School of Lean Full Video List
Introductory Topics
5S
5S Workplace Productivity
- 5S Overview
- Why Practice 5S at FedEx Office? - Desk
- Why Practice 5S at FedEx Office? - Closet
- How to Approach 5S (and any other Lean concept)
- Sort
- Red Tagging
- FedEx Office Sort & Red Tagging - Desk
- FedEx Office Sort & Red Tagging - Closet
- Straighten
- FedEx Office Straightening - Desk
- FedEx Office Straightening - Closet
- Sweep (Shine)
- Standardize
- Sustain
- FedEx Office Conclusion - Desk
- FedEx Office Conclusion - Closet
- 5S Numbers Game
- Skills Matrix
- The Letter Factory
- 5S Action Guide
5S in the Factory and the Warehouse
- Introduction to 5S in the Factory and the Warehouse
- 5S and Workplace Organization at FastCap
- 5S and Workplace Organization at Vermeer
- Red Tagging in the Stockroom at the City of Grand Rapids
- A Place for Everything at In The Ditch
- Lean Warehouse Tour at the City of Grand Rapids
- Using a 5S Audit Checklist at the City of Grand Rapids
- A Point of Use Shadow Board at Specialty Silicone Fabricators
- A Rolling Tool Cart at Specialty Silicone Fabricators
- 5S Auditing at Techno Aerospace
- 5S with a Shop Floor Team at Techno Aerospace
- 5S in the Stockroom Receiving Dock at the City of Grand Rapids
- A Place for Everything at Daman Products
- Introducing Lean to Employees Through a 5S Kaizen Event at the City of Grand Rapids
- Setting Up a New Work Cell at In The Ditch
- Empowering People to Create Paradise at In The Ditch
- How In The Ditch Applies Lean to Shipping and Receiving
- Point of Use Storage at a Dolly Assembly Cell at In The Ditch
- Using Imagination to Improve at Fireblast Global
5S in the Office
- Introduction to 5S in the Office
- Using 5S to Organize a Desk at FedEx Office
- Using 5S to Organize a Closet at FedEx Office
- Sorting and Red Tagging a Desk at FedEx Office
- Sorting and Red Tagging a Closet at FedEx Office
- Straightening a Desk at FedEx Office
- Straightening a Closet at FedEx Office
- The End Result: Shining, Standardizing, and Sustaining a Desk at FedEx Office
- The End Result: Shining, Standardizing, and Sustaining a Closet at FedEx Office
- 5S Auditing at Techno Aerospace
- How to Apply 5S to Knowledge Work
Seven Deadly Wastes
Dealing With the Seven Deadly Wastes
The Eight Types of Waste in Healthcare
- The Eight Types of Waste in Healthcare: Introduction
- The Purpose of Lean in Healthcare
- What Do We Mean by “The 8 Wastes" in Healthcare?
- Defining Value in Healthcare
- The Wastes of Motion, Waiting, and Human Potential in a Surgical Suite
- Patient Harm as a System Defect
- The Wastes of Inventory, Transportation, and Overproduction in Healthcare
- Meaningful 5S in a Children’s Hospital Radiology and MRI Suite
- The Aim of Healthcare as a System
- Audience Q&A - How Do You Start a Lean Transformation?
- Audience Q&A- How Will Lean Methods Impact HCAHPS Scores?
- Audience Q&A - What is the Appropriate Number of Inventory Turns for a Hospital Store Room?
- Audience Q&A - How Can Lean Improve Discharge Planning in a Hospital?
- Mark Graban - Stories of the Eight Types of Waste in Healthcare
The Seven Wastes, with Jeff Kaas
The Kaizen Way
- Kaizen Overview
- The Kaizen Event
- Kaizen Success Story
- Real Life Kaizen
- System vs. Point Kaizen
- Kaizen Event Roles
- Preparing for the Kaizen Event
- The Kaizen Event Week
- Post Kaizen Event Activities
- Simple Kaizen Part 1
- Simple Kaizen Part 2
- The Kaizen Coach
- D.L. Martin Kaizen Event Summary
- Kaizen Way Action Guide
Value Stream Mapping
Transforming Your Value Streams
- Value Stream Overview
- Product Family Selection
- VSM Shapes & Icons
- Calculating Takt Time
- Current State Part 1
- Current State Part 2
- Continuous Flow
- Balancing Cycle Time & Takt Time
- Downstream Pull
- Production Leveling
- The Future State - 1
- The Future State - 2
- Transactional or Office Value Stream Mapping
- Value Stream Mapping Resources
- One Piece Flow Simulation
- Transactional Detailed Process Mapping - 1
- Transactional Detailed Process Mapping - 2
- Value Stream Action Guide
Value Stream Transformation - Adapting Value Stream Mapping for Office and Service Environments
- Why Drew Wrote About Office Value Stream Mapping
- The Pitfalls of Value Stream Mapping in Office and Service Processes
- What Is the %C&A (Percentage Complete & Accurate) Metric?
- Natural Variation Within Office Value Stream Processes
- The Social Aspect of Value Stream Mapping
- Do You Have To Do Value Stream Mapping to Develop a Lean Culture?
Value Stream Mapping from Tool to Management Practice
- Why We Wrote a Book on Value Stream Mapping
- The Performance Impact of Value Stream Mapping
- How Value Stream Mapping Builds Organizational Capability
- Preparation for Successful Value Stream Mapping
- Team Selection and Socializing the Value Stream Map
- The Future State Map and Improvement Action Plan
- Audience Q&A - How Can We Get Leadership Involved in VSM?
- Audience Q&A - What Financial Savings Can Be Achieved from Value Strean Improvements?
- Audience Q&A - Does Toyota use VSM?
- Audience Q&A - How Do You Calculate Lead Time for an Office Process?
- Audience Q&A - How Do You Accurately Capture Information for a Process that has a Lot of Variation?
- Audience Q&A - Does Your Book Cover the Creation of Future State Maps?
- Audience Q&A - How Do You Guarantee That Leaders Do Not Squash Lower Level Involvement?
- Audience Q&A - Is There a Place for Process Mapping in Lieu of Value Stream Mapping?
- Audience Q&A - Can You Define Value Streams as Non-Traditional Support Processes?
Organizational Healing Through Value Stream Mapping
Improving Government Service Delivery with Value Stream Mapping
Business Process Mapping
- Getting Started With Business Process Mapping
- What Is A SIPOC Diagram
- How to Create a SIPOC Diagram
- How to Create a Turtle Diagram
- What Is A Business Model Canvas?
- How to Create a Business Model Canvas
- What Is an Empathy Map?
- How to Create Empathy Maps
- What Is a Flowchart?
- How to Create a Flowchart
- How to Make Process Maps with Sticky Notes
- How to Create Process Charts
- What Is Swim Lane Mapping?
- How to Create a Swim Lane Map
- What Is a Makigami Analysis?
- How to Do a Makigami Analysis
- What Is Transactional Value Stream Mapping?
- Current State Value Stream Mapping of Treetop Purchasing
- Future State Value Stream Mapping of Treetop Purchasing
- Creating a Current State Transactional Value Stream Map
- Creating a Future State Transactional Value Stream Map
Practical Problem Solving
- PPS Overview
- PDCA
- Treetop, Inc.
- Step 1: Clarify the Problem
- Introduction to SigmaXL
- Creating Pareto Charts with SigmaXL
- Creating Run Charts with SigmaXL
- Creating Control Charts with SigmaXL
- Step 2: Break Down the Problem
- Creating Dot Plots with SigmaXL
- Step 3: Set a Target
- Step 4: Analyze Root Causes
- Fishbone Diagram Explained
- Five Why Explained
- Treetop Gets to the Root Causes
- Creating Scatter Plots with Sigma XL
- Step 5: Develop Countermeasures
- Step 6: See Countermeasures Through
- Step 7: Evaluate the Process and Results
- Step 8: Standardize Success and Learn from Failures
- PPS Action Guide
Toyota Kata
Toyota Kata - Practice Makes Progress
- Toyota Kata Overview
- The Marshmallow Challenge Icebreaker
- Lean and Organizational Culture
- Leaders Are Teachers
- What Learning Looks Like
- What Does a Continuous Improvement Culture Look Like?
- The Improvement Kata: A Model for Scientific Thinking
- How People Learn & Develop New Skills
- The Backwards Bike: Learning to Unlearn
- The Coaching Kata: A Routine for Learning to Coach the Improvement Kata
- The "Five Questions" Card
- The Toyota Kata Hypothesis
- Practicing the Improvement Kata with Dominoes
- Dominos, LLC - Rounds 1 & 2
- Dominos, LLC - Round 3
- Improvement Kata Step 1: Understand the Direction and Challenge
- Improvement Kata Step 2: Grasp the Current Condition
- The 5 Steps to Grasping the Current Condition
- How to Create a Block Diagram
- How to Create a Run Chart
- How to Measure Process Times & Cycles
- Additional Tips for Creating Run Charts
- How to Determine Equipment Capacity & Number of People Required
- Improvement Kata Step 3: Establish the Next Target Condition
- Creating Your First Dominos Target Condition
- Identifying Obstacles
- Improvement Kata Step 4: Experiment Against Obstacles
- How to Use the Experiment Record
- Introducing the Coaching Cycle
- Storyboards and the Coaching Cycle Part 1
- What Did We Learn?
- Lean in 10 Words
- Running Experiments
- Reviewing the Kata Mechanism
- Practicing the Coaching Cycle Part 2
- Going to Gemba Part 1
- Going to Gemba Part 2
- Going to Gemba Part 3
- Going to Gemba Part 4
- Going to Gemba Part 5
- Going to Gemba Part 6
- Toyota Kata Resources
Kata in the Classroom
Lean Daily Management
Daily Management System
Daily Accountability Process
Gemba Walk Essentials
Process Confirmation
- Process Confirmation Overview
- Getting Started with Process Confirmation
- Processes Confirmation with a Kamishibai System
- Process Confirmation At Molding Operation
- Process Confirmation And Auditing Standards With The Kamishibai Board At NFI
- The 5s Process Audit Checklist At City Of Grand Rapids
- Process Confirmation Using The T-board System At Techno Aerospace
Leader Standard Work Essentials
Visual Management
Coaching for Daily Management
- Coaching Daily Management
- Tips for Coaching Through Leader Standard Work
- Example Role Play of Leader Standard Work Coaching
- The Coaching Kata: A Routine for Learning to Coach the Improvement Kata
- Introducing the Coaching Cycle
- Storyboards and the Coaching Cycle Part 1
- Practicing the Coaching Cycle Part 2
Obeya Essentials
Obeya Operations Center
- How Sam Encountered The Obeya Operations Center
- Three Operating Principles Underlying Obeya
- What Is An Obeya?
- Why Establish An Obeya?
- Types Of Obeya Layout And Complexity
- How To Build Your "Big Room"
- How Obeya Connects Strategy And Frontline Management
- What Metrics Should Be In The Obeya?
- The Truth Telling Room
- Audience Q&A - How Would You Set Up An Obeya To Monitor Performance Of Multiple Satellite Offices?
- Audience Q&A - Is The Obeya More Suited For Departmental Or Functional Area Than Cross-functional?
Daily Management System Workshop
- Look At What We Did In 5 Days With Kaizen
- Why Isn’t This Sustaining?
- The Six Elements Of A Lean Management System
- Element 1 - True North
- Element 2 - Standard Work
- Element 3 - Visual Management
- Element 4 - Leader Standard Work
- Element 5 - Lean Leadership Behaviors
- Synergy Between The Six Elements
- The Sequence For Lean Management System Implementation
Daily Accountability Process Workshop
- Introduction To Burgess Health Center
- What Is A Huddle?
- Why And How Burgess Committed To Huddles
- Lessons Learned From Rolling Out Huddles
- Demonstrating The Huddle Process
- Coaching For Leaders To Attend Huddles
- Audience Q&A - What Is An Optimum Number Of People For A Huddle?
- Audience Q&A - How Long Does A Huddle Last? Do They Huddle At The Beginning Of The Shift?
- Audience Q&A - How Do You Make Sure The Discussions Stay On Topic?
- Audience Q&A - How Do You Handle Ideas From The Huddle That Don't Make Sense Or That You Won't Implement?
- Audience Q&A - Do You Report Out On Ideas During The Next Huddle?
- How The Daily Action Board Builds Accountability
- How To Use The Daily Action Board
- Daily Stand Up Meeting
- Collaboration On Action Items Through Visual Management
- Recognition And Celebration On The Action Board
- Key Points For Visual Management With The Action Board
- Audience Q&A - How Long Is This Meeting And Do You Have Other Morning Meetings?
- Audience Q&A - How Does This Meeting Differ From The Tier Meeting When The Supervisor Meets With Operators?
- Audience Q&A - Is The Action Board Similar To Reviewing SQDC Metrics?
- Audience Q&A - How Many Action Boards Do You Have?
- Audience Q&A - How Do You Share Information Between Plants For Similar Issues?
- Audience Q&A - Have You Ever Implemented Electronic Action Boards That Display Data From A Portal?
- Audience Q&A - Is There A Close-of-business Meeting And If So Would You Reevaluate What Should Happen The Next Day?
- Audience Q&A - Who Facilitates The Problem Solving?
- Audience Q&A - How Do You Reward And Recognize People For Good Actions And Improvements?
- Audience Q&A - Who Should Attend The Daily Stand Up Meeting?
- How Do You Manage The Action Items On Post-its?
- How To Get Started With Action Boards?
- Daily Management And Strategic Alignment
- Visual Management Of Work Through Huddle Boards
- Standard Meeting Management Process
- Personal Kanban Board At The Fire Department
- Daily Accountability Through Team Training And Observations About Daily Accountability Processes At Kaas Tailored
- The CMMS Business Operations Group Weekly Huddle
- Bi-weekly Visit By Senior Executives To Huddle Boards
- Area Improvement Center Huddle Board
- The Morning Meeting At Specialty Silicone Fabricators
- Morning Standup Meeting At Menlo Innovations
Gemba Walk Workshop
- Introduction to Michael Bremer
- What Is the Primary Responsibility of a Leader?
- Why Do a Gemba Walk?
- Key Steps for Gemba Walks
- The Purposes of a Gemba Walk
- Different Gemba Walk, Different Purpose
- Preparing for a Gemba Walk
- Preparing for the Gemba Walk at Freetech Plastics
- The Keys to Doing Successful Gemba Walks
- Exercise - Asking Questions During a Gemba Walk
- Freetech Gemba Walk #1 - Visual Performance Board (On-Time Delivery)
- Freetech Gemba Walk #2 - Vacuum Form
- Reflection on Freetech Gemba Walk #2
- Freetech Gemba Walk #3 - Shipping
- Reflections on Freetech Gemba Walk #3
- Freetech Gemba Walk #4 - CNC Machine
- Debriefing After a Gemba Walk
- Reflecting on the Gemba Walk Process
- Reflecting on Gemba Walks in the Office
- The Differences Between Value Stream Walks and Improvement Walks
- Asking Effective Questions During Gemba Walks
- Engaging People Through Gemba Walks
Leader Standard Work Workshop
- Tips for Coaching Through Leader Standard Work
- Example Role Play of Leader Standard Work Coaching
- Introduction to Leader Standard Work
- How We Learn to Be Leaders
- The Role of a Lean Leader
- What Is a Lean Management System?
- Lean Management and Process Focus
- What Is Leader Standard Work?
- What Does Your Typical Day Look Like?
- How to Create Leader Standard Work
- How Visual Controls Support Leader Standard Work
- Daily Accountability Through Huddle Meetings
- Processes Confirmation with a Kamishibai System
Day in the Life of a Lean Supervisor
- What Is A Lean Supervisor?
- A Day In The Life Of A Lean Supervisor - Prepare For The Day
- A Day In The Life Of A Lean Supervisor - The Daily Startup Meeting
- A Day In The Life Of A Lean Supervisor - Check Standards, Quality, Safety
- A Day In The Life Of A Lean Supervisor - Update Hour-by-hour Chart
- A Day In The Life Of A Lean Supervisor - Confirm Smooth Start Up And Gemba Walks
- A Day In The Life Of A Lean Supervisor - Kaizen On The Line
- A Day In The Life Of A Lean Supervisor - Plan For Overtime, Shift Handover, And Next Day
- Example Standard Work For a Lean Supervisor
- Characteristics Of A Lean Supervisor
- Exercise - 5 Days In My Work Life
- Audience Q&a - Do You Have Any Advice For How These Lean Supervisor Principles Can Apply Outside Of Manufacturing?
- Audience Q&A - Where Can I Learn More About The Kamishibai System?
- Audience Q&a - We Have Communication Boards, But No One Uses Them, How Can I Encourage Supervisors To Use Them?
- Audience Q&a - Is There No Free Time Alloted For Meeting Or Surprises?
- Audience Q&A - Some Tasks Are More Critical Than Others, Shouldn't They Be Identified?
- Audience Q&a- How Does The Day In The Life Change As The Manager Becomes More Senior, Up To The Executive Level?
- Audience Q&A - How Do You Insure Meetings Are Kept Under 5 Minutes And Are Focused?
- Audience Q&A - What Did You Mean By "Prepare The Operator To Learn"?
- Audience Q&A - Are There Any Kaizen Solutions Or Programs Tailored To Healthcare?
- Audience Q&a - How Can I Develop A Good Cross Training Program?
The Seven Quality Control Tools
- 7QC Overview
- QC Tool 1: The Graph
- Bar Charts
- Broken Line Graphs
- Pie Charts
- Band Graphs
- Radar Charts
- QC Tool 2: The Check Sheet
- QC Tool 3: The Pareto Chart
- Creating a Pareto Chart in Sigma XL
- QC Tool 4: The Cause & Effect Diagram
- Basic Statistics
- Measures of Central Tendency
- Measures of Dispersion
- Generating Descriptive Statistics
- QC Tool 5: The Scatter Diagram
- Creating Scatter Diagrams and Regression Statistics
- QC Tool 6: The Histogram
- Calculating Cp and Cpk
- Creating Histograms & Cp / Cpk Statistics
- QC Tool 7: The Control Chart
- Creating Control Charts in Sigma XL
- MSA Overview
- The Attribute Data MSA
- Attribute Data MSA Analysis in SigmaXL
- The Variable Data MSA
- Variable Data MSA Analysis in SigmaXL
- Seven QC Tools Action Guide
A3 Thinking
Kanban
Quick Changeover - The SMED System
- Quick Changeover Overview
- The 8 Steps to Quick Changeover
- How To Use Quick Changeover in Non-Manufacturing Environments
- The Changeover Before Improvements
- Step 1 - Document Reality
- Step 2 - Separate Internal And External Tasks
- Step 3 - Shift Internal to External Activities
- Steps 4 & 5 - Streamline External Tasks and Identify Parallel Tasks
- Step 6 - Streamline Internal Tasks
- Steps 7 & 8 - Practice New and Improved Setup and Document New Standard
- The Changeover After Improvements
- Mike Wroblewski Interview
Standard Work
- Standardization
- Prerequisites
- Introduction to Standard Work
- 3 Elements
- Process Capacity Tool
- Standard Work Combination Sheet
- Standard Work Sheet
- Standard Work Instruction Sheet
- Standard WIP
- Lead Time
- Time Observation Sheet
- How to Draw a Pig
- Step by Step
- Mixed Model Standard Work Introduction
- Mixed Model - Balance Work Among Operators
- Mixed Model - Balance Cycle & Takt Time
- Mixed Model - The Yamazumi Chart
- Mixed Model - Creating Combination Sheets
- Transactional Standard Work
- Jon Miller on Standard Work
Built-In-Quality
3P Production Preparation Process
Total Productive Maintenance (TPM)
Culture of Kaizen
- Culture of Kaizen Overview
- Respect for Humanity
- Brain Chemistry & Its Impact on Human Performance
- Reducing Social Threats to Enable Continuous Improvement
- Habits & How They Shape Organizational Culture
- Continuously Improving Habits
- Characteristics of the Kaizen Leader
- Motivation for Continuous Improvement
- Modes of Persuasion
- Leading Yourself
- Additional Culture of Kaizen Learning Resources
Masaaki Imai on Gemba Kaizen and Lean
- Introduction to Masaaki Imai on Gemba Kaizen and Lean
- The Three Requirements for Embracing Kaizen and Lean
- Flow, Synchronization, and Leveling (FSL)
- Management Involvement vs. Management Commitment
- How Kaizen Leads to Lean and Green
- What Is Management?
- What Is Gemba?
- Stand in the Circle on the Gemba
- Growing Up on the Gemba
- 5s Is the Starting Point of Kaizen
- The Lean Roadmap & The Christopher Columbus School of Business
- Full Masaaki Imai on Gemba Kaizen and Lean Course
Hoshin Planning
TWI - Training Within Industry
Job Instruction (JI) For Facilitators
- Day 1: Job Instruction Overview
- Day 1: Welcome & Intros (Classroom)
- Day 1: JI Overview Video Discussion (Classroom)
- Day 1: 5 Needs of a Supervisor
- Day 1: 5 Needs of a Supervisor Video Discussion (Classroom)
- Day 1: Faulty Instruction
- Day 1: How to Tie the Fire Underwriters' Knot (Studio)
- Day 1: Showing & Telling Alone Demonstration (Classroom)
- Day 1: Correct Instruction
- Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
- Day 1: How to Instruct Card
- Day 1: Day 1 Review & Wrap-up (Classroom)
- Day 1: Introduce Pluses & Deltas (Classroom)
- Day 2: Welcome to Day 2, Pluses & Deltas (Classroom)
- Day 2: Day 2 Introduction
- Day 2: Jamie's First Attempt at Teaching How to H-Tape a Box (Classroom)
- Day 2: Instruction Demonstration Review - Part 1
- Day 2: Class Feedback to Jamie's First Attempt at JI Process (Classroom)
- Day 2: Instruction Demonstration Review - Part 2
- Day 2: Martyna's First Attempt at Teaching How to Add a Webex (Classroom)
- Day 2: Instruction Demonstration Review - Part 3
- Day 2: Class Feedback to Martyna's First Attempt at JI Process (Classroom)
- Day 2: Instruction Demonstration Review
- Day 2: Job Breakdown Sheet
- Day 2: Breaking Down the Job
- Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
- Day 2: Breaking Down the Job - Time to Practice
- Day 2: Breaking Down Jamie's Job of H-Taping a Box (Classroom)
- Day 2: Breaking Down Martyna's Job of Adding a Webex (Classroom)
- Day 2: Have Everything Ready
- Day 2: Parking Lot Review (Classroom)
- Day 2: Day 2 Summary
- Day 2: Discussion of Day 2 Summary Video (Classroom)
- Day 3: Day 2 Review (Classroom)
- Day 3: Training Timetable
- Day 3: How to Ask Open Ended Questions During JI Feedback Sessions (Classroom)
- Day 3: Practice Instruction
- Day 3: Breaking Down the Job of Adding a Hyperlink - Important Steps (Classroom)
- Day 3: Breaking Down the Job of Adding a Hyperlink - Key Points & Reasons (Classroom)
- Day 3: Day 3 Summary
- Day 4: Reinforcing Knowledge
- Day 4: Training Timetable Class Exercise (Classroom)
- Day 4: Training Timetable Discussion (Classroom)
- Day 4: Practice Instruction
- Day 4: Cait's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 4: Class Feedback to Cait's First Attempt at JI Process (Classroom)
- Day 4: Special Problems
- Day 4: Discussion of Special Problems Video (Classroom)
- Day 4: Gary's First Attempt at Teaching How to Build a Job Packet (Classroom)
- Day 4: Class Feedback to Gary's First Attempt at JI Process (Classroom)
- Day 4: Jamie's Second Attempt at Teaching How to H-Tape a Box (Classroom)
- Day 4: Class Feedback to Jamie's Second Attempt at JI Process (Classroom)
- Day 4: Breaking Down the Job of Inserting Hearing Protection (Classroom)
- Day 4: Day 4 Summary
- Day 5: Practice Instruction
- Day 5: Jessica's First Attempt at Teaching Someone to Update a Training Timeline Tracker (Classroom)
- Day 5: Class Feedback to Jessica's First Attempt at JI Process (Classroom)
- Day 5: Martyna's Second Attempt at Adding a Webex (Classroom)
- Day 5: Class Feedback to Martyna's Second Attempt at JI Process (Classroom)
- Day 5: Cait's Second Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 5: Class Feedback to Cait's Second Attempt at Using the JI Process (Classroom)
- Day 5: Leslie's First Attempt at Teaching How to Insert Hearing Protection (Classroom)
- Day 5: Class Feedback to Leslie's First Attempt at JI Process (Classroom)
- Day 5: Breaking Down the Job of How to Build a Job Packet (Classroom)
- Day 5: Rolling Out JI
- Day 5: Discussion on How to Roll out JI video - Part 1 (Classroom)
- Day 5: Discussion on How to Roll out JI video - Part 2 (Classroom)
- TWI Overview
Job Instruction (JI) For Learners
- Day 1: Job Instruction Overview
- Day 1: 5 Needs of a Supervisor
- Day 1: Faulty Instruction
- Day 1: Correct Instruction
- Day 1: Teaching the Fire Underwriters' Knot Using the 4-step JI Process (Classroom)
- Day 1: How to Instruct Card
- Day 2: Day 2 Introduction
- Day 2: Instruction Demonstration Review
- Day 2: Job Breakdown Sheet
- Day 2: Breaking Down the Job
- Day 2: Breaking Down the Fire Underwriters' Knot on Whiteboard
- Day 2: Breaking Down the Job - Time to Practice
- Day 2: Have Everything Ready
- Day 2: Day 2 Summary
- Day 3: Training Timetable
- Day 3: Practice Instruction
- Day 3: Day 3 Summary
- Day 4: Reinforcing Knowledge
- Day 4: Practice Instruction
- Day 4: Special Problems
- Day 4: Day 4 Summary
- Day 5: Practice Instruction
- Day 5: Rolling Out JI
- TWI Overview
Job Relations (JR) for Facilitators
- Day 1: Job Relations Overview
- Day 1: Discuss the Supervisor's 5 Needs
- Day 1: Describe Supervisor's Problems as Regards to Job Relations
- Day 1: A Supervisor Meets Their Needs Through Relationships with People
- Day 1: Present the Foundations
- Day 1: Develop the Individual Chart
- Day 1: Define a Problem
- Day 1: Introduce the TWI Method
- Day 1: Summarize the 4-Step Job Relations Method
- Day 1: The Foundations For Good Relations
- Day 1: How Problems Come Up
- Day 1: Different Types of Problems Supervisors Face
- Day 2: Review the 4-Step JR Method
- Day 2: Using JR: The Tom Problem
- Day 2: Opinions and Feelings are Hard to Get
- Day 2: The Standard Procedure
- Day 2: Using JR: The Tom Problem (Classroom)
- Day 2: Using JR: Standardized Work Challenges (Classroom)
- Day 2: Using JR: Military Case Study (Classroom)
- Day 3: Review the 4-step JR Method
- Day 3: Using JR: The Jackie Story (Classroom)
- Day 3: Using JR: 5S Problems (Classroom)
- Day 3: Using JR: Not Coming Back from Breaks On Time (Classroom)
- Day 4: Using JR: Personal Use (Classroom)
- Day 4: Taking Preventive Action and Checking Results
- Day 4: Using JR: The Carol Story (Classroom)
- Day 4: Using JR: Sleeping on the Job (Classroom)
- Day 4: Using JR: Problems at the Boys & Girls Club (Classroom)
- Day 5: Deep Review of the 4-step Method
- Day 5: Advantages the JR Method Brings to Supervisors
- Day 5: The Importance of Supervisors
- Day 5: Using JR: Problems with Marching Band Moms (Classroom)
- Day 5: Using JR: Challenges During the Hiring Process (Classroom)
Job Relations (JR) for Learners
- Day 1: Job Relations Overview
- Day 1: Discuss the Supervisor's 5 Needs
- Day 1: Describe Supervisor's Problems as Regards to Job Relations
- Day 1: A Supervisor Meets Their Needs Through Relationships with People
- Day 1: Present the Foundations
- Day 1: Develop the Individual Chart
- Day 1: Define a Problem
- Day 1: Introduce the TWI Method
- Day 1: Summarize the 4-Step Job Relations Method
- Day 1: How Problems Come Up
- Day 1: Different Types of Problems Supervisors Face
- Day 2: Review the 4-Step JR Method
- Day 2: Using JR: The Tom Problem
- Day 2: Opinions and Feelings are Hard to Get
- Day 2: The Standard Procedure
- Day 3: Review the 4-step JR Method
- Day 3: Weighing And Deciding And The Use Of Classroom Examples
- Day 4: Taking Preventive Action and Checking Results
- Day 5: Deep Review of the 4-step Method
- Day 5: Advantages the JR Method Brings to Supervisors
- Day 5: The Importance of Supervisors
Job Methods (JM)
- Day 1: Job Methods Overview
- Day 1: Improving Job Methods
- Day 1: The Use of Job Demonstration
- Day 1: Demonstrate the Present Method
- Day 1: Demonstrate the Proposed Method
- Day 1: Step 1 - Break Down the Job
- Day 1: Step 2 - Question Every Detail
- Day 1: Using the Breakdown Method
- Day 1: Step 3 - Develop the New Method
- Day 1: Step 4 - Apply the New Method
- Day 1: How to Use the Job Methods Plan Discussion
- Day 1: Resistance and Resentment
- Day 2: Introduction
- Day 2: Review the 4 Steps of the Job Methods Plan
- Day 2: Review and Preparation for Practice Demonstration
- Day 2: Practice Demonstration Example 1 - Present Method
- Day 2: Practice Demonstration Example 1 - Develop New Method
- Day 2: Practice Demonstration Example 1 - Proposed New Method
- Day 2: Practice Demonstration Example 1 - Job Breakdown
- Day 2: The Proposal Sheet
- Day 3: Review the 4 Steps
- Day 3: Practice Demonstration Example 2 - Present Method
- Day 3: Practice Demonstration Example 2 - Develop and Propose New Method
- Day 3: Practice Demonstration Example 2 - Job Breakdown
- Day 3 Conclusion
Simulations
Flow Simulation at Kaas Tailored
- Preparing for Kaas Flow Simulation Round 1
- Kaas Flow Simulation Round 1 - Batch
- Review of Kaas Flow Simulation Round 1
- Preparing for Kaas Flow Simulation Round 2
- Kaas Flow Simulation Round 2 - Green Means Go
- Review of Kaas Flow Simulation Round 2
- Preparing for Kaas Flow Simulation Round 3
- Kaas Flow Simulation Round 3 - Balanced Flow
- Review of Kaas Flow Simulation Round 3
- Overview of Round 4 - True Pull
- Facilitator Overview of the Kaas Flow Simulation
Lean Accounting
Lean Accounting Fundamentals
Jean Cunningham on Lean Accounting
- Lean Accounting Introduction
- The Effect of Lean Accounting on Owners, Auditors, and Executives
- The Difference Between Traditional and Lean Accounting
- When and How to Implement Lean Accounting
- How to Overcome Resistance to Lean Accounting
- Extending Lean into HR and IT
- Supplemental: Lean Education Advancement Foundation
Lean Lingo Explained
Gemba Glossary
Gemba Kaizen: JIT Pays
- Introduction To JIT Pays
- Gemba Kaizen JIT Pays
- One Piece Flow at Wiremold
- 5S at Yasda Precision Tools
- Kaizen at Giorgio Foods
- Flexibility with U-Shaped Cells at Matsushita Electric Works
- Changing Hearts and Minds with Kaizen
- Value-Added Work and the 7 Types of Waste
- The Muda of Overproduction
- The Muda of Waiting
- The Muda of Transportation
- The Muda of Processing
- The Muda of Inventory
- The Muda of Motion
- The Muda of Producing Rejects
- Converting from a Conveyor Line to a U-Shaped Cell at Yoshitake Inc.
- Going to the Gemba to See the Waste
- Push Production vs. Pull Production
- One Piece Flow And Multi-process Handling
- Leveling Production
- Setup Reduction Kaizen
- Standard Work
- Part Supply and Kanban
- JIT Pays: 5s
- JIT Pays: Visual Management
- What Does Kaizen Mean to You?