Achieving Operational Excellence in Manufacturing
In the manufacturing industry, to obtain shorter lead times with high levels of quality and on-time delivery while increasing inventory turns and workplace morale requires a strategy that improves processes within and among sales, marketing, engineering, supply chain management, and production operations. It takes a system-wide view.
Achieving Operational Excellence in Manufacturing teaches Flow, a continuous improvement model that integrates elements of Lean, Six Sigma, Operations Excellence, Quick-Response Manufacturing, and Theory of Constraints to improve a company’s ability to realize meaningful results across the entire value stream from its continuous improvement efforts. A system-wide approach toward process improvement is reached.
Who Should Attend
This program will help plant managers, operations managers, industrial and manufacturing engineers, continuous improvement professionals, value-stream leaders, and Lean Six Sigma Green and Black Belts improve continuous improvement results.
Continuing Education Units
This course provides 2.1 Continuing Education Units (CEUs)
How You Will Benefit
- Learn a continuous improvement model to engage team members in elevating value-stream performance
- Understand the interdependence among visual workplace, batch size, change over, facility layout, planning and scheduling, and equipment maintenance
- Gain knowledge of lean tools that promote product quality
- Learn an approach to technology selection for closing gaps in quality and productivity
- Identify the key elements of a performance feedback, reward, and recognition process that promotes team member engagement and continuous improvement
SHRM Preferred Provider
The Center for Professional and Executive Development is a Preferred Provider with the Society for Human Resource Management (SHRM).
Day 1
Leadership Tools to Communicate Continuous Improvement to Your Organization
- Learn the Four Elements of the Lean Enterprise Management System
- Understand the Five Principles of Lean
- Learn Flow—an interdependent model for achieving operational excellence
Project Selection
- Select a part, product, customer family, or value stream
- Create a project charter and A3 documents
- Begin value stream mapping
Flow—Information and Asset Management
- Understand the role of 5S and Visual Workplace
- Understand lot size and its impact on lead time and inventory
- Optimize workplace layout
- Learn the significance of setup reduction
- Begin leveling and synchronizing work
- Develop equipment maintenance plans to achieve reliability
Day 2
Flow—Process Predictability
- Lean tools that promote process predictability
- Visual workplace
- Five whys
- Standard work
- Mistake proofing
Flow—Technology Selection and Integration
- Understand technology’s impact on improving performance
- Evaluate high-tech vs. low-tech philosophy
- Use Theory of Constraints (TOC) to manage bottlenecks
Flow—Performance Measurement and Feedback System
- Develop KPIs that support flow and system improvement
- Evaluate management intervals and the role that leadership has on success
- Review cost accounting considerations that support flow
Day 3
Flow—Total Participation
- Learn to overcome the “program of the month”
- Define cross-sectional roles
- Understand valuing and managing personalities
- Learn to realize and sustain improvements
- Evaluate approaches to project selection and management
- Understand Lean daily management
Day 1 – Includes breakfast, lunch, breaks, and dinner
- Check-In and Breakfast 7:30-8:15 a.m.
- Course 8:15 a.m.-5 p.m.
- Dinner 4:30-10 p.m.
Day 2 – Includes breakfast, lunch, and breaks
- Breakfast 7:30-8:15 a.m.
- Course 8:15 a.m.-5 p.m.
- Dinner 4:30-10 p.m.
Day 3 – Includes breakfast, lunch, and breaks
- Breakfast 7:30-8:15 a.m.
- Course 8:15 a.m.-5 p.m.
- Dinner 4:30-10 p.m.