Lean Techniques, North-East

“This was a very practical hands-on programme which equipped me with the tools required for dramatic business improvement”
Gerry O’Mahoney, Hollister.

THIS PROGRAMME IS GRANT AIDED BY FÁS.

CONTEXT:
Getting it right the first time is no longer sufficient, keeping it right and building on robust processes to innovate and create is essential if your company is to sustain its Competitive Advantage. HOSCA have been working with companies in Ireland for the last ten years to assist in the implementation of World Class and Lean Initiatives. To take account of changes in the market we need to build greater competence for our clients.
We have now upgraded our INTERNAL CHAMPIONS PROGRAMME to this new format.

APPROACH:
This programme seeks participants from companies who have identified Competitive Advantage as a strategic goal and value the importance of improvement and innovation.

PARTICIPANTS & DURATION:
Participants will be focused, diligent and will have been identified as a future leader in improvement efforts in the company.

Each participant will be tested using Myers Briggs and the Emotional Intelligence tests and given confidential feedback in order to assist in the creation of a Personal Development Plan. The programme can then be used to build skills identified for the individual. The programme, which is certified by the Institute of Leadership and Management, will consist of 16 days training over a six month period. This guarantees that participants move through a complete, learning cycle.

It is intended to draw participants from a number of progressive companies in common sectors to create a cluster approach to learning and development.
Participants will be exposed to a series of proven tools in the areas of Lean and Continuous Improvement and will participate in a series of improvement projects, one selected by each company, in order to build skills and be able to lead such projects in their own workplace on completion of the programme.

Participating companies will be asked to host some of the modules, particularly when the group is working on the improvement for that company. Management by Fact is critical and reference will be made to scorecards, which will be used to monitor and diagnose performance of key metrics. The programme will also provide an opportunity for networking during and after the programme and to benchmark with peer companies. The tutor(s) will coach the participants through their chosen improvement projects and will provide reference to relevant and current back-up reading.

PROGRAMME OBJECTIVES:

To enable participating companies to build and develop in-house capability in the areas of their performance improvement and innovation.
To introduce, practical and effective use of tools for improvement & innovation and to help develop skills through teamwork, use of tools and presentation of completed work to sponsor.
To develop facilitation skills to support individual & team activity.
To create Personal Development Plans for individuals and directly increase competence in areas identified by the participant and their manager.
To provide a network of programme graduates who can support and advise each other on future projects.

PROGRAMME BENEFITS:
Feedback from earlier programmes provided the following benefits:

Participants’ confidence and competence to take on challenges has increased dramatically over the duration of the programme.
Real application of the learning is guaranteed through host-site visits and live projects, solving real problems at participating companies.
The Learning Cluster approach ensures that participants learn from each other, gain a first hand experience of good practice in different business and have a ready-made local peer network.
Cutting edge thinking is provided through guest speakers and support literature.
Practical toolkit for both soft & hard skills implementation provided. Extensive notes available for future reference and ongoing project support can be arranged with Hosca as required.

SUSTAINABILITY:
The programme is designed for the development of those employees who have been identified for leading, facilitating and training individuals and teams involved in improvement and innovation. For those organisations engaged in Supplier Development, the programme is ideally suited to participants from the Customer & Supplier Companies training together and building a common understanding standards expected and improvement methodology.

PROGRAMME DESIGN:
The programme has two main themes. Improvement and Innovation and combines Interpersonal with Technical skills. It builds the competence of the participant systematically, grounding theory in practical activity in host sites. The six modules are:

MODULE 1: LEAN LEADERSHIP ROLE (2 Days)
World Class standards and the New Organisation Structure.
Introduction to Participant Organisations and Lean Simulation.
Process Design & Process Control, Scorecards and Metrics.

MODULE 2: BUSINESS SIMULATION (2 Days)
Introduction to and Application of Lean Tools.
Improvement Project Selection. (Review of Host Project)

MODULE 3: VALUE STREAM MAPPING (2 days)
Value Stream Mapping Application on Host Site.

MODULE 4: APPLICATION OF IMPROVEMENT TOOLS & TECHNIQUES
(2 Days)
5S Visual Controls Application in Host Site.
Kaizen Event Management.

MODULE 5: IMPROVEMENT PROJECT MANAGEMENT (2 Days)
Providing the bedrock for Knowledge Management.
Host Site project review.

MODULE 6: INNOVATION & CREATIVITY (2 Days)
Turning ideas into products.
Idea Generation – Employee participation.

MODULE 7: DEVELOPMENT OF IMPROVEMENT PLAN (1/2 Day)
Completed at participants own facility.
For more information & module details on the LEAN TECHNIQUES Programme:

For more information & module details on the LEAN TECHNIQUES Programme:

BOOKING FORM: LEAN TECHNIQUES, NORTH-EAST

Proposed Dates for each of the modules:

Module	Date
MODULE 1	January 11th and 12th, 2007
MODULE 2	January 30th and 31st, 2007
MODULE 3	February 21st and 22nd, 2007
MODULE 4	March 13th and 14th 2007
MODULE 5	March 27th and 28th, 2007
MODULE 6	April 12th and 13th, 2007
MODULE 7	1/2 day per company - April 17th, 18th, 19th 2007

Programme Costs: 30% Participant Company, 70% FÁS

Costs are €8,833.34 per Company which is inclusive of all associated costs. The FAS contribution will be 70% of this amount. The remaining contribution from participating Companies will be €2,650 for the entire programme. We are suggesting 2 participants from each Company to share in the application of knowledge and skills.
This is a great opportunity to develop the internal capability of your organisation.

For online booking please complete booking form.

Contact:

Gerry Shaw or Jenni Whately at:-

HOSCA
Broomfield Business Park,
Malahide,
Co. Dublin
Tel: 00-353-1-8464151
Fax: 00-353-1-8464144
E-mail: info@hosca.ie

MORE INFORMATION ON LEAN TECHNIQUES

COMBINING LEAN TOOLS AND THE SIX SIGMA METHODOLY
Combining Lean tools and the Six Sigma methodology has become popular during the last five years. However, most of these efforts were focused on manufacturing operations. The experience of a European life insurance provider highlights the lessons learned form transferring Lean from the shop floor to the office, as well as providing a deployment model that integrates Lean, Six Sigma and Process Management.

For the full article please click on the link.

Combining Lean tools and Six Sigma.pdf

LEAN TECHNIQUE CASE STUDY
Client:- Manufacturer of Aluminium Cylinders, California, USA
Objective :- Review the paint line and packing operations to make changes that would balance production within 6 working days as union issues prevented 7 day working from being an option.

For the full case study please click on the link.

Lean Case Study.pdf

SUCCESS CRITERIA FOR A "LEAN IMPLEMENTATION JOURNEY"
Based on research of successful large organisation change, several elements are critical to achieve quick results, while attaining lasting transformation.

A prerequisite for successful implementation is for the company to take steps to ensure adequate time, resources, and support is provided for the proposed actions and follow-up. Without taking steps to integrate the change initiative with the business plan, the company risks acquiring the view that these efforts are not essential to the core business, and therefore of secondary importance.

For the full article please click on the link.

Success Criteria for a Lean Implementation Journey.pdf