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ANNOUNCEMENT
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Joint Venture
offers new and powerful Lean tools to Clients
July
2008
We can help you fill in the
gaps of your Lean implementation and
Introduce these new and
powerful tools
To transform your people
into effective ‘worker problem solvers’
Click [Here] to find out
more!
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Training for
Front Line Managers in Lean Six Sigma
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What the
research says
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Research
and practical experience tell us the following principles should be
followed when training in Lean, to achieve enduring business
improvement.
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Involve the total workforce in Lean training not just the
senior and middle managers.
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Train senior and middle managers alongside the front line
workers in the context of solving real problems to add wealth to the
business - not just problems in a textbook. In other words, move the
training from the classroom to the “work face”.
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Design work deliberately to promote the development of “worker
problem solvers”. This means standardising and auditing work,
because the closer you are in time and place to a problem occurring,
the more likely you are to get to root cause solutions.
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Utilise Lean experts to mentor and facilitate the practical
“hands on” learning of Lean, through “doing” rather than just
teaching the use of tools.
These
principles are embodied in Farthing West’s Lean intervention
assignments and our formal training programs.
And,
our training is not limited to a few tools of Lean. We provide
training across the full context of Lean as described by the Toyota
Temple. Of course, the training incorporates the expected Lean
topics such as:
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Value stream mapping
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Visual management
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Levelled production
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Standard work
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Quick changeovers
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Error proofing
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JIT / Pull systems / KANBAN
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5S’s
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Waste reduction …to name a few.
But
the training goes well beyond these mainstream topics, through a
major emphasis on issues such as:
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‘People management’
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Teamwork
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Data driven problem solving
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Effective implementation, and
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Robust auditing & evaluation, for sustainable change.
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Nationally Accredited
Advanced
Diploma of Business Management
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Farthing
West provides training in Lean Six Sigma through a unique program
conducted ‘on the job’ at your place of work.
In the
program participants gain the competencies needed in their daily work
for managing work processes (value streams) and the associated people
management skills. This is done through their involvement in
performance improvement exercises related to the business enterprise
in which they are employed. They are also able to facilitate
improvement exercises in future.
The program is suitable for students in a wide variety of
Industries including Banking, Service, Manufacturing, Logistics,
Mining and Health Care Services.
Successful
students are awarded the nationally accredited
Advanced Diploma of Business Management
BSB60201
The Advanced Diploma of Business Management in Lean Six Sigma
is Nationally Accredited to AQF level 6. Thus the participants gain
an important qualification that provides recognition of their skills.
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Tertiary
Training Partner
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Farthing
West has developed the Advanced Diploma of Business Management in
partnership with the Australian Institute of Workplace Learning
(AIWL).
Established
since 1986 the AIWL is a leading Australian training company offering
more than 220 nationally accredited training programs. The AIWL is a
Registered Training Organisation (RTO) registered with the NSW
Vocational Education and Training Accreditation Board (VETAB) to
deliver Nationally Accredited Training Programs.
Highly qualified specialists who have worked successfully with
some of Australia’s leading institutions and corporations conduct
AIWL’s training.
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Why
take a Lean Six Sigma Approach?
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The
improvement challenge is to take an enterprise-wide view of work
activity, standardise work practices and management methods, and
solve problems in the context of all the relationships involved. In
Lean Six Sigma these inter-relations are called ‘Value Streams’ where
a whole set of business activities must be effectively coordinated to
gain the greatest possible benefit.
Lean
Six Sigma focuses on improving the performance of
Business “Value Streams”
Participants learn how to use a range of management tools that
will assist them in better managing operations and employees, and
effectively coordinating with other staff.
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Program
Format
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The
program is delivered on-the-job at your facilities. This enables
Farthing West to conduct the program in the context of your own set
of business problems and associated ‘people management’ issues.
The
training and competency assessments focus on real work situations and
related management issues, rather than theoretical content delivered
in training room lectures with assessment based on knowledge
regurgitation. Because the program is practical and hands-on, it
makes the training real, greatly enhances personal interest and
consequent knowledge acquisition and skill development.
And,
because it is conducted on-the-job, the people are assessed on
practical results and don’t have to write meaningless reports.
Flexibility
is a Keynote
Farthing
West appreciates that the needs of Australian business enterprises
vary widely. Hence, delivery options are discussed and configured to
meet the particular preferences of the business enterprise.
Generally,
the program is conducted part time over 20-30 weeks. The program
comprises 20 four-hour “problem centred group-work” sessions
typically held weekly or fortnightly and 20 four-hour
“group-mentoring” sessions held between the problem centred
group-work sessions.
In
developing and implementing improvements, participants act in concert
with senior managers and other stakeholders in the business
enterprise under the facilitated guidance of the trainers.
Participants will be involved in:
1.
Mapping the ‘present state’ flow of value in a workplace value
stream
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Identifying wastes in the value stream
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Using data to quantify the nominated wastes in the value
stream
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Constructing a ‘future state’ map that will reduce wastes in
the value stream
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Implementing changes named in the ‘future state’ map
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Auditing the changes and measuring their effectiveness
Participants
are assessed after each phase of the program. The Advanced Diploma
of Business Management in Lean Six Sigma is practical. The business
nominates a complex problem and the participants learn how to use
Lean Six Sigma tools and techniques as they make the improvements.
The focus is on demonstrating “the doing” – this is “Applied
Learning”, which the research shows has the best transfer for
learning outcomes.
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Problem
Solving
A3
Report
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More
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Please contact us at Farthing West if you are interested in
finding out more about our Nationally Accredited Training for Front
Line Managers.
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Seminars
and Short Courses
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The
practical application of
Lean
Six Sigma Tools & Techniques
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Background
In 2007 Toyota became the
largest carmaker in the world. It is also by far the most
profitable, regularly posting an annual profit of US$10 billion.
Another feature of its operational practice is that it reduces its
manufacturing costs by US$2 billion annually. Toyota achieves this
result without plant shutdowns or worker layoffs.
The Toyota Production
System is based on a number of management principles, tools and
techniques that have become popularly known as Lean Thinking. Over
the last few years many hospitals and healthcare systems around the
world have learnt to apply these tools and techniques into their
healthcare operations. Many have had outstanding success.
There has been a limited
appreciation of these methodologies in some areas. As a result Farthing
West has developed a two-day workshop on Lean Six Sigma tools and
techniques and how they can be practically applied in a range of
Industry sectors.
Who should attend?
The program provides a
range of stimulating, interactive forums for senior managers, front
line managers and supervisors to refresh their current knowledge and
gain new insights on key issues, whilst networking with other people
interested in life-long learning.
Format
The workshops typically
run over 2-3 days and are tailored to your requirements. The “Lean
Six Sigma Tools & Techniques” workshops cover:
- Managing
business processes as value streams
- Appreciating
value adding and non-value adding time
- Gathering and
making meaning of data
- 5S and Visual
control
- Standardising work
procedures to improve performance
- Using pull
systems to improve the reliability of services or supply
- Using
execution software to manage improvement projects and initiatives
- Managing
projects and initiatives to maximise sustainable outcomes
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Using auditing tools to keep work place systems in control
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Business
Excellence
For
sustainable performance improvement
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Background
Traditional strategies for
managing a business enterprise would include using the power of
capital to force competitors into submission, designing work
according to the principles of scientific management, managing
departmental cogs, efficiently, keeping labour costs low by reducing
opposition about pay and conditions and raising capital to build
infrastructure.
However, we now understand
that there is no one reality of how to run the business. The world
is no longer a place of certainty, but rather a place of
uncertainty. We have gone from trying to find the one right way, to
understanding how multiple perceptions of common situations need to
be managed, if we want employees to be aligned with, and contribute
at their best, to business priorities.
In this workshop Farthing
West offers a description of the shift necessary for businesses to
manage employees, not as cogs in a machine, but as partners with
management. This includes practical steps for engaging employees in
re-designing works systems and processes, developing standards and
adopting personal accountabilities that deliver business excellence.
Who should attend?
The program provides a
range of stimulating, interactive forums for senior managers, front
line managers and supervisors to refresh their current knowledge and
gain new insights on key issues, whilst networking with other people
interested in life-long learning.
Format
The workshops typically
run over 2-3 days and are tailored to your requirements. The
“Business Excellence” workshops cover:
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Naming improvement projects and employee competencies required
by the business.
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Naming improvement teams with representatives from the full
value streams in the business.
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Mapping issues and taking action to understand how business
systems and process actually work now.
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Conducting experiments and using data to test the validity of
issues and redesigning the way work is done.
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Re-designing standards to reduce variability in the way work
is done, formalizing standards and establishing common data
collection and meaning making by employees on adherence to
procedures.
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Establishing audits of processes and procedures, and
formalizing reporting arrangements to lock-in improvements gained.
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Revising job descriptions to match accountabilities with work
standards, and using audit tools to improve ‘people management’
competencies and leadership skills of managers, supervisors and team
leaders.
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Strategic
Leadership
For
effective and sustainable Culture Change
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Background
In his paper, Management
Challenges for the 21st Century, Harper Business, New York (1999)
Peter Drucker stated that:
“… capital was seen to be
the most important business asset in the19th and 20th centuries. In
our time the main capital asset of a business is its knowledge
workers not its machines or buildings. The most valuable asset of a
21st century institution, whether, business or non-business, will be
its knowledge workers and their productivity.”
The knowledge age has
arrived and this sees the modern leader moving from using management
reasoning alone to a process of engaging workers in implementing
business strategy. However, workers often perceive disconnects between
what they hear managers say and what they experience in the
business. Often they sense management to be idiots, as they perceive
them as not being aware of what is happening in the day-to-day life
of the business.
The modern business
enterprise requires people who understand alignment and adaptability,
who can diagnose what’s going on in the wider world, and who push the
business to the next level. But what are the practical strategies
for developing such employees and supportive work cultures?
Who should attend?
The program provides a
range of stimulating, interactive forums for senior managers, front
line managers and supervisors to refresh their current knowledge and
gain new insights on key issues, whilst networking with other people
interested in life-long learning.
Format
The workshops typically
run over 2-3 days and are tailored to your requirements. The
“Strategic Leadership” workshops cover:
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Treat work processes as a system in which people interact to
produce value
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Work with employees so they ‘learn to see’ the various value
streams that operate in the business
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Go to the work face to observe the problems employees are
facing, listen to their concerns, and use data to verify the extent
of perceived problems
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Use cross-functional teams to improve all value streams in the
business
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Make people take responsibility for stopping and fixing
problems rather than them reporting the problems to managers
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Standardise work tasks on the basis of a continuous
improvement work culture and train supervisors to manage value stream
improvement teams
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Empower employees through this process so they gain a sense of
their involvement in managing the business
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Encourage relentless self-reflection for learning and
continuous improvement
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More
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Please contact us at Farthing West if you are interested in
finding out more about our Seminars and Short Courses
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