Lean improvement project or transformation plan begins with a clear understanding of the real-life challenges and roadblocks that the organization faces. Equally important is aligning the entire organization to a common voice and establishing a direction towards clearly defined strategic objectives. There are many misconceptions about Lean culture or being a Lean company. Throughout the course, a special focus will be given to the Lean culture maturity path, the prerequisites for Lean culture change and how management drives the continuous improvement required to achieve true Lean culture and behaviors.

This course aims to clarify the real threats to the apparel manufacturing industry and the reasons behind past failures in improvement efforts. The student will learn about different types of wastes and how they impact financial performance in general and productivity in particular. The students will learn to see operations as an interrelated set of activities, connections and flows instead of individual parts, tools and people. Specific focus will be given to cost components and their interrelation to core objectives and key performance.

Theme 2 consists of 7 lessons regrouped under 2 modules including predesigned tools and formats and real-life action plan. Each lesson supported by tutorial video.

This course consists of analyzing and identifying the different product families and laying down the operations route of each product family. This exercise will allow selection of the product family with the most impact on financial performance. This is followed by the introduction and application of various assessment tools used to analyze the utilization of manufacturing resources known as “4Ms” (manpower, machineries, methods, materials). Students will also be equipped with the appropriate techniques to map the value stream of materials and information by observing the flow of raw materials and parts from stores, through manufacturing and up to the final shipping area.

Additional techniques covered include putting all the findings together by drawing the current state Value Stream Mapping (VSM). Other tools to analyze and evaluate the impact of the assessment findings on productivity and manufacturing costs are introduced. Students learn how to draw a gap analysis report that illustrates the potential roadblocks towards achieving the desired future state. Then troubleshooting techniques to those roadblocks and how to identify their root causes are explained. This information is used to generate new ideas towards the design of the future state. Students will also learn how to analyze the impact of the findings on the overall unit cost and recognize the future potential gains once root causes are eliminated.

Theme 3 consists of 14 lessons regrouped under 4 modules including predesigned tools and formats and real-life action plan. Each lesson supported by tutorial video.

This unit complements the results obtained in the 2nd course and leads to the creation of proven results through the adaption of the new ideas during a pilot trial. The lessons plan focuses on various techniques to simplify and improve work practices. The application of those techniques enables the students to separate valuable motions from unnecessary motions in order to improve and standardize all work methods resulting in reduced product cycle time. Then techniques and methodology to design and develop a team-based concept to ease workflow is covered. The course also explains the application of various balancing techniques to pull productivity at the pace of the production team and how to ensure quality is monitored at the source. Another important topic is 5S workplace organization, one of the foundations of Lean manufacturing. Students will learn to identify the essential needs for 5S workplace organization and how to map their current and future 5S states.

The new ideas are summarized and linked to root causes, prioritized and scheduled into a unique action plan known as a Kaizen events worksheet. This exercise is designed specifically for the implementation of the customized Lean tools during a pilot trial whose results will be reported in a Lean metrics chart. Upon completion of the pilot trial, the improvement team must demonstrate the proven results and celebrate the achievements. Students learn how to prepare a PowerPoint presentation of proven results to convince senior management to authorize an overall change strategy of the entire organization.

Theme 4 consists of 11 lessons regrouped under 4 modules including predesigned tools and formats and real-life action plan. Each lesson supported by tutorial video.

Upon completion of the pilot trial implementation, management and engineering will set standards such as productivity targets, level of WIP, SAMs, standardized work methods, level of Kanban and supermarket, bump-balancing, quality at the source, etc. These standards are the key drivers ensuring the overall performance of the production teams. It is the main responsibility of the production supervisor to track and maintain these standards through troubleshooting techniques and continuous elimination of deviations. In today's factory, the role of most production supervisors is limited to general work such as collecting and distributing bundles and trims, maintaining discipline, planning overtime, managing absenteeism, and providing technical assistance. Some of these tasks are unrelated to productivity nor are they in line with management’s expectations. This course covers the methodology of assessing and improving supervisor workload to coach and lead productivity.

In order to achieve the overall change strategy, the organization’s management systems must be simplified and unified to improve time response to the needs of manufacturing teams. This essential component is missing in every inadequate Lean improvement project. A multi-functional factory management team approach is crucial to successful Lean transformation. This includes the creation of a point-of-use system to deliver all necessary tools and equipment to the workers in a timely and correct manner. All the information necessary to produce an order including floor layout, correct machinery, operations assignments, quality standards, factory sample and trim cards must be provided in the same efficient fashion. This multi-functional approach is instrumental in improving order changeover time and eliminating delays arising from lack of information.

Advanced management Lean tools covered in this unit are point of use system, total productive maintenance system, balancing techniques, quality at the source, Kanban and supermarket calculators.

Theme 5 consists of 5 lessons regrouped under 2 modules including predesigned tools and formats and real-life action plan. Each lesson supported by tutorial video.

Prior to overall Lean transformation, the organization must adapt the entire workforce to the newly designed standardized tools and management concepts related to work methods, processes, balancing, quality, 5S, management procedures, systems and support concepts. The standardized tools and management concepts must be put together into one unique factory operating system. The operating system is split by manufacturing sections with its related Lean tools and standards, management procedures, concepts and support. The student will learn about the essential steps needed to develop a unified operating system and how to break down the operating system into sections and work components targeting each appropriate audience for capacity building. The operating system thus becomes part of the human system to train and develop talented people in both new and existing employees and to inspire and commit to continuous improvement.

Before implementing capacity building efforts, it is first necessary to involve the entire workforce and raise their awareness of the Lean project. It is therefore vital for the entire workforce to understand Lean in a more practical manner. The trainer will share and provide students with customized and simulated games that assist in developing better understanding of industry challenges and Lean application and benefits. Examples of such practical exercises are Lean pull approach vs. push; collaborative team-based cells vs. individuals; standardized work methods vs. unreliable and inconsistent work methods; quality at the source vs. quality at final stage of manufacturing. These exercises will prepare the entire workforce towards smoother adaption of the new Lean operating system. In addition, this course covers the design of the training calendar for the entire workforce, illustrating who should learn what and when. The training planning can be aligned with transformation to ensure trained people are engaged at the time change is made.

Theme 6 consists of 7 lessons regrouped under 2 modules including predesigned tools and formats and a transformational plan. Each lesson supported by tutorial video.

This course teaches how to develop a Lean transformation plan which takes into consideration possible periodic investment budgets. It then links all improvement initiatives into what is known as an X-matrix that aligns Kaizen continuous improvement events with tactical and strategic objectives. Finally students learn to simulate measurable achievements and progress compared to desired goals.

A successful Lean transformation involves several action plans which require ongoing and effective monitoring systems. Examples and ideas are shared showing how to organize a visual project office that visually displays project progress, achievements, issues, concerns and future plans with open access to everyone within the organization.

There are no prerequisites.
The Lean Manufacturing Redesigned program covers all levels starting from yellow belt for basic students up to the highest level black belt. The workshop is designed for anyone who wishes to organize, manage and lead an overall Lean transformation throughout the manufacturing value chain. It is also designed for anyone looking for a better career in areas such as manufacturing management, project management, engineering, business analysis and improvement.

Most programs consist of unnecessary training material which in fact makes it more complicated to develop into a practical Lean thinker. These programs are often designed to attract more clients rather than focusing on their most essential needs. Our program is the result of three decades of hands-on experience with proven results which provide the best approaches and techniques towards successful Lean transformations.

Most Lean certification programs extensively cover the Toyota car manufacturing experience which has already been written about substantially. Students in these programs are not introduced to the specific conditions of the textile and apparel (T&A) and footwear sectors which in fact differ considerably from the automobile industry. Our training focuses on the root causes of manufacturing problems in the T&A and footwear sectors. We have redesigned the Lean tools and techniques required to identify wastes and trouble shoot in order to improve efficiency and tackle any other obstacles of optimal financial performance.

Furthermore, our training also focuses on the importance of the initial stages of any Lean transformation project. This includes identifying the manufacturer’s core objectives and then drawing up a detailed action plan which covers strategy, tactics and operations. We also emphasize how management systems and other support concepts must be developed in order to optimize and sustain the company’s resources. No other Lean certification program teaches all these components.

The program meets the standards of the three leading non-profit organizations that collectively set criteria for operational excellence:

• American Society for Quality (ASQ)
• Association for Manufacturing Excellence (AME)
• Shingo Institute

The training methodology is based on the principles of “learning by doing” meaning “learn then apply”. This is the same TWI (training within industry) approach used at Toyota whereby workers first learn each step and then practice what learned in real life conditions.

What is the course methodology?
The course combines Lean knowledge, techniques and tools supported by an action plan. There are six module plans which cover the organization and management of a complete Lean improvement project from initial steps up to the organization’s overall transformation. Each module consists of multiple work components that enable the student to engage in immediate action. The student cannot skip any of the modules since each module is supported by an action plan and complements the next module’s action plan.

In summary, our course provides in-depth step-by-step guidance and coaching. We aim to develop Lean black belt practitioners who truly understand the Lean experience and who can make a real difference in the new modern era of manufacturing.

The student needs to pass a basic quiz after completing each of the six modules. A passing grade for each quiz is 70%. Students are allowed to retake the quiz an unlimited number of times until the 70% has been achieved. A master black belt completion certificate is awarded after successful completion of the six quizzes.

After enrolling, you have unlimited access for six months to the training material, tutorial videos and other tools.

We will try our best to avoid making you unhappy. So far we have satisfied 1,542 students located around the globe. However, if you are unsatisfied with the workshop, contact us within the first 10 days and we will give you a full refund. (Refer to DIP terms and conditions of use and privacy policy).