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Production improvement tools - LEAN, KAIZEN, TOC, GEMBA


How to engage employees in improving production processes? What motivates people to active participation in solving organizational and production problems? What practical tools can support creative thinking in the enterprise? This training is dedicated to Kaizen philosophy as a system of continuous improvement of industrial organization. During workshops will be presented examples of applications of Kaizen methodology. Moreover on training will be discussed history and essence of the system. Participants will be introduced to several methods of implementation and organization Kaizen system in industrial enterprise. Range of the training include exercises where participants can practice creative identification and problem solving techniques. Methods of changes implementation in teams will be discussed as well.  


Participant profile

The training is dedicated to  :

  • employees senior and middle management staff,
  • supervision of production workers,
  • leaders / coordinators of continuous improvement,
  • specialist for quality assurance.



Familiarizing with  modern tools and systems of planning business processes, which allows designing activities aimed at improving the production or service processes in the organization.

  • explore Kaizen – what is it and why should it be implemented in your company,
  • learn how to prepare to implementation of this philosophy
  • learn how to create groups and organize Kaizen session
  • explore techniques and tools for improving production processes, i.e. TOC, VSM, 5S, SMED, TPM, Kanban
  • find out who is Kaizen leader and what is its role?
  • explore development direction consistent with the philosophy of Kaizen

The training will help plan the directions and the reasonableness of changes in the organization.



  1. Where do needs of change in processes of company come from? Is change always means a lot of investment? Fundamental goals of company’s functioning and factors influencing  achieving goals.
  2. Kaizen Philosophy:
  • LEAN MANUFACTURING foundations: philosophy, history, benefits, strategy,
  • Lean conception development based on Toyota Production System,
  • the essence of KAIZEN approach,
  • Gemba’s house,
  • philosophy of constant development in modern industrial organizations,
  • KAIZEN session organization (two-days Kaizen),
  • daily Kaizen – employee suggestion system,
  • The Five Principles of LEAN – Identify Values, Value Stream, Flow, Respond to Pull, Pursue Perfection
  1. Application of Gemba’s five golden rules:
  • when problem occurs, first go to the Gemba, 
  • observe Gembutsu (real objects),
  • immediate undertake of temporary remedies,
  • find source of problems,
  • standardization to avoid repetition of a problem
  1. Organization of Kaizen session:
  • setting objectives for the session,
  • leading a team (difficult participants),
  • critical elements for Kaizen session, 
  • monitoring realization of tasks resulting from Kaizen session.
  1. Mapping of value stream: 
  • basic assumptions,
  • construction of the current state map,
  • analysis of the current state map,
  • creating of the future state map.
  1. Types of MUDA:
  • overproduction,
  • storage,
  • repair/lacks,
  • motion,
  • processing,
  • expectations,
  • transport,
  • time managing.
  1. Basic concepts connected with a flow:
  • time of cycle,
  • Lead Time,
  • load balancing.
  1. Decision making based on limitations analysis – TOC:
  • analysis and searching for bottlenecks,
  • decision conflict: "world of costs" and "world of capacity",
  • calculating economic aspect of decision making 
  1. 5S – organization of a workplace:
  • 5S - definition and discussion,
  • rules of implementation of 5S,
  • benefits,
  • visual control.
  1. SMED (Single Minute Exchange of Die) - techniques to shorten changeover time machines and equipment
  • assumptions,
  • discussion about SMED stages,
  • the benefits of implementation.
  1. Total Productive Maintenance (TPM) - zero breakdowns, zero defects:
  • concepts and definition of TPM,
  • TPM goals,
  • OEE – the rate of exploitation of machinery and equipment
  • 6 big loss.
  1. Synchronization of supply and production. 
  2. Kanban as a self-regulating process control tool.
  3. Role and responsibilities of Gemba employees:
  • production managers,
  • group leaders,
  • masters,
  • foremen.
  1. Summary.



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

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