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Demand & Supply Chain Management Evolution

Course Detail

Master Champion in Lean - CChL - 3rd Level

Information on this card refer to a past edition of the course.
Please select a new edition for more information.


Education Center: Advance Operations Management School
Date: Please check (on your top-right) for a new edition
City: Basel

Duration: 6 days

Advance has designed this Executive Master to transfer Champion-level Lean knowledge from the Book of Knowledge of the International Independent Board for Lean Certification (www.iiblc.org).

The course objectives are:
- to provide up-to-date tools and techniques for planning a medium to long-term Lean business strategy
- to transfer solid planning skills to the management responsible for co-ordinating and developing the strategy through project networks, focusing on the application of Lean
- to provide a practical approach to complex, multi-site Lean transformations, based on the study of real business cases
- to provide Change Management tools and basics
- to prepare candidates for passing the IIBLC® Lean Champion examination, which includes a theory element and a project element. The project element must highlight the candidate's ability to handle complex projects and/or to engage a variety of business functions.

The course is delivered by certified IIBLC® instructors with many years’ educational and professional experience in Lean.

Request the IIBLC® Book of Knowledge (BOK) Green Belt, Black Belt and Champion for 36 euros (including VAT plus shipping costs).

The Masters Course includes:
- a classroom training phase
- an individual study phase with remote support from instructors
- a simulation of the classroom exam with discussion of the results

In addition to learning theoretical concepts, practical exercises are conducted during the course to allow immediate verification and application of Lean concepts covered in the classroom.

The course is structured across 6 days of classroom training with certified instructors, of which:
> 2.5 days are dedicated to the theory element, with a final pre-test
> 3.5 days are dedicated to the practical element and to the implementation of a project.

Teaching is entrusted to a Senior Consultant and certified Champion: this ensures an extremely practical and result-oriented approach for the Masters Course. Teaching is in English.



A) Strategic Management
Strategic Planning
1. Business Strategy 1.1. Environmental Scanning 1.2. Five Forces (Porter) 1.3. SWOT
2. Operations Strategy
3. Policy deployment (Hoshin Kanri)
4. Globalization

Performance Management
1. Performance measurement challenges
2. Integrated performance management
3. Leading and lagging indicators
4. Balanced Scorecard
5. Performance Review

Basic accounting principles
1. Dilemmas
2. Benefits
3. Pitfalls
4. Lean accounting system

Supply Chain Management
1. Supply Chain Management
2. Order Fulfilment
3. Supplier Relationship Management
    > Models for Supplier Strategy
    > Supplier-Partnering Hierarchy
4. Supply Chain Collaboration
    > VMI
    > CPFR
5. Customer Relationship Management

B) Improvement Management
Processes and Systems
1. ISO 9001:2008
2. Baldrige/EFQM
3. Lean Enterprise Model & Lean Enterprise System Assessment Tool (LAI)
4. ISO 14001

Project management
1. Portfolio & Pipeline Management
    > Identification, Categorization, Evaluation
    > Selection: Return on Investment, Payback, Net Present Value
    > Prioritization and Balancing
2. Program Management
    > Benefits Management
    > Program Stakeholder Management
    > Program Governance

C) Change and sustainability
1. Know-how and skills to serve as a source of information on Lean
2. Applying proven principles on motivation, frustration and resistance to change
3. Understand and recommend appropriate education programs to stimulate Lean
    > Consider most required competencies
    > General approach to establishing a development & training plan
    > Training, development, coaching and counselling programs
    > Selecting persons to provide them, against proven principles and practices
4. Sound cost-benefit evaluations of Lean programs
5. Required capacities to analyse organisational climate and culture to develop Lean projects and to keep momentum high
    > Required Climate
    > Culture

1. Team-Building
    > Applying proven principles on group dynamics when dealing with a group in a LEAN environment
    > Guiding a group in developing a group solution to a given LEAN problem
    > Leading a group to an improved, sustainable team effectiveness and performance
    > Observing development of content and process
    > Optimizing performance of the group
2. Leading a team
    > Phases to be followed to lead a Lean project
3. Observing the four stages of a group’s development giving proper guidance in each stage
    > Forming
    > Storming
    > Norming
    > Performing
4. Skills to lead a team
    > Basic principles to constructively lead group meetings
    > Principles of consensus decision making
    > Dealing with conflicts between team members
    > Acting constructively in conflict situations
5. Encouraging various teams to obtain synergy in organisation-wide team-building and appropriate actions for optimum performance
    > Intercultural differences
6. Force-Field analysis
    > How to increase probability to come to a better situation
    > Guiding a process of Force-Field analysis
7. Guiding a group in using the principles and techniques of problem solving to develop a solution to a given problem
    > Nine steps
8. Creativity improvement techniques
    > Creativity throughout the whole process
9. Brainstorming as a vehicle for releasing creativity
10. Reporting
    > Effective Reports

1. Leading an organisation to a sustained change
2. A learning organisation
3. What should be done at the various levels of the organisation to support Lean projects
4. Principles of Organisation Development (O.D.) and proven concepts of organisational change
5. Working on structural and cultural aspects of an organisation
6. Giving useful advice on supporting ideas for a Lean project
7. Establishing and monitoring an organisation-wide motivation to Lean
   > Guidelines for mobilising a group to a change-process
   > Guidelines for convincing persons and fellow managers to co-operate



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