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Demand & Supply Chain Management Evolution

Course Detail

Master Green Belt in Lean - CGBL - 1st Level - Interactive Learning - Webinar

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

Duration: 10 Webinar sessions in 3 months timeframe

Advance has designed this format to meet the needs of those who, for private or professional reasons, cannot attend the classroom sessions for Inter-company courses. Participants will be able to discuss their individual, 1 to 2 hour study sessions in conference calls with certified instructors. Conference calls are held every 2-3 weeks.
The course is structured across 10 sessions, concluding with a simulated oral exam. At the end of the course, participants take the final exam for CGLL certification – the IIBLC® Certified Green Belt in Lean exam.

The course objectives are:
- to transfer the Lean vision of how to create Value for the Customer
- to provide Lean-specific knowledge, including techniques and tools to identify the flow of Value and sources of waste
- to provide a structured approach for successful Lean implementation, introducing the necessary cultural and organisational changes
- to accelerate learning by communicating the critical issues to be faced, and the solutions adopted, via Lean implementation Case Studies
- to prepare candidates to pass the IIBLC® Lean Green Belt (CGBL) exam

The course includes:
- An individual study phase with remote support from instructors
- Webinar deepening sessions
- a simulation of the exam at home, with corrections and discussion of the results via Webinar

The course is structured across 10 Webinar sessions with certified instructors.

Teaching is in English.


1. Introduction to Lean
- What is Lean
- History
- Business Strategy
- Ford, GM and Toyota system
- The House of Toyota
- The 5 Lean principles: Value, Value Stream, Create Flow, Pull, Perfection

2. Lean Principles
2.1 Defining Value and Waste
- Value added activities: Definition and Recognition
- Viewpoint of the Customer
- Muda/Mura/Muri
- 7 Muda (7+1): Definition and Recognition
- Lead Time: Components of Lead Time
- Effects of shorter Lead Time

2.2. Identifying the Value Stream
- Basic principles of Value Stream Mapping
- Defining product families
- Current state Value Stream Map
- Basic symbology
- Process box - Boundaries
- Data box
- Inventory triangle (production, office, service)
- Material flow
- Production Planning
- Transportation
- Kanban loops and supermarkets
- Inventory, Waiting and Delay
- Information flow
- Lead Time ladder: Components, Meaning
- Cycle Time
- Process Time
- Single Stream VSM: How to start drawing, Paper & Pencil drawing, Software based VSM
- Future state Value Stream Map
- Loops and Symbology

2.3 Creating Flow
- Takt Time: Definition and Calculation
- Continuous flow vs. Job Shop
- One-Piece-Flow
- FIFO lanes
- 5S technique
- SMED technique
  - Definition of a setup
  - Why (EPEI, Flexibility, Capacity, Cost reduction)
  - Internal vs. external setup
  - Converting internal to external setup
  - Setup instructions

2.4 Pull from Customer demand
- Pacemaker
- Interval: Definition and Calculation
- Kanban definition
- Kanban types
  - Supermarket
  - Withdrawal Kanban
  - Production Kanban
  - Specific Kanban
  - Generic Kanban
  - Two (three)-bin system
- Kanban and ERP system
- Heijunka

2.5 Striving for Perfection
- Kaizen
- Kaizen-event
- Standardised work: Definition, Importance, Work instructions, Continuous improvement
- Poka-yoke
- Visual Management
  - Power of visual control
  - Andon
  - Marking, spaces, pictograms
  - Daily reporting board
  - Weekly reporting board
  - Management reporting
- Basic Lean measures
  - Throughput time
  - WIP
  - Scrap/rework/PPM

3. Improvement Management
3.1 Basics of Project Management
- Introduction to Project Management
- Triple Constraint Management
- Five Process Groups of Projects
- Nine PMI Knowledge Areas
- Project Management Tools
  - Project Charter
  - Work Breakdown Structure (WBS)
  - Schedule development
  - Cost estimating
  - Responsibility Assignment Matrix (RAM)
  - Risk Management
  - Progress reporting

3.2 Complementary Improvement Methodologies Six Sigma
  - Jidoka
  - Complexity – Variation – Mistakes
  - DMAIC improvement methodology
  - Basic Six Sigma Tool
  - TQM tools
  - PDCA
  - Pareto
  - Ishikawa
  - Flowchart
  - Histogram
  - Check sheets
  - Scatter diagram
  - Control sheets
  - Five Why’s
  - Process Mapping



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