LDI Services
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It is not important if you have a public or private organization, your level of success, in any endeavor, usually depends upon your level of engagement. It’s no different in Lean transformation. The pre-engagement activities and the eventual pre-work required for a successful event comprise 80% of your effort. The actual on site event and the fearless followup are actually very easy and should begin to yield results right away.

Going Forward Strategies

Customize your Lean Transformation as follows:

1. Complete the Free pre-Engagement Survey. This document represents how important certain things are to your company. This survey also represents a clear memorandum of your intent as a first step in the engagement of an Accord with LDI for professional services.

General topics of the survey:

Professional Service Objectives

Company Culture

Engagement & Timing

Financial Considerations

Future State Implementation & Forecasts

Please consider the completion of the Free pre-Engagement Survey and contact LDI for a preliminary and confidential discussion of your Lean transformation needs. (mailto: LDI@leandiagnostics.com or call: 812-369-1948).

 

2. Based on those pre-Engagement Survey discussions LDI may then recommend your company take one or more detailed LDI Assessments prior to proceeding to an actual event.

These electronic world-class assessments are based on the proven sequence of SMITH CQ and combine business analytic and Lean transformation technology into a clear roadmap for your Lean transformation and subsequent financial success.

You may begin by sending your RFQ for the selected LDI assessment(s) to:

Sales at the Lean Diagnostics Institute, 3400 Ashwood Drive, Bloomington, Indiana 47401; or email your request to: http://www.Sales@leandiagnostics.com or phone: 812-369-1948 and we will be happy to provide you with our Net 30 day details and pricing. Please be certain to include your return email address with your RFQ.

These assessments require an internet connection. Following a successful RFQ and within 24 hours of your formal Purchase Order you will receive a link to your assessment. Be sure to save and/or print a working copy of the assessment. You may submit the assessment directly from that working copy but only after all required questions have been answered.

Within 24 hours after you submit the completed assessment you will receive a detailed analysis of the results from LDI. These results will be sent (in .pdf format) to the Return Email Address shown on your assessment.

It is highly recommended that you start with the LDI Strategic Planning Assessment and move through the SMITH CQ sequence. However, your level of engagement and your needs may dictate a more specialized approach to your Lean journey.

Based on the results of your assessment(s) you now have the information needed to proceed to the next stage of your Lean transformation.

3. At your discretion you may decide to engage the Lean Diagnostics Institute in onsite training and fearless follow-up to complete your transformation. If so you will be provided with a detailed proposal including prospectus and agenda for your selected Lean package or tool to finalize your expectations.

4. Together we will:

a. Establish milestone dates, projected schedules, and final reporting criteria, and

b. Work with your team to complete an Accord and schedule the Fearless Follow-up sessions that meet your expectations according to our guarantee.

Please contact LDI for a formal proposal of professional services at mailto: LDI@leandiagnostics.com or call: 812-369-1948.

The Accord

You will want to know how the LDI Accord, the details of the LDI Lean Packages, and the LDI Fearless Followup process works.

This contract Accord represents the understandings of the parties regarding compliance and execution of the terms, conditions, and grants specified. This Accord may be revised or canceled at anytime with the written permission of both parties pursuant to the practices of common law as codified in the United States of America prior to the year 2011.

Your Accord will contain accurate pricing and a projected project schedule for planning and resource allocation during our engagement. Invoicing for professional services rendered by the Lean Diagnostics Institute are subject to the Terms, Conditions, Grants and other elements of the Accord.

Direct Billing for Services Other than Membership:

You may elect to engage LDI through the direct billing process where your company issues a Request for Quotation (RFQ), an Accord is reached between the parties, a purchase order for services is issued by your firm, services are rendered and invoiced according to the terms and conditions of the Accord and the Purchase Order.

This process may be somewhat lengthy and complicated to manage. However if you wish or are required to process our services through Direct Billing please email us your RFQ to begin the process.  You must be enrolled as a Client Member or LDI 9000+ Certification program Member to avail yourself of the Direct Billing process. Remember, Direct Billing has certain additional fee schedules designed to cover additional costs.

Lean Packages

Please review the following minimum general information prior to execution of the Accord. These minimum training packages may be extended to fit you level of engagement.

S

Strategic Planning – Prospectus

I.A. Performance Metrics, Customer Satisfaction, Finished Goods Strategies: 1 day pkg.

General Description:

In business, who and/or what is your enemy? Actually there are a lot of them including waste, inefficiency, and the sins associated with the human factor. However, the primary enemy of cultural transformation may be said to be that which constrains or impedes the necessary initiation, conduct, or completion of the goals, policies, or procedures inherent in the strategic plan.

From a lean perspective strategic planning is all about implementing an environment within which cultural transformation is possible. It encompasses the philosophy, means, metrics, and methods within which the benefits of lean are to be realized.

What you will learn:

Why is strategic planning the right place to start Lean transformation? The scientific literature on the topic contains a discussion of strategic mistakes that caution executives against setting too narrow a scope or unattainable objectives in their strategic plans. (Kanter, 2006) These are common vagaries often associated with these plans. They sometimes take the form of too tight a hold over processes of innovation or, in contrast, innovation controls that are too loose or of a too highly disparate nature and embrace non-strategic initiatives outside the core product offerings of the company.

What you will do:

An adequate strategic plan for Lean transformation must contain goals, policies and procedures that address the political, economic, psychological, and productive forces that support the plan in good times or bad. This session will analyze then develop a strategic plan for your company that supports the elements of transformative change necessary for permanent cultural adaptation to Lean enterprise.

The nature of the prework & the Fearless Followup:

The institutional structural and infrastructural perspective provided by this session on lean strategic planning is directly related to your firms cost of doing business, asset structure, and the expectation for a reasonable return on investment (ROI). Data provided by your company during the session prework will be analyzed during the event to confirm these speculations in an empirical manner and reach consensus on going forward strategies.

Those strategies will be mapped for implementation and followed fearlessly by your team, as led by LDI teleconference or actual onsite sessions, for a minimum of 90 days following the onsite session. You will be provided with a current list of document references including journal articles, text books, and publications on this subject for your further study and understanding of the issues discussed.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

Re: Kanter, R. M. (2006). “Innovation: The classic traps.” Harvard Business Review (November).

I.B. Lean Accounting, Risk Mitigation;  1 day training pkg.

General Description:

Recommended prerequisite: Session I.A. Performance Metrics, Customer Satisfaction, Finished Goods Strategies.

Capital budgeting and finance in current corporate America often includes forward-looking statements concerned with important projected performance elements useful to strategists and market analysts. Beyond general disclaimers an appropriate balanced analysis of “good” and “bad” news projections should include a measure of risk and degree of uncertainty expected in the level of revenue earnings, strength of cash flow, likelihood for share repurchase, restructuring and other important economic, political, regulatory, legal, technological, and competitive uncertainties.

What you will learn:

From an intense risk and liability management perspective, it is fundamentally important, for a balance in positive and negative analysis for any important factors that could cause actual results to differ materially from those anticipated or implied in these forward-looking statements, to also include such upper level criteria as the health of the global economy; strength of end market demand in the particular industry involved; fluctuations in commodity prices, interest rates, foreign currency exchange rates (if applicable), and the impact of environmental conditions such as weather and socio-political host country stability. (Abhijeet, 2005)

What you will do:

In this session LDI will help you grasp the complexities and importance of financial integration and elements of Lean enterprise needing direct focus in such reports. These may include such company specific items as availability and impact of historical and future mergers and business acquisitions (M&A); the rate and ability to effectively integrate these acquired businesses; as well as the ability to achieve planned cost reductions; inventory control, waste elimination and mitigation initiatives, and research and development challenges that support advanced technologies, new and innovative methodologies, as well as new products and services.

The nature of the prework & the Fearless Followup:

Customer satisfaction metrics will be provided on an historical and projected basis as prework to address traditional concerns such as delays and disruptions in delivery of materials and services to customers and from sub-tier suppliers along the value chain; line stoppage impacts, labor disputes and the outcome of any current legal proceedings, also along the value chain, that may effect overall stability and performance of key product families.

Those elements will provide the foundation for going forward strategies and mapped for implementation and followed fearlessly by your team, as led by LDI teleconference or actual onsite sessions, for a minimum of 90 days following the onsite session. You will also be provided with a current list of document references including journal articles, text books, and publications on this subject for your further study and understanding of the issues discussed.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

I.C. Values, Relations, and Reputation: 1 day training pkg

General Description:

Recommended prerequisite: Session I.A. Performance Metrics, Customer Satisfaction, Finished Goods Strategies; and I.B. Lean Accounting, Risk Mitigation

If properly structured your company itself is a team. A Lean management structure only has what may be referred to as sub-teams, each of equal and compatible responsibility working in unison for the company as a whole. There are no do-nothing managers or self-serving executives to direct the transformation activities associated with this structure. It’s all for one and one for all, as it were. Under a firm strategy and well established standard work everyone functions together to assure continuous and proper sequencing of Lean initiatives to achieve the expected financial transformation of the company.

What you will learn:

The answer to this question is all about the journey and not the destination. Every destination will require a little different journey but if the proper sequenced steps are taken along the way the destination will be reached. You may be surprised at how many companies think they have a strategic plan but no proven path to follow. There are just too many options, too many different ways to plan a strategy to defeat the enemy and reach the goal. So they just start here or there hoping for the best return. Here’s something very obvious: you need to know where you are and where you’re going, but who among you begins a trip and expects to arrive safe and sound without planning the route in advance. If you feel adventurous you make it up as you go along. But do you really want to do that with your business success strategy?

What you will do:

Before we leave the dock this session will consider a simple three-tiered sub-team management structure that may be ideal for proper Lean sequencing and easy cultural transformation.

The first sub-team is the business building block effort. Its mandate is to address the first and most important transformation steps for rapid financial results. The next sub-team deals in training and implementation of basic Lean concepts. This is where the cultural transformation strategically planned by the business building block team begins to be put into practice. The final sub-team is responsible for commitment to quality and the management of complexity and variability within the value chain and may be so named.

The nature of the prework & the Fearless Followup:

So you see that the first sub-team not only defines where you stand, and where you want to stand, but how to get there as well using a series of proven complimentary Lean initiatives that do not obscure each other during deployment. The second sub-team formalizes the means and methods by which you will get their. And the third sub-team executes value chain improvements that drive the company car to its desired financial destination.

Those elements will provide an additional foundation for going forward strategies and are to be mapped for implementation and followed fearlessly by your team, as led by LDI teleconference or actual onsite sessions, for a minimum of 90 days following the onsite session. You will also be provided with a current list of document references including journal articles, text books, and publications on this subject for your further study and understanding of the issues discussed.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

I.D. Fearless Followup: 3 FFU sessions (one per month)

General Description:

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU. These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

What you will learn:

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

What you will do:

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The nature of the prework & the Fearless Followup:

The prework associated with FFU is, of course, the event session prework and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

Cost & Benefit:

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

M

Mass Customization – Prospectus

II.A. Standard Work, Visual Factory, 5″S”; 1 day training package

General Description:

It is of primary importance to establish consistent form, fit, and efficient function that match or exceed customer expectations across a company’s products and services. The customization of procedures, work instructions, and formats that assure this consistency is referred to in lean circles as mass customization or standard work.

What you will learn:

It is the primary objective of mass customization to be a basis for continuous improvement in cost profiles and efficiency metrics. Thus the standardization of methodologies for promotion of the total cost of doing business is a logical outcome of mass customization initiatives. In this session you will learn how mass customization is a profound driver of improvements in the cost of goods sold, both net and gross profit margins, selling and operating expense, as well as driving positive change in balance sheet metrics such as accounts payable, working capital, and after tax cash flow.

In this session you will learn a structured approach to how the various tenants of 5″S” (Sort, Straighten, Simplify, Standardize, Stabilize), visual factory, and standard mass customization work in your company and how they affect the three flows of value: customer, internal, and supplier.

What you will do:

This session contains workshops on implementation, appreciation, and acceptance of mass customization that show how to improve the use and utility of property, the cost elements of plant facilities and equipment as well as the number of turns calculated on fixed assets as a measure of overall operational efficiency.

The nature of the prework & the Fearless Followup:

Pre-work for this session will include a general evaluation of the cultural implications of, and the degree to which standard work is interpreted and utilized within your company.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to engender the primary tenants of mass customization through standard work, visual factory, and 5″S” implementation during your Lean transformation and may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

II.B. Continuous Improvement, Use of Space & Movement of Materials; 1 day training pkg

General Description:

This use of space and movement of materials as a lean element is a primary influence on inventory turns (IT) as they relate to revenues. The use of space and movement of materials as a lean tenant, along with the scheduling system used to release work for processing are the primary and secondary impacts associated with the velocity of inventory through the value chain and the value and non-value added inventory in a facility on an annual basis.

What you will learn:

As generally expected across industry, research confirms that as inventory turn numbers and selling expense go up due to lean initiatives surrounding the use of space and movement of materials as well as scheduling system improvements there is a marked decrease in annual inventories and somewhat of an increase in gross profit margin thus positively impacting the balance sheet and income statement of each company experiencing these changes.

What you will do:

This session will analyze your company engagement with continuous improvement philosophies and how well they relate to the use of space and movement of materials within your facilities. Going forward strategies will be developed for improving inventory turns and scheduling practices that impact the way you utilize space and move materials.

The nature of the prework & the Fearless Followup:

Pre-work for this session will include plant and facility layouts, scatter and flow diagrams for “key” parts and/or processes as well as currently financial metric measurement techniques for an evaluation of how well they support the Lean initiative. This includes as well, a general evaluation of the cultural implications of, and the degree to which standard work is interpreted and utilized within your company.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to engender the primary importance of logistical implications for the use of space and movement of materials within your company. This session may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

II.C. Cell Design; 3 day training package

General Description:

These sessions include a discussion of data assemblages to enable companies to find, focus, and facilitate the flow of value portal to portal despite performance constraints associated with wasted effort and unproductive business activity. The focus of Lean transformation is defined by the customer, whether internal or external, and the facilitation of the flow of that customer defined value is under the direct control of basic units of production. These units are often referred to as “cells”.

What you will learn:

These session will instruct your company on the flow of value and the application of cell design to both shared or dedicated resources.

What you will do:

Workshops will be conducted using “live” data, equipment, and personnel designed to engender a deep appreciation and ownership of cellular flow.

Practicums will derive consensus on recommendations for future transformation from mass production, island mentality, and/or large batch production into Lean small batch and/or one piece flow will be demonstrated.

The nature of the prework & the Fearless Followup:

Star part or “key” process selection will be done during the prework to define the scope of the materials needed for a practical and useful event. FFU will be conducted twice per month to assure continuity or progress and may be augmented by further onsite sessions, at your discretion, dependent upon the level of your company’s engagement.

Cost & Benefit:

The establishment of a workable, viable, and profitable cell within your company serves as a model for other operations and a flagship for customer confidence. Many customers rely heavily on the risk mitigation benefits of cellular operations and the enhanced performance they usually assure.

II.D. Fearless Followup: 6 FFU sessions (one every two weeks)

General Description:

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU. These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

What you will learn:

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

What you will do:

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The nature of the prework & the Fearless Followup:

The prework associated with FFU is, of course, the event session prework and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

Cost & Benefit:

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

I

Inventory & Work in Process – Prospectus

III.A. Product Families, Capacity Planning, Mixed Model Value Streams;  2 day training pkg

General Description:

Perhaps one of the most neglected critical activities in the flow of customer value is the proper identification and assemblage of the correct product families. Without a “flowable” product family productive capacity cannot be accurately anticipated, bottlenecks ensue, and flow is constrained. A properly structured mix of product families allows for elimination of bottleneck constraints, accurate capacity analysis, optimized lead-time, and dramatic elimination of wasted effort and resources. Such a mix is the framework for lean initiatives regardless of the number or parts, processes, or value streams.

What you will learn:

These sessions require cycle time and process identification data during prework upon which modern techniques for accurate capacity planning and flow through mixed product family value streams.

What you will do:

Workshops will be conducted to identify, structure and apply these parameters to your company situation. Your sub-teams will fully map the information and material flow of a chosen value stream for mixed product family analysis. These initiatives will then be formulated into the ideal future state for that value stream and serve as a “live” example for future implementation of a similar sort in other value streams across your organization.

The nature of the prework & the Fearless Followup:

Depending upon your company’s level of engagement, prework preparation, implementation FFU, and response to complexity these sessions may need to be extended beyond the 2 day optimum.

Cost & Benefit:

The establishment of a workable, viable, and profitable value streams within your company serves as a model for other operations and a flagship for customer confidence. Many customers rely heavily on the risk mitigation benefits of flexible and dynamic value stream methodologies and the enhanced performance they usually assure. Also, many Lean specialists begin your lean transformation with similar initiatives you will see in these session. Unfortunately many of them fail successful implementation of value stream flow due to proper pre-event knowledge transfer. It is recommended that these session on inventory and work in progress be preceded by at least on package from each of the Strategic Planning and Mass Customization categories discussed above.

III.B. 3P; Shared Resource;  2 day training package

General Description:

The identification of process families (different than product families above) and their efficient flow through a shared resource is fundamental to the elimination of constraints on these types of resources. Flowing customer value by virtue of correctly identified product families moved through shared resources as process families whose production rate is contained in a planned interval are fundamental tenants of Lean flow. Whether it is addressed in existing shared resources or during planning for a new product family, shared resource, or other constrained activity (such as inefficient equipment) the production preparation process (known in industry as 3P) provides for this planning and implementation of flow.

What you will learn:

3P provides the basis for Lean implementation right out of the box as it is a live demonstration of real-time production planning well in advance of the need for equipment and manpower acquisition and the execution of production. This technique is used by world-class companies to assure that every contingency is part of the plan and every plan has a workable solution. The ability to plan for flow and actually make it happen across your value streams regardless of new or existing conditions are an inherent part of these sessions.

What you will do:

Each session will contain detailed workshops based on real “live” data assembled during the prework to create an accurate scale (or near to actual scale) model version of your production plans. The details of flow through shared resources which often constrains production planning will be studied and eliminated.

The nature of the prework & the Fearless Followup:

A detailed map of the planning production activity (applies to both operations and business planning) as well as quantities of cardboard equipment/process models to be built to scale will need to be available during the prework activities. Cycle-time, demand, and detailed process information will be gathered during prework as well.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to engender the primary importance of accurate and workable production preparation. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

III.C. SM, FIFO, Lotting, Leveling Takt; Heijunka, Schedule Stability; TPM, Setups;  3 day pkg

General Description:

The control of inventory and work in process in a Lean environment requires certain specific tools designed to eliminate waste, reduce lead time, improve capacity, and promote the flow of customer value. Certain inventory control measures you will need to understand and use include properly sized supermarkets (SM), and first-in-first-out (FIFO) controls which operate within a framework of lot, small batch or one piece flow optimized to match a self-generated level customer demand.

What you will learn:

Of course the value streams within your company need to be augmented by balanced and well controlled scheduling systems releasing work to one point from which value flows to the customer. You will learn how this all works. These sessions will also provide the basics of total preventive maintenance of equipment and systems as well as equipment/process specific setup reduction methodologies useful to your company to lower costs and improve performance.

What you will do:

These sessions contain workshops with “live” customer demand for supermarket sizing exercises, cycle time studies for the proper sizing of FIFO controls, and a plan for leveling customer demand (to meet customer expectations) regardless of the demand volume and size of your customer base. Recommendations for scheduling box (Heijunka) methods will be demonstrated using your own “live” data.

The nature of the prework & the Fearless Followup:

Depending upon your company’s level of engagement, prework preparation, implementation FFU, and response to complexity these sessions may need to be extended beyond the 3 day optimum. As to be expected production and demand data will be assembled by your team during the prework period for use in the “live” action activities.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to engender the primary importance of accurate and workable inventory control. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

III.D. Fearless Followup: 12 FFU sessions (weekly)

General Description:

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU. These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

What you will learn:

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

What you will do:

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The nature of the prework & the Fearless Followup:

The prework associated with FFU is, of course, the event session prework and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

Cost & Benefit:

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

TH

Teamwork and Human Resources – Prospectus

IV.A. Value Chains, Pull Systems, Logistics, Outsourcing, and SC Rationalization; 2 day pkg

General Description:

This two day session comprises an essential portion of the teamwork and human resource applications of Lean transformation. Extended value chains and so-called Pull systems endeavor to create and promote constant, reliable and consistent flow of customer defined value across entire value chains from essential raw materials through the final product fit and ready for use or consumption by the customer. In support of the use of space and movement of materials aspect of Lean transformation (presented in Mass Customization element II.B. above) logistical arrangements and the control of flow into and out of outsources close the value chain collaborative loop. Furthermore the rationalization of your supply chain promotes the flow of value, minimizes risk, and facilitates partnerships for the continuous improvement of your extended value chains.

What you will learn:

A chain is only as strong as its weakest link, or so they say. Strengthening a value chain is all about transfer of knowledge, faith and trust, and partnering collaboration which allows the entire chain of value added activities to meet or exceed the final customer’s expectations.

What you will do:

There are common Lean initiatives that are clearly defined by customer demand and need to be addressed at every level of a specific value chain. You will learn what these common elements are, why they are important, and how to foster them across the value chain. You may also be positioned to better meet your customers needs through consolidation of value and product offerings. You will learn new insights into how or if this would be beneficial for your firm.

The nature of the prework & the Fearless Followup:

There is precious little prework for these sessions. The colloquium format of these sessions pulls on your internal expertise and will be tempered by insights learned during the sessions. The FFU represents milestone events for the promulgation of changes in the way your company thinks about its position in the value chain and its ability to make changes in that position.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to create strategies for understanding your place in the overall value chain, and how to influence that position for the benefit of your bottom-line. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

IV.B. Cultural Transformation & Lean Enterprise:  1 day training package

General Description:

As with any improvement endeavor Lean initiatives involve coordinated activities to avoid duplication of effort. Lean is not a spot improvement tool. To be successful Lean transformation must be considered as an overall operating system within which spot improvement tools are applied only as needed to foster the flow of value, improve quality, and eliminate waste. Every Lean category has a slightly different way of approaching cultural transformation. To minimize resources and effort, the sequencing of initiatives and the firm control of implementation variation between Lean categories will require your leadership.

What you will learn:

A company must determine whether their investment in human capital has been worthwhile and balanced for maximum efficiency of production. This session focuses on your internal change inertia. This is what causes you to resist and/or fear change, to consistently fail at change, and to discover what traditions or tribal knowledge are keeping you from successful transformation into the profitable and valuable company you hope to become.

What you will do:

Culture is the most difficult and intransigent thing to change within any organization. Like the dragon its sees only one half of its world at a time. Unlike the dragon however the organization sees from the top down and the bottom up. These are often two very different pictures. In this session your company will begin to view itself by virtue of its leadership practices, employee engagement, knowledge accessibility, workforce optimization and learning capacity.

The nature of the prework & the Fearless Followup:

It is wise to have no prework for this session. The FFU consists of further discussions of the power of lean cultural transformation and its role in bringing profits directly to the bottom-line.

Cost & Benefit:

The outline for this session is assumed to be the minimum needed to stimulate cultural transformation and your understanding of the individual roles and responsibilities that influence your bottom-line. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

IV.C. Fearless Followup: 6 FFU sessions (one every 2 weeks)

General Description:

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU. These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

What you will learn:

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

What you will do:

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The nature of the prework & the Fearless Followup:

The prework associated with FFU is, of course, the event session prework and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

Cost & Benefit:

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

CQ

Commitment to Quality – Prospectus

V.A. Statistical Process Control & Process Certification;   2 day training package

General Description:

These sessions outline and teach the basic principles of statistical process control and the certification of a process capability to produce products that meet or exceed customer expectations. Whether internal or external, customers define what quality is for them. In a Free-market system it usually means getting what is wanted, when its wanted, at a fair and reasonable price. Your company commitment to those principles serves to assure the customer through actual performance, and the expectation of the same, that you are a worthy and risk averse provider.

What you will learn:

Every value added operation in your company is subject to internal and external sources of variation. These variants may be measured and plotted to provide you with an expectation of control allowing intervention prior to non-compliance and thus prevention of delay or defect due to the impact of variants on the production process. You will learn these methods and how to achieve certification of the capability of your processes through standardized methods of process certification.

What you will do:

The first session will address statistical process control and the second session process certification. Real time data will be utilized and inputted into a rigorous data analysis system that you may continue to use for the control and prevention of delays and defects created in your processes.

The nature of the prework & the Fearless Followup:

Data capture for these sessions consist of production parameters specifically designed from your equipment and process needs. FFU is rigorous, as with all commitment to quality packages and consists of weekly review sessions to assure continuing control.

Cost & Benefit:

The outline for these sessions is assumed to be the minimum needed to stimulate your understanding and application of SPC and Process Certification activities in a manner consistent with SMITH CQ and the expected influence on your bottom-line. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

V.B. Quality Diagnostics, RCA, Mistake Proofing; 3 day training package

General Description:

Three general flows of value have been recognized in industry for the occurrence of quality defects: the Customer impact when quality issues are identified by the customer, Internal defects which are not seen by the customer but are discovered within your operations, and the Supplier when you (as the suppliers customer) receive defects from your supplier.

What you will learn:

For quality issues in each flow there are specific root causes and associated mistake proofing activities that may be engaged proactively. The fundamental quality system attributes that address each flow are presented in these sessions and a plan created to facilitate systemic changes that protect the customer and lower the costs of poor quality.

What you will do:

Similar to a production preparation process (3P above) workshops will be created for the modeling of the three quality system flows, root cause analysis, and the execution of rigorous mistake proofing activities.

The nature of the prework & the Fearless Followup:

Very little prework is required for these sessions, however a historical defect analysis will be requested for problematic parts and/or process records. FFU will consist of tracking and trending for successful implementation of root cause and mistake proofing methodologies as applied to “live” situations.

Cost & Benefit:

The outline for these sessions is assumed to be the minimum needed to stimulate your understanding and application of the three flows, root cause analysis, and mistake proofing activities in a manner consistent with SMITH CQ and the expected influence on your bottom-line. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

V.C. Reason Code Collaboration, Buffering and Safety Stock: 2 day training package

General Description:

Collaborative communication between all interested parties involved in quality diagnostic issues is a fundamental attribute in Lean transformation. Each party must understand the precise nature of defects found and communicated so that performance metrics are consistent and resolutions clearly planned. Often quality issues are so intransigent and resolutions so long term that customers must be protected during the investigations. But, how much buffer or safety stock is needed, how may it be depleted, and how often and for how long will it need to be replenished?

What you will learn:

These session will use “live” data from the prework to determine risk levels associated with reason code communication, and the calculation of precise amounts of buffer and/or safety stock required to protect your customer during periods of disruption.

What you will do:

These sessions will contain workshops for the analysis and presentation of solutions to your most difficult quality issues. There will be an appreciation for the bottom-line impact of these quality control measures.

The nature of the prework & the Fearless Followup:

Pre-work shall consist of quality defect data, customer demand, and strategic plans for dealing with quality issues. The FFU, as with all commitment to quality packages, is rigorous and requires milestone targets for discrete buffer and/or safety stock numbers.

Cost & Benefit:

The outline for these sessions is assumed to be the minimum needed to stimulate your understanding and application of the protection of your customer and how these activities are consistent with SMITH CQ and the expected influence on your bottom-line. These sessions may be augmented by further sessions, at your discretion, dependent upon the level of your company’s engagement.

V.D. Fearless Followup: 12 FFU sessions (weekly)

General Description:

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU. These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

What you will learn:

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

What you will do:

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The nature of the prework & the Fearless Followup:

The prework associated with FFU is, of course, the event session prework and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

Cost & Benefit:

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

Fearless Follow-up (FFU):

On a clearly defined and consistent schedule, LDI will meet with your company team to review and followup on strategic initiatives. This is what LDI refers to as Fearless Followup or FFU.

These sessions are designed to promote smooth and rapid implementation of your Lean initiatives. Success of these sessions and your overall endeavor will depend upon your company’s level of engagement. These sessions will be planned and scheduled in advance and will have little or no room for schedule change without additional charges so please select and commit to times and dates and confirm with your LDI leader at the time you sign the Accord for Professional Services.

These sessions require discipline (Fearless) and consistency (Followup) and, if properly engaged, will show your team hope to dedicate resources and make things happen within the framework of your Lean transformation. These skills will be invaluable for future efforts within your company.

Each session will be conducted via teleconference whose constituents are to include each of the team members attending the event. Exceptions are expected to be on an emergency basis only and given only then with the provision that the absent person provide a surrogate to act on their behalf during the missed session.

The pre-work associated with FFU is, of course, the event session pre-work and the event session itself. FFU is of fundamental importance to the rapid implementation of these initiatives. Persons who do not comply may be the cause of a difficult, untimely and costly implementation process showing little or no tangible results.

The outline for these FFU sessions is assumed to be the minimum needed to create strategies for Lean transformation and may be augmented at an additional charge by further FFU sessions, at your discretion, dependent upon the level of your company’s engagement.

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