Szukaj w serwisie

Lean Manufacturing


After the second day of the training, we enable the participants to take advantage of additional FREE 1-hour consultation with the trainer. Regardless of the discussion during the training, we offer free contact with the trainer in order to discuss the application of selected solutions.

We also offer you a remitted audit, conducted in a proper location, concerning the subject matter or other additional issues. It allows to validate, propose the implementation of improvements, rationalization and improvement of effectiveness of implemented processes.



The training program is compliant with MRPII and APICS® standard within the scope of terminology and promoted logistic methods. 

The goal of this training is to practically explain the determinants and objectives of Lean Manufacturing as well as to look at the specific implementations of the method. Learning about the conditions of implementation of Lean Manufacturing is also essential. The examples are built on work experience gained in japanese, polish, german and american companies. In order to better understand Lean, a critical comparison with respect to TOC will be applied. 

This approach to the subject allows to indicate possible development directions. During the training numerous workshops are conducted, for example with the obcject of indicating the influence of the level of communication between business partners on the quality of functioning of supply chain and value stream, as well as practicing the use and implementation of individual Lean Manufacturing methods.


Participant profile

  • senior management (board of directors, production company owners),
  • production managers, planners,
  • other employees taking part in logistic processes (technologists, engineers, suppliers),
  • shift leaders.



  • learning about Lean tools, for example 5S, transport and production KANBAN, SMED, Poka-Yoke (visualisation methods used in practice), "one-piece flow", Yamazumi (balancing of loads), Heijunka (balanced planning),
  • presentation of the rules of transition from Push to Pull,
  • how to reduce costs by using SPC (Statistical Process Control) in Six Sigma model,
  • acquiring skills in improving and optimization of production processes - Focused Improvement (identification, analysis and mapping of value stream - VSM),
  • learning about the possibilities of modern production management tools,
  • learning about the TOC methods (for example Drum Buffer Rope, OPT),
  • learning about the possibilities of modern logistic technologies used to shorten LT (logistic operations realization time), like for example RFID,
  • understanding what roles can be played during transformation to "Lean company",
  • receiving a Lean Map,
  • specific indication of how Lean influences loss reduction,
  • practical presentation of how to "technically" map "value stream".


Training methods

  • using a dedicated software to perform calculations,
  • most graphic figures are shown on a projector connected to a tablet, which gives much bigger and readable images, which then can be taken by the participants with themselves in the form of graphic files,
  • presenting complex subjects step by step, adjusting the course pace to the capabilities of the participants,
  • using non-book examples based on trainer's experiences gained in Poland and Germany,
  • basing the training on alternating interactive lectures, exercises, workshops and participants' situation analysis.



Day I
  1. Production strategies and basics of functioning of an effective supply chain:
  • differences between Push and Pull,
  • P/D indicator,
  • three main production strategies,
  • analysis of "three dimensions" - the search for areas of improvement,
  • "rising above the perspective of my department" and understanding the causes of conflicting goal arising within the company - conditions and obstacles in the way of determining consistent actions within the company.
  1. Theory of constraints (TOC) and optimal production technique (OPT), Goldratt:
Practical application of TOC in identification of production "bottlenecks". Methods of subduing the company's organization to "the bottleneck".
  • the influence of the bottleneck on the direction of order scheduling,
  • the example of using the TOC and OPT in the practice of direct sales of production abilities to the client,
  • Drum Buffer Rope method.
  1. Game - ROUND 1:
  • presentation of traditional manufacturing system.
  1. Introduction to Lean Manufacturing:
The history of Lean concept based on the Toyota Production System.
  • authors and characterictics of production concepts: Eli Whitney, Frederick W. Taylor, Henry Ford, Alfred P. Sloan up to the TPS,
  • reasons for establishing the TPS,
  • seven sources of losses in Lean approach,
  • identification of losses,
  • Focused Improvement,
  • Lean Map presentation (innovative support in understanding Lean concept - graphic presentation of the connection between the tools and the methods).
  1. Value Stream Mapping (VSM):
Rules of analysis and building of value stream. Shaping the process in order to eliminate and reduce elements which do not add to the value for the client.
  • what is "Value Stream" and when to use it?
  • using symbols in process mapping,
  • loss identification,
  • referring to the case study and value stream mapping. The participants analyze the presented case study,
  • value stream mapping,
  • identification of elements included in the seven sources of losses (Lean),
  • preparation of the map of the current state for the simulation game.
  1. Initiating tact and production cycle management, creating production cells:
Pull or "production suction" as a method of synchronization of production goals with the actual demand value course for each of the indices of finished products.
  • Pull requirements and Just In Time tactic,
  • Lead Time reduction and its influence on production tact time.
  1. Game - ROUND 2:
  • implementation of continuous flow and building work centers.
  1. Supermarket as an alternative to a traditional warehouse:
  • production supermarket - "one piece flow",
  • Yamazumi (balancing of loads), Heijunka (balanced planning). Cycle and production tact control - synchronization and balancing of flows.
  1. Production and transport Kanban:
The participants learn how to technically "suck up" the production process through the use of Kanban charts. They will also learn when to use this method to initiate Pull and when to look for other solutions.
  • Kanban system construction rules and benefits of its use,
  • calculating the number of Kanban charts. 
  1. Game - ROUND 3:
  • implementation of the supermarket and Kanban use.
  1. Kaizen - the last step of Lean Manufacturing:
We learn about the rules of implementing a "continuous improvement" - "Kai" "zen" in other words a change for the better.
  • 14 points by Deming,
  • Kaizen definition and the rules of conduct,
  • why are small improvements so important?
  • Kaizen process owners and the benefits of participating in it, leadership in Lean Manufacturing,
  • why are people a critical resource in the implementation of Lean approach in the company?
  • types of people's personalities and EIQ (emotional IQ),
  • Abilene paradox - smart people, "stupid" organizations.
  1. Construction of the incentive system and the Kaizen team.
  1. 5S and Poka-Yoke - methods of visualisation used by work groups:
The participants learn what you can and cannot use the 5S for. They will also remember "why mom was right".
  • Poka-Yoke, or building manufacturing systems, processes and decisive models resistant to human error,
  • examples of an easy way to build production systems resistant to errors introduced to the process by people,
  • 5S and its 5 elements - rules of conduct at every stage of work (Sort, Straighten, Sweet, Standardize, Sustain),
  • assigning every "S" to selected loss sources perceived by Lean Manufacturing,
  • methods and techniques of visual control to sustain the functioning of 5S,
  • rules of 5S implementation.
  1. GAME - 5S. ROUND 1 - traditional company, which doesn't operate based on 5S.
  2. GAME - 5S. ROUND 2 - how does the implementation of 5S influence the effectiveness of company's functioning.
  3. SMED, or shortening of changeover times:
  • presentation of six steps of SMED implementation.
  1. Total Productive Maintenance:
  • presentation of ways to avoid any downtime due to improperly operated equipment.



  Schedule   Day 1   Day 2   Day 3  
  Registration   9:45 - 10:00          
  Workshops   10:00 - 11:00   9:00 - 11:00   9:00 - 11:00  
  Break   11:00 - 11:15   11:00 - 11:15   11:00 - 11:15  
  Workshops   11:15 - 13:00   11:15 - 13:00   11:15 - 13:00  
  Lunch   13:00 - 13:45   13:00 - 13:45   13:00 - 13:45  
  Workshops   13:45 - 15:00   13:45 - 15:00   13:45 - 15:00  
  Break   15:00 - 15:10   15:00 - 15:10   15:00 - 15:10  
  Workshops   15:10 - 17:00   15:10 - 16:00   15:10 - 16:00  

Skontaktuj się z nami Kontakt 22 460 46 00
Zarejestruj się na szkolenie Rejestracja na szkolenia
Zobacz nas na Facebooku Zobacz naszą stronę na Facebooku
Zobacz nas na YouTube Zobacz nasz kanał na YouTube
Poleć tą stronę w Google