Bring our programs to your organization

BENEFITS SOUGHT

With our on-site workshops we work directly with you to build a unique solution based on the specific needs of your organization. The instruction and materials are customized to best suit your needs and desired outcomes. 

PROGRAMS OFFERED

The following programs are available on-site.  Speak with Seth Hummel to discuss this valuable alternative. You can contac Seth at SHummel1@udayton.edu or 937-673-3732. 

On-Site Course Descriptions

NOTE: Except where stated, these seminars are designed as one-day courses with subsequent coaching and consulting provided as needed.

SYSTEMATIC INNOVATION

Studies have shown that 70% of all successful new products in the marketplace can be explained by five creative patterns.  During this seminar, participants will be guided to use these patterns to systematically break down structural and functional fixedness.  The results of using these creative patterns typically yield over 100 good ideas with 5-6 breakthrough product innovations (other brainstorming processes typically yield only 1-2 breakthrough ideas).  This seminar is designed for companies who need an innovation breakthrough and are not sure how to get there. 

LEADING LEAN SIX SIGMA 

This course provides executive leadership with the full breadth of the principles and benefits of Lean Six Sigma. It is designed to equip participants with the ability to provide leadership, understanding, coaching and support for changes necessary to implement and sustain a Lean Six Sigma culture. By the end of the course, participants will select and charter three Lean Six Sigma projects which are critical to the organization. The course is designed for executive leaders and direct reports.

YELLOW BELT CERTIFICATION

This course is designed for all employees who want to learn basic problem solving. Participants will gain the knowledge and skills to be an effective team member on a Lean Six Sigma problem solving team.  Participants learn tools such as SIPOC, Pareto, Cause and Effect and Flow Charts. With this knowledge, they will be equipped and ready to help solve the most critical problems within the organization. This course is a prerequisite for the Green Belt course.

GREEN BELT CERTIFICATION

This two-day course is designed for supervisors and managers. Participants will gain the knowledge and skills to lead Lean Six Sigma project teams.  They will understand the five-step Lean Six Sigma problem solving process and advanced problem solving tools. Participants learn their role in implementing Lean Six Sigma as a management system and actually launch a project. In most cases, this project results in improvements that affect the bottom line. (Yellow Belt Course is a prerequisite).

MANAGING LEAN SIX SIGMA PROJECTS

This course examines the differences between traditional project management and project management in a Lean environment.  In addition, we’ll discuss pitfalls to avoid when creating a Lean culture, thus, positioning the participant and the organization for success.  Furthermore, participants will bring an actual project idea and work in small groups to apply the tools explored during the class.  They will complete the day with a clear project definition as well as drafts of many project deliverables.  The use of Lean tools, along with the added benefit from learning about other projects will leave each participant with a great start on an actual project. 

STANDARDIZING & DOCUMENTING YOUR PROCESSES: A “HOW TO” WORKSHOP

This course will introduce an accelerated approach to standardizing and documenting “best practices” yielding results that you can apply in any venue seeking or needing harmonization, increased efficiency and consistent process implementation. By the end of the session you will have mastered a proven “step-wise” flow-chart and matrix-based approach that is both flexible and inter-connective. The methodology allows for scalable content from the very broad to the very detailed and synthesizes points of view which otherwise may be opposing. This approach to standardization and documentation also clearly differentiates and defines responsibility versus authority in such a way that performance parameters are set and points of cooperative interaction highlighted.

LEAN EMPLOYEE INVOLVEMENT.  NEW!

Most organizations embarking on a lean journey soon become frustrated with improvement events and projects that yield short-term results but have no sustainability or innovation. They are searching for something more: the culture that goes beyond “just managing” continuous improvement. Success in today’s world of constant change requires leadership to leverage all employees in increasing value to their customer.  Learn how Toyota uses standardization, problem solving, suggestions systems, quality circles and daily management in order to get 100% of employees making improvement and solving problems on a daily basis and as a result, outdistance the competition.

LEAN IMPROVEMENT TECHNIQUES

Participants will learn vital Lean improvement tools. Lean tools reduce non-value added work (waste). In turn, costs are reduced and profitability is increased. These tools produce significant impact to Lean Six Sigma Projects. This course is primarily devoted to manufacturing, but most of the concepts can be applied to all industries.  This course is designed for Lean champions, company trainers, human resource personnel, operations management at all levels, manufacturing engineers, Six Sigma Yellow Belts and all those confused about Lean and Six Sigma.

PROJECT MANAGEMENT FOR PROFESSIONAL (PMP)

This four-day course studies the structure, techniques and application of project management.  This includes mathematical models, decision-making, styles of management, and communications.  By working in teams, participants will have the opportunity to conduct an oral and written report on project management’s purpose, process, projects and solutions.  This class satisfies the first of three qualifying requirements by the Project Management Institutes for achieving PMP certification.

HUMAN ERROR REDUCTION: ROOT CAUSE ANALYSIS

This seminar explains the underlying reasons why humans make errors and how to prevent these errors.  As professionals, we have the opportunity to observe our work environment so human errors do not occur.  We have the ability to create effective policies for managing human reliability, thus decreasing the risk of human error in our workplace.  Research has shown that about 76% of human errors occur in the groups that have not been introduced to human error reduction.  More than 7,000 professionals have benefited from taking this seminar. 

CULTURAL CHANGE THROUGH LEADERSHIP, EMPLOYEE DEVELOPMENT & ENGAGEMENT. 

This seminar describes the Toyota Production System including the culture and how all the parts of the organization are interrelated. There are no solo work groups. The Toyota leadership strategy cascades down the organization from the long term view and goals to developing competent people at all levels and engaging them in the process of identifying and solving problems continuously.  Roles of all members of the organization are identified, instruction is standardized, problem identification and problem solving methods are used and best practices are shared throughout the organization.

HOW TO DEVELOP NEW METRICS IN A LEAN CULTURE

This seminar teaches the science of developing lean metrics that deal with the cultural change in an organization.  Participants learn how to ask the right questions, and determine precisely what information measures are needed to support the lean triad: supply chain, people/processes and the customer.  In this hands-on workshop, participants develop lean metrics for review and critique by other teams and the seminar leader.  You’ll leave with skills needed to revamp your own measurement systems so you can breakaway from outdated financial measurements and move your company to a higher level of performance and excellence. 

LEAN EQUIPMENT MANAGEMENT I: THE FOUNDATIONS OF TPM

Total Productive Maintenance (TPM) is a data-based equipment performance and reliability improvement strategy employed companies all over the world.  What makes TPM truly different from other “maintenance improvement” processes is that it engages everyone who affects the equipment in a plant or facility.  This seminar will address how to use the six basic pillars of TPM to achieve fast, focused and sustainable results.

LEAN EQUIPMENT MANAGEMENT II: ADVANCED RELIABILITY APPLICATIONS

Lean Equipment Management is NOT about improving maintenance, but rather improving equipment — the single largest investment of most manufacturing companies and utilities. Reliable equipment is one of the most fundamental enablers of lean manufacturing in an equipment-intensive business. Reliable equipment reduces work-in-process inventories, reduces processing delays, improves flow, improves quality, eliminates many “waiting” wastes, and reduces operating and maintenance costs. Lean Equipment principles, based on the pillars of TPM, address people, their equipment, and the work processes they use.  Learn how to determine the extent of equipment-related losses: scheduled shut-downs, downtime, inefficiency, quality and yield. Starting points for Lean Equipment Management depends on the “maturity” of your maintenance work. This seminar aims for fast and sustainable results.

 MATCHING ACCOUNTING TO A LEAN ENVIRONMENT

This seminar provides the logic and principles behind a proven lean accounting model that clearly shows the positive results of lean — based on the successful lean accounting transformation performed by the Wiremold Company.  Wiremold proved that lean principles affect not just manufacturing operations, but all aspects of a business — sales, marketing, engineering, product development — even accounting.  If you’ve been successful using lean principles to move from batch and queue to flow, you’re likely running into trouble with the accounting system.  Traditional accounting systems involving standard cost, overhead absorption, and variance analysis create significant false-negative reporting distortions that can impede progress in a lean business. In this course, participants learn how to sustain lean by transforming their company’s routine accounting practices.

TOYOTA CULTURE SERIES: DEVELOPING & ENGAGING ASSOCIATES IN CONTINUOUS IMPROVEMENT

Learning and adopting the tools of the Toyota Production System is one of the early steps of creating a continuous improvement culture.  All levels of the organization develop competent people to engage in the process of identifying and solving problems on a continuous basis. Roles of all members of the organization are identified, a standard method of instruction and communication is put in place, problem identification and problem solving methods are used and documenting best practices are shared throughout the organization. Job rotation for skill development is a key tool in the process of raising performance standards and developing associates.  This workshop describes this process.

TOYOTA CULTURE SERIES: PROBLEM SOLVING APPLIED ON-SITE

Toyota has deemed “Problem Solving” as their competitive advantage and improving these skills is a critical priority. Mike Hoseus, co-author of Toyota Culture: The Heart and Soul of the Toyota Way will show how Toyota establishes the culture for problem solving and then review the systematic process used by all levels and all departments within their organization. He will also review the processes Toyota uses not only to sustain this problem solving culture, but also to improve it on a daily basis and how you can do the same.

TOYOTA CULTURE SERIES: A-3 PROBLEM SOLVING

Problem Solving is the foundation of Lean. The tools of a lean management system are designed to identify problems. Mike Hoseus, co-author of Toyota Culture will review how a lean organization establishes their culture for problem solving at all levels. A “hands on” simulation will be used to review an 8-Step process that can be used by all levels and all departments of an organization. He’ll also review the processes a lean organization uses to not only sustain this problem solving culture but also to improve it on a daily basis. The workshop will discuss the Toyota Recall Crisis and use it as a “case study” to apply the A- 3 problem solving process. The workshop will break down the major issues of the recall in order to identify root causes and countermeasures. We will reflect on the crisis to identify lessons learned, not only for Toyota, but also for your organization.

5S: USING VISUAL SYSTEMS TO MANAGE YOUR WORKPLACE

If you walk through your manufacturing facility and do not immediately “see” the flow of the products, operations, people and information, your facility is not running properly.  A cluttered, dirty, disorganized workplace is a breeding ground for waste. Unless your work place has the critical information your employees need — in a format that is easily understood and located at the point of use — your plant will suffer from confusion, frustration and errors as well as rework and downtime.  This seminar goes beyond “cleaning” the workplace. It demonstrates management’s role in creating the standards to support a visual system, a culture for sustaining continuous improvements — and then using them as a foundation for a lean enterprise.

LEAN VISUAL EQUIPMENT: CREATING THE LEAN MACHINE

Lean Machines require less time, effort, money and skilled experts to operate and maintain when compared to traditional machines.  This is made possible by using simple techniques known as “visual systems” that communicate specific information quickly at or near the equipment. Improved accesses to critical parts or information through “minor modifications” contribute the rest of the formula for successful Lean Machines. By putting critical information ON the equipment where it is needed, work becomes easier and more accurate — relying less on memory or trial-and-error.  These easy-to-learn and easy-to-apply principles can lead to work simplification and error proofing in every type of operation.

MANAGING SPARE PARTS: EFFECTIVE ASSET MANAGEMENT

Managing maintenance materials proactively is key to supporting your reliability program.  Providing the right materials in the proper quantities — at the right time and at the lowest practical cost — is the goal. This seminar teaches best practices for managing critical spare parts, regular parts and equipment that get impressive results — such as stockouts reduced to less than 2 percent and inventory reduced by one-half.

CONDITION MONITORING I: APPLIED VIBRATION ANALYSIS AND BALANCING

Machine breakdowns — which can be annoying, financially catastrophic and dangerous — can be avoided. Condition-based maintenance is the key.  You’ll learn first-hand how to detect, diagnose and correct machinery problems.  You’ll gain expertise in vibration analyses, single- and two-plane balancing techniques, laser shaft alignment, and more. Participants will have the confidence and expertise to resolve machinery problems that before resulted in major headaches.

CONDITION MONITORING II: INFRARED THERMOGRAPHY, OIL ANALYSIS, MOTOR CONDITION ASSESSMENT, AND ULTRASONIC NOSE INSPECTION

This seminar lets you examine four industry-proven condition monitoring technologies and determine how they fit into your industrial-maintenance program. You’ll learn the use, capabilities and limitations of each technology or monitoring approach. You’ll see demonstrations of sample technologies and study options, tradeoffs, and expected costs.  You’ll leave the seminar with the expertise to select the right technology for the job, and be able to make informed decisions about the condition-monitoring approach that will benefit you most in your quest for improved reliability.

VALUE STREAM MAPPING

Want a clear understanding of the processes that drive each of your products from start to finish?  This course will provide the knowledge to clearly map out all process actions. Participants will identify between actions that create value and those that create no value.  Attendees will learn how to look for opportunities to eliminate waste activities that consume resources without value, cut cycle time, improve quality and expedite customer delivery by exploring the big picture.  The end result is heightened customer and employee satisfaction.

THE KAIZEN PROCESS: MAXIMIZING PRODUCTION FLOW

Tackle a real project — inside your plant — with teams focusing on a production area and analyzing the flow of work. Your ultimate goal by week’s end: to balance a production line to the customer's needs using the concept of cell design and Takt time. Guided by experienced coaches, you establish a rhythm to the production flow, establish one-piece flow and abandon the work in process that may have been hiding production-system problems. Discover in hours — not weeks — how to implement improvements.

PROACTIVE PROJECT MANAGEMENT IN A LEAN ENVIRONMENT

Organizations that practice reactive project management soon discover that most projects are late, over budget, or fail to meet the customer’s technical and business objectives.  This seminar teaches proactive project management techniques and a proven process that will help you manage projects successfully — on time, on budget and to the customer’s satisfaction. You’ll learn how to establish requirements, develop a strategy, create a project charter, define scope, establish time and cost baselines, manage risk, establish and manage stakeholder expectations, handle communication, deal with change, measure and track performance, and collect final project data. See how quality, effective teams and clearly defined metrics contribute significantly to project success and customer satisfaction.

THE FUNDAMENTALS OF PURCHASING

This seminar is a comprehensive presentation on the basics of purchasing. Without a firm grasp of purchasing basics, you could give away costly leverage— or worse — jeopardize your company’s relationships with suppliers.  This seminar reveals how to maximize your value and leverage and reviews the legal and ethical issues involved in purchasing. You’ll practice negotiation principles, identify what to include in total cost and learn a scheme for calculation.

LEAN PURCHASING: NEW RULES, NEW TOOLS

Greatly improve your company’s cash flow! Traditional purchasing and supply chain practices are neither appropriate for these times nor do they support lean manufacturing. The new and proven approaches revealed in this session can improve on-time deliveries by 80%, reduce inventory investment by as much as 90% and greatly improve supplier quality, all without an increase in cost. Real examples include how a mid-sized company reduced supplier lead times by 70% in 60 days, new purchasing/supplier measures that improve performance of both, how standard costing inhibits purchasing performance and how to improve on-time deliveries without expediting while reducing inventories.

WORK METHODS FOR SUPERVISORS — IMPROVING PRIOR IMPROVEMENTS (IPI)

Do you have all the benefits you were promised from your continuous improvement efforts? Lean systems are in jeopardy if supervisors feel disengaged or imposed upon by continuous improvement efforts.  Supervisors need practical training in work methods and measurement so they can quickly scan an operation to determine which tools and techniques must be used to maintain momentum in lean.  This workshop teaches supervisors how to assess work routines; use benchmarks to judge employee work patterns and discover what might be restricting daily output; analyze the workday to isolate areas causing productivity delays; correct employee-related or operationally-induced production problems; apply techniques that spark new enthusiasm among employees; and sell these improvements to everyone at the plant.  

ADVANCED A3: A DECISION-MAKING, PROBLEM-SOLVING AND THINKING PROCESS

This workshop will go “beyond” the basic “fill in the boxes” of an A-3 and dive deeper into “A-3, or Plan-Do-Check-Act (PDCA) Thinking." In a lean culture, leaders do not simply provide solutions; they coach employees in a systematic process to reach a desired condition.  To ensure competitive advantage, this method needs to be practiced and coached on a daily basis. The process to initiate, guide, communicate, coach and develop this learning is the A-3. Leaders in a lean organization are sometimes reluctant to utilize the A-3 because it may be new and unfamiliar. This workshop provides leaders with practice and feedback in using the A-3 process.

MANAGING AN EFFICIENT SUPPLY CHAIN

This interactive workshop extends the benefits of lean manufacturing outward from the factory floor to encompass the entire strategic supply chain. The result is to trim waste from every step in the recurring value stream. The five principles of lean thinking and the methods of Kaizen are applied to each stage of supply chain management, including establishing linkage and flow within the supplier network, elimination of transaction costs, use of visual communication, methods of standard work and reduction of procurement lead time and inventory queues. Practical methods for identifying and eliminating wasted cost, unnecessary delays, and excess inventory are presented, along with recommendations for building an integrated supply chain through the use of Internet-based “e-management,” and strategies for exploiting B2B marketplaces and auction sites. Each concept is reinforced by practical workshop exercises designed to speed implementation.

STRENGTHENING YOUR BUSINESS SERVICES USING LEAN TOOLS

This seminar will provide a valuable educational experience for service management. This seminar will provide the tools to overcome the major issues associated with eliminating waste in the Service Value Stream. The “Customer Demand for Service to Cash” value stream will be used to show the improvements that can be achieved using the Lean Service method. The Lean Service methodology and lean tools will improve all service operations: office & administration, logistics, purchasing, inventory, order processing, design services and field service.  The proper application of Lean Tools and Processes in the service industry will create a culture of continuous improvement: quality, customer satisfaction, growth and profits.