1. Training Plan Phase 1 – History, Core values, and Principles
Phase 2 – Tools for Lean Steps
Phase 3 – Comparative tools & Best Practices
Training Plan
Lean/Six Sigma Intro
Core Values
Core Principles
Lean/Six Sigma history and background
Lean
Six Sigma
TOC
Flow Efficiency
Lean 5 core values
Continous improvement
3M – 3 wasteful practices
Process
Respect and Development
Identify Customers and Specify Value
Identify and Map the Value Stream
Create Flow by Eliminating Waste
Respond to Customer Pull
Pursue Perfection
SIPOC COPIS
VoC
QTQ
SWOT Analysis
Brainstorming Techniques
VSM current state
VSM future state
Ishikawa diagram
Spaghetti Diagram
Top Down Chart
7 wastes
5 Whys
Root Cause Analysis
FMEA
Pugh Analysis
Kano Model
Andon
Poka-Yoke
Kanban
RACI Diagram
Visual Dashboard
Kaizen Techniques
Flow Efficiency
Phase 4 – Development Areas
Best Practices
Other Tools
CI Teams Practice
CI Teams Program
Improvement Opportunities
Obstacles and mitigation
Introducing Lean
Lessons Learned & Success stories
Lean/SS in the industry - benchmarks
Cost Of Quality
Business
Analysis comparison (BPM)
Stakeholder Register
Project Charter
Quick Wins analysis
Leadership
Motivational model
Innovation, creativity
CIT Advertising
Delegating
Measuring Effectiveness
Meeting Agenda
Setting priorities while opening Lean projects
Cooperation between teams
Turning Ideas into Projects
Project Tracker
Saving Counting Formula
Functional Deployment Map
Lean/Six Sigma Knowledge
Project Management
Team Management
Change Management/ Creativity

2. Phase 1 – History, Core values, and Principles
Lean/Six Sigma Intro
Core Values
Core Principles
Lean/Six Sigma History/Background
Describe the history and foundations of Lean/Six Sigma
Lean 5 core values
Identify Customers and Specify Value
Continous improvement
Challenge – decision based on far-reaching vision
Kaizen – an improvement that brings a change for better
Genshi Gembutsu – management by walking around
Lean
Six Sigma
TOC
Compare the 3 improvement programs
Identify and Map the Value Stream
3M – 3 wasteful practices
Muda – any activity that doesn’t bring value to the customer
Mura – unevenness in operation like the work pace that causes the operator to hurry and then to wait
Muri – overburdening of resources
Flow Efficiency
Describe and exemplify this core notion, use charts or workshops to present.
Create Flow by Eliminating Waste
Process
Process Flow – create a flow to unveil the problems
Pull – create only the quality and quantity demanded by the customer
Heijunka – Level the time and quantity of production
Jidoka – apply a system of detecting and informing about an abnormal condition or stopping the process after a failure
Standardization – standardize processes to expedite operation
Visual Control – present important information visual
Respond to Customer Pull
Respect and Development
Develop and train managers who understand the work and pass the approach of the organization
Develop leaders and teams who contribute to the strategy
Respect your staff and partners to build trust
Pursue Perfection

3. Phase 2 – Tools for Lean Steps
Identify Customers and Specify Value
Identify and Map the Value Stream
Create Flow by Eliminating Waste
Respond to Customer Pull
Pursue Perfection
SIPOC (COPIS)
Presentation + Workshop
Brainstorming Techniques
Present available brainstorming techniques. Workshop.
7 wastes
Present the 7 wastes in an appealing way
Kanban
Describe the kanban cards + beer game
Kaizen Techniques
Usage of Kaize incremental steps, importance of Control after the execution
VoC
Client types, questionnaires, values and numbers, Measuring, variation factors, tolerance
VSM current state and VSM future state
Describe the method, present the scenarios, workshop, focus points, match to other tools (Ishikawa).
RACI Diagram
Present the tool, usage scenarios
Flow Efficiency
Describe and exemplify this core notion, use charts or workshops to present.
CTQ
Comparing tolerance with processes capabilities
Ishikawa diagram
Man, Material, Machine, Method, Management, Mother nature
FMEA
Pugh Analysis
Kano Model
Describe the method + workshop
Visual Dashboard
Present importance of visual display with examples: Andon screens, FIFO visuals etc.
Standards
Control phase and Standarization techniques (POT, SOP, web 2.0 processes)
SWOT Analysis
Strengths, weaknesses, Opportunities, Threats
Spaghetti diagram
Theoretical description + Workshop
5 Whys
Root Cause Analysis
Presentation on the tools and workshop
Top Down chart
Andon
Poka-Yoke
Compare Andon, Poka Yoke, Quality Reviews

4. Phase 3 – Comparative Tools and Best Practices
Best Practices, Lessons Learned
Other Tools
Continuous Improvement Teams Practice
Continuous Improvement Teams Program
Strategies for defining Improvement Opportunities – meeting with an experienced Lean/Six Sigma practitioner
How to browse the internal processes to find out mudas/improvement scenarios.
Cost Of Quality
Present the Cost of Quality and COPQ structure, cost estimation, counting methods. Can be followed by a workshop.
Leading meetings with the focus on creative thinking and enthusiasm.
Present creative techniques, brainstorming options, innovative thinking methods.
Setting priorities while choosing, opening Lean projects
Present the quick wins analysis, Present the FACTS-BENEFITS-VOIDANCE tool.
Most frequent obstacles while introducing improvements and mitigation scenarios for them
Risks, issues, obstacles during Lean incorporation – presenter’s choice.
FMEA
Pugh
Kano
Analysis comparison
Present the comparison between those three methods, workshop included.
Effective teamwork, sharing responsibilities and motivation, delegating tasks.
Effective team leadership.
Cooperation between gemba specialists, macro, training committees.
Contact the parties and allow cooperation
Beginning of the Lean introduction – sharing best practices
Introducing Lean (obstacles, best practices) – presenter’s choice.
Communication with Stakeholders
Stakeholder Register
Present the stakeholder register (workshop).
Measuring effectiveness of the actions – metrics, indicators, methods.
COPQ, Tracker, Savings formula, estimating, workload balancing.
Six Sigma tools (Pareto, Statistics)
How to effectively push the implementation of the Lean ideas.
Present the FACTS-BENEFITS-VOIDANCE tool
Sharing project introduction success stories/lessons learned
Presentation of internal best practices – presenter’s choice.
Project Charter
Show examples, present the rationale, potential workshop.
How to run an effective CIT meeting
Present the agenda, brainstorm meeting discussion points.
Project Tracker
Explain the rationale, create and open the project tracker.
Lean/SS in the industry – best practices
Compilation of best practices – presenter’s choice.
How to promote CIT in the department.
Motivational criteria.
Functional Deployment Map – how to create effectively
Guide/workshop through the creation and potential.

5. Phase 4 – Development Areas
Lean/Six Sigma Knowledge
Project Management
Team Management
Change Management/ Creativity
These 4 pillars represent the major development areas for a Continuous Improvement Team Leader or Green Belt/Black Belt.
Each trainings provided in Phases 1-3 fall into one or more of these categories however a dedicated training wave is recommended for each pillar.
This table should be individually completed by the trainee.