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Lean Leadership Certification

The Lean Leadership Certification Program was designed in response to clients who told us loud and clear that the primary roadblock to the successful implementation of Lean work processes was supervisors and managers whose ability to communicate ‘Lean” effectively to line workers was too limited. Since launching this program, we’re continually receiving e-mails from participants who tell us that what they learned and practiced in the program’s ten seminars had a tangible, immediate, and very positive impact on their ability to communicate with line workers. Following completion of the following ten seminars, participants are certified by St. Louis Community College as Certified Lean Leaders.

  1. Introduction to Lean—Presents an overview of Lean manufacturing. Participants examine the key concepts upon which Lean work processes are based, examine barriers to the successful implementation of Lean processes and begin to define some strategies they will apply to overcome these barriers, thereby ensuring a high-impact application of Lean in their organization. (Two hours)
  2. The 5S System—5S is the Lean tool that should be used as the first step in any organization that is implementing Lean processes. It creates a work environment that is conducive to the successful implementation of Lean as well as serving as a catalyst for the development of a Lean culture, without which Lean processes cannot succeed. This seminar gives participants an in-depth understanding of the processes and benefits of 5S, prepping them to serve as highly effective 5S coaches and mentors. (Two hours)
  3. Value Stream Mapping—VSM is a key Lean tool, applied early in the implementation of Lean, often in conjunction with the Store Phase of 5S implementation. It involves participants in a thorough analysis of work flow, sensitizing them to the distinctions between work that is “value-added” and work that is “non-value added.” In this seminar, participants will learn the VSM process and also do planning related to its application in their organization. (Four hours)
  4. Visual Management—The ability to make very effective use of a wide variety of “visuals” plays a key role in the transformation of a work environment into an environment that is highly supportive of Lean work processes. During this seminar, participants will be introduced to a systematic process of introducing the tools of Visual Management. (Two hours)
  5. Essentials of Lean Leadership—Opens with an overview of the history, application, challenges, and benefits of implementing Lean work processes. Leads participants through a series of discussions targeted at helping them understand the role they must play in driving a successful Lean implementation campaign, reviewing a series of “Lean leadership imperatives.” (Six hours)
  6. Coaching for Success—Teaches basic coaching skills that supervisors and managers need to help people take on new tasks and solve problems. Few abilities are more crucial to being an effective manager or supervisor in an organization that is transitioning to Lean than the ability to be an effective coach and use the skills reviewed in this seminar. (Four hours)
  7. The Challenge of Time: Saving and Managing Time—Participants engage in an activity-based, systematic examination of the ways in which their work spaces and work habits inhibit their ability to take control of time. Focusing on tools such as Taiichi Ohno’s Eight Wastes, Time Logs, the Urgent/Important Matrix, and others, each participant achieves a sharpened understanding of the degree to which their current ways of managing time impairs their productivity coupled with tools they can use to eliminate these time wasters. (Four, 1 ½ hour sessions)
  8. Working as a Lean Team—Lean work processes depend very much upon teamwork. Being able to teach and coach those skills and perceptions upon which effective teamwork depends are key competencies which Lean managers and supervisors must have. This seminar gives participants experience in the power of teamwork and a clearer understanding of the qualities of effective Lean teamwork. (Four hours)
  9. Reaching Agreement—Teaches participants a variety of techniques that can be used by Lean teams to reach consensus on the various decisions they will need to make. The successful implementation of Lean thinking and Lean work processes depends in a very direct way upon the ability of teams to reach consensus on those key decisions that will have to make. (Four hours)
  10. Leading Change: The Challenge of Lean—Participants study the dynamics of change processes, reviewing the various phases of change, and focusing on the types of techniques they should use to facilitate the types of changes upon which the successful implementation of Lean manufacturing depends. (Five hours)