Lean Management Green Belt

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Course Overview

In the current changed times for the near future businesses are/will be coming under increasing strain to deliver more with less. This is driving management to explore alternative ways of running their businesses. 

For increasing numbers of businesses around Ireland, Lean is that alternative management system. Lean is a way of collective thinking to methodically stamp out waste whilst maximising value. It requires workers to transition from a singular focus on doing the daily work to a dual focus of doing the work AND being motivated to doing the work better every day. This necessitates the development of employees at all levels who think deeply about their work in order to understand the shortfalls and develop improved methods.

Green Belt attendees work on real-world business improvement projects to be implemented over the duration of the course and in the weeks thereafter. Past Green Belt projects delivered across Laois Offaly businesses in 2019 and Q1 2020 have demonstrated significant costs savings and value to the bottom and top line over the duration of the Green Belt workshops.

Course Outcome

Practical working knowledge of the Lean Management System and a circa €25-50K year on year collective savings potential from the delivered Green Belt project per delegate or group of delegates.

Green Belt Dates:

• Day 1 Part 1 – 8th February - 6:45 pm - 9:30 pm
• Day 1 Part 2 – 15th February - 6:45 pm - 9:30 pm
• Day 2 Part 1 – 22th February - 6:45 pm - 9:30 pm
• Day 2 Part 2 – 1st March - 6:45 pm - 9:30 pm
• Day 3 Part 1 – 8th March - 6:45 pm - 9:30 pm
• Day 3 Part 2 – 15th March - 6:45 pm - 9:30 pm
• Day 4 Part 1 – 22th March - 6:45 pm - 9:30 pm
• Day 4 Part 2 – 29th March - 6:45 pm - 9:30 pm
• Day 5 Part 1 – 5th April - 6:45 pm - 9:30 pm
• Day 5 Part 2 – 12th April - 6:45 pm - 9:30 pm

Module Content

Day 1 Lean Management System

• Lean Management & Six Sigma Overview
• The Science of Improvement Overview
• Appreciation of a System
• Understanding Variation
• Theory of Knowledge
• Human Side of Change
• The Integration of Lean and Six Sigma
• Rapid Tests of Change: PDSA Cycles Exercise
• 13 Forms of Operational Waste
• Waste Exercise & Video
• 72 Change Concepts
• Working with Teams
• Generic and Proven Roadmap for Successful Organisational Wide Transformation
• Sustain the Gains: Daily Management System
• Nurturing of the Improvement Culture 
• Behavioural Standards
• Lean Leadership & Coaching

Day 2- Core Improvement Practices 

• Overview of Methods and Tools
• The 4 Rules in Use (The DNA of Operational Excellence)
• Process Mapping
• Mapping Exercise
• 5S Workplace Organisation and Simulation Game
• Visual Management
• Quick Changeover
• Standard Work using Training Within Industry (TWI)
• Accelerated Idea Workshop
• Kaizen Event: AIE Workshop
• Mistake Proofing 
• Waste Walks
• Management of Change
• Select and agree on projects (and sponsors) to be worked on for Green Belt Certification Award

Day 3

• Project Progress Checkpoint on current state analysis
• Ideal State Map of Our Projects
• Future State Map of Our Projects
• Mapping Comparative Box Score
• Blueprint for Change Implementation Plan
• Agreement on project progress steps for 19th November review 

Day 4 - Creativity and Innovation Practical Workshop

• What is Creativity and Innovation? Two different things?
• Why do we need it?
• The Psychology of Creativity
• How to Spot Opportunities and Enhance Personal Creativity
• Most Commonly Deployed Engineered Creativity Practices and Practical Worked Group Exercises in non-work and work related scenarios  
• How to Apply this Workshop to the Daily Work?
• Agreement on project progress steps for 17th December review

Day 5 - Project Practical Workshop (tying the projects all together into A3’s)

• Who owns the problem?
• What is the problem? 
• What are the symptoms? Impact?
• What is the background - What are you talking about & why? What are the current conditions?
• What are the root causes of the problem?
• What is the specific improvement in performance you need to close the gap?
• What are possible countermeasures for the problem?
• How will you choose which fix to propose?
• What is the cost and benefit of the selected countermeasure? 
• What is the implementation plan and schedule?
• How will you know if your plan is working?
• What problems are likely to occur during implementation? 
• How will you ensure follow up & continuous improvement?
   

Andy Brophy Profile

Andy Brophy is a Lean & Innovation Improvement Advisor. He has been working in the Lean field for the last 20 years with a diverse range of organizations’ including manufacturing, construction, government, services, online, software development, and hospitals. 

Andy is a professional engineer (BEng in Manufacturing) and holds a 1st Class MSc in Lean Operations from Cardiff University and is Six Sigma Black Belt certified. In May 2010 he published the co-authored book Innovative Lean with John Bicheno of the Lean Enterprise Research Center in the UK. This work is primarily based on the power of harvesting and implementing employee ideas and creating an innovative and empowered workforce.

In 2011 he was selected by Pearson’s the world’s largest book publisher to write The Financial Times Guide to Lean. The book is translated into Spanish, German, Dutch, and Japanese. 

Duration: 

5 days / 10 half days in duration 

Assessments: 

Open book exam and Implementation of a work based project with a cost saving of minimum of 25K

Cost: 

This course is fully funded under Skills to Advance.

Register:

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Contact: 

Jolene Hall  - jhall@loetb.ie 

Testimonials

‘We have engaged in the Construction Lean Management Programme with LOETB, Andy Brophy has been working collaboratively to implement the Lean system into Leamore construction.
It has transformed the company in many ways. The benefits of Lean Management have been hugely beneficial to our company.
We have implemented many new initiatives within the company:

• Pricing and purchasing PO systems
• Preventative Maintenance Programme for Machines
• Standardised site set up
• Ideas and rewards systems throughout the sites
• Subcontractors selection and payment control systems
• Fuel Management System
• 5 S System

These initiatives have enhanced a positive work environment whilst also making the company a more competitive and profitable organisation.
We are currently working on new initiatives to make the company a better place while continuously improving the initiatives that have already been implemented.
Overall Lean has been a huge success to our company and Andy’s experience and unassuming character has made this an enjoyable journey for all our staff at Leamore, his ability to empower other people to carry out these initiatives with great enthusiasm, while always maintaining great respect from all our staff members is greatly admired.’

Ger McIntyre, MD, Leamore Construction.