Lean Management Fundamentals

2 Day Classroom  •  3 Day Live Online
Adjustable to meet your needs.
Individual:
$1595.00
Group Rate:
$1395.00
GSA Discount:
$1164.35
When training eight or more people, onsite team training offers a more affordable and convenient option.
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Overview

Many organizations are working to adopt tools and practices which increase agility, tear down long held silos, and impact the bottom line with better value-driven decision making. Learning how to better orient around overall outcomes and customer-oriented success requires a better cross-functional focus, smoother workflow between departments, and rapidly deploying projects and automation as businesses recognize the strength of viewing their people and technology capability not as cost centers, but as  strategic assets.

This course is a comprehensive overview of the Lean principles and culture that underpinned the manufacturing transformation of previous decades, and is driving similar innovation in today’s enterprise projects and technology. Lean practices, as first imagined by W. Edwards Deming and brought to life during the quality revolution in Japanese manufacturing, are the fundamental building blocks which enable you to organize your business and project teams around these goals. This workshop gives you a practical, accessible toolbox for adopting a common lean practice in your teams, but it also seeks to do more. It seeks to turn everyone on your teams into continuous problem-solvers, focused on driving solutions that are intricately aligned with the overall strategic priorities of your business.

The common foundation used to build successful lean frameworks
The different lean applications used for projects, innovation, and operational efficiency
How to apply traditional lean concepts to today’s information-driven knowledge work
How to tie lean practices to business-driven value
Using lean to build a better Agile practice and increase business agility
How to present the business case for lean to leadership
Different ways to navigate and define value
How to better prioritize strategic needs and Work-in-Progress
How to apply lean principles and practices to improve efficiency and inter-team alignment
Which metrics to watch and how to approach figuring out your own metrics for measuring improvement
Upcoming Dates and Locations
Guaranteed To Run

There aren’t any public sessions currently scheduled for this course, but if you fill out the form below, we can tell you about how we can bring this course to you!

Course Outline

Part 1 – A Business Case for Lean

  1. Why Manage with Lean Principles?
  • Business, project, and technology teams: Assets or Cost Center?
  • Finding the Customer
  • Misconceptions About Lean
  • Aligning technology and project practices with business objectives

 

Case Study – Lean principles in the real world

 

Part 2 – Foundations of Lean

  • Toyota and Early Origins
  • Lean and Manufacturing
  • Lean in Healthcare, Government and now IT departments

 

  1. Essential Principles of Lean
  • Understanding Constancy of Purpose
  • Establishing Respect of People
  • Continuous Improvement and the Pursuit of Perfection
  • Embracing Proactive Behavior
  • Voice of the Customer (VOC)
  • Root Causes and Firsthand Discovery
  • Quality at the Source
  • 8 Forms of Waste
  • Creating Systems Thinking
  • Flow, Pull, and Just in Time
  • Building a Lean Culture

 

  1. Concept of Value-Added Processes and Work
  • Defining the Internal and External Customer
  • How to use VOC to Determine Value
  • Categorizing Value Added Work
  • Flow, and Introducing the Value Stream

 

  1. Concept of Waste
  • The Three “Ms”: Mura, Muri and Muda
  • Unevenness of Demand
  • Overburdened Teams
  • The Seven (plus one) Types of Wastes

 

  1. Pursuing and Understanding Root Causes
  • Genchi Genbutsu and “go and see”
  • 5 Whys
  • Gemba
  • Root Cause Analysis Tools & Techniques

 

 

  1. Lean Tools
  • Plan-Do-Check-Act (PDCA)
  • A3 Thinking and the Scientific Method
  • Value Stream Mapping
  • Other ways to visualize work
  • Kaizen as an Execution Tool
  • Kaikaku and Leadership
  • Standardized Work
  • 5S and Visual Workplace

 

Part 3 – Lean Management for Projects & Technology

 

  1. Traditional Lean vs. today’s “information-based” Lean
  • Is One-Piece Flow Even Possible?
  • 5S My Desk?
  • Exploring the Manufacturing Analogy
  • Completing the Thought Conversion
  • Kanban and visualizing work

 

  1. Lean IT Cosmos – Gaining Perspective
  • Agile/Lean in Software and Technology Projects
  • Business Agility and Agile-at-scale
  • DevOps
  • The Lean Startup Model
  • Continuous Integration, Delivery and Deployment
  • Lean Project Management
  • Agile Project Management
  • Control Versus Discovery

 

  1. Learning to See Waste in IT
  • Recognizing Information Waste
  • Cost of Poor Data Quality
    • Exercise: Identifying Information Wastes
  • How to Recognize Waste with Metrics

 

  1. Tackling Uneven Demand and Overburdened Teams
  • Understanding Push vs Pull Signals
  • IT Flow, Balance and Agility
  • Recognizing Bottlenecks
  • Determining Demand
  • How Lean IT Eliminates Burnout
  • The Lean Team Structure

 

  1. Visualizing Lean Workflows Across the Organization
  • Lean IT and Business Process Improvement
  • Lean Management Systems
  • Lean Project Management
  • Lean Technology Operations
  • Lean Software Development

 

  1. Lean Adoption and Management Tools
  • A3 Thinking
  • Value Stream Mapping
  • Standardized Work
  • Measurement approaches
  • 5S, Workplace Organization
  • Visual Management
  • Cellular Organization
  • Demand Management
  • Strategy Deployment

 

Part 4 – Roadmap for Practical Implementation

 

  1. Transformation Preparation
  • The Role Of Management
  • Define Your Why for Implementation
  • Clarify Your Win: What Success Looks Like
  • Developing and Implementing Strategy and Communication Plans
  • Where to Start First
  • Towards Transformation

 

  1. Value Added Teams and Leadership
  • Leading with Respect
  • Process vs People
  • DISC Assessments and Trust
    • Activity: DISC Assesment
  • Problem Solving Practice and Training
  • Standups
  • Kaizen events

 

  1. Visual Management
  • Benefits of Visual Management
  • Kanban
  • Gemba and Leadership
  • How to Organize Value-Stream Mapping Workshops
  • Practical Ideas for Implementation

 

  1. Change Management Strategies
  • Communication Plan Development
  • Strategies for Buy-in and Other Buzzwords
  • Change Management Mindset

 

  1. Execution
  • Using the Value Stream Map
  • Planning Your First Pilot Kaizen Event
  • Kaizen Oveview – PDCA and DMAIC
  • Close, Celebrate? and Repeat
  • Event Timing
    • Case Study Review
  1. Metrics, Review and Reporting
  • Establishing a Baseline
  • Measure the Right Things
  • Process and Team Review and Improvement
  • Lean Reporting Strategies
  • Sustaining Gains and Culture Change

In-class handouts: Case Studies

 

In-Class Exercises: (short description of each exercise)

Who should attend

This course is for anyone in an organization working to improve overall strategic alignment and inter-team outcomes. Particularly, the course is  valuable for:

o   Managers and leaders

o   Business analysts

o   Project managers

o   IT staff and technology departments

o   Software and application teams

o   Systems analysts

o   Architects

o   DevOps and Agile practioners