All Continuous Improvement topics listed below can be delivered as modular training (two to eight hours per module), incorporated into a three to five day kaizen event or used as a theme for coaching and mentoring specific projects. To learn more about current Total Insight Training Opportunities, click here.

This is an eight-hour workshop where learners are introduced to the fundamentals of the Toyota Production System (TPS) principles, systems and tools. Use of simulations and case studies reinforce the classroom lessons and demonstrate potential application.

5S is the foundational element for any LEAN transformation. This course will help you learn how to establish visual order to support flow in any operation. Move strategically through the 5S steps of SORT, STRAIGHTEN, SCRUB, STANDARDIZE, SUSTAIN.

•  5-S Training: Learn to create a safer, more organized work environment, reduce floor space, and establish the foundation of a LEAN Culture.
•  Supply / Tool Cribs: Enables inventory management and inventory reductions as well as minimizing search time for associates.
•  Workstations: Reduce search time for tools and information as well as remove unnecessary items and obstacles, while developing visual tools to support quality.
•  Office Environments: Reduce search time for information and supplies. Visual tools that aid in training of new associates and ensuring quality.
•  Managing for Daily Improvement: Front line visual production management system for associates and managers, which include quality, productivity, delivery and safety metrics.

According to great LEAN thinker Taiichi Ohno, where there is no standard, there can be no kaizen (positive change). The establishment of standardized work is the basis for any improvement work. Learn how to develop a standardized flow process paced to customer demand (takt time) and best utilize your available resources.

•  Standardized Work Basics: Learn to develop standardized work methods that utilize takt time, cycle time, work sequence and standard work-in-process.
•  Cellular layouts: Improve flow, productivity, quality and lead-time as well as reduce floor space and inventory within a process.
•  Work sequencing: Establish standardized operating methods while eliminating waste in each step.
•  Line balancing: Balance work content between operators to achieve continuous flow of product.
•  Take Time pace setting: Define the actual customer demand, pace production to it and identify the ideal staffing levels based on process cycle time.
•  Standard work-in-process: Define inventory levels between operations that enable continuous flow, minimize space and reduce work-in-process inventory.

Learn how to minimize downtime between jobs and increase process uptime and productivity.

•  Rapid Changeover Training: Learn the fundamentals of setup or changeover reduction to achieve improvements of 50% or more in changeover times.
•  Machine Changeover: Reduction of down time of equipment during changeovers to enable more flexible scheduling, smaller batch sizes, increased capacity and improved quality.
•  Manual Operation Changeover: Reduce down time of manual processes during changes between products to enable more efficient use of human resources and increase capacity. This can be applied in office environments as well as manufacturing.

Equipment based operations rely on availability and uptime to ensure productivity and quality. Learn the roles of the operator in autonomous maintenance and the technician as an integral part of any production process.

•  TPM Training: Learn the fundamentals of TPM and the kaizen activities for improved equipment reliability that leads to more predictable throughput, smooth scheduling variation and increases machine capacity.
•  Autonomous Maintenance: Defining operator duties, procedures and daily checks.
•  Predictive Maintenance: Identifying critical machine components, providing a means to proactively detect and avoid equipment breakdowns.

Focusing on the raw material, work in process and finished goods inventories, learn how to identify the right mix and quantity to maintain production flow and reduce process downtime.

•  Pull Systems: Transform the way the organization communicates production requirements between processes. Quickly identify bottlenecks in the overall flow and manage labor accordingly. Dramatically reduce inventory, cost and lead-time.
•  Kanban Systems: Implement a “visual” Inventory management system that is associate driven and enables production signaling to upstream processes. Reduces in process inventory and improves process flow.
•  Point of use inventory: Provide what is needed, in the amount needed with consideration of replenishment methods and ergonomics for the operators.
•  Material Flow Analysis: Analyze and improve the flow of raw materials, work-in-process and finished goods throughout the organization.

Learn how to build a model which ensures no defects are created, as well as a system to ensure no defects are passed along to the next process.

•  Poka-Yoke – Error Proofing: Create methods and systems to ensure products and service defects cannot be created. Includes development of fixtures, visual systems and “fail safes.”
•  Abnormality Detection: Solutions to detect defects at the source based on self-check and successive check strategies. Enables the “stop the line” approach that does not allow defects to continue to be produced or passed to downstream processes.
•  Problem Solving using A3: Techniques using the DMAIC methodology to identify the real reason for abnormalities and creation of countermeasures to resolve those issues. Focuses on the tools of quality and their appropriate use.

Many of the above-listed techniques and topics are equally relevant in the non-manufacturing or office environment.

•  LEAN Office: Eight hour training demonstrating how the Toyota Production System (TPS) principles, systems and tools apply to administrative processes and how these support areas will be affected when a company pursues a LEAN journey. Participation in simulations aid in reinforcing the classroom lessons and potential application in their processes.
•  Process mapping: Map any administrative process including “order to cash” and “concept to market” using a version the Value Stream Map tools. Identify details of each step, cycle times, quality concerns and opportunities for improvement.
•  Standardized work: Create standard methods for administrative process steps that ensure quality as well as enable ease of training new associates.