Certified Green Belt in LEAN MANUFACTURING (CGBL®)

Call the papers to a new group

CGBL® exam preparation program

Certified Green Belt in Lean - Lean Manufacturing IIBLC®

The new stream of the training program will be held from February 2 to March 3, 2019. 3 weekend modules + consultation and trial testing - all you need to successfully prepare for the official exam passing to become a certified IIBLC® Green Belt Lead Specialist.

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Audience: LEAN Managers and specialists, middle level managers, trainers, consultants

Duration: 6 days;

4 hours trial exam

The cost of participation in the program is 27,900 UAH.

The cost of participation in a separate one-day module is 5000 UAH.

The cost of participation in the two-day module is 9500 UAH.

The cost of participation in the trial exam is 3000 UAH.

Training process

• Audience Group Studies on Philosophy and LEAN Tools - Saving Industries
• Practical exercises to test and consolidate the acquired theoretical knowledge and skills in using LEAN tools - Saving Industries
• Discussion of practical Business Case Studies on the implementation of LEAN - Saving Industries in various companies
• Individual self-training with remote Instructor support
• Simulation of the exam with further discussion of the results

Clqassroom studies and remote support are provided in Russian / Ukrainian (if necessary in English), academic theoretical materials in English.

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Certification News

Lean IIBLC® Green Belt Exam Program (CGBL®) – Value Stream Management

On October 13, at KROK Business School , the first group of the Lean IIBLC® Green Belt Exam Program (CGBL®) began its training. Participants, including project managers on production efficiency and managers for continuous improvement, successfully mastered the material of the first module - "Introduction, main LEAN principles and definitions." 

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Curriculum content

Module 1. Introduction to LEAN, basic concepts and principles. 16 hours - 2 days.

Day 1 (8 hours)

ACQUAINTANCE WITH LEAN, BASIC TERMS AND PRINCIPLES.

Topic 1. Introduction to Lean - Lean Manufacturing

1.1 Introduction to Lean - Lean Manufacturing:

• The history of the development of philosophy
• Production systems Ford, GE, Toyota (TPS)
• Toyota Lodge
• The basic principles of Lean:
• 5 Lean Principles: Value, Value Flow, Creation
• Value, Extrusion, Continuous Improvement

Topic 2. The basic principles of Lean - Lean Production.

2.1. Determining Value and Losses

• Definition of “Value” and “Losses”
• Value-creating operations: Definition and identification
• Definition of the customer and his needs
• Muda / Mura / Muri
• 8 Muda types (7 + 1): Definition and identification

Topic 3. Delivery Time and Order Cycle

3.1. Delivery time:

• components of delivery time
• Effect of reduced delivery times

3.2. Order fulfillment cycle:

• Compound order cycle
• Production time and total lead time

3.3 Impact of shortening the order cycle

• Production strategies
• The relationship of the product life cycle and production strategy
• Increased flexibility
• Possibilities of transition from “Production to warehouse” to “Production by order”
• Effect of inventory reduction

Topic 4. Continuous Improvement Tools

4.1. Process improvement tools:

• Kaizen - constant daily improvements.
• Standardized work: definition, importance, work instructions
• SDCA, PDCA cycles, continuous improvement
• Error Protection (Poka-yoke)
• Error Protection (Poka-yoke)
• Visual management and Visual control
• Command boards
• regular meeting system

Topic 5. Search and analysis of root causes

5.1. Tools for root cause analysis and analysis:

• Pareto Chart
• Ishikawa Chart
• Five Why’s

Theme 6. Organization of activities for continuous improvement

6.1. Process improvement activities:

• Kaizen - constant daily improvements.
• Kaizen Event (Storm-Break)
• A3 format
• Template A3
• Lean Improvement Projects

Day 2 (8 hours)

CONSTANT IMPROVEMENT. BASICS OF MANAGING LEAN PROJECTS.

Topic 1. Fundamentals of project management

1.1. Fundamentals of project management:

• Introduction to Project Management
• Project Restrictions
• Five groups of project processes
• Ten PMI Knowledge Areas

Topic 2. Initialization and project planning

2.1. Project Initialization and Planning:

• Project Charter
• Hierarchical Work Structure (WBS)
• Implementation schedule
• Cost estimate
• Responsibility matrix
• Management of risks

Topic 3. Project Execution

3.1. Project Execution:

• Organization of work in projects
• Monitoring and Control
• Communication in Projects
• Progress Report
• Visualization of project status

Topic 4. Closing Projects

4.1. Closing Projects:

• Summarizing
• Evaluation of Project Results
• Project Presentation
• Archiving Project documentation
• Knowledge Management in Projects

Module 2. Value stream. 16 hours - 2 days.

Day 1 (8 hours).

FLOW OF CREATING VALUES.

Topic 1. Current Value Creation Flow State

1.1. Defining Value Creation Flow:

• Basic principles for building a Value Creation Map
• Definition of Product Groups
• Basic information displayed on the map

1.2. Value Stream Map (Current Status)

• Basic symbols used in Mapping
• Operations, processes, stocks and transportation
• Stocks in production and office processes
• Material flows and information flows
• Delivery time and its components
• Production and dispatch batches
• Processing time, cycle time
• Stocks (production, office, services)
• Information flows
• Order fulfillment cycle: components, value, time to inventory calculation (Little's law)

1.3. Main factors

• Tact Time: definition and calculation
• Cycle Time
• Operation Time
• Content of work

1.4. Map of Value Streaming Single Flow (Single VSM)

• Start building VSM
• Stream Mapping using paper and pen
• Software tools for building VSM

1.5. Opportunities for process improvement

1.6. Value Stream Map (Future State)

Day 2 (8 hours).

VALUE CREATION FLOW

Topic 2. Setting Up a Value Creation Flow

2.1. Main factors

• Tact Time: definition and calculation
• Constant flow and production in batches
• Single item flow
• FIFO pipe

2.2. 5S - System of the organization of workplaces, Visualization

• Definition of 5s
• 5S implementation steps
• Success factors and pitfalls

2.3. SMED - Quick Changeover

• Determination of readjustment and its boundaries
• Internal and external operations
• Minimum-optimal batches: definition and calculation
• Fast Changeover Standard
• EPEI - Every Detail in Every Interval (definition and calculation)

2.4. Pulling according to customer needs:

• Pacemaker - The process of setting the pace
• Interval: definition and calculation
• EPEI - Every Detail in Every Interval
• Kanban: definition and tasks.
• Kanban post and kanban board
• Main types of Kanban
• Supermarket: definition and objectives
• Types of Supermarkets
• System 2 (3) boxes
• Kanban and ERP systems
• Internal Logistics, Mitsuzumashi
• Alignment (Heijunka), Logistics Box, the Sequester

Module 3. Quality Management, Six Sigma. 16 hours - 2 days.

Day 1 (8 hours).

QUALITY MANAGEMENT, SIX SIGMA.

Topic 1. Total Quality Management

1.1. TQM - Total Quality Management:

• Built-in quality (Jidoka)
• PDCA Improvement Cycle
• 7 Quality Management Tools

Topic 2. Methodology 6 Sigma for quality management

• Six Sigma Method.
• Variations - Difficulty - Errors
• Basic Tools Six Sigma
• Methodology for improving DMAIC
• SIPOC
• Process Diagram

Topic 3. DMAIC Improvement Methodology

Formulation Problems

3.1. Problem Data Collection:

• Voice of the Customer
• Voice of the Business
• Voice of the Employee

3.2. Translating customer requirements into output requirements

• Interpretation of VOC in CCRs
• Translation of CCRs to KPOVs
• Definition of KPIVs
• Creating SIPOC

Topic 4. Building a support system

4.1. Support organization in Lean 6 Sigma:

• Belt system
• Roles and responsibilities

Day 2 (8 hours)

CHANGES. MANAGEMENT AND SUPPORT.

Topic 1. Fundamentals of change management

1.1. Change Management Cycle

• The relationship of individual needs and an effective system of recognition and remuneration
• Stages of perception of change
• Resistance to change

Topic 2. Team Building

2.1. Building an effective team:

• Team Building Basics
• Team building cycle
• Organization of the work of the improvement team

Topic 3. Support System

3.1. Organizational change support

• Employee perception of organizational change.
• Work teams as a tool for change.
• The role of Lean activities in organizational change

Trial exam

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For more information on the dates of modules, contact the KROK Business School office and contact us by e-mail: lean(at)krok.edu.ua.