The current economic environment provides companies with new challenges and requiring substantial business rethinking to ensure a healthy future growth through continuous improvement activities.

Due to increased global competition, companies are always looking for ways to improve productivity in order to remain competitive. Improving productivity is applicable in all sectors and in all types of processes.

5S & Kaizen Training

5S – Workplace Organization & Visual Control: The Pillars for a Visual and Safe Workplace: in house, 2 days

Through this training for operators and for work teams, EXEGENS® can help you implement the 5S′s in your organization and get the immediate productivity increase, but also for safety at work and for personnel’s state of mind.

The 5S′s are the initials of five Japanese words (Seiri/ Sort, Seiton/ Set in order, Seiso/ Shine, Seiketsu/ Standardizing, Shitsuke/ Sustain).

The 5S′s are the main activity for business improvement. The 5S′s have been recognized as the basic technique for the strategies of the world class companies (World Class Manufacturing). The 5S′s are not just about cleanliness however; it is about the functional organisation of the workplace, so that work can be done in an efficient, safe and non-frustrating environment.

The visual control concept is complementary to the 5S technique, which helps to supporting the program standardization jobs, eliminating losses and increasing performance (KPI: PQCDSM or Productivity, Quality, Cost, Delivery, Safety and Morale/ Motivation).

Sort: Sort the things you do not need and those you need and keep at the workplace only things you need. Get rid of unnecessary items.

Set in order: Carefully arrange and identify the items you need. Find a place for each thing, so that anyone can find it. Ask for things to always be placed in the designated space.

Shine: Clean up. Allways maintain your workplace clean and shiny. Find why things are getting dirty.

Standardizing: Become an example for adhesion to the first 3S′s standards and encourage others to follow them. Make rules and procedures to promote a pleasant work environment until the first 3S′s become the second nature of everyone.

Sustain: Maintain and apply the first 4S′s. Become meticulous in preserving and putting things in order and cleaning.

Principles and targets to achieve through the implementation of a 5S program are: simplifying the work environment, reducing non-value-added activities, improving efficiency, reducing waste, improving quality, improving safety.

The summary of the training session:
Day I

1) Why do we need the 5S′s? 20 reactions of Romanian employees through 5S projects.
Introduction to the 5S′s. 5S vision, objectives and positionning in companies. Company organization and the 5S
′s. Benefits of the 5S′s. Management preparation for a 5S program. Visual Control.

2) Brief description if the 5S′s;

3) Detailed description of the first 5S pillar: Sort (steps; sorting criteria for productive area, for offices and for warehouses;  Red-Tag strategy in 6 steps; case study, etc.).

4) Detailed description of the second 5S pillar: Set in order (steps, color code, 17 ergonomics principles; arranging productive areas, offices (documents/ files) and warehouse; case study, etc.).

Day II

5) Detailed description of the third 5S pillar: Shine (15 urgent needs; 3 phases for cleaning the equipment; 5 cleaning steps; Example of inspections by cleaning points, etc.);

6) Detailed description of the forth 5S pillar: Standardizing (needs for standardization; 3 levels for maintaining the first 3S′s; Five-Minute 5S; detailed checklist; summary checklist for productive areas – 25 questions – and for offices – 25 questions; examples of standards – cleaning, lubrication, inspection, etc.).

7) Detailed description of the fifth 5S pillar: Discipline (15 needs; directions for discipline development; 5S sustaining strategies; visual management, etc.).

8) Conduct enterprise-wide 5S program (initial and system maintaining projects).
Discutions. Video Example.

Who should attend: managers, engineers, production supervizors, facilitators, team leaders, technical leaders, operators.

5S – Implement and Manage 5S & Visual Control: in house, 1/2 days

The best way to learn about the 5S tecnique is through an implemetation workshop. This may involve more than 18 people, divided in theree areas with different projects. The key point is that someone cannot apply  the 5S′s in others’ workplace. At least 60% of participants in 5S projects should be members of envisaged work areas. They may be assisted by the managers, by the technical team, etc. The 5S approach is by working in teams.

5S is usually used as an introduction to Lean and TPM concepts according to the nature of the work area.

The teams are familiarized with 5S concepts and techniques and with performance evaluation by 5S Audit for envisaged work areas and the 5S improvement plan will be developed for submission to management.

Also, the teams will simulate the Initial Sort (Red Tagging), establishing the locations and the limits of their work areas and begining to develop the visual management.

All activities will be presented to the management and the benefits will also be presented to ensure full understanding and support from the top management in the successful implementation of the 5S program. EXEGENS can provide support for both facilitators and teams.

WHY 5S?

  1. Zero waste.
  2. Zero accidents.
  3. Zero failures.
  4. Zero defects.
  5. Zero settings.

Summary of the training session:

  • Step 1 – Prepare the organization to implement 5S
  • Step 2 – Schedule Kaizen activities within individual work cells
  • Step 3 – Keeping the 5S work area

Who should attend: managers – engineers, production supervisors, purchasing managers, operators.

5S & Visual Control for Office: in house, 2 days

The office and service activities are today an important source of the potential ways to improve the productivity in the companies worlwide. While the administrative and offices activities decide 60% of the costs of an organization, most often they are regarded as less important than those directly productive departments. Moreover, 80% of the costs are already set out from the new product′s research-development-design phase. This phase is happening most in the offices, in different departments of the companies.

To increase productivity and achieve Lean organization, the office activities should provide support for productive operations to eliminate losses.

5S for the office is directly attacking the long response times, the low quality services to customers, the quality problems of the customers, the management crisis and the hidden costs.

EXEGENS® provides a systematic approach to 5S for office, revealing step by step the implementation and enforcement details. This 5S for office approach includes forms, work sheets, check lists, audit forms and photos to show in a friendly way the 5S′s values to be implemented.

Summary of the training session:

  1. About the 5S′s.
  2. Why the 5S′s in the offices?
  3. About losses in offices.
  4. Preparation of the project (20 steps).
  5. Area analisys.
  • S1 – Sort (Seiri)
  • S2 – Set in order (Seiton)
  • S3 – Shine (Seiso)
  • S4 – Standardizing (Seiketsu)
  • S5 – Sustain (Shitsuke)

Who should attend: managers, operators in the office.

5S for Management: in house, 1 day

Through this training, EXEGENS® helps the management of your company to understand the implications of a 5S program from the management point of view. The key sentence is: without the support of top management, there is no 5S progam.

The training’s goals are:

  1. Explaining the 5S goals regarding losses, workplace organisation, the job quality, safety and health at work and operational performances;

  2. Understanding the connections between your business goals and the 5S;

  3. Providing the ”picture”  for each step of the 5S;

  4. The presentation of examples and analysis of 5S advantages;

  5. Discussing the main employees resistance on the implementation of 5S;

  6. Discussing the key points of 5S success;

  7. The presentation of the management documents for the 5S program.

After this presentation, the management of your company will:

  1. have an overall picture of the 5S project;

  2. be able to create a 5S culture and leadership, then Lean / TPM;

  3. have a visibility in the business, both before and especially after the 5S implementation.

Summary of the training session:

  1. Vision and main goals of the 5S;
  2. 5S methodology and documents;
  3. Conduct 5S program in the company;
  4. The 5S management reporting;
  5. Case studies;
  6. Recommendations for management during the 5S;
  7. Approaching the continuing improvement;
  8. After 5S.

Who should attend: top management, facilitators, managers.

5S – Templates, Master Plan, Self Assessment/ Checklist, Audit Forms: in house, 1 day

Through this training, EXEGENS® helps you to customise your 5S working documents depending on the specific activities of your business.

We offer you the presentation and adaptation to the specifics of your company of the following documents:

  • Master Plan for 5S implementation in 20 steps;

  • Job descriptions: the tasks for each 5S team member;

  • Adaptation of 5S work documents (33 forms – including Red Tag Register Form and 8D Form);

  • Self Assessment/ Checklist for each 5S area;

  • Audit forms (including the offices).

With this documentation provided by EXEGENS®, your company has a systematic approach of the 5S program, each step with its work sheets necessary for a successful implementation.

The summary of the training session:

  • What document do we need in a 5S project?
  • Why do we need a Master Plan?
  • 5S Program: Who does? What? When? Where? What tool? How?
  • Work standardization throught 5S.
  • Necessary documents for each of the S′s:
  1. S1 – Sort/ Seiri;
  2. S2 – Set in order/ Seiton;
  3. S3 – Shine/ Seiso;
  4. S4 – Standardizing/ Seiketsu;
  5. S5 – Sustain/Shitsuke.

Who should attend: top management, facilitators, managers, operators.

5S for Safety: in house, 1-2 days

Through this training, EXEGENS® helps you to implement the 5S program for safety and health at work. We provide the implementing method step by step and all the helpful instruments and documents. The 5S System for Safety by EXEGENS®, as an important dimension of productivity in general, not just the labor productivity, answers the question: How 5S can be used to improve safety in the workplace?

Using 5S, the control and the prevention of accidents, can be solved more than 60% of the issues of safety in the workplace.

To ensure Safety at the workplace, EXEGENS® designed the responsibilities for all persons involved in the 5S, from the General Manager to the Project Team.

Summary of the training session:

  1. About 5S for Safety;

  2. The plan design for Safety;

  3. Training for the teams and Safety Action Plan;

  4. Performance for Safety (Safety Audit / Visual Control);

  5. Identification and analysis of the causes for the Safety problems;

  6. One-Point Lesson for Safety (Best Practices);

  7. Standardization for Best Practices in Safety.

Who should attend: top management, facilitators, managers, operators.

Kaizen in Office, Services and Technical Environments: in house, 1 day

Through this training, EXEGENS® helps you to tackle improvements in the company. KAIZEN (Continuous Improvement) is the Lean Manufacturing word that was used initially as a key element in TPS (Toyota Production System). Subsequently, KAIZEN with other LEAN tools like TPM was developed by JIPM (Japanese Institute of Plant Maintenance). Usually KAIZEN describes business environments where companies and individual pro-active working groups work together to improve processes. KAIZEN is a Japanese word meaning continuous improvement (Continuous Improvement or Transforming Value). KAIZEN is complementary with other improvement techniques such as CEDAC (Cause and Effect Diagram with Addition of Cards) and 5Why Analysis.

As philosophy, the key of the KAIZEN technique is the involvement of all employees in the improvement projects. These improvements are sometimes results of the suggestions schemes (Suggestion Schemes / Kaizen Teian) or of the small groups work (Quality Circles). KAIZEN implementation in a business environment involves creating a culture to support continuous improvements to eliminate losses from business systems and processes in full compliance with the requirements of the customers. KAIZEN is achieved with the people. KAIZEN is not a technical approach. For example, KAIZEN  for the management is allocating 50% of time for improvements.

The essence of the KAIZEN projects is to understand the current situation and the next improvement level. If the next improvement level is considered to be a high level, required by the market, then the KAIZEN project becomes a KAIKAKU project. KAIKAKU is changing rapidly and radically. KAIKAKU is different from KAIZEN, that  is making small and secure changes, step by step. KAIKAKU is revolutionary while KAIZEN is evolutionary.

As a principle, KAIZEN has two key elements: change – improving for the better (improvement / change for the better) and continuity (ongoing / continuity).

EXEGENS® can help the management of your company to understand KAIZEN approach and to develop an implementation plan. Also we support facilitators, working groups and KAIZEN auditors.

EXEGENS® can provide, in addition to this training, a workshop for the practical implementation of the KAIZEN approach by starting the analyzes of the working areas and the improvements plan.

Summary of the training session:

1) Kaizen goals and objectives (Lean principles and Kaizen principles);

KAIZEN characteristics and principles (concepts, Gemba, Gembutsu, Genjitsu, Muda, Mura, Muri, etc.); what a Kaizen event supposes, necessary logistics, communication plan).

2) Structure of a KAIZEN event – 12 steps (improvement designing, testing and implementing – Deming Cycle (PDCA); 4M/6M, 5S, SMED, POKA YOKE, TPM.

3) Support Kaizen (internal suggestion system – KAIZEN TEIAN).
Creating Kaizen culture.
Free discutions.
Video example.

OBS: The training consists of Excel documents to help each step.

Who should attend: managers, engineers, production supervizors, facilitators, team leaders, technical leaders, operators.

Lean Overview Training

Lean Management: in house, 2 days

The current economic environment offers companies new challenges and requires a consistent business rethinking to ensure a healthy future growth through continuous improvement activities.

Lean management system is recognized worldwide as the best model approach to business strategies. Companies in all industries, regardless of size, successfully use this methodology to create a disciplined work environment based on teamwork, on continuous improvement of flows to ensure and support business objectives.

Demonstrated benefits of Lean Management:

  • Reducing process time
  • Reducing losses
  • Reducing costs
  • Reducing storage
  • Expanding capacity
  • Improving quality
  • Increasing sales
  • Improving customer loyalty
  • Improving revenue and profit margins
  • Improving self-financing capacity

From the perspective of companies, Lean Management training by Exegens® provides an opportunity to improve the approach to the strategies, to current issues and to train managers to facilitate continuous improvement.

From individual perspective, Lean Management training program can increase and enhance your knowledge and skills to continuously improve business processes, your adaptability to the requirements of current professional performance and your opportunities for career development.

Summary of the training session:

Day I

  1. Performance, manager’s activity and continuous improvement;

  2. Continuous improvement & innovation; LEAN – history and overview.

  3. Lean Strategy; Management Branding (Exegens® concept); Balanced Scorecard; Hoshin Kanri;

  4. Lean Accounting: Target Costing; Cost Deployment; Kaizen Costing;

  5. Basic LEAN Techniques: 5S; Visual Management; Standardization (Example/Discussion – organizing a warehouse);

  6. Basic LEAN Techniques: Problem solving techniques.

  7. Basic LEAN Techniques: Increasing added value: Added value vs. loss; 3M’s: Muri – Mura – Muda; 3G’s: Gemba – Gembutsu – Genjitsu; Examples.

Day II

  1. Lean process-based approach: Process flow; Value Stream Mapping – VSM;

  2. Advanced LEAN Techniques: Total Productive Maintenance –  TPM; OEE – Overall Equipment Effectiveness, Autonomous Mentenance, Kobetsu Kaizen, SMED ),  Just in time – JIT, Quality first (D-FMEA/P-FMEA; Poka Yoke; Control Plan; Statistic Process Control);

  3. Implementation process: Suggestions system; Work on improvement projects; Lean Indicators; Company′s Culture and Structure;

  4. 20 attitudes of Romanian employees in Lean projects;

  5. Common mistakes found in companies during the “Lean Journey”;

  6. Video presentations: Lean Manufacturing and 5S;

  7. Conclusions, questions and answers.

Who should attend: supply managers and operators, production managers and operators, storage operators, sales managers and operators, HR managers and specialists, controlling managers and specialists, quality managers and specialists, IT managers and specialists, Logistics managers and specialists, top management etc.

Lean Manufacturing: in house, 2 days

This workshop is an ideal introduction to Lean Manufacturing. The participants are explained the principles, the elements and the basic techniques. Lean Manufacturing or Continuous Improvement is the production approach based on the Toyota Production System. Lean Manufacturing focuses on eliminating waste from production processes. Through this system, the flow of goods, having a predetermined rate of customers, creats a minimum of stocks.

Principles:

  1. Specify value in terms of the client.

  2. Identify all the steps in Value Stream for each product or product family and eliminate any step, any action or any practice that does not create value.

  3. Arrange remaining steps of the processes which create value, in close liaison with each other to meet the needs of the clients on a continuous basis.

  4. When the flow was introduced into the organization, allow customers to underline the activities they require.

  5. The previous principles should be transparent, allow managers and working teams to eliminate future losses aiming the continuous improvement.

Summary of the training session:

Day I

  1. Performance, manager’s activity and continuous improvement;

  2. Continuous improvement & innovation; LEAN – history and overview.

  3. Lean Strategy; Management Branding (Exegens® concept); Balanced Scorecard;

  4. Lean Accounting: Target Costing; Conversion Costs; Kaizen Costing;

  5. Basic LEAN Techniques: 5S; Visual Management; Standardization (Example/Discussion – organizing a warehouse);

  6. Basic LEAN Techniques: Problem solving techniques.

  7. Basic LEAN Techniques: Increasing added value: Added value vs. loss; 3M’s: Muri – Mura – Muda; 3G’s: Gemba – Gembutsu – Genjitsu; Examples.

Day II

  1. Lean process-based approach: Process flow; Value Stream Mapping – VSM;

  2. Advanced LEAN Techniques: Total Productive Maintenance –  TPM; OEE – Overall Equipment Effectiveness, Autonomous Mentenance, Kobetsu Kaizen, SMED ),  Just in time – JIT, Quality first; D-FMEA/P-FMEA, Poka Yoke;

  3. Implementation process: Suggestions system; Work on improvement projects; Lean Indicators; Company′s Culture and Structure;

  4. 20 attitudes of Romanian employees in Lean projects;

  5. Common mistakes found in companies during the “Lean Journey”;

  6. Video prezentation: Lean manufacturing in a company;

  7. Conclusions and evaluation of participants: questions and answers.

Who should attend: managers – engineers, production supervisors, top management, operators, CFO.

Lean Strategy: in house, variable

The support of the top management and full understanding of the Lean principles are critical to further improve processes.

EXEGENS can work together with the management of your company to ensure a consistent support for the understanding of the succession of the continuous improvements through Lean techniques. We can help you in developing your individual Master Plan, depending on the specific processes of your organization.

However, we can audit the current processes of your business. Through this audit, we offer you an assessment on the current situation and the next steps to be followed to ensure the continuous improvement.

Who should attend: top managers, purchasing managers, supervisors.

Lean Accounting: in house, 3 days

This workshop is an ideal introduction to Lean Accounting. Lean Accounting is the term used by accounting of the companies that require control and measurement of the processes to support the management “Lean Thinking”. “Lean Thinking” is the approach of the entire company from the only point of view of the customer, developing a slim system for an immediate response to market signals (customers, suppliers and competitors).

Many companies approach Lean practices, but at the accounting level they don’t do much. The accounting of these companies, which is an accounting based on volume and inflexible, is totally non-adapted to the real business. Under these conditions, the business accounting system of planning, monitoring, reporting and adjustment is a non-adapted system. In fact the activities of adjustment in accounting are made often too late, when money have already been lost. But, in real life, managers make operational and tactical decisions without taking into account the traditional accounting reporting system and the usefulness of the management accounting system (cost and budgets) is pretty much hurt. The natural questions arise: “… where is the money from Lean ….?” or “how my cost system behaves  when losses are reduced?” or “how performance is measured after the improvements have been started?”. If ithere are eliminated some of that losses what is the amount of money corresponding to it, both at the level of the expenditure and the income level. In most cases, you do not know the answers to these questions, especially at the budgetary variable cost level and at the product indirect cost level.

EXEGENS® presents step by step the method for conversion of  the financial accounting function of the companies to support the Lean approach. EXEGENS® presents case studies, examples and practical work sheets for each step of the method of Lean Transformation, after many tears of study and practical implementation to the clients (from the autumn of 1995).

Training Summary:

  1. Why is it important to apply Lean Accounting?

  2. Marketing and Lean Accounting.

  3. Elimination of losses and the finanacial accounting system.

  4. Value Stream Mapping Management (VSM).

  5. Sales, operations and financial planning in Lean.

  6. Activity Based Costing (ABC / ABM).

  7. Value Stream Costing and performance measurement.

  8. Calculation of the cost per product.

  9. Target costing.

  10. Kaizen costing.

  11. Theory of Constraints.

  12. Lean Accounting Diagnosis – performance indicators.

Who should attend: CFO, Controllers, the accounting personnel and top management who use accounting-financial indicators for monitoring their processes and to support the Lean implementation.

Quick Changeover (SMED): in house, 2 days

Through this training SMED (“Single Minute Exchange of Die”), EXEGENS® helps you to improve your practice techniques to reduce time to change the manufacturing for processes or products. The word “single” refers to a single digit for the  change time (minutes), that is under ten. In many industrial companies, due to requirements coming from the market, chere are spent many hours to change dies, tools, devices, etc. This time is the main barrier which lies in the flexibility desired by the customer, which leads primarily to the creation of the ongoing stocks, having a contribution to the birth of  the “narrow places” with an impact on the homogenity of the processes, to the non-optimal usage of the capacity of the machines, to the temporary inactivity of the employees etc. Change is the process which includes all necessary operations from the stop of the  production for a type A product to getting the first type B good quality product.

Using the SMED technique, the time teduces for the long switches in the production lines or even in the production cells. Thus, it comes to switches that previously were taking hours for changings that by SMED technique are consuming only a few minutes or even seconds. The SMED technique was originally designed for business industry by Mr. Shigeo Shingo.

These days, like all Lean techniques, SMED can be applied to all business processes to ensure changes,  quick adaptations to the market requirements. Currently, worlwide, many companies use the SMED technique to be able to offer clients a level of high quality products with good price and fast delivery.

SMED advantages:

  • Support the lots of small volumes required by customers;

  • Reducing defects;

  • Ensure the continuous flow;

  • Reduce delivery time;

  • Reduce costs and cost of storage in particular;

  • Increase the quality;

  • Increase the productivity;

  • Increase the competitiveness;

  • Increase the profitability;

  • Increase the customer satisfaction.

Summary of the training session:

  1. The necessity of SMED

  2. Terms and concepts

  3. Basic steps in organizing the change

  4. SMED – Stage I: Changing die in a minute (practical examples)

  5. SMED – Stage II: Changing die in a minute (practical examples)

  6. SMED – Stage III: Changing die in a minute (practical examples)

  7. Analysis of the results of the SMED technique

  8. The implementation plan and the losses analysis

  9. Seven SMED golden rules

  10. Improvement Project Pamnel of the changing process – KAIZEN.

Who should attend: production managers, industrial engineers, process engineers.

Continuous Flow, One piece flow, Kanban, Pull Production, Just In Time: in house, 1 day

Through this Continuous FLOW Processing training (koutei no nagare ka), EXEGENS® helps you understand the importance of continuously producing goods and services (continuous flow) in order to remove the stagnation in the labor in/ between the steps of the process, by reducing “the lead time” asked by the customers and by using the minimum of the resources (lead time: the time between the acceptance of an order to loading / supplying goods or services to the customer and the actual production  activity) time. “Cycle Time” must be balanced for each operation in the processes. ( “cycle time”: the production time “cycle time” is often confused with the production time “lead time”. Cycle time is the time taken to make any particular repetitive activity). The management of all companies isn′t willing to take unscheduled activity interruptions.

The participants to this training will learn how to eliminate the losses of the working hours in the processes they are involved. They will be explained the observation ways, the data collection way, the types of data analysis and how to design a more efficient work flow. The continuous flow is the basic objective of the Lean: to have a constant flow of materials throughout the organization and to meet the exact needs of the market with a very low level of stocks running (WIP stocks).

The Continuous Flow is usually used to refer to the One Piece Flow Cell Organization (Cellular Manufacturing), respecting the principles of the Pull Production and of the JIT (Just-In-Time) system and applying the principles of continuous improvement – Kaizen. The basic tools are: Standard Work, Identifying Waste, Process Capacity Tables, Takt Time design and analysis of different scenarios regarding different volumes used in cells. The cells are connected together by kanban / Kanban Control (labels) to provide a continuous flow down the process.

Summary of the training session:

  1. Activities with value-added and non value-added.

  2. What is the cell organization?

  3. Basic elements of the cell design.

  4. The concept of “pull production”.

  5. Implementing and Managing the Pull Production.

  6. The extension of the Pull Production at the suppliers level (Lean Supplier Management).

  7. Cell Organization and Autonomous Meintenance.

  8. Continuous-Flow Activity Boards and One Point Lesson.

  9. Continuous improving and standardizing with Just In Time.

  10. What is kanban?

  11. Functions, roles and types of kanban.

  12. Designing kanban, kanban circuit and continuous improvement through kanban.

Who should attend: production managers, industrial engineers, process engineers, department managers.

Mistake Proofing (Poka Yoke): in house, 1 day

Through this Mistake Proofing training (Poka Yoke, pronounced ”POH-kah YOH-kay”), EXEGENS® helps you understand how to eliminate all errors and defects that may arise in the production flow. Poka yoke is the technique of quality assurance developed by Shigeo Shingo (1960) in Japanese companies. The term “poka yoke” comes from Japanese as “poka” (unforeseen errors / inaccuracies mistake) and “yoke” (prevent). Poka Yoke is used most often in the industrial environments.

Poka Yoke is applicable wherever something is going wrong. It is a technique, a tool that can be used in: manufacturing, services, administrative activities, transactions.

Poka Yoke is the way to detect simplely, robustly and without difficulty defects and errors in the company. The essential idea of “poka yoke” is to design processes, with helpful devices, so that errors become impossible or detected and corrected easily.

A basic feature of poka yoke is the distinction between error and fault. Errors are by the hundreds in an organization but often they attract defects “supported” by customers. In a company there may be hundreds of engineering devices to help prevent errors and, almost by default, defects. Poka yoke devices can be split into two broad categories: prevention and detection.

Summary of the training session:

  1. Definition of poka yoke
  2. Error vs. Defect
  3. Analysis of human error types
  4. PDCA – approaching errors
  5. Statistical Quality Control (SQC)
  6. Poka Yoke method – examples
  7. Poka Yoke – work form
  8. Steps for implementing poka yoke.

Who should attend: production managers, maintenance engineers, industrial engineers, process engineers, department managers.

Problem Solving: in house, 2 days

Through this Problem Solving training, EXEGENS® offers you the approach of the techniques, basic tools and steps to solving problems and case studies to analyze the operational, tactical and strategic problems of the management  in your company. From our point of view, the stage of forming the team that examines the issue is the main step to solve a problem.

Through this training, it is provided the development of a common language and a common structure to solve problems both within your company and in your relations with the suppliers and the customers in order to intervene as soon as possible to solve the problem. Globalization creates a strong pressure at the level of competitiveness and, by default, of productivity, which requires a constant flexibility/ adaptability of the company. Flexibility requires changes. The change forces the emergence of different types of problems at all levels of a company. So a problem is a deviation from the preset performance. The objective of finding solutions to problems is to identify relevant cases. The participants in this training will gain strong skills for problem-solving and leadership.

Summary of the training session:

The first part of the session:

  • What is a problem?

  • Potential pitfalls in solving problems.

  • What is A3?

  • A3 and PDCA cycle.

  • Defining a problem.

  • Differences between the types of problems (soshi, kaizen and iji).

  • Intermittent and recurring problems.

The second part of the session:

  • Selecting the problems correctly.

  • Problem-solving teams.

  • Steps for dealing with conflicts in problem-solving projects.

  • Approaching problems by examples (background, standards, collection of relevant data, the current situation, gaps, measurements, justification).

The third part of the session:

  • Target (difference between target and objectives, examples);

  • Themes (general categories of topics – examples);

  • Analysis of the causes (5-Why, root cause analysis process – examples, determining root causes, detailed list of causal factors; exercises – 5Why);

  • Countermeasures (selecting the right countermeasures,  evaluations of countermeasures – effectiveness, feasibility, impact; selecting countermeasures – examples, implementation – the 3C’s of success, creating the plan, communicating the plan, implementating the plans – assessment, assignment, responsibility);

  • Follow up.

The fourth part of the session:

  • Problem solving techniques (Brainstorming; 8-D Problem Solving; 4- 6 M’s; Cause-Effect Diagram/Fishbone diagram; Collecting and recording data; Bar Charts; Histogram; Scatter Charts; Pie Charts; Pareto Charts; Process Capability and Control Charts).

The fifth part of the session:

  • Discussion of 1-2 A3 practical examples.

Who should attend: top management, maintenance engineers, employees from the supply department, employees from the sales department, employees from the storage department, employees from the quality department, industrial engineers, process engineers, managers of departments, operators.

Total Productive Maintenance Training

Total Productive Maintenance (TPM): in house, 3 days

Through this Total Productive Maintenance (TPM) training, EXEGENS® offers you the  Total Productive Maintenance (TPM) approach whose objective is to increase the efficiency of the equipment and, of each piece of the equipment.

TPM can be considered as the “Medicine for hands and equipment”. More specifically this is a whole maintenance program. TPM aims to improve productivity, to improve the working time and to increase employee moral and satisfaction. TPM is an innovative Japanese concept and ww can say that it began in 1951 when preventive maintenance was introduced in Japan. Total Productive Maintenance (TPM) is the maintenance performed by all employees organized in small groups. TPM has two main goals: zero equipment failures (zero breakdowns) and zero defects. These are improving the equipment productivity percentages and reducing the costs. Meanwhile, it reduces the costs for spare parts storage.

The TPM goals: avoid waste at rapid changes in the economic environment (competitors, suppliers and customer requirements), rapidly manufacture products without reducing quality, production with lots of small quantities in the shortest possible time, reducing costs, goods sent to customers should not have defects.

Statistical results of TPM: productivity improvement by 50%, breakdowns reduction 1-100 or 1-150, reducing the number of defects 1-10, reduction of the customer complaints, reducing maintenance costs by 30%, reduction of the running production with 50%, reducing electricity costs by 30%, zero accidents, zero pollution, increasing the number of the suggestions of the employees to 10 times.

Maintenace types: breakdown maintenance, preventive maintenance – periodic maintenance (Time based maintenance – TBM) and predictive maintenance, corrective maintenance, maintenance prevention

The 9 pillars of TPM:

  1. Kobetsu Kaizen: KAIZEN projects to identify and reduce the 16 categories of losses in order to increase the OEE and the productivity of the employees.

  2. Autonomous Maintenance: 7 steps by Jishu Hoyen (autonomous maintenance) to achieve the concept of “my machine.”

  3. Planned Maintenance: designing the general plan in order to reach zero stops of the machines.

  4. Quality Maintenance: eliminating chronic losses to reach zero defects.

  5. Initial phase of the equipment / product control: creating archives for planned maintenance to remove losses since the initial phase.

  6. Training: designing techical training programs to develop the skilles of the employees.

  7. TPM in the offices: autonomous maintenance in the offices and KKobetsu Kaizen to eliminate “the work without  purpose” in the offices (which does not add value).

  8. Safety, Health & Environment: design Kaizen projects in those dangerous areas to bring accidents and pollution to zero.

  9. Customer satistaction: the creation of “loss tree” for the customers to reduce complaints to zero (target costing for NPD).

Summary of the training session:

Day I

  1. Introduction to TPM: TPM’s relations with TQM and TPS; Problems in implementing TPM – 12 steps of implementation.

  2. Targets; Organization of TPM – Committees and Master Plan: 16 major losses and OEE (losses during production activities).

  3. The 8 pillars of TPM.

  4. Pillar 1 – OEE and Kobetsu Kaizen (Focused Improvements): PDCA cycle and 12 Steps of Kobetsu Kaizen to address the 16 major losses of production area.

Day II

  1. Pillar 2 – Autonomous Maintenance: 7 Steps to Autonomous Maintenance; Development Plan for Autonomous Maintenance (Jishu-Hozen Development Plan); One-Point Lessons.

  2. Pillar 3 – Planned Maintenance: Diagnosis and elimination of failures (breakdowns), Performance parameters for Planned Maintenance, Equipment Classification, Maintenance cost.

  3. Pillar 4 – Quality Maintenance: 0 defects; Quality Maintenance Activities; 10 steps of Quality Maintenance (Hinshitsu-hozen); QA Matrix; Determination of 4M conditions; Identification of abnormal points (Fuguai).

  4. Pillar 5 – Training for TPM (Skills; TPM Master Plan for: 5S, SMED, PM Analysis, Poka Yoke, FMEA, OPF, OPL, PST; Operational Skills; Maintenance Skills etc.).

  5. Pillar 6 – The initial phase of equipment/ Product control: MP – Maintenance Prevention; creating archives for planned maintenance.

  6. Pillar 7 – Safety Health & Environment and Pillar 8 – TPM in Offices (Jishu-hozen in Offices).

Day III

  1. Analysis of Chronic Falls/ P-M Analysis (advanced TPM; Understanding the nature of chronic losses; Problems in Reducing Chronic Falls; Optimal conditions; PM  in 8 steps).

  2. OEE – Overall Equipment Effectiveness: Importance; Why operators are important? The Role of Teams; Understanding the relationship between equipments and losses.

  3. OEE Measurement and Improvement.

  4. TPM Documents.

  5. TPM Activities and Team management.

  6. OEE Workshop Plan Prezentation.

Who should attend: Plant Managers, production manageri, chief engineeri, maintenance engineers, industrial engineers, Continuous Improvement Managers, Human Resource Managers, supervisors, process engineers, Production Team Leaders, managers of  the departments, craftsmen, operators.

Overall Equipment Effectiveness – OEE: in house, 1 day

Through this Overall Equipment Effectiveness – OEE training, EXEGENS® offers you the  Total Productive Maintenance (TPM) approach whose objective is to increase the efficiency of the equipment and, of each piece of the equipment. In order to maximize the efficiency of the equipment, you need a tool to help you understand the equipment problems and the steps needed to eliminate these problems. The key to understanding this equipment is Overall Equipment Effectiveness – OEE. With OEE we know how well an equipment works. To calculate the percentage of OEE, there are three interconnected elements: the actual operation time of the machine, the product quality when the car is stopped (the machine is turning out) and the quality of the products.

A brief definition: OEE is the way to improve the working equipment. OEE won’t tell us if we have problems. The customers tell us that. OEE helps us to analyze problems and make improvements. OEE development offers the work groups a way to measure and analyze the equipment problems as part of the Definition, Measurement, Analysis, Improvement and Control. Therefore, OEE may be a part of the SixSigma tecnique from the Lean SixSigma approach. OEE defines the performance expected from the equipment, measure this performance and provide the structure of the losses to be reviewed and improved. By OEE we can ensure the control of the functioning way of the equipment.

Simply, OEE measures: Availability, Performance și Output Quality for the equipment.

This training:

  • provides an overview for anyone involved in TPM implementing;

  • explains the OEE importance in connection with the added value;

  • explains OEE concepts such as the availability, performance, quality and major losses types of the     equipment;

  • describes the steps for collecting and processing OEE data and reports the results;

  • provides the connections with other approaches used to reduce losses related to the equipment such as:  autonomous maintenance, kobetsu kaizen, SMED, Poka Yoke and P-M Analisys.

Summary of the training session:

  • Introduction to TPM and OEE
  • Why is OEE important?
  • The role of the operators and OEE
  • The equipment and associated losses
  • Measurement of the OEE – Excel
  • Improving OEE
  1.  5 Why Analysis
  2.  Autonomous maintenance
  3.  Kobetsu Kaizen
  4.  Smed
  5.  Poka yoke
  6.  P-M Analysis
  • Examples of calculation and analysis

Who should attend: Plant Managers, production managers, chief engineers, maintenance engineers, industrial engineers, Continuous Improvement Managers, Human Resource Managers, supervisors, process engineers, Production Team Leader, department managers, craftsmen, operators.

Value Stream Mapping Training

Value Stream Mapping (VSM) & Cost Reduction Programin house, 3 days

Why do we need to have efficient processes?

It is important to understand the physical and/ or information route for a customer in our organization and what inputs are needed to provide outputs like goods and/ or services having the right quality, at the right time and at the right cost. The best way to understand the route of inputs, processing and outputs is the Process Mapping.  Process Maps are the effective and efficient way to identify constraints, narrow places, scrap and unnecessary steps in processes. The business flow should be designed according to the values required by customers for goods and/ or services delivered (Value Stream Mapping). Process Mapping and Value Stream Mapping are for all employees and they are also diagnostic tools to determine where problems are. Understanding processes using the customer perspective is essential if we are to improve delivery of products and/ or services in terms of profitability.

The objectives of the training session:

The three days of practical training focuses on all the activities you need to design, implement and improve in a friendly way processes in your organization, involving all employees. The training aimes explaining both: the basic principles of productivity (LeanSixSigma) and the basic techniques for process design and improvement (Process Mapping, Value Stream Mapping, Kaizen, problem-solving techniques, etc.).

At the end of the training session you are able to: define the purpose and principles of process design, define the basic terminology of processes, make connections between inputs and processes, make the connection between processes and effective planning of resources, define value for customers, define the main steps of the process (especially undocumented work), document inputs from suppliers, understand the physical and information process flows and determine the priority of work in process, define the main categories of performance indicators by processes, design simple, flexible and supple (lossless) processes, involve everyone in the company, make relations between the processes in the departments, do the job descriptions, work procedures and performance indicators by process and for each function, make the connection between customer value and processes, identify key components and the 10 steps of the process design, build, monitor and control processes, understand the connection between organization′s strategy and processes through Balanced Scorecard and Hoshin Kanri, use a 8 steps methodology for process design and improvement by value perceived by clients – Value Stream Mapping, design a process improvements report, approach problems using Kaizen projects and other problem-solving techniques.

Description of topics:

First day

  1. Goals and Objectives (Processes, Performance Management and Process Management);

  2. Results of Process Mapping and Value Stream Mapping (definitions, LEAN performances, Six Sigma project plan, team building, defining operations);

  3. Process Mapping (process mapping definition, traditional process flowchart and various techniques, defining processes′ goals, selecting processes′ targets, examples);

  4. Process Map and performance indicators (customer identification, segmentation and understanding, documenting the current situation in 10 steps, process analysis and interrogation, analysis of losses, creating action plans, criteria for priorities, KAIZEN, work standardization, working papers, symbols, KPIs, and examples);

The second day

  1. Gathering information for Value Stream Mapping (utility of Value Stream Management, understanding customers demand and market, the basic principles of Lean/ Pull Vs. Push, information flow and material flow, VSM storyboard);

  2. Introduction to Value Stream Mapping (LEAN need, VSM choice, understanding market, understanding flows, understanding capacity);

  3. Current State in Value Stream Mapping (VSM current state, Lean performance indicators);

  4. Future State and improving Value Stream Mapping (VSM future state, creating KAIZEN plans, KAIZEN in 12 steps, KAIZEN plans implementation, VSM – leadership);

The third day

  1. Problem Solving (A3 steps/PDCA – examples, 4-6 M′s, 7 instruments of quality, P-FMEA, 8-D Problem Solving, Brainstorming, Spaghetti Diagrams, SIPOC, etc.);

  2. Cost calculation and processes – Lean Accounting (Value Stream Costing vs. Cost Deployment – Kaizen Costing);

  3. Exercises and Workshop (VSM and A3).

Training with video presentation

Who should attend:

The training is designed for the two categories that must understand how to plan, how to report and how to communicate performance indicators in business processes:
  1. Top Management: Chairman, Chief Executive Officer (CEO), Chief Operating Officer (COO), Vice President of Operations, General Manager, Vice President of Marketing, Marketing Manager, Chief Financial Officer (CFO), Controller, Vice President of Production, Production Manager, HR Manager, etc.

  2. Supervisors, Managers and Team Leaders: Lean Manager, Kaizen Manager, Operations Manager, Process Manager, Quality Control, Safety, Environmental Manager, Office Manager, Purchasing Manager, Sales Manager, Supply Chain Manager, Workforce Planning Manager, Time Measurement Manager; Project Managers, Administrative Managers, etc.

Value Stream Mapping (VSM) & Process Mapping: in house, 2 days

Through this training, EXEGENS® helps you to design your processes and to implement Value Stream Mapping technique (VSM). We help you plan and design your processes to support continuous improvements in your business. VSM is the Lean technique used to analyze the flow of materials (physical flow) and of information about products and services required by the client. The origin of this technique is at Toyota, which is called “Material and Information Flow Mapping”. VSM goal is to improve Lead Time. By VSM technicque we are able to answer the question: “What customers really want from our processes and activities?”. In the value chain (Value Stream) are all the steps and processes needed to achieve / sell a specific product or service, from the customer’s requirement to the raw materials or goods from the suppliers. Analyzing the physical and information flows, we will eliminate the process sequences that do not add value for the customer and the activities that create losses. Often losses are created by activities that do not add value.

VSM is the Lean technique used to analyze the flow of materials (physical flow) and of information about the products and services required by the client. VSM is a tool based on 5S technique. Kaizen and problem solving tecniques (PDCA, A3, 8D, cause effect diagram/ Fishbone/ Ishikawa Diagram etc.) are Lean techniques complementary with VSM. To reach the Lean state, most often processes are redesigned.

EXEGENS® provides you a tool for improving the times of your business by:

– Structural approach of the VSM steps;

– Analysis of physical and information flows of the business;

– Identifying losses (Muda, Mura and Muri; 5M + Q + S);

– Explaining the technique to all the people involved;

– Providing a framework for approaching the improvements (Kaizen);

– Storyboard;

– VSM report.

Summary of the training session:

Day I

  1. Goals and Objectives of Value Stream Mapping (definitions, LEAN performance, Performance Management and Process Management, Value Stream Management utility).

  2. Commit to Lean (Gathering information for Value Stream Mapping, understanding customers and market demand, Pull Vs. Push, information flow and material flow, understanding capacity, VSM storyboards).

  3. Chose the Value Stream (selecting Value Streams for improvement).

  4. Learn about Lean for VSM (three stages of Lean application: demand, flow and leveling); Case Study in automotive industry.

  5. The current state Value Stream Mapping (VSM current status, Lean performance indicators); Case Study in automotive industry continued.

Day II

  1. VSM Metrics (definition, method of calculation, implications, connections); Case Study in automotive industry continued.

  2. The future state Value Stream Mapping (improving the three stages of Lean application: demand, flow and leveling); Case Study in automotive industry continued.

  3. Process Map and performance indicators (identification, customer segmentation and understanding, 10 steps for Process Mapping, examples of KPIs, process analysis and examination, analysis of losses, creating action plans, prioritization criteria, symbols).

  4. Create and Implement Kaizen Plans (Kaizen point/flow); Video example.

Who should attend: top management, facilitators, managers, operators.

Value Stream Management for Office: in house, 2 days

Through this training, EXEGENS® helps you to design your processes and to implement Value Stream Mapping technique (VSM) in the offices and administrative areas. This training is for those areas where the working speed  in the offices is very important. As business areas, we could have: production companies for the office area, the financial sector (banks, insurance firms, leasing companies, pension funds etc.), public sector, supermarkets, trade companies, distribution companies etc. In fact, all organizations that have complex business office activity. We help you plan and design your processes to support continuous improvements in your business.

VSM is the Lean technique used to analyze the flow of materials (physical flow) and of information about products and services required by the client. The origin of this technique is at Toyota, which is called “Material and Information Flow Mapping”. VSM goal is to improve Lead Time.

By VSM technicque we are able to answer the question: “What customers really want from our processes and activities?”. By using VSM we obtain a clear picture of the activities that employees do, activities that add value and especially those that do not add value for the customers.

In the value chain (Value Stream) are all the steps and processes needed to achieve/ sell a specific product or service, from the customer’s requirement to the raw materials or goods from the suppliers. Analyzing the physical and information flows, we will eliminate the process sequences that do not add value for the customer and the activities that create losses. Often losses are created by activities that do not add value.

VSM is a tool based on 5S technique. Kaizen and problem solving tecniques (PDCA, A3, 8D, cause effect diagram/ Fishbone/ Ishikawa Diagram etc.) are Lean techniques complementary with VSM. To reach the Lean state, most often processes are redesigned (process reengineering).

EXEGENS® provides you a tool for improving the times of your business by:

– Identifying losses in the offices (Muda, Mura and Muri; 5M + Q + S);

– Defining and adjusting performance indicators for offices;

– Case studies;

– Examples.

Summary of the training session:

  1. Understanding VSM for offices;

  2. Identifing losses types in the offices (examples);

  3. Preparation of the VSM project for the office (the teams, kick off, checklist etc.);

  4. About Lean;

  5. Initial assessment of the offices area.

  6. Identifing the main processes of the offices.

  7. Processe Current State Map (Map the Current State);

  8. Identifing the types of Lean measurements (Lean metrics);

  9. Process Future State Maps (Map the Future State);

  10. Process Ideal State Map (Map the Ideal State);

  11. Creating Kaizen plans;

  12. Implementing Kaizen plans.

Who should attend: top management, facilitators, managers, office operators.

EXEGENS can work with your management to ensure consistent support for understanding the succession of  continuous improvements by productivity techniques. We can assist you in developing an individual Master Plan, according to the specific processes of your organization.

All these standard trainings can be tailored upon request. All training sessions can be followed by additional workshops and/ or integrated consulting projects. Contact us to learn more about how we can help your organization with our consulting and our open/in house training services.