scodanibbio.com Carlo Scodanibbio Industrial & Business Consultant Lean Management Consultant

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course contents and main topics

• Industrial Performance: Definition and measuring methods - self-assessment methods - approaches to performance improvement - the world-class performance concept.
• The Key to World-Class Performance: Lean Thinking - What does Lean Thinking mean? (more »)
• The Scenario: The world has changed - The environmental change must be understood and managed effectively.
• The Pre-requisites for World-Class Performance: Being prepared to abandon the "formula" - Having a clear direction and ensuring effective communication: let people know where you are going to - Deploying lean tools: getting there.
• The Four Organisational Models in Industrial History: To which model does your enterprise respond? - Is the model suited for high performance? - Workshop: scanning an organisational structure and defining the most appropriate strategy for "lean" performance - understanding what the braking forces are in the road to lean status. (more »)
• Why many private enterprises and public/semi-public organisations don't "perform": the root causes of poor performance date back to over 2 centuries ago. We have gone into the 21^st century, with enterprises designed in the 18^th and 19^th centuries to perform well in the 20^th...    Is our Industrial DNA still polluted by those obsolete principles that gave birth to the first Industrial Revolution? Case studies.
• The origins of Lean Thinking - 1. Remember! Irrespective of whether you fish it, you farm it, you breed it, you mine it, you manufacture it, you mill it, you brew it, you construct it, you simply sell it, or you dance it or sing it... no matter what you do - you must generate value for your customers!
• The origins of Lean Thinking - 2. Remember! Everyone that works in your organization is doing one of three things: a) They are generating value for your customers - or, b) They are creating or reshuffling waste - or, c) They are doing absolutely nothing. The market leaders will always have the majority of their people dedicated to the first of these.
• Value Adding Management in Industry: The pilot light and driving philosophy for the new millennium - Focusing on processes to maximise value and eliminate waste - Today's relationship between value, productivity, and quality - How to re-engineer an enterprise for generating high levels of output (more »)
• Productive Process Time and Cost Analysis: Identifying value-adding and non-value-adding activities (more ») - Case studies: spot the waste!
• Systematic Elimination of Waste in Industry: What is waste? - Classification of waste. (more »)
• The Target: Flow process or, Processing with no waste (more »)
• The Origins of Lean Thinking: Lean Manufacturing - Flow Production (more »)
• The Role of Lean Disciplines in obtaining higher levels of Performance
• The Soco (5S) approach as a starting point (more »): Halting waste proliferation - Reducing waste - Eliminating waste - Case studies
• Lean Disciplines for the Manufacturing Industry: Lean Manufacturing and its relationship with other world-class manufacturing disciplines: TPM (Total Productive Maintenance) (more ») - TQM (Total Quality Management) (more ») - 6-Sigma Methodology (more ») - Achieving Quick Change-Over (more ») - Cell Manufacturing (more ») - Continuous Flow techniques (more ») - Value Stream Management (more »).
• The Lot Issue In Lean Manufacturing: The small-lot production systems or, the smaller the lot, the less the waste! - Interactive workshop - one-piece flow vs. batch production
• How To Drastically Reduce all Lead Times through Flow Production: Produce today what your customers ordered yesterday - Cell and Continuous Flow Manufacturing - Case studies
• The Conversion of Lean Manufacturing Principles for Deployment in other Industries: The implementation of the one-piece-flow principles in the service and project industry. The result: Flow Processing for the service industry (more ») - Lean Project Management for the project-driven industry (more »).
• The 5 Core Concepts of Lean Thinking: 1) Value (as defined/perceivable by the customer) 2) Value Stream (the way Value is produced and delivered) 3) Flow (internal: Organisation-side, and external: Customer-side) 4) Pull (the Value Stream must flow pulled by the Market) 5) Excellence (the continuous improvement of a Lean Organisation).
• Lean Thinking preliminary targets: reduce the steps by half - reduce the time by half - reduce the errors by half. Lean Thinking subsequent targets: cut the steps to Value-Adding only - cut the time to Value-Adding-time only - zero defects.
• The resistance and opposition thinking to the Lean transition: the table of excuses - the "batch" mentality - the "push" mindset - the "conveyor" mentality. How to overcome resistance and reluctance.
• Lean Thinking - the old and new tools for seeing and eliminating waste: Time Observation - loading Bar Charts - the 5W2H approach - the 5Why method - the TAKT-time principle - Communication Circles - Process and Value Stream Mapping - Spaghetti Diagram (more ») - Flow Charting. Practical exercising and case studies. The core tool: Creative Thinking.
• Are Lean Thinking and Flow Process principles and techniques suited to all industries? The answer is definitely YES!
• Lean Thinking and Flow Processing in the Service Industry. Workshop and case studies. Poka-Yoke (mistake-proof) Flow Processing: how to eliminate errors and poor performance in every service process. The concept of Service Recovery Process. Lean Thinking in Administration and Office work. Practical exercising.
• Today's Project Management is Lean Project Management (more »), the target for the Project, Contract and Construction Industry. The secret: Lean Planning - workshop and case studies. The concept of the Last Planner: how to eliminate waste in Project/Contract works. Lean Project Management in multi-projects situations: the TOC (Theory of Constraints) approach to Lean management of several projects at once. Workshop.
• Lean Thinking and Quality: ...eventually, the dust settled. What is TQM today, what is different from 10 and 15 years ago. Today's core principles of Total Quality Management in a Lean environment. The relationship between Quality Assurance and Total Quality Management. Is the ISO Quality Assurance system really beneficial? When should an enterprise go "top-down" ISO style, and when should it go "bottom-up", kaizen style? Can the 2 approaches be combined? How to harmonise a Quality Assurance System to ISO standards with a TQM System targeting at eliminating all defects and opening the door to lean processes. The "turn-this-board" strategy.
• The 6-Sigma Methodology for elimination of Quality defectiveness and process' variation: overview (more »). Can the "Lean" and the 6-Sigma approaches be beneficially combined? Can 6-Sigma be part of the greater Kaizen approach to Performance Improvement?
• Lean Thinking, Plant and Equipment. Industrial competitiveness today is based on the motto: "People: first - Methods: second - third, and only third: Technology". What are the modern principles of Plant, Equipment and Machinery Management under the Lean angle of view. How to prevent major technological mistakes (the "super-star-galactica" cul-de-sac....). What machines are really suited for "lean" and what are not. How to harmonise People and Machines in a productive system geared to produce high levels of added-value. How TPM - Total Productive Maintenance principles (more ») can be beneficially deployed not only in the Manufacturing, but also in the Service and Project Industries. Case studies.
• Lean Thinking principles in new Products/Services Development and in Customer Relationship - Lean Thinking and the Value-Chain (more ») - the Lean Supply Chain - Lean Thinking and the Learning Organisation (more »). Lean Thinking and Opportunities Generation (more »). Practical exercising and case studies.
• Lean Thinking and the Marketing/Sales process. The motto: "think like a customer"!
• Lean Thinking principles in the Public Sector - open debate.
• Lean Thinking principles in the Mining Industry and the Continuous Process Industry. The "Control-Room" syndrome - case studies.
• Lean Thinking and Software Development. Lean Thinking and the IT world. What has gone wrong in the IT sector and how it should be reviewed to cater for Lean. How to deploy TPM principles in the IT (Information Technology) domain.
• Lean Thinking and Excellence. The approach to continuous performance improvement Lean-style: Lean Kaizen (more »). Pre-requisites, limitations, constraints. Why it may fail. How to make it successful. Modern continuous improvement strategies under the Lean Thinking umbrella: direction, strategy, brain-power, poor-man approach, tools, techniques, team-work. The nitty-gritty of inadequate, non-lean team-work: interactive workshop.
• Lean Thinking and People. How to insert people in value-generating processes. Making people understand the difference between single-skill/single-function activities (tasks) and multi-skill/multi-function process management. How to switch over from simple tasks to simple processes (more »). Case study. How to evolve from "job description" to "process description".
• Thinking. The ultimate resource. The main differences between old-world traditional, automated thinking and new-world proactive and creative thinking (more »). The Second Industrial Revolution.
• Lean Enterprise Management. The mottos: "...lean is beautiful..." - "...small is beautiful..." - "...simple is beautiful...". The extrapolation of the Italian Model and the deployment of its practical and beneficial features in all Industries. Case studies: intra-preneuring - decentralisation - the business with no factory - the "replica" concept.
• The future scenario. How will world-class enterprises be in 10 years' time? Will our present and "comfortable" model change drastically into new, leaner models? Will the pyramid flatten to minimal levels? Will Employment as we know it today gradually disappear? Understanding the trend and getting ready for the future challenges.

course duration

Duration: 24 hours (typical)

course objectives

Dear Delegate(s),

Lean Thinking is changing the way organisations operate. No longer stuck in the paradigm of "mass" thinking, many enterprises, including service and project-driven companies as well as governmental bodies/institutions, have tried to adopt some portions of the Toyota Production System, the Lean philosophy. Many have failed. Many have rushed off, taken a course and pronounced themselves LEAN. Yet very few have tested the depths of overall performance enhancement and added competitiveness possible with a complete change of paradigms in the "lean" direction.
Research by Gallup has uncovered that less than 30% of employees are truly engaged in their jobs. Lean Thinkers have long shown that an additional 25-40% of the work done by most organisations is waste or non-value added. This means that nearly 40% of every payroll dollar is lost.

This course will be a shocking course for many of you. Because it demystifies all traditional principles of the first industrial revolution on which the majority of enterprises, still today, are built or around which they operate. By presenting in rather great detail the philosophy of the second industrial revolution and the main tools and disciplines readily available to all enterprises to perform in an "excellent" status, this course is a door-opener to lean practices for whoever is:

ready to listen to message
prepared to abandon obsolete principles, formulas and approaches
willing to get to "lean" status

This course will prove that competitiveness today can no longer be achieved by merely cutting costs or revamping technology: because cutting costs has a floor, while performance improvement through maximisation of value-added and waste elimination has no ceiling -and because technology alone does not generate the levels of output value enterprises and organisations need to tackle the challenges of the new millennium.

This course is the logic development and extrapolation of my "Lean Manufacturing" course, dedicated to the Manufacturing Industry. It shows that Lean principles can and should be adopted not only in Operational Manufacturing processes of any nature, but also in all other processes (commercial, administrative, logistics-related, etc.) and also in the operational processes of non-manufacturing enterprises, such as service establishments and project-driven companies.

By showing that "thinking" is what must change at all levels of an organisation, this course will prove that higher levels of performance can be achieved if you create the right conditions.

I hope to see you there, best regards

Dr Carlo
 

 
Specific objectives of this course are:
- Understand how lean thinking has evolved since its inception, and how it applies to different sectors, operations and business processes
- Understand in depth the Lean Thinking philosophy, performance goals and critical success factors
- Know how to develop a lean culture within your Organisation
- Use lean ideas to think about process improvement in your own organisation and its value-chain
- Develop a strategy and a medium-term implementation plan to incorporate lean principles into your core and support processes
- Avoid the common pitfalls normally encountered during Lean implementation
- Explore the key requirements for successful employee involvement in Lean practices
- Discover the organisational structures that support Lean and open the door to Performance improvement
- Implement strategies to increase Performance through Lean-Thinking people while assuring their job satisfaction
- Gain an in-depth insight into how lean ideas have evolved and are continuing to evolve into a fascinating, future scenario

This course is very interactive and supplemented with abundant practical exercises and case studies

This course is equally beneficial for all Industrial Sectors (Manufacturing - Service - Project/Construction) and for public/governmental and semi-public bodies and institutions

"This is a very thorough and comprehensive programme on all aspects of lean"

target audience

Business Strategists - Chief Executive Officers - Managing Directors - General Managers - High and mid-level Managers (Operations, Production, Quality, R&D, Engineering, Maintenance, HR, Administration, Commercial...) from private enterprises (manufacturing and assembly - service establishments and commercial enterprises - project/contract-driven and construction) of all sizes and public/governmental organisations.

enquiries

You are welcome to request further clarifications about this course - please be as specific as possible. Just contact Carlo Scodanibbio

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